08 City Mgr-Waters Consulting
iJI THE WATERS
I ~I CONSULTING
GROUP, INc.
March 22, 2004
Gene Anderson
Director of Finance
City of Paris
City Halt Building
135 SE First Street
Paris, TX 75460
Re: Execurive Search for City Manager
Dc"r Mr. ,\nderson:
We appreciate the opportunity to submit a statement of qualificarions outlining our approach to assisring the City of
Paris in an effecrive search program for a new City Manager. ptease allow this letter to serve as confirmarion that this
proposal is tÏnn for a 90-day pet;od immediately following the date of review of the proposal. It should be noted that
various phases of this project are labor intensive and are open to negoriation if the City desires to assume a more or less
acrive role than stated in this proposal. However, this proposal as currently submitted will meet the enrire execurive
search needs of the City and is based on a not-to-exceed fee schedule. We propose to deliver a turnkey execurive
search program to the City based on the fees and project methodology quoted in this work plan. Addirionally, we have
provided our pricing structure by line item should the City require to utilize our services by key project phases.
The Waters Consul ring Group, Inc. (WCG) is a management eonsutring firm specializing in comprehensive
compensarion studies, execurive search, performance management and general human resources consulting. WCG has
conducted narionwide search engagements for a number of ciries and for mulriple execurive positions including but not
limited to City Manager, City Administrator, Fire Chief, Police Chief, Economic Development Director, and Public
works Director,
As a Certified Management Consultant (CMq. it is my duty to ensure that our firm adheres to and abides by the ethical
standards set forth by the Insritute of Management Consultants. In addirion, our Director of Execurive searcb, Mr.
Chris Hartung, is a long-rime member of the Intemarional City and County Management Association (IC!vIA) and the
Texas City Managers Associarion (TCMA), His commitment to both organizarions is carried over to our tirm in that
the ethicaJ standards and codes for each are pracriced and promoted daily in our execurive search pracrices.
We have also included the following informacion for the submission of this proposal. The name, titlc. address, and
telepbone of individual(s) with authority to contractually bind the offerer:
Mr. Rollie 0, Waters, President OR Stacy V. Layton, Director of Business Development & Opewions
The Waters Consulring Group, Tne.
2695 Villa Creek Drive, Suite 104, Dallas, Texas 75234
(972) 481-1950 (972) 481-1951 FAX
Email: rwaters@w:¡tersconsulring.eom OR sl;¡ytonlã1waterseonsulring.eom
We look forward to meeringwith the City to discuss this work plan and our possible assistance witb this project.
~y,
¿.4~~~;;~
Rollie O. Waters
President
THE WATERS CONSULTING GROUP, rNC. PRODUCTIVE MANAGEMENT CONCEPTS
2695 Villa Creek Drive Suite 104 Dallas, Texas 75234-7328 972/481-1950 Fax 972/481-1951 www,watersconsuiting.com
PROPOSAL TO THE CITY OF
PARIS, TEXAS
EXECUTIVE SEARCH SERVICES FOR CITY MANAGER
MARCH 22, 2004
.--. -------~--~_._-----------~~-------------._- ._---_._._----~---- -.- .-.----
FINDING Tf-lE RIGI-IT PFiRJON FOR TIm RIC;IIT lOB. C;UARANTf~lm
8
[i]THE WATERS
I [!] I CONSULTING
GROUP, TNc.
2695 Villa Creek Drive, Suite 104 Dallas, Texas 75234 800.899.1669 www.watersconsulting,com
TABLE OF CONTENTS
SECTION I - PROJECT OVERVIEW
Project Overview
Professional Experts
Role of the City's Staff
Design of Proposal
Our Triple Guarantee
Remaining Sections of Proposal
. . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . .,
.....................,...............
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"""""""""""""""""'"
. . . . . . . , . . . . . . . . . . . , . . . . . . . . . . . . . . . ..
...,....,...,....,.'.................
Page Number
2
2
3
4
4
5
SECTION II - METHODOLOGY & TECHNICAL APPROACH
Strategic Planning/Administration
Task 1 - Profrle Development
Task 2 - Search Strategy
Task 3 - Screening Process
Task 4 - Background Interviews
Task 5 - Finalization of Search
Task 6 - Psychological Assessment
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.....................................
,...,.................,..............
.......".,.,..........,..,.'.".....
............................,..,.....
..................................,..
.....................................
~------------_.
SECTION III - PROJECT WORK PLAN
Strategic Planning
Project Timeline
THE WATERS CONSULTING GROUP. INc.
............................
,........................,
Page Numbet
3
4
6
ï
8
Page Number
2
PAGE.1
SECTION IV - EXPERIENCE AND QUALIFICATIONS
Page Number
Creating a Professional Alliance
Professional Experts
...............................,.....
.....................................
2
3
Chris Hartung
Ruth Ann Eledge
Charlie Shapard
.............,.......................
.....................................
4
5
..........,..,.......................
Stacy Layton
Donna R. Parker
,......'..'....................,.....
6
7
,......,.............................
IMC Code of Ethics
,....................................
8
10
Professional References
...............................,.....
SECTION V - PROFESSIONAL FEES
-------_._--_._~---_.- . ._-~-~-~~-_.-
Pagc Numbcr
Project Budget Approach
Professional Fees
,....................................
,..,....,..,.,."..,.,..........,....
2
~----_. -.-----.. - -- ----- -~---_.~-
APPENDICES
_00_'____-------
Sample Psychological Report
Sample Profile
,..,.,..,."."......,..........,....
Appendix
A
...................,..............,..
ß
C
Portfolio of Additional Services
Sample Candidate Questions
,.........,..,.......................
,....................................
D
E
Sample Reference Questions
,.........,..,.......................
THE WATERS CONSULTING GROUP, INC
PAGE.2
SECTION. I
PROJECT OVERVIEW
THE WATERS CONSULTING GROUP, INc.
WWW.WATERSCONSULTING.COM 800.899,1669
SECTION. I
PROJECT OVERVIEW
COMMITMENT TO SUCCESS
WCG'S KNOWLEDGE AND UNDERSTANDING OF TIlE CITY
GOVERNMENT AS WELL AS OUR COMMITMENT IN DEVELOPING A
PARTNERING RELATIONSHIP WITH OUR CLIENTS ARE KEY FACTORS IN
PROJECT SUCCESS.
PROJECT OVERVIEW
The City of Paris is considering the use of an outside consulting firm to assist in the
development of a comprehensive executive search program for a new City Manager and has
requested a proposal describing our work p1an and project approach.
The Waters
Consulting Group, lnc, (WCG) is a Dallas-based management consulting fu:m specializing in
comprehensive compensation studies, executive search, and general human resources
consulting.
\Ve have recently conducted search engagements for several cities and for
multiple executivc positions including but not limited to City 1\lanager, Assistant City
Manager, Deputy Ciry Manager, Fire Chief, Police Chief, City Administrator, and Economic
Development Director,
OUR PROFESSIONAL EXPERTS MAKE THE DIFFERENCE
Throughout the assignment, WCG's consulting staff will serve as technical advisors to the
City, serving to ensure that the selection process is conducted in a professional manner, The
objective of WCG will be to generate a highly qualified group of candidates from whom the
City may select for a new City Manager as well as assist the City in the evaluation process of
such candidates. Due to our broad reaching professional relationships with cities across the
nation, WCG is positioned to confidently promote the City of Paris to prospective
candidates as a very positive career and personal growth opportunity.
Since our fu:m's beginning in 1976, we have emerged as a leader in executive search. It's our
25+ years of consulting experience coupled with our unique approach and personal touch
THE WATERS CONSULTING GROUP, INC. PAGE. 2
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SECTION. I
PROJECT OVERVIEW
that drives our internal standard for delivering only outstanding services and top-quality
products.
With any consulting assignmenr, but particularly with an executive search project, reliable,
consistent communication is fundamental to project success. At key points during a search
assignment, WCG's consultants will meet, either by phone or in person, with the Mayor, City
Council, and others as appropriate ro discuss the progress of the recruitment and to review
subsequent steps in the search process. Ihese regular overview sessions will help to ensure
success with the search assignment.
We have helped numerous government entities over the years with their executive search
challenges.
We pride ourselves in the fact that we bring a high-level of personal
commitment to e\'crything that we do. \ve get to know our clients - their concerns for
success, their strategic goals, and their operational culture - that is the only way that we can
deliver customized systems for organizations of all sizes. But our professional commitment
does not just stop vvith our clients. Time after time, we have candidates that were not
selected for positions, call our firm to compliment us on our search process. Many of them
have stated that we provided them with the best search experience in which they have ever
participated.
Client satisfaction is important to all organizations, but to our flrm, it is our chief focus. In
our business, referrals and recommendations are the keys to success - not to mention
longevity. A list of our references is included in Section IV for the City's review.
ROLE OF THE CITY'S STAFF
We plan to deliver a turnkey executive search program to the City. We have a full and
seasoned staff of professionals to deliver top quality services with minimal effort required
from the City. However, to assist in the project, we suggest that the City designate a Project
Director to serve as \vCG's principal contact for the search assignment. Depending upon
THE WATERS CONSULTING GROUP, INC. PAGE. 3
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SECTION. I
PROJECT OVERVIEW
the choscn tasks, the City's Project Director will handle functions such as coordinating
meeting times and places, assisting in the development of the position prof1le, arranging for
meeting updates and any other coordination of recruitment activities.
Our team of consultants will work to thoroughly review the goals of the City in regard to the
seatch by conducting an initial planning meeting with the City Council, Project Director and
others as appropriate.
OUR PROPOSAL IS DESIGNED WITH FLEXIBILITY IN MIND
~-_.
In addition, we have outlined our professional services by line item so that each may be
selected as necessary to enhance the overall project or used to shorten the scope of project.
Our services are presented in this format in an effort to further support the City's cost
consciousness as well as its overall strategy and objectives. Section V of this Proposal details
all related professional fees by project phase. By offering our clients the option to choose
only d,e project elements dlat support dteir goals and needs, we have succeeded in creating a
much more flexible approach in system design than typical flat or hourly fee structures offer,
In addition, we have included services as options for the City to consider that will help to
enhance the overall project, It should also be noted that all project elements presented in
this proposal are specifically designed to compliment one another and may be executed
separately or as a customized package, Since our tÏrm's beginning in 1976, forward thinking
in the world of consulting and executive search has been one of our greatest strengths. We
believe that our range of services must be just as flexible in order to meet the stated as well
as the unforeseen needs of our clients.
OUR TRIPLE GUARANTEE
During this project, the mission of WCG will be to assist the City in the selection of a
seasoned, well-respected, and innovative leader that has the ability to assist the City in the
accomplishment of the City's goals and objectives. (1) To dllS end, WCG is comlllltted to
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SECTION' I
PROJEC~~VERVIE""
remain with this search assignment until the City has made an appointment for the fee and
tasks quoted in this proposal. If the City is unable to make a selection from the initial group
of finalists, WCG will work with the City to identify a supplemental group, (2) In addition,
if the City removes with cause the newly appointed City Manager (selected as a result of our
efforts), or if the newly appointed executive resigns within the first twenty-four months
following dIe date of employment, WCG will conduct a new search for no additional
professional fee. i'he only cost the City would incur in this case would be reimbursement
for any project related expenses, 3) Finally, WCG will not solicit any candidates selected
under this contract for any other position during his or her service in this position with the
City of Paris.
REMAINING 8ECTIONS OF PROPOSAL
----~- ~ ------------.--... .--. -------~...-----~ --.-.---------
The remainder of this Proposal outlines how wce; will assist the City of Paris in achieving
its project objectives and goals, In addition to dus Section, dus proposal describes:
A detailed Project Methodology and Techrucal Approach (SECTION II)
.
An Estimated Project Timeline (SECTION III)
Our professional qualifications, background, and experience to complete the project
as well as a listing of references for which similar searches have been conducted
(SECTION IV)
.
The estimated professional fees and expenses to complete the project (SECTION V)
.
Sample work products
THE WATERS CONSULTING GROUP, INC,
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SECTION. II
METHODOLOGY &
TECHNICAL APPROACH
TIlE \"\'ATERS CONSULTING GROUP, INc.
800.899.1669 WWW.WATERSCONSULTING.COM
SECTION. II
METHODOLOGY & TECHNICAL APPROACH
KEY PROJECT ELEMENTS
A FLEXIBLE FORMAT IN KEY PROJECT WORK AREAS IS ESSENTIAL
IN OUR "PARTNERING APPROACH" BETWEEN WCG
AND THE CITY 0[' PARIS.
STRATEGIC PLANNING AND PROJECT ADlvUNISTRATlON
Tliroughout the entire project, WCG will work to effectively plan the key study phases and
elements in order to provide quality services in a professional, effective, and efficient
manner. We view our relationship with the City as a true working partnership. It is during
this phase that the initial planning session is held with the City's designated Project Director,
City Council, and others as appropriate.
Planning the project and understanding the essential issues that are critical to a successful
search is a necessary first step. 111e following outlines om technical approach to executive
search.
-------.
TASK 1:
DEVELOP CITY MANAGER PROFILE AND IMPLEMENT
EFFECTIVE ADVERTISING STRATEGY
.~_.
--~
This important first step in the recruitment process will involve the development of a
comprehensive profIle describing dle minimum qualifications, desired experience, personal
characteristics, and other factors which will make a person likely to be a success in the
position of c:ity Manager for the c:ity of Paris.
WCG will meet with the Project Director, City Council, designated City staff members, and
others, as appropriate and as directed by the City, to discuss the required background and
experiences for dle new City Manager. Many of om previous searches have involved an
open-community approach to profIle development and we have found this to be an excellent
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
way to broaden our perspective on the qualifications needed for the position. Most recently,
we worked with the City of Abilene, Texas in the selection of their new City Manager and
utilized the input from community groups to effectively create a customized position profile
and brochure. A copy of tlle brochure is in included as Appen@ B of tIlls proposal for tIle
City's review,
In the development of the profile, WCG will also gather organizational charts, budgetary
information, operational reports, and other documentation describing the operations and
work1oad of the position as necessary. Additionally, we will use our knowledge of current
developments in the operations of 10cal government to further assist the City in the
development of the qualifications for this position.
Consideration will be given to
requirements such as formal education and specific work experiences. 'W'e understand ti,e
importance of developing truly meaningful position requirements that meet the current
needs of the City and that compliment the culture, goals and objectives of the City.
Based upon ti,e results of the discussions with the City, community and staff interviews, and
our review of other information, \VCG will develop a customized profile that represents a
consensus view of the background, experiences, and other qualifications important for a
successful City Manager for thc City of Paris. The draft profile will be presented to the City
Council for review and final approval prior to initiating the solicitation and advertising
strategy,
In order to conduct an open recruitment and to encourage applications from a diverse pool
of candidates, wce; will work with the City to develop a comprehensive advertising strategy
to notify potentÎill candidates about the vacancy.
wce; will review the current
advertisement and suggest improvements, or re-advertise, if necessary. Advertisements will
be placed in appropriate professional publications, local newspapers of record, and on
Internet bulletin boards.
Draft ads will be submitted to the City for approval prior to
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
publication. wce; has direct access to the Internet through our heavily trafficked Website at
www.watersconsuiting.com and targeted e-mail (Search@watersconslùting.com).
Additionally, wc will use these resources to communicatc with prospccts and candidates as
appropriate,
The aggressive advertising campaign for top talent will inelude national,
regional, in-state and local elements. We will work to create an appealing brochure in order
to submit to candidates in both a printed and electronic format. Additionally, our presence
and attendance at conferences sponsored by such professional groups as ICMA and TML
will be used to furthcr promote the position,
A solid and effective advertising strategy will help to ensure that the City conducts an open
recruitment. WCG is committed to making sure that the City of Paris meets its commitment
to ensure against discrinUnation in employment practices on the basis of eidler, race, color,
national origin, ancestry, disability, gender or religion
---------------------.-------.------..--.------.-----.-. .----------.
TASK 2:
ESTABLISHMENT OF SEARCH STRATEGY AND
IDENTIFICATION OF QUALITY CANDIDATES
Once the profùe for the new City Manager has been established, WCG will implement the
campaign to address prospective candidates on a national, regional, in-state and local basis.
Using thc information provided by the profile developed in Task 1, WCG will seek to
identify individuals who would be outstanding candidates for City Manager.
Often,
potentially well-qualified candidates are not actively seeking new employment and will not
necessarily respond to an advertisement. However, if a potential candidate is presented widl
the opportunity in the correct manner, he or she may apply. We take pride in our ability to
locate candidates across the nation based on our professional contacts and relationships,
During this assignment, we will use our knowledge of municipal government management to
identify and contact individuals who may be candidates or who may know of potential
THE WATERS CONSULTING GROUP, INC PAGE. 3
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
candidates. WCG has reliable contacts from coast to coast, We will contact individuals
identified as potential candidates to discuss the career opportunity presented by the City.
The objective of this effort will be to identify higWy qualified individuals, and then to
interest these potential candidates in submitting a resume for the City's consideration.
It is important to note that wce; does not rely on existing lists and databases of prospective
candidates. Our approach is based on developing a personal knowledge of candidates and
relationships with reliable sourccs for recommcndations. For every search that we complete,
a specific list of candidates is generated based on the unique characteristics of each position
description and profile.
TASK 3:
SCREENING PROCESS AND THE DEVELOPMENT OF THE
INITIAL REPORT OF RECOMMENDATIONS
After the initial solicitation phase, WCG will review all resumes received to determine which
candidates appear to have the desired background and qualifications for the position. This
step will include an in-depth review of the resumes of any internal candidates on the same
basis as external candidates, Resumes of candidates who obviously do not meet the desired
minimum qualifications established by the City will be eliminated from further consideration.
We believe that one of the strengths of the WCG search process is our handling of
candidates for a position.
Each candidate submitting a resume will be sent an
acknowledgement letter by WCG giving an approximate schedule for the search. Further
communications will be maintained with each candidate regarding information about the
search progress and, at the conclusion of the project, rejection letters will be sent by wce;,
WCG takes pride in the many complimentary comments made by finalists and non-finalists
about the level of communications and the professionalism with which they are treated
during a search.
THE WATERS CONSULTING GROUP, INC.
PAGE.4
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
WCG will then prepare a list of those preliminary candidates appearing to have the desired
qualifications for consideration by the City. This preliminary group of candidates will form
the pool for subsequent steps in the process. wce; will meet with the City Council to
discuss the preliminary pool of candidates prior to moving forward.
The second part of the screening process will involve conducting interviews with the
potential finalists,
The purpose of these conversations will be to gather additional
information about the candidates' background and experiences, Since resumes are only brief
summaries of a candidate's qualifications, these interviews are a key part of the process in
identifying a [mal group of candidates for the City to interview.
Our in-depth interview includes a dlOrough question and answer format lasting
approximately one hour per candidate and resulting in a written report. (An example may be
found in the Appendix Section of this proposaL) Each interview session begins with our
customized background questions and progresses into position specific job-related
questions, These questions are developed as a direct result of our interviews with City
Council Members and dIe resulting Profile.
After completion of the interviews, wce; will prepare a preliminary rcport of candidates to
the City Council describing the potential finalists in greater detail.
A meeting will be
scheduled with the City Council to discuss the next step in the process as well as the group
of initial candidates for which a detailed background investigation and reference checking
process will be conducted. The initial report of recommended finalists nonnally contains 10
to 12 candidates and will include preliminary background information, summary resume,
original resume, and a candidate data profile including the candidate's past management
history. WCG's Director of Executive Search, Chris Hartung, will notify any candidates not
making it to the final "short list" in writing.
THE W~\TERS CONSULTING GROUP. INC.
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
TASK 4:
BACKGROUND INTERVIEWS AND REFERENCE CALLS
Once the City Council approves the group of preliminary fmalists, WCG will begin the
reference checking and background process. wce's reference and background checking
process is the hallmark of our successful executive search program. Immediately after the
review of the list of potential finalists by dIe City, WCG will obtain a list of eight to ten
work-related references for each potential finalist. Telephone contact is then made with the
references and sometimes with others in the specific industry (i.e. ICMA) that may know of
additional accomplishments and work experiences of the candidates. The purpose of these
reference interviews is not to solicit negative comments about the candidates, although they
may generate some, The purpose of these interviews is to allow WCG to complete our
understanding of the actual work experience and personal characteristics of the fmalists.
Specific questions to be asked about the candidates will be developed from the profile
approved by dIe City.
WCG is p1eased to partner with Pinkerton Investigation Services in the gathering of
infonnation about the financial histoty and the review of court records for each fmal
candidate. This thorough background investigation coupled with WCG's reference checking
techniques helps to ensure a sound selection process. \VCG will also conduct background
checks in the area of:
.
Consumer credit records
.
Criminal records
.
Civil litigation records
Motor vehiele records
.
Published newspaper articles via the Internet
Bankruptcy Records
Education Verification
THE WATERS CONSULTING GROUP, INc.
PAGE.6
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
Employment Verification
Federal District Civil Litigation Records
.
Federal District Criminal Records
Judgment/Tax Lien Records
Social Security Number Verification/TRACER
.
State District/Superior Court Civil Litigation Records
Consulting on security needs
State District/Superior Court Criminal Records
The background investigation will be thoroughly documented and reported to the City in the
final candidate report.
--"--'------'-------'
---
TASK 5:
ONSITE INTERVIEW PROCESS FACILITATED BY WCG WITH
FINAL CANDIDATES AND THE CITY COUNCIL INCLUDING THE
FINALIZATION OF SEARCH
Upon completion of Tasks 1 through 4, WCG will submit a Final Candidate Reporr
recommending a group of finalists for the c:ity Council to interview, Typically four to six
fillal candidates will be identified, Our report will summarize the work experiences and
educational backgrounds of dle candidates drawn from the resumes and from dle initial
interviews and background checks, WCG will also summarize the results of the reference
investigations,
In addition, the report will include general guidelines for applicant
interviewing and suggested interview questions for the City to use in conducting the
interviews, A list of suggested questions can be very helpful to the interviewer by ensuring
consistency and guarding against straying into potentially legally dangerous areas of inquiry,
WCG will also discuss with the City the subsequent and optional steps in the total interview
process and will make recommendations concerning dle final evaluation of dle candidates.
TIlE WATERS CONSULTING GROUP, INC, PAGE. 7
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
Alternative and optional approaches during this time may include the use of an interview
panel, assessment center, and/or psychological/behavioral assessment tools such as our
Psychological Report as outlined below.
TASK 6: - PSYCHOLOGICAL ASSESSMENT
---'--
As an option for the City to consider, we are prepared to administer a psychological
assessment to the finalists.
This comprehensive instrument provides a broad range of
information about the candidate's behavior, work style and management style, It helps to
evaluate a candidate's assets and liabilities to determine job fit, performance potential and
management needs.
It also includes an analysis of the participant in a number of areas
including intellectual abilities (optional); intellectual usage or thinking style (optional); work
style and motivations; emotional style; interpersonal style; and interpersonal influence and
control. While a battery of tests such as this is not an absolute predictor of success in a job,
testing can often predict potential work-related problems that an individual rmght have.
The information from the psychological assessment will not only provide helpful
information to assist dle City in making a successful hiring decision, but can also be
invaluable in assisting in initial counseling and goal setting with the successful candidate
through the use of the Developmental Report, This report can ease the transition to the
new job and help prevent the miscommunications and misunderstandings that can
sometimes occur in new employment situations, This report is written in a developmental
tone so that it can be given to dle individual assessed and provides consullctive, objective
feedback of assessment results,
It is designed as a workbook requiring the individual's participation in personal development
activities that may be completed individually or with a supervisor. For each candidate tested
on the psychological assessment and placed in the position, WCG will provide a
complimentary Developmental Report.
THE WATERS CONSULTING GROUP, INC.
PAGE.8
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SECTION. II
METHODOLOGY & TECHNICAL APPROACH
Assessment results are based on a series of validated tools including:
.
Raven Standard Prob'!essive Matrices - Short Vasion
Thurstone Test of Mental Alertness
.
GZT /DFO Personality Opinion Survey
A sample of this assessment is included in the Appendix Section for the City's review.
(It should be noted that if this option is exercised, the City will purchase the services of
WCG and WCG will own the resulting Report for each candidate in order to protect dlis
information from publication,)
THE WATERS CO~SULTING GROUP, INC
PAGE.9
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SECTION. III
PROJECT WORK: PLAN
THE WATERS CONSULTING GROUP, INc.
800,899.1669 WWW.WATERSCONSULTING.COM
SECTION. III
PROJECT WORK PLAN
PROJECT WORK. PLAN
IN DEVELOPING THE EXECUTIVE SEARCH WORK PLAN, \,\'E WILL
TAILOR OUR APPROACH TO ADDRESS THE ISSUES UNIQUE TO THE
CITY OF PARIS'S WORKING ENVIRONMENT
AS WELL AS TIMELINE.
.------.---
STRATEGIC PLANNING
WCG emphasizes the importance of custom-designing projects to meet our client's specific
needs, In executing the executive search assignment for the City of Paris, we wi\1 tailor our
approach to address the issues unique to the City's working environment.
On every project we assign a Senior Project Consultant and carefully choose a team of
professionals to carry out the assignments in an effective and efficient manner. WCG's
Senior Project Consultant will interface with the designated Project Director to determine
rhe scope of the project, the project schedule and budget, and the resources needed to
successfully complete it.
The following schedule is provided as a general timetable. Normally assignments of this
nature are completed within a 100 to 140 day period. An exact project schedlùe will be
determined after consultation with the City and may be adjusted as necessary to meet the
timeline of the City.
TIle complete Senior Project Team includes Chris Hartung, Charlie Shapard, Ruth Ann
Edwards Eledge, and Stacy Layton. (Other members may be added with the approval of the
City of Paris.) TI'¡s project team has been carefully chosen from the staff of WCG for their
professional expertise and experience, These consultants are committed to helping the City
of Paris to complete this project in a timely manner,
TIlE WATERS CONSULTING GROUP, INc. PAGE. 1
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SECTION. III
PRDJECT WORK PLAN
The following schedule is provided as a general timetable, An exact project schedule will be
determined after constùtatiol1 with the City Council, WCG is prepared to start this project
immediately.
------ ._~~ .._-_._--~--_.~ - --'------ ---.-.- --.-- -. -.---.--
PROJECT TIME LINE
-_.------------
Description of
Key Project Phases Number of Weeks
01 02 03 04 05 06 07 08 09 10 11 12
Task 1
Profile Development
& Advertising
Task 2
Search Strategy and
Identification of
Candidates
Task 3
Screening Process
and Initial
Recommendations
Task 4
Background
Interviews &
References
Task 5
Onsite Interviews
and Finalization of
Search
Task 6 -
Psychological
Assessment
THE WATERS CONSULTING GROUP, INc.
PAGE.2
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SECTION. IV
EXPERIENCE & QUALIFICATIONS
THE WATERS CONSULTING GROUP, INc.
800.899.1669 WWW.WATERSCONSULTING.COM
SECTION. IV
EXPERIENCE AND QUALIFICATIONS
OUR SEASONED STAFF AND
EXTENSIVE EXPERIENCE
SETS US APART
WE BELIEVE THAT OUR MULTI-LEVEL GOVERNMENT
EXPERIENCE, ALONG WITH THE PERSPECTIVE OF PRIVATE
INDUSTRY EXPERIENCE MAKE WCG THE SOUND CHOICE,
CREATING A PROFESSIONAL ALLIANCE WITH THE CITY
The Waters Consulting Group, Inc. (WCG) is a Dallas-based management consulting fIrm
specializing in human resources executive search, compensation, benefits, and perfonnance
management consulting, Since the fIrm's beginning in 1976, \'iiCG has emerged as a leader in the
consulting industry, Many years of experience and nationally recognized expertise underlie all of our
studies. WCG currently has 10 employees. We look forward to the possibility of working with the
City of Paris, Below, we have summarized some of the reasons why we think our services would be
most advantageous to you,
PROè.IOTION Of' .\ 1\\RTlCIPXI']\'E ,\PPRO.\Cf f
WCG believes that working shoulder to shoulder with our clients is essential in order to gain
broad input for the selection process and, ultimately, support for the new manager from all
individuals in the organization and the conununity.
Cl'STOè.t DESICNLD
All of our programs are designed to suit the particular needs of our clients, Nowhere in the
country is there an organization exactly in your situation, It is important that your executive
search blend sound principles \vith your uniqueness,
The qualifications of our Director of Executive Search and Senior Consultants assigned to this
project, along with a partial list of clients and references are provided in the remainder of this section
for your review,
THE WATERS CONSULTING GROUP, INc. PAGE. I
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SECTION' IV
EXPERIENCE AND QUALIFICATIONS
OUR PROFESSIONAL EXPERTS MAKE THE DIFFERENCE
Below is an overview of our proposed project team for this project. Each member's bio is
included in Section IV of this proposaL
Our Project Team
. Chris Hartung, Director of Executive Search for WCG
Ruth Ann Eledge, Senior Consultant with WCG and retired HR Director of the City
of Austin
Charlie Shapard, Senior Consultant with WCG and retired HR Director of the City
of PIano and former HR Director for the City of Fort Worth
. Stacy V. Layton, Director of Operations and Business Development
. Donna R, Parker, Senior Consultant
Our Board of Advisors
. Robert Herchert, Chairman of the Board of Freese & Nichols and Chairman of the
WCG Board of Advisors
Bob Bolen, Former Mayor of Fort Worth and WCG Advisory Board Member
Donald Creveling, Retired Director of HR for JCPenney and WCG Advisory Board
Member
. Ulysses Ford, President of SDC Consulting and WCG Advisory Board Member
Terry Ryan, Former President and CEO of the Fort Worth Chamber of Commerce
and WCG Advisory Board Member
Bettye Lynn, certified as a specialist in labor and employment law by the Texas
Board of Legal Specialization and wce Advisory Board Member
Linda Patterson, Former Assistant Deputy Treasurer for the State of Texas and
WCG Advisory Board Member
THE WATERS CONSULTING GROUP, INC
PAGE. 2
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SECTION. IV
EXPERIENCE AND QUALIFICATIONS
CHRIS HARTUNG
Director of Ev:eclItive Search Services
Chris Hartung is a Senior Consultant and the Director of the Executive Search Division for
The Waters Consulting Group, Inc. (WCG). In his role, he is responsible for managing the
executive search division of the firm, In addition, he manages components of
compensation, classification and other management consulting projects. Chris has more
than 30 years of experience in managing and consulting in both the private and public sector.
He has served as Director of Finance, Assistant City Manager, and City Manager in full
service municipalities with populations ranging from 15,000 to 160,000, Mr. Hartung served
for 8 years as City Manager of Denton, TX, a university community similar to the City of
Lubbock.
Chris joined WCG in October 1997. He has conducted management-consulting
assignments in a number of areas including compensation planning and implementation,
strategic planning, organizational staffing, total quality management, and executive
recruitment. He has written and presented training in a number of subject areas including
performance evaluation, leadership and management skills, and customer relations.
Areas of Expertise
Executive Recruitment
Classification and Compensation Studies
Skill-based Pay
Employee Surveys
Customer Service Training
Leadership Training
Professional Accomplishments and Education
Chris received his bachelor's degree in government from Southern Methodist University and
his master's degree in public administration from the University of North Texas, He has
conducted lectures and seminars for Texas A&M University, the University of Texas at
Austin, the University of Texas at Arlington, and the University of North Texas, Chris is on
the faculties of the Bill Blackwood Law Enforcement Management Institute of Texas
(LEMI) and the Certified Public Manager Program (CPM), which is managed by the faculty
at Texas State University, San Marcos.
TIlE WATERS CONSULTING GROUP, INC
PAGE.3
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SECTION. IV
EXPERIENCE AND QUALIFICATIONS
RUTH ANN ELEDGE
Director of Consulting Services
Ruth Ann Eledge is the Director of Consulting Services for The Waters Consulting Group,
Inc. (WCG). In tlùs role, she oversees projects to ensure they are delivered on time while at
the same time meeting the quality requirements of the client. She also provides senior
consulting services to WCG clients,
Ruth Ann has more than 24 years of public sector experience with the City of Austin, Texas.
Prior to joining the \VCG team, Ruth Ann served as the Director of Human Resources and
Civil Service for the City of Austin, Texas.
Under Ruth Ann's leadership, the City of Austin was recognized as one of only two cities
nationwide to receive "A" ratings from Governing Magazine as top Human Resources
Department in 2000.
Most recendy, Ruth Ann is serving as the Senior Project Director for a major compensation
study for the City of Tucson, Arizona and Corpus Christi, Texas,
Areas of Experuse
Executive Search and Recruitment
Job Evaluation Analysis
Job Description Analysis
Benchmarking
Market Surveys
Salary Administration Audits
Compensation Planning and Implementation
Professional Accomplishments and Education
Ruth Ann received her bachelor's degree from the University of Texas at Austin and her
master's degree (MP A) from Southwest Texas State University,
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THE W'KfERS CONSULTING GROUP, INc.
SECTION. IV
EXPERIENCE AND QUALIFICATIONS
CHARLIE SHAP ARD
Senior Consultant
Charlie Shapard, retired Director of Human Resources for the Cities of PIano and Fort
Worth, has joined The Waters Consulting Group Inc, (WCG). Prior to his appointment in
Fort Worth in 1979, Charlie served as Director of Personnel for the State Department of
Transportation as well as for the cities of Raleigh and Greensboro, North Carolina. During
Charlie's 3D-year career in public service, he has served as president of the International
Personnel Management Association and was awarded the prestigious Edwin Swain Award by
the IPMA Southern Region for his contributions to public sector human resources
management.
Areas of Expertise
Human Resources Generalist
Executive Search
Policy Development
Public Sector Wage and Hour Administration
Civil Service
Professional Accomplishments and Education
Charlie received his bachelor's degree in social sciences from Davidson College and his
master's degree in public administration from the University of North Carolina at Chapel
Hill. Charlie also is a graduate of the Government Executive Institute of the University of
North Carolina School of Business and the North Carolina Institute of Government's
Municipal Administration Course. He helped establish and has coordinated the program for
the annual Civil Service Workshop for cities covered by the Texas Civil Service Law for
Police Officers and Firefighters for 16 years; the Texas Municipal League and the Texas
Municipal Human Resources Association sponsor the workshop.
THE WATERS CONSULTING GROUP, INc.
PAGE.5
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SECTION. IV
EXPERIENCE AND QUALIFICATIONS
STACYV. LAYTON
Director of Operations and Business Development
Stacy Layton serves as the Director of Operations and Business Development for The
Waters Consulting Group, Inc. (WCG). In this role, Stacy oversees consulting projects in
the areas of project administration and contract management. Stacy has held various
positions in human resources system administration for more than 15 years,
Prior to joining WCG, Stacy served as the training and development coordinator for a
Florida financial institution and as the staff development director for several large private
corporations nationwide.
Stacy also has extensive experience in skill-based pay systems development, broadbanding,
job description development, salary survey analysis, pre-employment selection assessments
and perfonnance appraisaL
Areas of Expertise
Executive Search Profile Development
ASSESS Selection System Administration
Contract Management
Perfonnance Appraisal Systems
Salary and Benefit Analysis
Job Description Analysis
Broadbanding
Skill-Based Pay Systems
Selection and Development Assessment
Professional Accomplishments and Education
Stacy has produced several training and development courses for both the public and private
sector over the past five years. She is also an accomplished public speaker, having presented
speeches at several national conferences on behalf of WCG clients, In addition, Stacy has
facilitated numerous training sessions focusing on management, customer service, and
leadership. She received her bachelor's degree in business administration from Georgia
College.
TIlE \'{'.HERS CONSULTING GROUP, INC
PAGE.6
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SECTION. IV
EXPERIENCE AND QUALIFICATIONS
DONNA R. PARKER
Senior Consultant
Donna Parker is Senior Consultant with WCG, recently joining the firm as program manager
of private sector client relations & development for the SurveyNavigatorTM comprehensive
compensation studies and analysis.
Donna has over 30 years experience in executive and organizational management in the
Dallas/Fort Worth, Texas area involving the North Texas Commission and the Fort Worth
Chamber of Commerce (D/FW, TX - economic and infrastmcture development/
improvement); The Whitney Smith Company (Fort Worth, TX - executive search/
management consulting); and the Bank of America (Fort Worth, TX - banking, finance and
marketing,)
She has served in workforce development consulting roles with the U.S. Department of
Labor and the U,S, Department of Education in Washington D.C; conducted workshops at
Cornell University (NY), for the U.S. Chamber of Commerce, and the American Chamber
of Commerce Executives, She is a founder of the Automation and Robotics Research
Institute (University of Texas-Arlington-Fort Worth campns) and founder of the successful,
award-winning program, "C3 - Corporations, Classrooms & Communities", a private/public
partnership for education enhancement.
Donna has served two gubernatorial appointments with the State of Texas: The Texas
Defense Economic Adjustment Advisory Council and the Texas Turnpike Authority. She is
currently vice chainnan of the North Texas Tollway Authority.
Areas of Expertise
Organizational Management
\\?orkforce Development - private and public sectors
Financial & Market Analysis
Executive Search
Industries Focus: aviation/transportation, engineering, finance, education,
governmental, human resources, marketing, manufacturing, non-profit/associations
Fortune 500 Companies, Governmental Entities, Large/Medium & Small Businesses
Professional Accomplishments and Education
Donna is a graduate of the Institute of Organizational Management at the University of
Notre Dame, South Bend, Indiana; and of the University of Colorado Graduate School of
Bank Marketing in Boulder, Colorado, In 1997, she was named one of Tarrant County
('I'À)'s Most Influential Women and received the City of Fort Worth's award for the
Outstanding Woman in the Workplace. Tn 2002, Donna received national recognition as
one of the United States Most Influential Women in Transportation.
THE WATERS CONSULTING GROUP, INC
PAGE.7
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SECTION. IV
EXPERIENCE AND QUALIFICATIONS
~IMC
IMC USA CODE OF ETHICS
All IMC US.\ members pledge in writing to abide by the Institute's Code of Ethics. Their adherence to the
Code signifies voluntary assumption of self-discipline above and beyond the requirements of law. Key
provisions of the Code specify:
C/ienÚ
Members will serve their clients with integrity, competence, and objectivity. using a professional
approach at all times, and placing the best interests of the client above all others,
Members will establish realistic expectations of the benefits and results of their services.
~lembcrs will Ircat all clicnl informalion thai is not public knowledge as confidcnlial, will prevent it
from access by unauthorized people, and will not take advantage of proprietary or priviteged
infomation, either for use by them, their firm or another client. without the client's pcmission.
Members will avoid conflicts of interest, or the appearance of such, and will disclose to a client any
circumstances or interests that might influence their judgment and objectivity.
Members will refrain from inviting an employee of an active or inactive client to consider alternative
employment without prior discussion with the client.
Engagements
Members will only accept assignments which they possess the expertise to perform, and will only assign staff
",th the requisite expertise.
Members will ensure that before accepting any engagement. a mutual understanding of the objectives, scope,
work plan. and fee arrangements has been established.
Members will offer to ",thdraw from a consulting engagement when their objectivity or integrity may be
impaired,
Fees
Members will agree in advance with a client on the basis for fees and expenses, and will charge fees and
expenses that are reasonable, legitimate and commensurate with the services delivered and the
responsibility accepted.
Members will disclose to their clients in advance any fees or commissions that they receive for equipment,
RUpplies or >ervices they could recommend to their clien",.
TIlE WATERS CONSULTING GROUP, INC
PAGE.8
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SECTION. IV
EXPERIENCE AND QUALIFICATIONS
Profession
Members will respect the individual and corpoalte rights of clients and consulting colleagues, and will not use
proprietary information or methodologies without permission.
Members will represent dJe profession widJ integrity and professionalism in their relations with their clients,
colleagues and the genoml public.
Members will report ,;olations of this Code to the Institute, and will ensme that other consultants working on
bch,ùf of the member abide by this Code,
The Institute of Management Consultants USA, Inc. (IMC USA) adopted its}irst Code of Ethics in 1968. Since that time
IMC USA lias modified tlie wording of tlie Code for additional cIa.-ity and relevance to clients. 77" currelll Code was
approved February 22, 2002, It is consistent with the International Code of Professional Conduct published by the
International Council of Management Consulting Institutes (ICMCI) of which IMC USA is afounding member.
A[,mbm who apply 1m tb, CAlC (Cu'ijird Manag,mrnl C"uabm'lj duignali", mast pa;,;", wntt,a ,xamÙ",ti", oa Ib, applimti", ~flh, IMC USA
Cod, ~fElhi", 10 ,binl "'W". Th, CAlC mark Ù awardrd 10 ,"nmbanl, who ha", m,1 Ngh ,landaI'd, ~f,d"'"ti",. "'P,nrn,'" '"'"Prim" and
pro(rrsionalùm.
THE WATERS CONSULTING GROUP, INc.
PAGE.9
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SECTION. IV
EXPERIENCE AND QU:~LIFI<':ATIONS
---~--
CITY MANAGER PLACEMENTS BY
THE WATERS CONSULTING GROUP, INC.
WITHIN THE PAST FIVE YEARS
--~----
u_.-.--u-
.:.
City of Missouri City, Texas (Pop. 59,000)
(2Bl) 261-42(,0
t--.1.WO]¡ ALLEN O\\F.N
Projed: Selection of City Manager and Director of Public Works
Years in position: Recent project
.:.
City of Huntsville, Texas (Pop. 35,000)
(409) 291-5401
t--.L-\YORK\]¡LD.\VlDS()N
Pmjed: Selection of City Manager.
Years in position: Recent appointment
.:.
City of Juneau, Alaska (Pop. 30,558)
(907) 586-5215
DIRECTOR OF FINANCE CRiIIe; DUNCAN
Projed: Selection of City Manager
Years in pogition: One I'ear to date
.:.
City of Abilene, Texas (Pop. 116,000)
(915) 676-6205
t--.LIYO]¡ (;I(.\I)Y H.wl(
Projed: Selection of City Manager
Years in position: One and one half year to date
.:.
City of Kerrville, Texas (Pop. 23,000)
(830) 257-8000
M,IYORSTEVEN FINE
Projed: Selection of City Manager (2000 & 1987)
Years in position: Over three years to date
THE WATERS CONSULTING GROUP, INc.
PAGE. 10
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SECTION. IV
EXPERIENCE AND QUALIFICA!JOI'I~
CITY MANAGER PLACEMENTS BY
THE WATERS CONSULTING GROUP, INc.
WITHIN THE PAST FIVE YEARS
.:.
City of Mount Pleasant, Texas (Pop. 14,000)
(903) 572-8528
M.WORjERRY BOATNER
Proied: Selection of City l\Ianager
Years in position: Over four years to date
.:.
City of Rowlell, Texas (Pop. 45,000)
(214) 796-9676
l\LIYOR SILINE]OHNSON
Projed: Selection of City Manager
Years in position: Two vears to dare
.:.
City of Harlingen, Texas (Pop. 57,564)
(956) 427-8700
M.I YOR CONNIE DE L\ G..IRZ.-\
Projed: Selection of City Manager
Years in position: Three years to date
.:.
City of Sachse, Texas (Pop. 13,000)
(972) 495-1212
HIYOIl HUGII C\IllJ\:S
Proied: Selection of City Manager
Years in position: Over four years to date
.:.
City of Hillsboro, Texas (Pop. 7897)
(254) 582-3271
Former l\LWOR Henry Moore
Projed: Selection of City Manager
Years in position: Over three years to date
P.lGE.ll
THE WelTERS CONSULTING GROUP, INC
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----~_...-_.
SECTION. IV
----~-~------ EXPERII~~CE AND QU~.!:-!!JCAl'IONS
OTHER RECRUITMENT ASSIGNMENTS
----
.:.
McLennan County, Texas (Pop. 120,000)
(254) 772-4470-
MR. YOST Z.\KWY
PRESIDENT -BOARD OF !\l\N.\GERS
Projed: Selection of McLennan County Emergency Assistance
District-Executive Director
.:.
City of McKinney, Texas (Pop. 50,000)
(972) 54R-99ó;
Ms. P.\ULE1TE O\n,Ns-HoLMES
DIRECTOR OF ADMINISTIL\TIYE SERYICES
Pro;"t: Selection of Director of Public Works and other positions
.:.
City of Odessa, Texas (Pop. 95,000)
(325) 335-4101
MR. RIel L\RD MOIn-ON
CrlYM.I¡';.I(;ER
Pro/cd: Selection of Assistant City Manager, Police Chief, Fire Chief, Director of Human
Resources. and Director of Utilities
.:.
City of Hurst, Texas (Pop. 45,000)
(972) 542-2675-
MR. \\'ILLI 1\1 D. SOtJDI-:R, MA YO1\ OR
ALLE¡'; WEE(;.IR,CrIYMIN,\(;ER
Projed: Selection of City Attorney
.:.
City of Mesquite, Texas (Pop. 110,000)
(972) 216-6245
MR. TED ß.\RR()N
CITY M.\N.\GER
Projed: Selection of Fire Chief. Director of Human Resources, and Airport ¡,[anager
P.-,GE. 12
THE WXfERS CONSULTING GROUP, INC
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SECTION. V
PROFESSIONAL FEES
THE W,\TERS CONSULTING GROUP, INC
800.899,1669 WWW,WATERSCONSULTING.COM
SECTION. \'
PROFESSIONAL FEES
PROFESSIONAL FEES
THE COST CONSCIOUSNESS Of' THE CITY Of' PARIS, TI.IE DESIRED CITY
INVOLVEMENT, AS WELL AS THE OPTIMUM LEVEL OF QUALITY
SERVICES HAVE BEEN MAJOR CONSIDERATIONS IN ESTIMATING THE
PROJECT COSTS OUTLINED IN THIS PROPOSAL.
----_.--.-.- _000
--.--.---.--------
PROJECT BUDGET APPROACH
By offering our clients the option to choose the project clements that support their goals and
needs, we have succeeded in creating a much more flexible approach in system design than
typical flat or hourly fee structures. Since our [lIm'S beginning in 1976, forward thinking in
the world of compensation design has been one of our greatest strengths.
We believe that the proposed work plan will accomplish the objectives set out in the City's
request. However, we would be happy to discuss the specific calculations and associated
project duties and negotiate the addition, deletion or alteration of any of our services to meet
your needs. In addition, we would also be pleased to make an onsite presentation to the City
to discuss our qualifications, proposed project approach and associated fees.
We guarantee:
1. No hidden costs
2. No administrative fees
3, We will not ask for a retainer
4, A full service staff on call when you need them (no home office operations!)
5. Customized searches from beginning to end
6. Free psychological assessments on first three finalists
7. No mark up on expenses
8. Our triple guarantee on all full service searches
Billing of professional fees and expenses will be invoiced on a weekly basis. We request that
all invoices be paid and received to our offices within 30 calendar days of the date of receipt.
Our tax identification number is 75-2272138.
THE WATERS CONSULTING GROUP, INC
PAGE.l
SECTION. \'
PROFESSIONAL FEES
Only professional fees (including clerical charges) have been detailed in the following
section.
Expenses are not included in professional fees and will be billed separately as
incurred. Project-related expenses include, but are not limited to: printing, transportation,
telephone fees, shipping and postage, Travel expenses incurred by candidates are nor the
responsibility of WCG. If selected for this project, WCG will be happy to negotiate a not-
to-exceed figure for expenses. All questions regarding these professional fees should be
directed to Stacy V. Layton, Director of Business Development & Operations.
~.~_.__._--_._-_._----------
------
TOTAL PROFESSIONAL FEES
~----
Description of Services Professional Fees
Task 1 - Profùe Development & Advertising (includes 1 day on site) $2,000.00
Task 2 - Identify Quality Candidates $3,000.00
Task 3 - Preliminary Screening & Initial Report $3,500,00
Task 4 - Background Interviews & References $3,500.00
Task 5 - Finalize Search / Recommend Finalists $3,400.00
SUBTOTAL $15,400,00
Optional Services Professional Fees
Task 6 - Psychological Assessment Report No charge for the first three
fmalists
$350 per candidate above three
THE WATERS CONSULTING GROUP, INc.
PAGE.2
APPEND IX . A
SAMPLE PSYCHOLOGICAL REPORT
SELECTION VERSION
TilE WATERS CONSULTING GROUP, INc.
800.899.1669 WWW,WATERSCONSULTING.COM
APPENDIX 0 A
SA.'"fPLE PSYCHOLOGICAL REPORT
In Iro
Confidentiality
How To Use
This Report
Interpretation
Assistance
CONFIDENTIAL PSYCHOLOGICAL REPORT
SELECTION REPORT FOR:
John Doe
City of Sample
October 17, 2003
Because of the nature of appraisal information and the dangers of its misuse,
this report must be kept confidential and its contents restricted to those who
have direct responsibility for decision making. This Selection Report should
not be shown to or discussed with the candidate. The Developmental Report
has been designed for this purpose. This report of this property of the
consultant
The following Psychological Report contains information that can aid you in
making selection, placement or promotion decisions,
Since everyone has strengths and weaknesses, special caution must be
exercised to view this report as a whole, Be careful not to overemphasize
specific statements, but rather consider this person's overall suitability for a
particular position in your organizational environment
To minimize chances of erroneous decisions, you should combine the
contents of this report with information from other sources (for example;
interview impressions, references, work experience, job competence, work
habits, personal background, etc.). Occasionally, you may encounter a
statement that surprises you. Information from these other sources should
help to determine whether the statement is more reflective of important work
behaviors or of attributes not important to, or readily observable on, the job.
Over time, people and organizations change. If several years have passed
since the date of this report, its findings must be carefully weighed and
modified by new information. Remember, this person was evaluated when he
was at a particular age, stage of development, level of experience, etc. With
the passage of time, the characteristics measured by this Report may have
changed.
This Psychological Report is a computerized expert system that interprets test
scores and writes reports for our clients in the same manner psychologists
would. The reports are designed to be read by managers without regular
assistance from a professional. Occasionally, however, you may need
additional interpretation assistance. See the coordinator for your organization
to make arrangements.
@2004 -THE WATERS CONSULTING GROUP, INc.
Pageol
"'" INfO",-"'ON "PROPRIETARY [NCO"'L,nON ^,O TIlE SOL> PROPERlY Of WCO, INC
""; ISFO""-"1." IS NOnD"" REPRODUCED 'OR .,-"'RE."'" wmIOl'!'l"'- W'RrmN P'-.."';,;IO, Of.-CG. INC
APPENDIX. A
SAMPLE PSYCHOLOGICAL REPORT
Other
Reports:
Developmental
Career
Manager
/ n t r ()
The Report
The Developmental Report is designed to be given directly to the individual
and provides constructive feedback on test results, specific developmental
suggestions, and a guide for constructing a personalized developmental plan.
It may be ordered separately from The Selection Report for either new hires
or existing staff.
For individuals considering a position or career change, the Career Manager
Report includes suggestions for managing behavior during a job search
process, It also helps to evaluate "fit" to job and career opportunities. It may
be ordered separately from The Selection Report.
READING THE PSYCHOLOGICAL REPORT
In reviewing The Psychological Report, keep the following in mind:
The results are based on the candidate's self-perceptions and may
be influenced by his favorable or unfavorable self-image, Others may
see him differently than he sees himself.
We have compared his raw scores on the ability tests (if applicable)
and the personality profiles to a professional norm group (people who
work in jobs which, for the most part, require education or training
beyond the high school level and are of a similar nature in
responsibility to this position) to make the statements and
suggestions you will find in this report. It may be useful to think
"Compared to most professionals" as you read each.
The report does not consider his background, training, technical skills
or experience. Therefore, the results do not measure his personal
effectiveness nor the quality of his performance; rather, they describe
abilities and characteristics that (along with these other factors) may
influence his job performance,
Many of the characteristics described in this report could be assets in
some circumstances and liabilities in others, For maximum benefit,
his results should be considered in the context of a particular job or
work environment.
@2004 -nlE WATERS CONSULTING GROUP, INc.
Page.Z
"'" INFO~"AT"" I' PROPRIETARY "'O~",HIO.' .~'OTHE SULF PROPERIYOFWL". INC
.HI> ISEOR.".,nON" NOTTO BE R'PROOLCED FOR ANY REMO' WJnIOLTIHE WRI1TES PE~'II,"IO' OF WeG, INC
APPENDIX. A
SAMPLE PSYCHOLOGICAL REPORT
The Graphic
Profile
.
Summar'.-
Potential
Strengths
Potential
Weaknesses
Other
When reviewing the graphic profile, keep in mind that:
The profile is a quick summary that will allow you to see large
differences from one dimension to the next. Do not pay much
attention to small differences.
High scores are not necessarily good; low scores are not necessarily
bad, Read the entire report for an in-depth interpretation,
The small darkened rectangles indicate the candidate's percentile
scores compared to professional norms, A percentile score of 60, for
example, indicates he scored higher than 60% of the people in the
professional norm group and lower than 40% of the people in the
norm group.
The shaded bars indicate the 25th to 75th percentiie range of another
comparison group. This "template" is an indication of how most
people in the comparison group scored. The comparison group used
for this report is listed at the top of the graphic profile,
(Note: The Graphic Profile is printed separately from this report)
SUMMARY OF KEY CHARACTERISTICS
This section of the Psychological Report provides a quick summary of those
areas in which Mr. Doe is notably different from the professional norm group.
In general, many of these characteristics have been classified as potential
strengths or potential weaknesses. However the importance of these
characteristics may vary considerably from job to job and, for some jobs, a
characteristic that has been classified a weakness by this Report may be a
strength or vice versa.
He is self-reliant and is probably comfortable using his own judgment
and assuming responsibility for his actions.
He is apt to be positive in his outlook,
He may be somewhat impulsive and inclined to make decisions too
quickly,
He may resent (but not actively resist) being restricted or closely
managed.
He may prefer not to have to do detail work personally.
He appears to have low social interests and may be uncomfortable in
some social situations.
@2004 - THE WATERS CONSULTING GROUP, INC
Page.3
1111; ",.o~".,,"a'" PROPRIETARY ¡"ORMAllaN AMm¡E SOL>: PROI'ER]'O' WCG. N
nil; ¡."ommoN" NOT TO DE REPROOl'CED.-oR ASY REASON WlnIOt:T111E WRIl1EN PER\II'-'IO' aF WCG. ",;
APPENDIX. A
SA..1',fPLE PSYCHOLOGICAL REPORT
Abilities
Thinking
DETAILED PSYCHOLOGICAL REPORT RESULTS
(No ability test scores were available for this candidate.)
Within the range of his intellectual skills, he shows an average tendency to
probe into issues or problems. When he disciplines himself, he may be capable
of insightful and reflective thought; however, he can be impulsive, He may need
to be encouraged to be more patient and disciplined in his decision making, and
to deal with information or problems in a more thorough manner.
Less cautious and reserved than the typical professional, he is likely to make
decisions and adopt courses of action without excessive deliberation, Probably,
he will not waste effort on the evaluation of simple, straightforward decisions.
However, he sometimes may be undisciplined in his approach to complex
problems or decisions that have serious consequences. He may tend to select
easy or first-available solutions, even in those situations that would be better
addressed with more measured judgment He may take unnecessary risks.
Occasionally, he may be more subjective than objective in his reactions to
situations and may tend to make decisions based on his intuition. When this
happens, his personal beliefs or feelings may influence his judgment However,
when he takes the time to think a situation through carefully, he should
generally be capable of practical, sensible solutions to problems,
His results suggest that he is about as systematic and organized in his thinking
as the typical professional.
Since he tends to be both thoughtful and reflective in his thinking, and
reasonably practical and objective in his orientation, his approach to decision
making should show a concern for both the immediate usefulness of solutions
to problems and the broader or longer term consequences of those solutions.
@2004.. TI-IE WATERS CONSULTING GROUP, INC
Page. 4
'HI> "'0~\'-"!10' IS pROpRlEnRI' "'O~".'IlO' ^'", HIE "'"F. pROI'ERlY Of we", ISC
'n "3 INFO~".mo' 13 '°1"10 BE REPRODUCED fUR A'"~ REM1N W!1HOUT 111F. WRITF" 1"""3310' OF WCC. ,"C
APPENDIX - A
SA.1\!PLE PSYCHOLOGICAL REPORT
Working
He appears to have moderate drive and energy. His work pace should be
acceptable, but not visibly energetic,
His moderate energy level is paired with a perceptive orientation, It is expected
that he will be able to act energetically when necessary, but will use
perceptiveness to guide his actions.
He appears to be a self-reliant person who wants both organizational freedom
and personal independence. He probably prefers depending on his own
judgment and may want to be free from restrictions, regulations and constraints
created by others, In most situations, he should be comfortable handling things
on his own and in his own way.
He shows a high tolerance for pressure and frustration. When things go wrong,
he probably can bounce back quickly. He should be able to recover from
setbacks faster than most professionals,
He expressed an average need for personal attention and feedback; he
appears to be as motivated by recognition as the typical professional.
He seems to have a lower than average interest in activities calling for
exactness and precision.
@2004 - THE WATERS CONSULTING GROUP, INc.
Page-S
1H¡; [NFU~~AllU' 1$ PROPRIETARY "fO~\'-\1l0' ,"D1HE SOLE PROPER[YOF WCG. ISC
"'1$ [NFU~~.mo, [;NOTlD 6E REPRODl'CED FOR A'" REA-'ON WO1[OL1"'" WRrn-E, PE~~["[U' OfWCG, ISc.
APPENDIX 0 A
SAMPLE PSYCHOLOGICAL REPORT
Relating
He does not seem to find much enjoyment in socializing and meeting new
people. Consequently, he may prefer to work alone or in a job where he has
established relationships with people. He may be somewhat shy or he may be
an independent person who values his time alone.
In addition to having a low interest in social interaction, he also appears to be
somewhat hesitant to assert himself. While he should be able to initiate
personal interactions, he will probably hold back somewhat more than others
and may not display social finesse,
He appears to have an average tendency to analyze others and their
motivations and a point of view that is neither overly positive nor overly
negative. His assessments of other people should generally display a balanced
view of assets and liabilities.
He describes himself as being average in friendliness and agreeableness, He
should be as capable of pleasing others and avoiding conflict as the typical
professional.
He presents himself as having a very positive outlook, Furthermore, he is
expressive and will tend to show his feelings. Consequently, others should find
him easy to read.
He should be able to accept personal criticism as well as the typical
professional and use it to improve rather than taking it personally.
He appears to be about average both in his need to conform to conventional or
traditional behavior codes and in his wish that others conform.
@2004 - TIm WATERS CONSULTING GROUP, INC
Page 0 6
1HI; l'fOR.\L\TIO' I' PROPRIET.>,R, 1",0R.",'110' ANonlE SOLE PROPERWOE WCG, IN>:
nIls INFORM"",,O' ¡; SOlID BE REPRODUCED fOR '" RE""-" W¡nIOLT1HE WRIITE.' 'ER.'""IO' Of WeG. "I.
APPENDIX. A
S1\..~æ PSYCHOLOGICAL REPORT
Influencing
He appears to have somewhat less desire than the typical professional to
control others, He may prefer roles that are more participative or collaborative
over those requiring that he be more directive.
In his dealings with others, he should be able to use the following tools,
techniques and styles:
Optimism
His dealings with people could be adversely affected by the following:
Shyness or low social interests
Extreme independence
Immaturity or speaking before he thinks
@2004 - TI-IE WATERS CONSULTING GROUP, INC
Page. 7
1111' "fORMmo, " PROPRIETARY "'0R.".<110N ."'0 lH' ~'Œ "O""Y °'' "CG. lNC
111" lNFOR."KIlON" NOTTO BE REPRODUCED fOR ANYRE.'-"" WnHœr'IHF. WRIT'" PER.',,;,;IO, OF "'CG, ""
APPENDIX. A
SA.\o!PLE PSYCHOLOGICAL REPORT
Low
Restraint
Interview
Probes:
Reference
Probe
Questions:
INTERVIEW & REFERENCE PROBES
This section provides interview and reference probes for following up and
obtaining more information regarding this candidate's potential problem
characteristics. For each identified "Topic," this report suggests several
questions to assist you in interviewing the candidate. This Report also
generates several questions to facilitate discussion of potential problem
characteristics with the candidate's references.
This person appears to have a low level of personal restraint People who are
low on this attribL,te can be spontaneo'è> and, in S~fT'e c,,:.ô, cr92be;
unfortunately, they also may be impulsive in their decisions and actions. Also
they may tend to be extreme in their display of emotions.
During the interview, attempt to assess his ability to think before he
speaks or to show restraint in his actions, Ask him to describe what he
does when he gets angry.
Ask him to describe how he makes important decisions. Listen for
indications of wisdom and maturity in his decision-making process.
Probe for indications of composure under stress or time deadlines (for
example, forcing himself to think things through or "sleep on it" before
making a decision).
If the candidate is young or has a limited job history, you may be able to
assess his maturity by asking questions about how he selected the jobs
he has had or how he decided to apply for this job. Also, if he went to
college, ask him how he chose his college major or how he selected the
college he attended. Listen for maturity and thoughtfulness in his
selection and decision processes versus a more haphazard or
spontaneous approach.
When talking with his references ask the following types of questions.
"Compared to his peers, to what extent does this person show maturity
or restraint in his actions? (For example; Does he say whatever he
thinks, without much thought about the impact it may have on others, or
does he seem to think before he speaks?)"
"Does this person stick with tasks to their proper completion? How
about with routine or boring tasks? Is this person easily distracted?"
"How well does he control the expression of his emotions? (For
example; Does he lose his composure easily or does he tend to stay
calm in difficult situations?)"
@2004 - THE WATERS CONSULTING GROUP, INc.
Page. 8
1111' 1N1'O~".\11()N" PROPRJET.,"' ISm~"Al"" ASOlliE SOLE PROPERn-OI' wee. IS"
"'" INm~".\l1oN" NOTTO BE REPRODUCED FOR ANY REASON WInIOLT11IE WRiTeEN PE~'"""" Of WCG.INC
APPENDIX. A
SAMPLE PSYCHOLOGICAL REPORT
Low
Social
Comfort
Interview
Probes:
Reference
Probe
Questions:
This person appears to have a somewhat low need for social contact and may
be somewhat shy or uncomfortable with others. This may reduce his
effectiveness in work roles that require the ability to engage in "small talk" or
entertain strangers, Remember, however, some people who have low needs for
social contact can still be good conversationalists and be effective in social
situations where they do not have to deal with many new acquaintances.
During the interview, attempt to assess this person's ability to be at
ease with people and to handle the important social aspects of the job.
Ask him to describe the social aspects of his job (for example,
entertaining customers); listen for signs of discomfort or resentment.
Ask him if he finds it enjoyable, or just part of the job.
Ask him to describe the types of interpersonal contact he has on his
job. Which of these social roles does he like the most, the least? How
would his co-workers describe his interpersonal style?
Make it a special point to observe this person's ease in meeting with
you and other people who are part of the interview process. Was he
able to relax during the interview? Was he able to put you at ease or
was the conversation awkward?
When talking with his references ask the following types of questions.
"How does he compare with people in similar positions in his ability to
initiate contact with others?"
"Does this person eventually warm up to others and participate in
important social functions or does he tend to be a loner?"
"How did (do) other employees (subordinates) perceive him? Aloof?
Hard to get to know? Approachable?"
@2004 - THE WATERS CONSULTING GROUP, INC
Pagee9
lHI, 1"'0R-"'"0' I' PROPRIET.,",Y I'FOR-'IATID' ANDTHESOLE PROPERlY OF WCC. "C
nil' 1"0",L\110N IS 'OTTO BE REPRODLCED FOR "Y REA-'()N wnHwr'nΠWRIlTE' "",II<;ION OF W"(;.I'c.
APPENDIX. A
SA.I\1PLE PSYCHOLOGICAL REPORT
High
Need For
Freedom
Interview
Probes:
Reference
Probe
Questions:
This person scores somewhat high on the measure of need for personal
freedom, People who score high on this measure sometimes desire latitude in
how they work. They may tend to resist what they feel is close control or over
management of their activities.
(Note: In some job positions, typically high level positions or other jobs requiring
independent action and decision making, a high need for freedom is less
problematic and more acceptable. A high need for freedom can be much more
problematic in highly structured jobs where the incumbent must be willing to
follow rules, take close direction, go by the book, etc,)
During the interview, ask him to describe the type of environment in
which he does his best work and the type of environment that would not
be a good fit for him. Listen for responses that suggest rebelliousness
or difficulty in accepting direction from others.
Ask him to describe the type of management style that suits him most
and the type that suits him least. Listen for responses that suggest he
has difficulty taking direction.
When talking with his references ask the following types of questions.
"Compared to his peers (other people in similar positions), how would
you describe this person's ability to accept guidance and take direction
without undue resistance?"
"How would you describe managing this person?" (Probe further --
easy, difficult, and why?)
@2004 - THE WATERS CONSULTING GROUP, INc.
Page. 10
nil; ISfOR".\110N "PROPRlEHRY "FOR".HION ."'D lHE ;OLE PROrERn 0" WCG,I.'C
nil; "FOR,eHlON" NOllD BE REPRODUŒD FOR ^NY RE,c;oN WI1110L1:1HE WRlffi'N PER'II;o;IO' °' w'C". "C.
APPENDIX - A
SAMPLE PSYCHOLOGICAL REPORT
High
Self-Reliance
Interview
Probes:
Reference
Probe
Questions:
This person appears to be highly self-reliant. People who are high on this
attribute should be capable of taking initiative, deciding on courses of action,
and handling things on their own. However, some highly self-reliant people have
difficulty involving others in their activities. They tend to try to do too much
themselves and may not collaborate, ask for assistance or delegate sufficiently.
If this position requires a collaborative work style or the ability to delegate
important assignments to others, you may want to probe further in this area.
When discussing this person's work history, attempt to determine how
often he has worked closely with others as opposed to working as an
independent individual contributor.
Ask him to describe the types of situations in which he found himself
more effective working independently and what situations required
more collaboration or delegation,
Ask him what strengths he brings to a work team and what parts of
working with a team he finds to be the most difficult or most
challenging.
Ask him to describe a time when he should have collaborated with or
delegated more to others. What was the result? What would he do
differently now?
When talking with his references ask the following types of questions.
"To what extent did this person's role require him to coordinate or
collaborate with others to get the work done?" if he had management
responsibilities, "To what degree was he required to delegate important
tasks?"
"How well did he collaborate and delegate?"
'Were there times when he operated too independently? What were the
circumstances? What was the result?"
Page-II
@2004 - THE WATERS CONSULTING GROUP, INc.
lHIS "fOIL\I-\'llOS Ii PROI'RIET.,"' I'I'O~\I.\T"" ^,PIHE ;OLE PROI'ERn OF WEG,ISc.
lHI; "'0~\I,"1oN ¡; ""10 BE REPRODECEO fOR .^" REA-'ON WllHOCT1HE WRmEN PE"""'O' or' WLC. 1'<..
APPENDIX. A
SAMPLE PSYCHOLOGICAL REPORT
.
Addu:
Tempering
Impulsiveness
Managing
A Desire For
Independence
Becoming
More Of A
Team Player
MANAGEMENT SUGGESTIONS
This section suggests ways to effectively manage this person, Each
management suggestion identifies a potential problem area for this candidate
and recommends an approach to optimizing his effectiveness on the job. For
some suggestions, reference books and other resources are listed for
additional recommendations.
The quality of his analysis and decisions could be improved by the
development of more restraint Encourage him to record his first thoughts or
"instincts," then have him return to them later and ask "tough" questions
about their usefulness, Suggest he play "devil's advocate" for himself to
critique his ideas or plans (and thereby improve them). Encourage him to ask
others to help generate alternatives and to judge these against his first ideas,
If necessary, require him to obtain approval before launching new programs
or initiatives.
His strong desire for personal freedom and independence could be
problematic in jobs requiring compliance with detailed regulations, structured
work roles, close supervision, etc, If this describes his work environment, you
should encourage regular discussions with him and be open to his thoughts
and ideas, In managing him, be certain that he is held to mutually agreed
upon performance standards and that his achievements are rewarded with
appropriate increases in autonomy.
His combination of high self-reliance and iow social interests may result in an
excessively independent work style. Especially if the work environment
requires close coordination among co-workers or a team-oriented approach,
he may need to learn to work more collaboratively than is his nature.
Encourage him to participate in team activities, to seek opinions from others,
and to share his expertise and knowledge. Also, encourage him to attend
team-building and interpersonal skill training classes.
Teambuildina: The ASTD Traine~s Sourcebook by Cresencio Torres
& Deborah Fairbanks.
@2004 - THE WATERS CONSULTING GROUP, INc.
Page. 12
'nll' INfo"I.\110N" 'RO'RIET^" INFO~\I.HION ."DTHE &>LE PROI'ERIYOF .c.G.!Nc.
1111' INI'O"'.\110' " NOT TO HE REPRODUCED FO' AN' 'E^",' WITIlOI.'1' 11 IE WRITTEN '£R"";oIO' OFWc.", INc.
APPENDIX. A
SAMPLE PSYCHOLOGICAL REPORT
Coaching
Resources
Additional
Suggestions
The following books are general resources that may be useful in coaching this
person or other people in your organization,
Masterful Coachina: Extraordinarv Results bv ImDactina PeoDle and
the Way Thev Think and Work Toaether by Robert Hargrove, Pfeiffer
& Company, 1995.
Leader As Coach: Strateoies for Coachina & DeveloDina Others by
David B. Peterson & Mary Dee Hicks, Personnel Decisions
International, 1996,
Action Coachina: How to Leveraoe Individual Performance for
ComDanv Success by David L Dotlich & Peter C, Cairo, Jossey-
Bass, 1999.
Results-Based LeadershiD by David Ulrich, Jack Zenger, & Norman
Smallwood, Harvard Business School Press, 1999.
LeadershiD: The ASTD Trainer's Sourcebook by Anne F, Coyle,
McGraw-Hill,1996,
Coachino for ImDroved Work Performance by Ferdinand Fournies,
McGraw-Hili, 2000.
Additional suggestions on how to best manage and develop this person can
be obtained from the Developmental Report This version of the
Psychological Report is designed to provide constructive feedback and
extensive developmental suggestions to the individual assessed (books to
read, courses to take, developmental experiences or assignments to
negotiate with the boss, etc.). You can use these developmental suggestions
in coaching sessions to help him capitalize on key strengths and compensate
for potential weaknesses, Check with your test administrator or Human
Resources representative to see how you may obtain a Developmental
Report on this individual.
@2004 - THE WATERS CONSULTING GROUP. INc.
Page. 13
lHI; I,"O~~.\lluN I; PRaPRIET."" l"u~\I.\TluN A.SO HIE "'" PRupmy 0' WCG. ISc.
1111., l"O~\I.\m"" NOT TO 8E REPRODUCED fOR A'" REA"" On"U"Tl"E WHITEN PE~\U"'u, Of' WeG. IS"
APPENDIX. A
S.>\.l\íPLE PSYCHOLOGICAL REPORT
Candidate: John Doe (I)
Company: City of Sample
Position: Management-General
Thinking
Reffective / Probing
Organized / Structured
Serious / Restrained
Objective / Factual
Realistic / Pragmatic
Working
Energy Level
Self Reliance
Frustration Tolerance
Acceptance of Control
Need for Freedom
Need for Attention
Detail Interest
Relating
Assertiveness
Sociability
Need to be Liked
Positive about People
Insight
Optimism
Criticism Tolerance
Self-Control
Cultural Conformity
Other
Positive Response Factor 1
Positive Response Factor 2
§= Professional
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@2004 - THE WATERS CONSULTING GROUP, INc.
Page. 14
1HI> ""Ole".nlo, "PROPRICTARY INFO'-'i.HlON ."", HIE ,OLE PRUPERIY Of weo. IS"
1111, I,"OIe".mON I, ",no BE RI'PRODUCEDFOR ANY REA"'N WIlHOlJTH!E WRilTEN PEIC"I~'IO' OF "n;. IS"
APPEND IX . B
SAMPLE PRO FILE
THE WATERS CONSULTING GROUP. INc.
800.899.1669 WWW.WATERSCONSULTING.COl\!
EXECUTIVE SEARCH FOR CITY MANAGER
III II THE WATERS
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Ilelping cities aeross the nation to locate talent since 1976,
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THE CITY
The City of Abilene, Texas is located near the
geographic center of the state and is
approximately 150 miles west of Fort Worth.
This City of 116,000 people is the center of a
twenty-two county area. Abilene is the
economic, medical, cultural, educational and
banking hub for this large area of West Texas,
;\l>ilenians arc proud of their cEstincti\'e
American \'Vest heritage co-existing wid,
modem technological ad,-ances.
The City of Abilene traces its roots to the
arri,'al of the Texas and Pacific Railroad in
1881. It began as a ranching and agricultural
center and grew steadily throughout the first
half of the twentieth century. The area's
economy di\'ersified into oil, light
manufacturing, ser\'ice businesses and the
military,
The largest employer in the City today is
Dyess Air Force Base, the home of the B-1
bomber and an air transport command of
C-13a air cargo planes, Other large employers
include the Abilene Independent School
District, the City of Abilene, Hendrick
!\Icdical Center, Blue Cross Blue Shield and
several state agencies, Additionally, Abilene is
tlie center for a thriving and well-developed
livestock industry.
Over the years, the City has become a center
for higher education, It is the home to three
church-affiliated four-year universities:
Abilene Christian University, Hardin-
Simmons University and McMurry University,
In addition, Cisco Junior College and the
Texas State Technical College offer a well-
rounded curriculum of courses. Texas Tech
University will open the "Center for
Excellence" in engineering graduate studies
and research in the Fall 2002 - another
example of Abilene's appeal to the education
industry,
Citizens of Abilene enjoy excellent medical
care and schools, The City is well served
medically by the aforementioned Hendrick
J\ledical Center and Abilene Regional Medical
Center. The Texas Education Agency
awarded the Abilene Independent School
District "Recognized School District" status
and d,e \'<;'ylie Independent School District
"Exemplary School District" status.
Abilene provides a wide range of cultural
activities including ballet, a philharmonic
orchestra, opera, live theater, and several high
quality museums, Venues include the Abilene
Civic Center which hosts conventions,
various shows, banquets and special events;
the Paramount Theater, which is listed on the
National Register of Historic Places; and the
Taylor County Exposition Center, one of the
most outstanding equestrian centers in the
southwest Citizens also benefit from the
variety of educational and cultural activities
sponsored by the universities and colleges.
There are a munber of community-wide
celebrations and festivals such as the
downtown monthly Artwalk, Celebrate
Abilene, the Festival of the Americas, the
Dyess Air Force Base Open House, the
Western Heritage Classic in May and the West
Texas Fair and Rodeo in the fall,
A very active spirit of volunteerism by citizens
supports these and other programs.
Abilenians are justifiably proud of the low
crime rare, the congenialiry of the people and
the lack of traffic congestion - all that help to
contribute to the family atmosphere of the
community.
THE GOVERNMENT
Abilene City Hall
The City of Abilene was incorporated in 1883
and the first home-nIle charter was approved
in 1911. The City first adopted the
Council/Manager form of government in
1947. The current home-rule charter was
adopted in 1962, with the most recent
amendments approved in 1997, Under this
charter, the City is governed by a City Council
composed of the Mayor and six Council
Members. All members of the Council are
elected at large to a three-year term, with
residency requirements.
Under the City Charter, the City Manager,
City Secretary, City Attorney and Municipal
Court Judge are appointed by the Mayor, with
approval of the City Council. The Judge is
appointed for a two-year term, subject to
removal by the Council for cause. The other
Charter officials are appointed for an
indefmite period and may be removed by a
majority of the Council.
Abilene is a full service municipal
organization providing a broad range of
services to the community. The City Manager
is responsible for leading approximately 1200
employees and managing a Fiscal 2002
operating budget of $109 million. The major
revenue sources for the General Fund of Ùle
City are property taxes, sales taxes,
franchise/ access fees and solid waste fees.
The City has well-established financial
management policies that were adopted in
1984 and are reconfirmed annually. The
City's credit rating is "Aa3" from Moody's
and "AN' by S & P.
Abilene was the first city in the state to
establish the 4A sales tax for economic
development. Industries ranging from cookie
manufacturers and prison facilities, to regional
jet maintenance facilities have been assisted
through the program, resulting in the creation
of over 6,000 jobs. Through collaboration
with private groups and philanthropic
foundations, the City has successfully
revitalized its downtown. The economic and
downtown development programs are known
for their innovative approaches and sustained
success.
The general consensus is that the City of
Abilene provides quality services and is
staffed with dedicated people. The Council
will look to the new City Manager to build on
that positive reputation and lead the
organization to the next level of performance
while looking aggressively for ways for the
organization to be more effective and
efficient.
COUNCIL PRIORITIES
Economic Development
Puture Water Sources
Infrastructure
Workforce Recmitment/Retention
Abilene Community Excellence (ACE)
Task Force Issues (for more information
about this report, see the City's website
www.abilenetx.com.
Long-range land use planning
Neighborhood stabilization
Intergovernmental/Community Relations
THE POSITION
'Ine City Manager is designated as the chief
administrative officer for the City and is
charged with the day-to-day management of
the City organization. The City Manager has
the power under the City Charter to appoint,
suspend and remove all employees and
appointive administrative officers of the City
except those subject to approval by the
Council under the Charter or other state laws.
'Ine Charter requires the City Manager to be a
resident of the City.
The position of City Manager will soon be
vacant due to the retirement of the current
incumbent, Roy McDanieL Mr. 1'.!cDaniel has
served the City of Abilene for 24 years. He
has served as City Manager for over four years
and prey-ious!y served as Director of Finance,
Assistant City Manager and Acting City
Manager. Mr. McDaniel will remain with the
City until his successor is appointed.
The descripti,-e term that is mentioned time
after time in discussing the requirements of
this position with Council members and
others in the community is "leadership", The
next City Manager must be a strong leader
who has an ability to direct the staff and the
community through a process of further
defining the future vision of the communitY
and then building consensus and coalitions t~
accomplish the vision of the Council. The
Council will want a person who has the high-
ley-c1 communication and interper">nal skills
needed to be an effective representative of the
City to the community as well as the media.
He or she will havoc demonstrated an ability to
build and maintain positive and productive
relationships with a wide range of community
and governmental groups and organintions
and should also be comfortable in actively and
visibly representing the City.
1
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, OTHER KEY
CHARACTERISTICS
.
A proven record as a team player who can
establish productive working relationships
with the City Council and the staff and
who approaches these relationships with
honesty and integrity.
A person with yision who sees the big
picture and has an ability to anticipate the
future impact of decisions.
Strong organizational and management
skills with a reputation as a creative
problem solver, who has demonstrated an
ability to involve stakeholders in decision-
making, build consensus for solutions and
imp1ement ideas.
:\ demonstrated record of effectiyel)'
working with a Ji\-erse population.
A fiscall)' conselTatiye manager with a
working knowledge of financial
management and experience in preparing
a budget of similar size and complexity to
Abilene's.
economic
Familiarity with successful
development practices,
A good listener who is approachable, has
an ability to communicate effectiyely with
employees at all levels of the organization
and is perceived as fair and consistent in
the application of policies.
An ability to select, develop, and motivate
staff to a high level of performance while
creating a "customer friendly"
environment.
An ability to enluate the effectinness of
municipal operations and personnel while
demonstrating effective delegation skills
and holding people accountable for
results.
Abilene Civic Center
MINIMUM
QUALIFICATIONS
Candidates who ha\'e at least fiye years of
experience as a city manager, assistant city
manager or equi\'alent position in an
organization of comparable complexity are
preferred. This position requires a Bachelor's
Degree in public or husiness administration or a
related field. A Master's Degree is preielTed.
TOTAL COMPENSATION
PACKAGE
'lhis competitive compensation package is
negotiable depending upon the background and
qualifications of the person selected, The
current City fo,!anager's annual salary is $129,000.
'111e City has a generous benefits program
inc1uding Texas fo,!unicipal Retirement System
(7% with a 2: 1 mateh and 10 ycar yesting), health
and life insurance, paid yacation, sick leave and
holida)'s.
" TO APPLY
Please forward current resume along with a list
of ten work-related references with relephone
numbers to Chris Hartung, Director of
Executive Search Serv~ces, The Waters
Consulting Group, 2695 Villa Creek Drive, Suite
104, Dallas, Texas 75234. Fax 972.481.1951.
Fmail: abilenecm(í/watersconsllirinf'.com.
Questions?: 1.877.356.2924
For more information about Abilene, visit www.abilenetx.com.
,
II III THE WATERS
I-I CONSULTING
.'." GROUP. INC.
APPEND IX . C
PORTFOLIO OF
ADDITIONAL SERVICES
TIlE WATERS CONSULTING GROUP. INC
800.899.1669 WWW.WATERSCONSULTII'G.COI\I
We de\Tloped Sur\'CyNa\'igalnr'" with one goal in mind - to assist leaders in cities and counties in obtaining
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In this uncertain economy, it's never been so important to le\-erage your human capital assets. Now, it's at
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APPEND IX . D
SAMPLE
CANDIDATE
INTERVIE\X1S
THE WATERS CONSULTING GROUP, INC.
800.899.1669 WWW.WATERSCONSULTING,COi\1
APPENDIX - D
SAMPLE CANDIDATE INTERVIEW QUESTIONS FOR]OHN DOE
CurrentlMost Recent Position
City Manager, City of Prosperity, TX
City populations served:
15,000 to 39,000
Number of employees supervised:
400
Size of budget administered:
$20 million operating budget
$20 million capital budget
Education:
University of Georgia, Master of Public
Administration
University of Arkansas, Bachelor of Arts
Salary requirements:
Currently at $100,000
Employment Agreement?
Yes
1.
What do you consider to be your strengths as a City Manager?
Thinks he has the ability to work with various groups, individuals and
organizations. He has been good at facilitating groups to meet their objectives,
His Council has undergone significant changes. He has successfully kept them
moving forward in the face of these changes. He has dealt with a growing and
changing population. He believes his participatory and inclusive style of
management is a strength. Believes the Council has been receptive to his strategic
planning efforts. Thinks his background in law is a strength. Thinks this has
served him well.
2.
Describe your experience in the planning, management and implementation
of capital improvement projects.
He has been through two very significant CIP projects. The City has just
finishing construction of new $30 million wastewater treatment plant. Project has
been talked about for ten years. Bonds failed the first time. Passage took much
work and educating the public. This took almost a year and a half. Project was
overwhelmingly approved the second time. The City is also underway with major
expansion of the airport. The project included expansion of taxiways, site
preparation of new tenninal area (underway), and the construction of the new
tenninal facility. This project involved lots of negotiations with state and federal
officials. This project will also include major road expansions. The City adopted
a long-range water and sewer plan in 1997. This led to $10 million in water
system improvements every two years. He has also been involved in street
projects, fire station, and solid waste facilities.
@2004-THE WATERS CONSULTING GROUP, INc.
Page-!
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APPENDIX. D
SAMPLE CANDIDATE INTERVIEW QUESTIONS FOR]OHN DOE
3.
How would your subordinates describe your management style?
Thinks they would describe him as participatory. He tries to surround himself
with the best people he can find and places confidence in them. He treats
professionals like professionals.
4.
What experience do you have in representing the City position on highway
projects to regional and state agencies?
He believes he has extensive experience in this area and that he has been very
successful in gaining approval of projects.
5.
What methods have you used to facilitate the City Council's and the
community's discussions about the future vision of the community? How
have you translated that vision into an action plan?
They have established meetings with community representatives. Includes
county, school district, and Council of Governments representatives. He
recommended to Council that they needed to begin strategic planning effort. This
has led to the adoption of master plans in a number of areas. He is working
towards the goal of developing these for all service areas. He feeds information
from the strategic plans into the annual budget planning process. Makes sure that
the strategic plan is part of the budget discussion with the Council.
6.
What do you consider to be your three most important accomplishments in
city management?
a.
When he carne to City of Prosperity, he noticed that there was an attitude
of the people in the community that the City was a second class City. He
thinks the attitude has changed. Now sees more of a can do attitude.
People believe that they can get things done. He thinks he has contributed
to this change.
Proud of the staff that he has been able to assemble. Now beginning to
lose people to other cities.
He mentioned the two construction projects noted in item 2. Very
complex projects that took a lot of effort to pull off.
b.
c,
7.
Describe the most publicly controversial issue with which you have dealt.
What was your role in resolving the issue?
The wastewater treatment was a very controversial project. They were able to
work through the issue and ultimately receive approval. Council was suggesting
that controls needed to be tightened up. Some of them had become nuisance
businesses in the neighborhoods. There were very strong feelings on both sides
@2004 - TrJ\~A1ffiJg éBWg8tipmS8\t~Jiiþ~.ings.
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APPENDIX. D
SAMPLE CANDIDATE INTERVIEW QUESTIONS FOR jOHN DOE
8.
Discuss your experience in dealing with economic development issues. What
do you consider to be your greatest success in economic development?
He thinks the airport redevelopment project and the wastewater treatment plant
project are important to the ED effort. The City contracts with Chamber and ED
corporation to provide ED. He participates in prospect visits and orientations as
needed. He thinks the two projects mentioned above are their greatest successes.
They did economic impact study of the airport project and found the impact to be
tremendous,
9.
What was the most significant problem you faced when you assumed your
most recent position? How did you resolve it?
He was faced with significant turnover in key positions. He told Council he
wanted to be very aggressive in attracting and retaining key people. They agreed
with him that this was a priority. They moved to a market-based pay plan. They
were able to implement the changes in the last budget. Council has agreed to
continue to monitor the pay plan in the future.
10.
What methods have you found to be successful in keeping City Council
members informed?
He does several things. He sends out weekly newsletter with current infonnation.
He walks them through his calendar. Gives them a sense of where he is spending
his time. He meets with the Mayor once per week. They also have Council
committees. He also talks to members several times a week on issues. He is
available at any time for phone calls or visits from Council. The Council has
regular workshops.
11.
How do you involve your subordinates in the decision making process? How
do you communicate your expectations to the staff?
He uses a bottom-up budget process. They spend almost six-months on the
budget. He gets lots of input. He has staff meetings every week. About half of
the meeting is Council agenda related. The other half involves project and issue
updates. He has open door to them as well.
12.
What steps have you taken to establish and maintain relationships between
the City and other local entities such as the school district and the county?
He has set in motion fonnal meetings and has worked on maintaining positive
personal relationships with the key players. He invites them to participate in the
strategic planning activities.
@2004 -THE WATERS CONSULTING GROUP. INc.
Page. 3
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APPENDIX 8 D
SAMPLE CANDIDATE INTERVIEW QUESTIONS FOR]OHNDOE
13.
Describe your experience with the adoption and implementation of a
Comprehensive Plan. .
In City ofOz he worked on a comprehensive land use plan. He reviewed
components from a legal standpoint. In City of Prosperity they have adopted
components of a comprehensive plan, but has not been involved with a full plan.
14.
How do you maintain your visibility in the community?
He accepts invitations to speak. He is a member of a service club that includes
many of the community leaders. As mentioned above he has regular meetings
with key leaders in the community. He meets monthly with school
superintendent.
15.
How do you view the role of the City Manager in the community?
He sees the city manager's role as being defined by the community. He has been
in three communities and the role was different in each one. In Prosperity, he has
tried to maintain a balance with the Council.
16.
What is your experience in dealing with the redevelopment of a downtown
area?
Prosperity had already set up a reinvestment zone and TIF district. Reinvestment
zone has expired, but there was a lot of investment. Thinks they have been
successful in bringing people back to downtown. One of their goals was to bring
social services back. Currently discussing possibility of new reinvestment zone.
17.
How have you approached the development of a "customer friendly"
environment in the City?
His approach has been to embrace the idea of a "customer friendly" city. They
have included this in the performance evaluation process. Employees have to see
that it is important to them personally that they be customer driven. As part of the
reform of the compensation system, they also modified the performance
evaluation system. They also give customer service a priority in the budget
process.
18.
Why are you interested in the City of Sample position?
City of Sample is home to him. He has family in the city. Father owned the
movie theater in City of Sample. He attended college there as well. He thinks the
City ,offers him a good career opportunity professionally. Sees it as an exciting
community.
@2004 - THE WATERS CONSULTING GROUP. INc.
Page 84
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APPENDIX 0 D
SAMPΠCANDIDATE INTERVIEW QUESTIONS FOR]OHN DOE
19.
Where do you see yourself careerwise five years from now?
My hope would be to be in city management five years from now. Has enjoyed
the challenges and rewards of the profession.
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APPEND IX . E
SAMPLE
REFERENCE
QUESTIONS
'¡'HE WAi'ERS CONSULnNG GROUP, INc.
800,899,1669 WWW,WATERSCONSULTING.COM
APPENDIX. E
SAMPLE REFERENCE QUESTIONS FOR jOHN DOE
Relationship to candidate: Former Department head
1.
How long have you known John and under what circumstances?
Known for 15-16 years. Worked with him in Plainview.
2.
What do you consider to be his strengths as a city manager?
He has excellent leadership ability. He has a quiet way, but you definitely know
who is in charge. His staff respects him.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
From what I know he has been pretty successful. Served in City near Oz, so
observed him from there as well.
4.
Docs he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
Had an opportunity to see the results of the effort in Oz, They have increased
number of businesses, restaurants while he has been there.
5.
What experience does John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
Not familiar with this area.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
Thinks he does this well. He understands that the Council makes policy. He is
real good about making sure Council can get things done, without getting on
wrong path.
7.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
He has excellent skills. He is well spoken. Can make his point in front of groups.
He has good written skills as well. He is an effective representative. Doesn't
have to be the focal point.
Page. 1
@2004 - THE WATERS CONSULTING GROUP. INc.
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8.
9.
10.
11.
12.
13.
14.
APPENDIX 0 E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
Do you consider John to be a good listener? Why or why not?
Yes. Thinks this is part of his attorney background. He pays attention to what is
being said.
How would you rate John's interpersonal skills? Are you aware of any
particular problems that he had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
He would rate him very highly. He has ability to talk to all levels. Doesn't talk
down to anyone, Not aware of any problems.
How would you describe his management/leadership style? Do you consider
him to be a strong leader?
He is a participatory manager. He gets people involved. He wants all the
information he can get before a decision is made. Considers him to be a strong
leader.
How active has John been in the community? What community activities
are you personally aware of?
From reference's knowledge, he has been fairly active. Doesn't know specifics.
Would you consider John to be a visionary leader? Why or why not? What
kind oflong-range planning activities has he bcen involved with?
He thinks so. Has discussed problems with him. He has ability to look past the
immediate situation. He has been involved in planning to move the airport to Fort
Hood.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
Again based upon casual observation from neighboring city, he seemed to be very
good at planning. He can judge the future impact of decisions.
Please describe his relationship with the city council.
Seems to be very positive. Council likes the way he manages.
Pageo2
@2004 -THE WATERS CONSULTING GROUP. INc.
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APPENDIX 0 E
SA1vIPLE REFERENCE QUESTIONS FOR)OHN DOE
15.
16.
17.
18.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
He gets along well with them. He is a good delegator. He will not try to do all of
it himself. Will also follow up to make sure things get done.
What is the most significant contribution that John has made to the city that
you are familiar with?
Thinks he brought stability and professionalism to Oz.
Are there any qualities about John that some might refer to as weaknesses?
He is a quiet guy. Some may view this as a weakness. Reference thinks he is
quiet because he doesn't need to be loud. When he has something to say, he says
it.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
Absolutely not.
Pageo3
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APPENDIX 0 E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
Relationship to candidate: Former State Legislator
1.
How long have you known John and under what circumstances?
Known for 4-5 years. Worked with him on legislation.
2.
What do you consider to be his strengths as a city manager?
He is personable and knowledgeable. He has handled some sensitive local
politics well. Thinks his strengths are his knowledge of the issues and ability to
solve problems. He is able to stay above the fray and keep his eye on the ball.
His experience dealing with the military is also a plus.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
Thinks he has done an excellent job.
4.
Does he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
The City works closely with the Chamber. The City has diversified the economic
base. The expansion of the airport is a big deal for economic development.
s.
"Vhat experience does John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
NA.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
As far as reference knows, he does fine.
7.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
He has very good skills. Have seen him testify before legislative hearings and in
other situations. Not sure about writing skills. He is effective representative.
8.
Do you consider John to be a good listener? Why or why not?
He is a good listener. He is not dogmatic. He is coachable.
Pageo4
@2004 -THE WATERS CONSULTING GROUP, INC
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APPENDIX - E
-.--------.--- SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
13.
14.
15.
16.
9.
How would you rate John's interpersonal skills? Are you aware of any
particular problems that he had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
As far as reference knows, he gets along. He has not heard anything negative.
10.
How would you describe his management/Ieadership style? Do you consider
him to be a strong leader?
He listens and assesses the problems. He uses the people who have the
knowledge to solve the problem. He uses the best talent that is available to him to
accomplish his goals. He is an effective leader.
11.
How active has John been in the community? What community activities
are you personally aware of?
He is very active, There is a lot going on in Oz.
12.
Would you consider John to be a visionary leader? Why or why not? What
kind oflong-range planning activities bas he been involved with?
He thinks so. He is able to set goals, but more importantly, is able to implement
them. Mentioned airport project as example. This has been a major community
wide effort.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
Good.
Please describe his relationship with the city council.
Reference doesn't hear complaints and believes he would hear them if they were
there. He assumes this means the relationship is good.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
NA.
What is the most significant contribution that John has made to the city that
you are familiar with?
Believes the airport project is the most significant.
Page-S
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17.
18.
APPENDIX 0 E
SAMPLE REFERENCE QUESTIONS FORlORN DOE
Are there any qualities about John that some might refer to as weaknesses?
Hasn't found any.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
No.
Pageo6
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APPENDIX. E
SAMPLE REFER!'NCE QUES'!1°NS FOR]OHN DOE
Relationship to candidate: Neighboring City Manager
1.
How long have you known John and under what circumstances?
Known for 8 years. Was City Attorney when reference came to area. Worked on
a lot of projects together
2.
What do you consider to be his strengths as a city manager?
He is very thoughtful. He has a good mind. He has taken on some major
projects. Mentioned the airport, convention center countywide radio system. He
has worked with a variety of Councils. He has dealt with a diverse population
very effectively.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
He thinks they have done well. City provides overall leadership, but lets finance
director do his job. City has CIP. City did salary survey and updated their pay
structure,
4.
Does he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
Oz funds Chamber for ED and has industrial foundation. They have had
tremendous commercial grovv1h. Not sure of John's role, but assumes he has been
involved.
5.
What experience does John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
The City has set up a TIF and has a Main Street program. They have made
downtown improvements.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
Based upon informal conversations with Council Members, thinks he is doing
well.
@2004-THE WATERS CONSULTINGGROUP,INC
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13.
APPENDIX 0 E
SAþ,IPLE REFERENCE QUESTIONS FOR]OHN DOE
7.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
He has pretty high communications skills. He is politically astute. Has dealt with
the media. He is definitely an effective representative.
8.
Do you consider John to be a good listener? Why or why not?
Yes. Reference has observed him and participated in conversations with him.
9.
How would you rate John's interpersonal skills? Are you aware of any
particular problems that hc had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
Would rate his skills good. Have seen him relate to a lot of different people. Not
aware of any problems.
10.
How would you describe his management/Ieadership st)'le? Do you consider
him to be a strong leader?
Says it appears that he is a pretty good delegator. On some of the major issues, he
will study the problem himself. Says he is a strong, effective leader. He gets
things done.
11.
How active has John been in the community? What community activities
are you personally aware of?
He is very active. Seem out a lot. He has established a series of neighborhood
meetings.
Would you consider John to be a visionary leader? Why or why not? What
kind oflong-range planning activities has he been involved with?
Yes. He has done this in several areas. Now working on a regional sewer plant.
He has been involved in looking for new water supplies.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
NA.
@2004 - THE WATERS CONSULTING GROUP, INc.
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APPENDIX 0 E
---------_._____SAMI:'LE REFER!'NCE QUESTIONS FOR)OHN DOE
14.
Please describe his relationship with the city council.
Thinks it is positive. See comments above.
15.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
Have never heard anything negative about him from his subordinates. He does
delegate.
16.
What is the most significant contribution that John has made to the city that
you are familiar with?
Thinks it is in the area of planning and implementing new projects.
17.
Are there any qualities about John that some might refer to as weaknesses?
Don't know of any.
18.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
No.
@2004-THEWATERSCONSULTINGGROUP,INC
Pageo9
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APPENDIX. E
SAMPLE REFERENCE QUESTIONS !:ORL'2.f:g'I_DO~.
Relationship to candidate: Former Subordinate
1.
How long have you known John and under what circumstances?
Known for 20 years. Knew him in law school. Went to work for him ten years
ago as assistant city attorney.
2.
What do you consider to be his strengths as a city manager?
He has several strengths. He doesn't panic under stress. He creates options for
the City Council. He is extremely patient with both citizens and Council. He is
very intelligent, has strong analytical ability. Has strong work ethic and is
extremely honest. He expects all those things from his employees. Wouldn't
hesitate to work for him again. He also has a good sense of humor.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
He has been very successful. He has been able to tackle two major projects at the
same time. Able to do this while keeping the routine things going.
4.
Does he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
As City Attorney he worked closely with ED corporations and knows how to
maximize them. Killen has had a strong ED effort. He can't take all the credit,
but he has been involved.
s.
What experience does John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
He has experience with TIFs in downtown areas in two cities. Presented a paper
on TIFs to IMLA. Used to finance new facades and landscaping in the downtown
area.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
Would rate him highly. He believes that his role is to find out what the Council
wants and get it done through the staff. He wants the staff to keep this focus.
Page. to
@2004 - THE WATERS CONSULTING GROUP, INC
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APPENDIX. E
SAMPLE REFERENCE QUESTIONS FORlOHN DOE
7.
8.
9.
10.
11.
12.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
He has excellent communication skills, both oral and written. He is an effective
representative.
Do you consider John to be a good listener? Why or why not?
Yes, he is. In a conversation he gives you his full attention. He asks probing
questions. You can only do that if you have been listening.
How would you rate John's interpersonal skills? Are'you aware of any
particular problems that he had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
He would rate this area very high. Have seen him conduct eftèctive meetings
with people that are hostile to the City. Has seen him deal with a broad range of
people from the community. Not aware of any problems,
How would you describe his management/leadership style? Do you consider
him to be a strong leader?
He has a blended style. His primary style is consensus building. He makes
appropriate use of direction when necessary. He will make a decision when
necessary. He is a strong leader.
How active has John been in the community? What community activities
are you personally aware of?
He participates in civic club, church. He participates in various community
events.
Would you consider John to be a visionary leader? Why or why not? What
kind oflong-range planning activities has he been involved with?
Yes. He leads the Council in this direction as well. Has been involved in 5 & 10
year CIPs. Has done water supply planning. He has been able to overcome major
obstacles to joint City-Army airport.
13.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
He has good knowledge of comprehensive plan. City Council did not want to do
it.
@2004 - THE WATERS CONSULTING GROUP. INc. Page' 11
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APPENDIX 8 E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
14.
15.
16.
17.
18.
Please describe his relationship with the city council.
He has a very positive relationship with the Council.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
He has a very good relationship with them as well. He has an open door policy.
He does delegate well. Reference has personal experience with this.
What is the most significant contribution that John has made to the city that
you are familiar with?
Tempted to point to the construction projects. However, he believes the best
thing he did for the City was to break the cycle of City Council micromanagement
of the City. He gained the trust of the Council and was able to stabilize that
senior staff. He was able to attract highly qualified people and they have stayed.
Are there any qualities about John that some might refer to as weaknesses?
Thinks he might do better in communicating praise to subordinates on a more
regular basis.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
No.
Page 8 12
@2004-THE WATERS CONSULTING GROUP, INc.
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APPENDIX. E
SAIvIPLE REFERENCE QUESTIONS FOR]OHN DOE
Relationship to candidate: School Superintendent
1.
How long have you known John and under what circumstances?
Known for ten years. Has been School Superintendent for entire time.
2.
What do you consider to be his strengths as a city manager?
He brings a settled, calm, reasoned approach to things. He has good sense of
professionalism. He is creative and innovative. Has accomplished several major
projects. Maintains good relationship with school staff. He is very collaborative
with the schools.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
He has done well. The City is in good financial condition. He is a good fiscal
manager.
4.
Does he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
Doesn't have a good feel for this area. The City and the Chamber have attracted
fantastic businesses to Oz. Believes John has been involved.
5.
What experience docs John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
Not familiar with this program.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
Thinks he has done a great job. The Council would see losing him as a great loss.
7.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
Written skills are strong. He is not a dynamic speaker. He communicates clearly.
He is quiet. He is an effective representative of the City. He is very professional.
Page. 13
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APPENDIX 0 E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
-------.-.
8.
9.
10.
11.
12.
13.
14.
15.
Do you consider John to be a good listener? Why or why not?
Yes. Have seen him with others and have had conversations with him as well.
How would you rate John's interpersonal skills? Are you aware of any
particular problems that he had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
Thinks his skills are strong. Observing him at various events, he does seem to
relate to a wide range of people. Not aware of any problems.
How would you describe his management/Ieadership style? Do you consider
him to be a strong leader?
He is a laid back, behind the scenes type. He is a strong leader.
How active has John been in the community? What community activities
are you personally aware of?
He has been very active in the community, Involved in church.
Would you consider John to be a visionary leader? Why or why not? What
kind oflong-range planning activities has he been involved with?
He does. Thinks the joint use airport is a prime example of this. He is food at
planning. The City has worked on strategic plan.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
NA.
Please desèribe his relationship with the city council.
He has a good relationship with Council. He has their support.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
NA.
Page 0 14
@2004 - THE WATERS CONSULTING GROUP, INc.
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16.
17.
18.
APPENDIX 0 E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
What is the most significant contribution that John has made to the city that
you are familiar with?
Thinks it is the leadership he has provided to the City with regard to the major
projects.
Are there any qualities about John that some might refer to as weaknesses?
No.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
No.
Page 0 15
@2004 - THE WATERS CONSULTING GROUP, INc.
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APPENDIX. E
SAMPLE REFERENCE QUESTIONS FOR)OHN DOE
Relationship to candidate: TML staff
1.
How long have you known John and under what circumstances?
Known for ten years when he was City Attorney in Plainview. He has been used
regularly as a witness before legislative hearings.
2.
What do you consider to be his strengths as a city manager?
He doesn't get riled. He is very deliberate. He understands the big picture. He
also understands how local governments work. He can put things in perspective.
He has strong management skills. He has impeccable reputation.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
NA.
4.
Does he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
NA.
5.
What experience does John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
NA.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
Have never heard anyone say anything negative about his management of the
City.
7.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
Rates him very highly. That is why they use him to testify before legislature.
Both oral and written skills are good, He writes for a lay audience. Considers
him to be effective representative,
Page. 16
@2004 - THE WATERS CONSULTING GROUP, INc.
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APPENDIX. E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOE
8.
11.
12.
13.
14.
15.
Do you consider John to be a good listener? Why or why not?
Considers him to be a good listener. Thinks this is one of his best traits. He
doesn't spout off until he listens.
9.
How would you rate John's interpersonal skills? Are you aware of any
particular problems that he had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
Again rates him highly. Everyone respects him. Not aware of any problems.
10.
How would you describe his management/Ieadership style? Do you consider
him to be a strong leader?
He is very inclusive. Very methodical, does his homework. Gathers all the
information before he acts. Does consider him to be a strong leader.
How active has John been in the community? What community activities
are you personally aware of?
NA
Would you consider John to be a visionary leader? Why or why not? What
kind of long-range planning activities has he been involved with?
Based upon things he has said in the legislature, thinks he is visionary. He has
sense of where things are going, major trends.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
NA.
Please describe his relationship with the city council.
They think he hung the moon.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
NA.
Page. 17
@2004-THE WATERS CONSULTING GROUP, INC
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16.
17.
18.
APPENDIX. E
SA.c\IPLE REFERENCE QUESTIONS FOR]OHN DOE
What is the most significant contribution that John has made to the city that
you are familiar with?
He has a very calming affect on the organization.
Are there any qualities about John that some might refer to as weaknesses?
Because he is very methodical and studious, some might think that is inaction.
Thinks the results have been very positive however.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
No.
Page. 18
@2004 - THE WATERS CONSULTING GROUP, INC
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APPENDIX. E
SA>\ll'LE REFERENCE QUESTIONS FOR]OHN DOE
Relationship to candidate: Former Mayor
1.
How long have you known John and under what circumstances?
Known for 8 years. Served on Council for three tenus. Went from being legal
advisor to administrative role as Deputy City Manager. Was on Council
appointed him. Council did not consider anyone else. Has also served on church
committee with him.
2.
What do you consider to be his strengths as a city manager?
Could think of several. He looks for quality and professional results. He projects
and expects professionalism from his subordinates. He has been able to get some
important projects underway including the new civic center, airport joint use
agreement with Fort Hood, and highways. He is a good organizer. He attracts
good people. He projects good image for the City. He is a good communicator,
is open to the public, He is honest with a lot of integrity. City was about to lose
accreditation for its library. John was able to develop plan for new library.
3.
In your opinion, how successful has he been in managing the financial affairs
of the city government?
He has done an excellent job. Has good relationship with Director of Finance.
4.
Does he have expertise/experience in dealing with economic development
issues/initiatives? How successful has he been in economic development?
The City supports the Chamber of Commerce as the major player. He has made
sure funds were available. City does not have ED sales tax. The city has had
successes in retail and commercial development.
5.
What experience docs John have with downtown redevelopment issues? Can
you think of any particularly successful downtown projects or activities?
City set up TIF District. New City Hall built downtown. There has been some
downtown revitalization.
6.
How would you evaluate John's success in carrying out the goals and
objectives set for him by the City Council (or his boss)?
Council does evaluation every year. He has done a real good job. Each year after
the elections, he calls the new Council together and asks for their direction. Uses
this session to establish priorities. Bases his budget on these priorities.
Page. 19
@2004-THE WATERS CONSULTING GROUP, INc.
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7.
8.
9.
10.
11.
12.
APPENDIX. E
SAMPLE REFERENCE QUESTIONS FOR]OHN DOr;.
How would you rate his communications skills, both oral and written?
Would you consider him to be an effective representative of the City in the
community?
He has excellent skills in both areas. The Council has been provided with laptop
computers and e-mail addresses. He also provides other information to the
Council in printed form. He is very effective representative to the community.
He hired administrative assistant to help with community liaison. He also had
communications person to handle video production. He has made strong efforts
to communicated important issues to the public.
Do you consider John to be a good listener? Why or why not?
He is a good listener. He makes an effort to find out what the Council priorities
are,
How would you rate John's interpersonal skills? Are you aware of any
particular problems that he had in a personal relationship in the workplace?
(More than just someone who disagreed with a decision.)
He is a good communicator with all levels of people. Seems to me that he has
been open and communicative to the public. Not aware of any problems.
How would you describe his managementneadership style? Do you consider
him to be a strong leader?
He is a good delegator. He gets good people in place and lets them do their jobs.
Hired local garrison commander as deputy city manager. Received some
criticism for the pay level. He has tried to get the salaries up so the City could
attract quality staff. He is decisive and proactive. He is very even tempered.
How active has John been in the community? What community activities
are you personally aware of?
He has been active in his church. He is active with the Chamber of Commerce.
Can't think of any other things.
Would you consider John to be a visionary leader? Why or why not? What
kind oflong-range planning activities has he been involved with?
Yes. He looks ahead to see where the City should go. Sensitive to City Council
objectives. Very complicated negotiations with the Department of the Army and
the state over the joint airport facility and associated highway improvements.
Page.20
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13.
14.
15.
16.
17.
18.
APPENDIX. E
- SAMPLE REFERENCE QUESTIONS FORj°l:'N D~.!':.
How would you rate John's knowledge and experience in
developing/implementing a comprehensive plan?
Can't answer.
Please describe his relationship with the city council.
It was good when reference was on Council. Thinks the fact that no one else was
interviewed when he was hired is testimony to this.
How would you describe John's relationship with his subordinates? Is he
able to delegate effectively while holding them accountable for results?
Haven't seen anything that would indicate any problems. Seems to be good. He
is good delegator.
What is the most significant contribution that John has made to the city that
you are familiar with?
Thinks it could be summarized as helping the City develop improved quality of
life without significant impact on tax rate. City has transfonned from small town
to small city. He has developed very positive relationship with TXDOT.
Are there any qualities about John that some might refer to as weaknesses?
He is not aware of anything.
Are you aware of anything in John's background that would be
embarrassing to a prospective employer if it became public knowledge? Any
personal behavioral, legal or ethical problems?
No.
Page' 21
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