Council PKT 07-28-2009 Special
.~ Federal Way
AGENDA
FEDERAL WAY CITY COUNCIL
SPECIAL MEETING
Council Chambers - City Hall
JULY 28, 2009
www.cityoffederalway.com
7:00 P.M.
(Or immediately following the FEDRAC Meeting)
1. CALL MEETING TO ORDER
2. COUNCIL BUSINESS
a. Interview and Selection of Search Firm for City Manager Recruitment.
3. ADJOURNMENT
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""'Ill
CITY OF FEDERAL
WAY, WASHINGTON
Proposal for Executive
Search Services for
the Position of
CITY MANAGER
July 14, 2009
.lII
The Mercer Group~ Ine.
Consultants To Management
The Mercer Group~ Inc.
Consultants To Management
551 W CordolJu Road, #726
Santa Fe. New Mexico 87.505
RECEIVED JUL 2 2 2009
(50.5) 466-9.500
F.4X (505) 466-1274
E-mail: mercer@mindsprillg.com
July 14,2009
Ms. Mary McDougal
Human Resources Director
City of Federal Way
33325 8th Avenue S
Federal Way, W A 98063
Dear Ms. McDougal:
The Mercer Group, Inc. is most pleased to submit this proposal to assist the City of Federal
Way to recruit nationally and to develop exceptionally well-qualified candidates for the position of
City Manager. We are most interested in assisting the City of Federal Way with this critical project,
and if selected to conduct the search, would have no difficulty beginning the project immediately and
expediting our work to ensure a smooth process. The Mercer Group, Inc. has extensive experience
in conducting city manager searches locally and nationally. Our firm probably conducts more city
manager searches each year than any other :firm in the United States. Our:firm placed a prior City
Manager who remained on the job in Federal Way for several years. We are especially well qualified
to conduct this search for the City of Federal Way.
The purpose for engaging the services of an executive search firm is to seek out and recruit
experienced candidates and to assist the City of Federal Way in selecting highly qualified individuals
who meet the profile and needs of the City and who might not otherwise apply. We have conducted
recent searches for city manager for several communities your size. We are quite familiar with the
candidate pool and the local needs.
Weare the largest nationwide public sector search fIrm and we have more experience than
any other public sector executive search:firm. Mr. Mercer is a Certified Management Consultant
(CMC) which is the preeminent designation earned in the management consulting profession. It is
PINPOINTING WORKABLE SOLUTIONS FROM OUR OFFICES NATIONWIDE
www.mercergroupmc.com
Ms. Mary McDougal
City of Federal Way
Page Two
July 14. 2009
an indication that the individual possessing it has met and continues to meet strict certification
requirements of the Institute of Management Consultants. The CMC designation represents that the
individual has met world-class standards of competence, ethics and independence in the management
consulting field. Mr. Mercer is the only management consultant with this designation operating in
the public sector. (Please see www.mercergroupinc.com for more information about our firm and
about current searches that we are conducting.)
The mission of The Mercer Group, Inc. is to make our clients proud that they engaged us to
provide management consuhing services for them. The Mercer Group, Inc. also makes extensive use
of the Internet both with our own web page which can be located at www.mercergroupinc.comand
through e-mail. We post positions with other Internet providers and make information available to
a wide number of people who are Internet users. We also make extensive use of the Internet to
review newspaper articles on top candidates, etc., from the community in which they are currently
employed or were employed in the past.
This proposal is designed to provide an indexed and easily usable document for the City of
Federal Way to assess the qualifications of The Mercer Group, Inc. to handle this critical work. It
contains the following sections: Table of Contents; Staff Qualifications; Scope of Services; Consulting
Staff; References; Cost; Early Termination; and Sample Materials.
Our corporate headquarters is in Atlanta and we have branch offices in Arizona, California,
Colorado, Connecticut, Florida, Georgia, Illinois, Louisiana, Michigan, New Mexico, North Carolina,
Oklahoma, South Carolina and Texas. We will work on the assignment from our Santa Fe office.
Lead consuhant on this search will be James L. Mercer. Other consultants to be used on this
search will be Clark Wurzberger and Karolyn Prince-Mercer.
Please note that our proposal includes all costs of advertising. We have no hidden costs nor
are there other costs which are not covered in this proposal.
*******
THE MERCER GROUP, INC.
Ms. Mary McDougal
City of Federal Way
Page Three
July 14.2009
Thank you for the opportunity to respond to this important assignment. This proposal is valid
for ninety (90) days from receipt by the City of Federal Way. We are looking forward to discussing
this proposal with you personally, and urge you to allow us to come to Federal Way at our expense
to do that. We can move very quickly to do so. Please call me at 505-466-9500 if you have any
que
Enclosure
THE MERCER GROUP, INC.
TABLE OF CONTENTS
Section
Cover Letter
Executive Summary
Pal:e No.
I. STAFF QUALIFICATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . 0 . . . . . . . . . . . .. 1-10
II. SCOPE OF SERVICES ................. 0 . . . . . . .. .. . . . . . 0 . . . . . . . ., 11-17
III. CONSULTING STAFF ........................................... 18-20
IV. REFERENCES.................................................. 21-23
Vo COST .. 0 . . . . . . . . . . . . . . . . . 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0 .. 24-26
VI. EARL Y TERMINATION ........................................... 27
VII. SAMPLE MATERIALS .............................................28
EXECUTIVE SUMMARY
The Mercer Group, Inc. is pleased to submit this Executive Summary with our proposal to the City
of Federal Way to conduct an executive search for a new City Manager.
Weare quite active in the public and private sectors, either currently conducting or having just
completed searches for positions for several organizations around the country. Section I to our
proposal lists the various city manager and related searches we have successfully completed or are
currently conducting. We are also currently conducting several other similar searches.
We are very experienced in the city manager field, in all size communities. Because we are doing or
have recently completed similar searches, we can move quickly to meet your needs. Further, we will
be working out of our Santa Fe office. This allows us to bring total objectivity to searches such as
the one the City of Federal Way is contemplating.
This Executive Summary should provide you with the overview information that you need relative
to our frrm's qualifications to conduct an executive search for a new City Manager for the City of
Federal Way.
Our Approach
After reviewing written materials provided by the City and meeting with you and others of your
choice to determine their objectives relative to the search, we would conduct the following steps:
1. Analyze the position and draft a Position Profile.
2. Recruit for the position on a regional and national basis.
3. Invite potential candidates to apply who meet the criteria established by the
City.
4. Review and screen applications.
5. Conduct interviews and background checks of selected candidates.
6. Recommend a list of final candidates with writeups, suggested questions and forms.
7. Coordinate final interviews, conduct fmal background checks, negotiation and
follow-up.
Our approach is highly interactive and significantly involves the client in all important steps of the
process.
THE MERCER GROUP, INC.
Schedule
Our search process normally takes about 90 to 120 days from date of approval of the Position Profile
by the client. The more time we have, within reason, of course, the more effectively we can conduct
thorough evaluation and background checks on finalist candidates.
Firm Qualifications and Staffing
Our fIrm is headquartered in the Atlanta Metropolitan area and has branch offices in Arizona,
California, Colorado, Connecticut, Florida, Georgia, Illinois, Louisiana, Michigan, New Mexico,
North Carolina, Oklahoma, South Carolina and Texas. This search will be conducted from our Santa
Fe office.
The principal consultant to be utilized for this engagement would be Mr. James L. Mercer, President
of our firm. In total, Mr. Mercer has completed approximately 2000 searches for executives in the
public sector and private sectors. The quality of our work is evidenced by the amount of repeat
business which we receive from our clients.
Mr. Mercer possesses Bachelor of Science and Master of Business Administration degrees and is a
former Assistant City Manager of Raleigh, North Carolina. He is a Certified Management
Consultant, and previously served as a Partner with Korn/Ferry International (the world's largest
executive search firm) and as Director of Management Consulting Services for Coopers & Lybrand.
Mr. Mercer is President of The Mercer Group, Inc., a firm which he founded.
Mr. Mercer will be lead consultant on the project. Mr. Wurzberger and Ms. Prince-Mercer will join
Mr. Mercer on this project. Mr. Wurzberger has over twenty years of public sector experience. Mr.
Wurzberger served for seven years as Senior Associate with Hughes, Perry & Associates (formerly
Hughes, Heiss & Associates), a highly regarded California-based public sector management
consulting :firm providing executive search and other consulting services to local government clients
in California and other states since 1974. Mr. Wurzberger specializes in public sector executive
search.
Ms. Prince-Mercer is METI qualified. Ms. Prince-Mercer has been in management consulting for
eighteen years. She has experience working in executive search, compensation and classification,
and organization and management studies.
We have a number of minority and women placements in key executive positions and are proud of
that record.
Code of Ethics
Mr. Mercer is a Member and subscribes to the Code of Ethics of the International City and County
Management Association and to the Institute of Management Consultants.
THE MERCER GROUP, INC.
Guarantees
We offer several guarantees of our work. The four most important are:
1. We will keep working until the placement is made.
2. We will not recruit the placement for other positions without your permission.
3. We will not recruit any of your staff for two years from the date of the placement,
without your permission.
4. Ifthe selected candidate leaves your employ within the fIrst two years, we will redo
the search for expenses only.
Reasonable Fees
Our fees to conduct a search of this type are competitive. Our normal fee is $17,500 plus out-of-
pocket expenses not-to-exceed $8,000. Because of current economic conditions in the country we
will discount the fee by $2,000 making the total professional fee $15,500 plus out-of-pocket expenses
not-to-exceed $8,000. Since we are conducting other consulting work around the country, expenses
can be kept to a minimum. Because of the current and expected future availability and cost of travel
we encourage you to allow us to communicate with you at specific points of the project via
interactive video. This will also save costs for both you and our :firm and is often as productive as face
to fact meetings.
References
We have provided local and national references of our work in the following proposal.
Please contact me at 505-466-9500 if you have questions.
Thank you for the opportunity to present our qualifications. I will look forward to hearing from you.
resident/CEO
Consultant (CMC)
THE MERCER GROUP, INC.
SECTION I: FIRM QUALIFICATIONS
This section presents our qualifications to conduct projects of this type. Our fIrm has been
successfully conducting executive level searches in the public sector for over twenty-eight years
throughout the United States. Our staff is extremely competent in the area of executive search.
The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of
Georgia and operating nation-wide. The firm was founded by James L. Mercer, a long-term public
management consultant.
Mr. Mercer started his own firm in 1981 and, in 1984, merged it with another consulting firm, Wolfe
& Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human Resource and Organizational
Consulting Practice of Wolfe & Associates, Inc. This acquisition formed the basis for Mercer, Slavin
& Nevins, Inc. He sold his interest in Mercer, Slavin & Nevins, Inc. early in 1990 and founded The
Mercer Group, Inc.
The Mercer Group, Inc. provides exceptionally high quality management consulting services to state
and local governments, transit authorities, health care providers, utilities, special districts, and private
sector clients. Specialty practice areas include: executive recruitment, organization and operations
analysis, productivity improvement, strategic planning, management systems,
compensation/classification/policy studies, privatization, budget evaluation services, government
consolidation and organization development, training, and general management consulting. Our key
consultants have conducted successful searches for hundreds of public sector organizations nationally
and can offer numerous references as testimony of our work.
This important engagement will be conducted by Mr. James L. Mercer. Mr. Mercer has conducted
or assisted in the conduct of more than 2000 successful executive searches in recent years. The
spectnun of our search experience is illustrated in Exhibit VI. Mr. Mercer's resume is included below.
Mr. Mercer is the Chief Executive Officer of our firm and can be located at our corporate
headquarters as follows:
James L. Mercer, President
The Mercer Group, Inc.
5579B Chamblee Dunwoody Road
Suite 511iAtlanta, Georgia 30338
Telephone: (770) 551-0403; FAX: (770) 399-9749
Federal Tax ID No.: 58-1877068
1
Specific infonnation regarding our fIrm's qualifIcations to conduct city manager searches in cities of
similar size and complexity to Federal Way can best be shown by listing the executive searches our
firm has conducted for city managers over the years. We also have a large number of successful
placements in the county manager/administrator fIeld. We are very active in the public sector.
1. PUBLIC SECTOR
City Managers/Administrators
Akron, Ohio - Assistant to the Mayor (Technology Agent) - 1973
Alachua, Florida - City Manager - 2001
Alamogordo, New Mexico - City Manager - 2009
Albany, Georgia - Assistant City Manager (Limited Scope Search) - 2000
Angel Fire, New Mexico - Town Administrator (Limited Scope Search) - 2000
Andrews, Texas - City Manager - 2000
Ann Arbor, Michigan - City Administrator - 2001
Ann Arbor, Michigan - City Administrator - 1995
Ann Arbor, Michigan - City Administrator - 1988
Arkansas City, Kansas - City Manager - 2006
Arlington, Texas - Assistant City Manager (Technology Agent) - 1973
Aspen, Colorado - City Manager - 1989
Athens/Clarke County Unified Government, Georgia - Manager - 2000
Athens/Clarke County Unified Government, Georgia - Manager - 1995
Aurora, Colorado - City Manager - 1989
Austin, Texas - City Manager - 1988
Avondale, Arizona - City Manager - 2000
Barrington, Illinois - Village Manager - 1998
Bay City, Michigan - City Manager - 2003
Beavercreek, Ohio - City Manager - 2003
Beavercreek, Ohio - City Manager - 1985
Belding, Michigan - City Manager - 1999
Bellaire, Texas - City Manager - 1996
Billings, Montana - City Administrator - 2006
Billings, Montana - City Administrator - 2003
Billings, Montana - City Administrator - 1999
Billings, Montana - Assistant City Administrator - 2003
Billings, Montana - Deputy City Administrator - 2003
Bloomfield Hills, Michigan - City Manager - 2006
Bloomfield Hills, Michigan - City Manager - 2001
Boca Raton, Florida - Assistant City Manager - 1989
Boulder, Colorado - City Manager - 2008
Boulder, Colorado - City Manager - 2002
Boynton Beach, Florida - City Manager - 1999
Bryan, Texas - City Manager - 2006
Cairo, Georgia - City Manager - 1995
Cape Coral, Florida - City Manager - 1996
Carpentersville, Illinois - Village Manager - 2001
Carrboro, North Carolina - Town Manager - 2003
Casa Grande, Arizona - City Manager - 2003
Casselberry, Florida - City Manager (Limited Scope Search) - 2003
Centennial, Colorado - City Manager - 2007
2
Centennial, Colorado - City Manager - 2001
Centennial, Colorado - Assistant City Manager - 2006
Champaign, Illinois - Assistant City Manager - 2007
Charlotte, North Carolina - City Manager - 2008
Charlotte, North Carolina - City Manager - 1996
Charlotte, North Carolina - City Manager - 1981
Charlotte, North Carolina - Deputy City Manager (Limited Scope Search) - 2000
Chesapeake, Virginia - City Manager - 1996
Clayton, Missouri - City Manager - 2003
*Cloverdale, California - City Manager - 2001
College Park, Georgia - City Manager - 2008
College Park, Georgia - City Manager - 2002
College Park, Maryland - City Manager - 2004
College Park, Maryland - City Manager - 2002
College Station, Texas - City Manager - 2006
College Station, Texas - Assistant City Manager (2) - 2006
*Colma, California - City Manager - 1998
Columbia, South Carolina - City Manager - 2009
Columbia, South Carolina - City Manager - 1997
Columbus, Georgia - City Manager - 1995
Concord, North Carolina - City Manager - 1999
Coral Springs, Florida - Assistant City Manager - 2000
* Cotati, California - City Manager - 1997
Covington, Washington - City Manager - 2006
Culpeper, Virginia - Town Manager - 2000
*Daly City, California - Assistant City Manager - 1995
Danville, Virginia - City Manager - 1999
Davie, Florida - Town Administrator - 1999
Dayton, Ohio - City Manager - 2006
Dayton, Ohio - Assistant City Manager/Operations - 2007
Dayton, Ohio - Assistant City Manager/Economic Development - 2007
Daytona Beach, Florida - City Manager - 2002
Decatur, Illinois - City Manager - 2008
Decatur, Illinois - City Manager - 1987
Deerfield Beach, Florida - City Manager - 1989
DeKalb, Illinois - City Manager - 1998
Delaware, Ohio - City Manager - 1998
Delray Beach, Florida - City Manager - 1986
Del Rio, Texas - City Manager (Limited Scope Search) - 1995
Derby, Kansas - City Manager - 2001
Dothan, Alabama - City Manager - 2002
Downer's Grove, Illinois - Village Manager - 2005
Dublin, Ohio - City Manager - 2008
Durham, North Carolina - City Manager - 2008
Durham, North Carolina - City Manager - 2004
East Point, Georgia - City Manager - 1999
East Point, Georgia - City Manager - 1996
Eau Claire, Wisconsin - City Manager - 2006
Elkhart, Kansas - City Administrator (Limited Scope Search) - 2000
Eloy, Arizona - City Manager - 2000
EI Paso, Texas - City Manager 2004
EI Reno, Oklahoma - City Manager - 2006
3
Enid, Oklahoma - City Manager - 1997
* Encinitas, California - City Manager - 1999
Espanola, New Mexico - City Manager - 2008
Eugene, Oregon - Assistant City Manager (Technology Agent) - 1973
Eustis, Florida - City Manager - 2007
Evanston, Illinois - City Manager - 1996
Evanston, Illinois - Assistant City Manager (Technology Agent) - 1973
Fairmont, Minnesota - City Administrator - 1988
Federal Heights, Colorado - City Manager - 2007
Federal Heights, Colorado - City Manager - 2004
Federal Way, Washington - City Manager - 1999
Flint, Michigan - City Administrator - 2001
Florence, South Carolina - City Manager - 1996
Fort Lauderdale, Florida - City Manager - 1998
Fort Smith, Arkansas - City Administrator - 2008
Fort Smith, Arkansas - City Administrator - 2006
Fountain Hills, Arizona - Town Manager - 2002
Frankfort, Kentucky - City Manager - 2003
Franklin Village, Michigan - Village Administrator - 1998
Gainesville, Florida - City Manager - 2005
Gainesville, Florida - City Manager - 1995
Galesburg, Illinois - City Manager - 2006
Gastonia, North Carolina - City Manager - 2007
Glen Ellyn, Illinois - Village Manager - 2008
Glen Ellyn, Illinois - Village Manager - 2006
Glencoe, Illinois - Village Manager - 2000
Glendale, Arizona - Deputy City Manager (2 Positions) - 2004
Glenview, Illinois - Village Manager - 2004
Glenwood, Illinois - Village Administrator - 2008
Glenn Heights, Texas - City Manager - 2006
Goldsboro, North Carolina - City Manager - 2004
Goodyear, Arizona - City Manager - 2007
Grand Island, Nebraska - City Administrator - 2007
Grand Ledge, Michigan - City Administrator - 1999
Granville, Ohio - Village Manager - 2005
Greeley, Colorado - Deputy City Manager - 2006
Green Cove Springs, Florida - City Manager (Limited Scope Search) - 1997
*Greenfield, California - City Manager - 1998
Greensboro, North Carolina - Assistant City Manager (Limited Scope Search) - 1996
Gultport, Florida - City Manager - 2003
Gultport, Florida - City Manager - 1989
GVR Metropolitan District, Green Valley Ranch, Denver, Colorado - District Manager - 2008
Hampton, Virginia - City Manager - 2009
Hampton, Virginia - City Manager - 1984
Hampton, Virginia - Assistant City Manager (Technology Agent) - 1973
*Healdsburg, California - City Manager -1995
Highland Park, Michigan - Interim City Manager - 2002-2003
High Point, North Carolina - Assistant City Manager (Technology Agent) - 1973
Howell, Michigan - Deputy City Manager for Financial Services - 2004
Huber Heights, Ohio - City Manager - 2000
Hudson, Ohio - City Manager - 1997
Independence, Missouri - Assistant City Manager (Technology Agent) - 1973
4
Indian Rocks Beach, Florida - City Manager (Limited Scope Search) - 1997
Indian Rocks Beach, Florida - Interim City Manager (Assist) - 2005
Indian Trail, North Carolina - Town Manager - 2009
Jackson, Michigan - City Manager - 2004
Jackson, Michigan - City Manager - 1996
Jacksonville, North Carolina - City Manager - 2005
Jacksonville, North Carolina - City Manager - 1998
Jacksonville, North Carolina - Assistant City Manager - 2007
Jersey City, New Jersey - Assistant Business Manager (Technology Agent) - 1973
Johns Creek, Georgia - City Manager - 2006
Johnson City, Tennessee - City Manager - 2005
Joplin, Missouri - City Manager - 2004
Kent, Ohio - City Manager - 2005
Kent, Ohio - City Manager - 1997
Kettering, Ohio - Assistant City Manager (Technology Agent) - 1973
Kingsport, Tennessee - City Manager -1999
Lakeland, Florida - City Manager - 2003
Lakeland, Florida - Assistant to the City Manager - 2004
*Lakeport, California - City Manager - 2001
Lake Worth, Florida - City Manager - 2009
Las Vegas, New Mexico - City Manager - 2009
Laurinburg, North Carolina - City Manager - 1999
Lapeer, Michigan - City Manager - 2002
League City, Texas - City Administrator - 2009
League City, Texas - City Administrator - 2004
Lee's Summit, Missouri - City Manager - 2008
Liberty, Texas - City Manager - 2007
*Livermore, California - City Manager - 2000
*Livermore, California - Assistant City Manager - 2001
Longboat Key, Florida - Town Manager - 1997
Longboat Key, Florida - Town Manager - 1993
Longboat Key, Florida - Assistant Town Manager - 1996
*Los Altos, California - City Manager - 1998
Los Angeles, California - Chief Legislative Analyst - 2005
Louisville, Ohio - City Manager - 2001
Lower Merion Township, Pennsylvania - Assistant Township Manager (Technology Agent) - 1973
Macon, Georgia - Chief Administrative Officer - 2008
Manistee, Michigan - City Manager - 2001
Marco Island, Florida - City Manager - 2004
Martinsville, Virginia - City Manager - 2004
Mason, Ohio - City Manager - 2006
Matthews, North Carolina - Town Manager - 2002
McAlester, Oklahoma - City Manager (Limited Scope Search) - 2006
McKinney, Texas - Assistant City Manager - 2006
Melbourne, Florida - City Manager - 2002
Middletown, Ohio - City Manager - 1984
Middletown, Pennsylvania - Borough Manager - 2001
Midland, Texas - City Manager - 2008
* Mill Valley, California - City Manager - 1999
Minneapolis, Minnesota - Assistant City Coordinator (Technology Agent) - 1973
Minnetonka, Minnesota - City Manager - 2000
Minster, Ohio - Village Administrator - 1986
5
Momoe, Michigan - City Manager - 1992
Monmouth, Illinois - City Administrator - 2007
Montgomery, lIlinois - Village Manager - 2000
Mooresville, North Carolina - Town Manager - 2008
*Morgan Hill, California - City Manager - 1996
Mound, Minnesota - City Manager - 2000
Mount Holly, North Carolina - City Manager - 2007
Muscatine, Iowa - City Manager - 2009
Naples, Florida - City Manager - 2007
Naples, Florida - City Manager - 2003
Negaunee, Michigan - City Manager - 2004
Newport News, Virginia - City Manager - 2005
Norfolk, Virginia - City Manager - 1999
North Miami, Florida - City Manager - 2002
Northglenn, Colorado - City Manager - 2001
Northville Township, Michigan - Township Administrator - 1999
North Myrtle Beach, South Carolina - City Manager - 2003
North Myrtle Beach, South Carolina - City Manager - 1997
North Myrtle Beach, South Carolina - Assistant City Manager - 2008
North Port, Florida - Assistant City Manager (Limited Scope Search) - 2003
North Port, Florida - Assistant City Manager (Limited Scope Search) - 2002
*Novato, California - Assistant City Manager - 2002
Oak Ridge, Tennessee - City Manager - 2003
*Oakland Park, Florida - Assistant City Manager - 2004
* Oakland Park, Florida - Assistant City Manager - 2002
Oklahoma City, Oklahoma - City Manager - 1986
Oklahoma City, Oklahoma - Assistant City Manager (Technology Agent) - 1973
Orlando, Florida - Chief Administrative Officer - 2005
Oxford, Ohio - City Manager - 2007
* Oxnard, California - City Manager - 1997
Pagosa Springs, Colorado - Town Manager - 2008
Parker, Colorado - Town Administrator - 2005
Pasadena, California - Assistant City Manager (Technology Agent) - 1973
Payson, Arizona - Town Manager - 2002
*Petaluma, California - City Manager - 1996
Petoskey, Michigan - City Manager - 2009
Phoenix, Arizona - City Manager - 1989
Pi qua, Ohio - City Manager - 2005
Plainview, Texas - City Manager - 2003
Pompano Beach, Florida - City Manager - 2009
Ponce Inlet, Florida - Town Manager - 2001
Port Huron, Michigan - City Manager - 1997
Portsmouth, Virginia - City Manager - 2000
Powder Springs, Georgia - City Manager - 2006
Prairie Village, Kansas - City Administrator - 2007
Pueblo, Colorado - Assistant City Manager (Technology Agent) - 1973
Punta Gorda, Florida - City Manager - 2004
Punta Gorda, Florida - City Manager - 1998
Punta Gorda, Florida - City Manager - 1995
Raleigh, North Carolina - Assistant to the City Manager - 197 I
Raleigh, North Carolina - City Manager - 2000
Reading, Pennsylvania - Managing Director - 2003
6
*Reno, Nevada - City Manager - 1995
Richland, Washington - City Manager - 2007
Richland, Washington - City Manager - 1998
Richland, Washington - City Manager (Limited Scope Search) - 2000
Richmond, Michigan - City Manager - 1998
Richmond, Virginia - Chief Administrative Officer - 2009
Rio Rancho, New Mexico - City Administrator - 2003
Roanoke, Virginia - City Manager - 1999
Rock Hill, South Carolina - City Manager - 2001
Rock Hill, South Carolina - City Manager - 1993
RockvilIe, Maryland - City Manager - 1998
Safety Harbor, Florida - City Manager - 2006
Sandy Springs, Georgia - City Manager - 2005
San Diego, California - Deputy City Manager - 1988
*San Diego, California - Assistant City Manager - 2000
San Jose, California - Assistant City Manager (Technology Agent) - 1973
* San Rafael, California - City Manager - 1996
* Santa Rosa, California - City Manager - 2000
Sarasota, Florida - City Manager - 2007
Sarasota, Florida - City Manager - 1986
Saratoga, California - City Manager - 2000
*Saratoga, California - City Manager - 1997
Savannah, Georgia - City Manager - 1994
Sioux City, Iowa - Assistant City Manager (Technology Agent) - 1973
Snellville, Georgia - City Manager - 2008
* Solana Beach, California - City Manager - 2002
South Brunswick Township, New Jersey - Township Administrator - 1987
South Haven, Michigan - City Manager - 1999
Southlake, Texas - Assistant City Manager - 2005
South Miami, Florida - City Manager - 2003
Southfield, Michigan - City Administrator - 1999
Sparks, Nevada - City Manager - 1989
Spartan burg, South Carolina - City Manager - 2001
Spartanburg, South Carolina - City Manager - 1995
Spartanburg, South Carolina - City Manager -1984
S1. Pete Beach, Florida - City Manager - 2001
S1. Petersburg, Florida - Assistant City Manager (Technology Agent) - 1973
S1. Petersburg, Florida - Deputy City Manager Public Works - 1988
Suffolk, Virginia - City Manager - 2002
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2006
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2004
Sun'n Lake Sebring Improvement District, Florida - General Manager - 2002
Sunrise, Florida - City Manager - 1989
Superior, Colorado - Town Manager - 2006
Swartz Creek, Michigan - City Manager - 2000
Takoma Park, Maryland - City Manager - 2004
Talladega, Alabama - City Manager - 2008
Talladega, Alabama - City Manager - 2003
Tallahassee, Florida - City Manager - 1994
Temple, Texas, City Manager - 2004
*The Sea Ranch - Community Manager - 2002
*Tiburon, California - City Manager - 2000
7
Tifton, Georgia - City Manager - 2007
Tifton, Georgia - City Manager - 1996
Tipp City, Ohio - City Manager - 2008
Topeka, Kansas - Assistant to the Mayor (Technology Agent) - 1973
Topeka, Kansas - Chief Administrative Officer - 2002
*Tracy, California - Deputy City Manager - 1999
Traverse City, Michigan - City Manager - 1987
Treasure Island, Florida - City Manager - 2004
Treasure Island, Florida - City Manager - 1996
Tucson, Arizona - City Manager - 2004
Tucson, Arizona - Assistant City Manager (Technology Agent) - 1973
*Union City, California - City Manager - 1995
Union City, Georgia - City Administrator - 2007
University City, Missouri - City Manager - 2005
Vero Beach, Florida - City Manager - 2004
Virginia Beach, Virginia - City Manager - 1991
Virginia Beach, Virginia - Deputy City Manager - 1987
West Hartford, Connecticut - Assistant City Manager (Technology Agent) - 1973
Westminster, Colorado - City Manager - 2000
Westminster, Maryland - City Administrator - 2006
West Palm Beach, Florida - City Manager - 1988
Westerville, Ohio - City Manager - 2007
White House, Tennessee - City Administrator - 2005
Wichita, Kansas - City Manager (Limited Scope Search) - 2008
Wichita Falls, Texas - City Manager - 2005
Wilmington, North Carolina - City Manager - 2002
Wilmington, North Carolina - Deputy City Manager - 2003
Wilson, North Carolina - City Manager - 2004
Winter Haven, Florida - City Manager - 2001
Winter Haven, Florida - City Manager - 1986
Woodstock, Georgia - City Manager - 2008
Worcester, Massachusetts - City Manager - 1993
Worcester, Massachusetts - Assistant City Manager (Technology Agent) - 1973
Worthington, Minnesota - City Manager - 1988
Worthington, Ohio - City Manager - 2007
Wylie, Texas - City Manager - 2004
York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000
County Managers/Administrators
Alachua County, Florida - County Manager - 1999
Alachua County, Florida - County Manager - 1984
Arapahoe County, Colorado - County Administrator - 1999
Athens/Clarke County Unified Government, Georgia - Manager - 1995
Athens/Clarke County Unified Government, Georgia - Manager - 2001
Beaufort County, South Carolina - County Administrator - 1992
Broward County, Florida - Assistant to the County Administrator for Affordable Housing - 2004
Charleston County, South Carolina - County Administrator - 2008
Charleston County, South Carolina - County Administrator - 1998
Charlotte County, Florida - County Administrator - 2002
Charlotte County, Florida - County Administrator - 1995
Chesterfield County, Virginia - County Administrator - 1983
8
Clarke County, Georgia - County Administrator - 1984
Collier County, Florida - County Administrator (Limited Scope Search) - 2000
DeSoto County, Florida - County Administrator - 2005
Fairfax County, Virginia - County Executive - 1980
Grady County, Georgia - County Administrator (Limited Scope Search) - 1999
Gwinnett County, Georgia - County Manager - 1987
Gwinnett County, Georgia - Executive Assistant to the Board - 1985
Hamilton County, Ohio - County Administrator - 2005
Henrico County, Virginia - Assistant County Manager (Technology Agent) - 1973
Henry County, Georgia - County Administrator - 1984
Hernando County, Florida - County Administrator - 2000
HilIsborough County, Florida - County Administrator - 1986
HilIsborough County, Florida - Deputy County Administrator - 2004
HilIsborough County, Florida - Assistant County Administrator for Human Services - 2004
Hillsborough County, Florida - Assistant County Administrator for Development and Infrastructure - 2006
Horry County, South Carolina - County Administrator - 2009
Indian River County, Florida - County Administrator - 1987
Jackson County, Missouri - Chief Administrative Officer - 2007
Jackson County, Missouri - Deputy Chief Administrative Officer - 2007
Jefferson Parish, Louisiana - Assistant to the Parish President (Technology Agent) - 1973
Johnson County, Kansas - County Administrator - 1998
Lee County, Virginia - County Administrator - 1991
Leon County, Florida - County Administrator - 1989
Leon County, Florida - Assistant County Administrator - 1989
Long County, Georgia - County Administrator - 2008
Los Alamos County, New Mexico - County Administrator - 2003
Los Alamos County, New Mexico - County Administrator -1998
Lowndes County, Georgia - County Manager - 200 I
Manatee County, Florida - County Administrator - 1993
Manatee County, Florida - County Administrator - 1984
Martin County, Florida - Assistant County Administrator - 2006
NashvillelDavidson County, Tennessee - Assistant to the Mayor (Technology Agent) - 1973
Northampton County, Virginia - County Administrator - 1999
*Nye County, Nevada - County Manager - 1998
Orange County, North Carolina - County Manager - 2008
Orange County, North Carolina - County Manager - 2006
Orange County, North Carolina - County Manager - 1987
Osceola County, Florida - County Administrator - 2003
Palm Beach County, Florida - County Administrator - 1985
Polk County, Florida - County Administrator - 1989
Prince William County, Virginia - County Executive - 1990
Ramsey County, Minnesota - County Manager - 1999
Richland County, South Carolina - County Administrator - 2006
St. Louis County, Minnesota - County Administrator - 1987
Santa Rosa County, Florida - County Administrator - 1988
Spartanburg County, South Carolina - County Administrator - 1999
Stafford County, Virginia - County Administrator - 2002
Summit County, Colorado - County Manager - 2007
Summit County, Colorado - County Manager - 2001
Sumter County, Florida - County Administrator - 2005
Sumter County, Florida - Interim Assistant County Administrator/Administrative Services Director - 2006
Union County, North Carolina - County Manager - 2008
9
Union County, North Carolina - County Manager - 2001
Union County, North Carolina - Assistant County Manager - 2007
V olusia County, Florida - County Manager - ] 995
Wise County, Virginia - County Administrator - 2001
Many of our placements have remained in the position for several years allowing for continuity,
stability and effective/efficient functioning ofthe local government involved. Our firm will maintain
the individual consultant submitting this proposal as the consultant responsible for all aspects of the
project and will not delegate non-clerical work to lower level staff.
Please also note that several clients have had our fmn return to conduct later searches in all fields of
local government besides placing or replacing the city manager/administrator. Our firm has been
invited back to conduct searches for personnel such as human resources directors, fire chiefs, police
chiefs, public works directors, public utilities directors, fmance directors. Our firm has also been
invited back to conduct studies for the client with regard to more efficient operation of the client
city/county.
10
SECTION II: SCOPE OF SERVICES
This section presents our understanding of the City of Federal Way's Schedule A and Schedule B
requirements for this search.
A. Understanding
It is our understanding of Schedule A that:
· The City of Federal Way is seeking the development of a recruiting specification, in
conjunction with the City Council committee and other key individuals and sources
selected by the City, that addresses the specific duties, responsibilities, operational
issues, education and training, personal characteristic and traits, and other factors that
are relevant to the position. This is addressed at D 1 below at pages 13-14.
· The City of Federal Way is interested in developing a community profile and
recruitment brochure, and conduct search, with recruiting activities including targeted
mailings, selected advertising, networking and direct inquiries and use of consultant's
knowledge of candidates from other searches. This is addressed at D 1 and 2 below
at page 14.
· The City of Federal Way is seeking a recruitment :firm to assist the Council committee
in screening the initial pool of applicants to an appropriate number of semifinalists and
to provide the Council with summary reports on the semifinalists as well as
responding to Council questions. This is addressed at D 3 and 4 below at pages 14-
15.
· The City of Federal Way seeks a consultant to work with the City Council to select
fmalists, to determine an appropriate interview process and to discuss preliminary
terms for an employment agreement. This is addressed at D 6 below at page 16.
· The City of Federal Way seeks a consultant to conduct in-depth interviews, prepare
detained background investigations, and to verify references and credentials of
fmalists. The City also wants a detailed report prepared on each fmalist along with
assistance to the City Council and/or the Council committee with their interviews and
investigations, and in confirming candidates to be interviewed. This is addressed at
D 5 below at pages 15-16.
· The City of Federal Way seeks assistance from the consultant in the interview and
selection process as directed by the City Council. This is addressed at D 6 and 7
below at pages 16-17.
· The City of Federal Way wishes the consultant to coordinate and/or conduct any
additional assessments and background investigations as directed by the City Council.
This is addressed at D 5 below at pages 15-16.
11
· The City of Federal Way seeks assistance from the consultant in the negotiation of an
employment agreement with the fmal candidate, as directed by the City Council and
coordinated with the City Attorney's Office. This is addressed at D 7 below at pages
16-1 7.
· Services performed by our firm include position analysis and preparation of position
profiles, recruitment for the position; inviting potential candidates to apply; reviewing
and screening applications; screening candidates, aiding the Council in selecting
candidates, conducting interviews, doing reference checks and background checks of
selected candidates; recommending a list of fmal candidates; coordinating fmal inter-
views; negotiating with the final candidate; coordinating and/or conducting additional
assessments and following up. This involves a comprehensive national recruitment
process to ensure the best qualified candidates are found and that the best qualified
individuals who are acceptable can be hired.
It is our understanding of Schedule B that:
· The City of Federal Way may request that a site visit to the work place of each of up
to four (4) finalists to conduct an in-depth interview of the individual and supplement
the background investigation report and speak to individuals not listed as references
by the candidates.
We will conduct these visits and supplemental checks as needed and requested.
B. Objectives
The objectives that we will meet in order to help fmd the best qualified candidates for the position
are as follows:
· To conduct on-site needs assessment for the new City Manager.
· To develop a comprehensive position profile.
· To reconcile any differences in points of view with regard to specifications for the
position.
· To encourage top level people to apply who would otherwise be reluctant to respond
to an advertisement.
· To save a considerable amount of the City Council's and staff's time in establishing
a position profile and reviewing applicants.
· To comply with appropriate personnel regulations and state laws (i.e., EEO,
AffIrmative Action and ADA).
12
· To independently and objectively assess the qualifications and suitability of candidates
for the position.
· To recommend a pool offmalist candidates to the City Council.
· To coordinate fmalist candidate interviews with the City Council.
· To mail an information packet supplied by the City Council to all qualified applicants.
· To respond to all candidate inquiries and produce all correspondence throughout the
search.
· To preserve the confidentiality of inquiries to the degree possible under Washington
law.
· To assist the City Council in reaching a fmal decision.
· To assist in negotiating a compensation package with the successful candidate on
behalf of the City Council.
· To assist the City Council in establishing criteria for evaluating the new City
Manager's performance.
· To follow-up with the City Council and the new City Manager during the first year
to determine if adjustments need to be made.
· To keep the City Council closely involved in key decisions and informed of our
progress.
C. Scope
The scope of the project will be sufficiently broad and in-depth so as to meet the requirements of the
City of Federal Way. However, for the fee proposed it will not address recruitment of additional
candidates for positions other than the one specified.
D. Process
1. Position Analysis
We will have extensive consultation with the City Council, other key City staff and local
leaders selected by them, as well as other individuals or groups (if you wish) to determine
City's vision/mission, goals and objectives, the needs and issues, requirements of the job, and
to obtain information about the environment within which the position functions. In addition,
13
we will spend a considerable amount of time at the beginning of the process with the
appropriate City of Federal Way personnel in order to determine the level of experience and
training needed.
During this process, we will initiate individual interviews with the City Council, citizen
organizations, department heads and key staff, and others of your choice to identify expecta-
tions, perceptions, and concerns regarding the position.
Based on those meetings, we will prepare a draft position profIle and review it with the City
Council in order to arrive at a general agreement regarding the specifications for the position.
The final position profIle will include information about the community, major issues to be
faced, the position, and the selection criteria established.
2. Recruitment Process
Because we have recently completed similar searches, we will frrst review our database to
determine those candidates whom we may already know and/or already have on fIle who may
meet the City's specifications.
Although this process is valuable, we will rely most heavily on our own contacts in the city
manager field and on our own experience. In other words, through "networking", we will
conduct a nation-wide professional search for the best qualified candidates and invite them to
apply for the position.
We will provide the City Council with several advertising alternatives with varying degrees of
cost and their associated benefits. Based on our discussions with the City Council, we will
place ads in professional journals, in national, in-state and local newspapers, and in various
minority and women's publications to encourage applicants to apply.
3. Resume Review
We will review and analyze each applicant's background and experience against the position
description criteria.
We will acknowledge all resumes received and keep candidates informed oftheir status.
4. Candidate Screening
Criteria for the preliminary screening will be contained in the approved "Recruitment Profile".
They may include such items as education, technical knowledge, experience, accomplishments,
management style, personal traits, etc. Screening of candidates against those criteria will be
based on data contained in the resumes and other data provided by the candidates and on our
knowledge of the organizations in which they work. At this stage, each must meet the
minimum qualifications specified in the Recruitment Profile.
14
We will be responsible for screening the applications received. This initial screening will be
conducted by telephone and/or interactive video with the prospective candidate. We will
conduct interviews with references who may know the candidate's background and expertise
by telephone. Where feasible, we will also conduct personal interviews with top candidates.
Once the initial screening is completed, we will select the prospective candidates who most
closely match the criteria established by the City Council. The output of this step in the
process will be a matrix display of the top candidates showing how each rates against the
selection criteria established by the City Council. This matrix will be reviewed with the City
Council in one-on-one meetings and guidance obtained prior to proceeding. One contingency
here is that the City Council may not approve of any of the candidates. Ifthat should occur,
we would, of course, keep searching until the City's needs are clearly met.
After review by the City Council, we will personally interview each using various interview
techniques. We will closely examine their experience, qualifications and achievements in view
of the selection criteria and our professional expertise in evaluating the quality of such
qualifications and achievements.
We also request that all candidates provide us, in writing, substantial information about their
accomplishments and their management style and philosophy. This information will be verified
and, at the City Council's option, may be further tested by having the finalists complete
management and leadership style inventories. We interpret these instruments for the City
Council as well.
5. Background Investigations
As part of our process in evaluating top candidates, we make detailed and extensive reference
checks. In conducting these, it is our practice to speak directly to individuals who are now or
have previously been in a position to evaluate the candidates' job performance.
We ask each candidate to provide us with a large number of references. We then network
these references to other persons who know the candidate. In this way, we thorougWy
evaluate each candidate. We have talked to as many as 23 references concerning a single
fmalist candidate. These references and evaluations are combined to provide frank and
objective appraisals of the top candidates. We also verifY past employment difficulties, if any,
including any legal action fIled against former employers.
As part of our evaluation process, we verifY undergraduate and graduate college degrees. We
arrange for credit checks, criminal checks, and, as an additional option, can arrange for
psychological (or similar) testing of the candidates that may be desired. As a part of this
project we can provide the results of a Teleometrics Management Style Inventory on the
fmalist candidates. We can also conduct a Myers-Briggs analysis of the team with the new
team member for team building purposes. (These may be extra cost items.) We will recom-
15
mend background investigation criteria to the City Council who will make the fmal decision
on the specifics of the background check.
6. Interview Process
Based on the preceding steps, a recommended list of fmalists for the position of City Manager
will be compiled. We will prepare a written summary on each finalist. The information will
cover, but not be limited to, 1) present position, 2) total years experience, 3) salary
requirements, 4) education, 5) previous positions held, 6) notable projects, 7) management
style, 8) skills and abilities, 9) interests, and 10) professional goals.
This information will be presented to the City Council in a detailed written format combined
with the results of the background investigation and candidate screening. We will make a
recommendation on a group offive (5) to seven (7) fmalists. The City Council shall make the
fmal decision on which and how many candidates will be interviewed.
Our report will be presented in a meeting with the City Council in which we will discuss our
recommendations and provide background information, sample questions and a rating form
for the interviews. We can also assist the City Council at no extra charge in conducting
targeted selection and/or simulation processes with fmalists, if desired.
In particular, we will explain which, if any, of the applicants specifically meet the total criteria
established by the City Council or whether the fmal group simply represents the best available
talent.
We will also provide the City Council with our recommendations relative to timing,
sequencing, location, setting, format, and conduct of interviews with the finalists. We will
provide information about trends in employment, employment contracts and agreements,
relocation expenses, perquisites, appropriate role for spouses, receptions, etc. We will arrange
schedules for top candidate interviews with the City Council and will coordinate the process.
7. Negotiation and Follow-up
We will also assist in the negotiation process relative to salary, benefits and other conditions
of employment. We feel that we can be especially helpful because we have proposed a fixed
fee rather than one based on a percentage of salary. One contingency here is that an agreement
may not be able to be arranged. If that is the case, we will work with the City Council to
select an alternate candidate.
We will properly handle any and all media relations. Unless otherwise directed, it is our
standard practice to tell all media that we are working on behalf of the City Council and that
any public statement should come directly from the City Council. We will maintain
confidentiality of candidate information, to the degree possible, under Washington law.
16
Finally, we will notify by letter all unsuccessful candidates who were not recommended for
interview with the City Council of the [mal decision reached. We suggest, however, that it is
more proper for the City Council to directly notify all unsuccessful candidates whom they
interviewed ofthe [mal result.
Once the new City Manager has been on board for 30 days or so, we will conduct a session
with the City Council and with the new City Manager in order to establish mutual performance
criteria and goals for the position. In this regard, we will work with the City Council to define
the role ofthe new City Manager within the City of Federal Way.
We will follow-up periodically with the City Council and the new City Manager during the first
year in order to make any adjustments that may be necessary.
We will keep the City Council closely informed and involved in decisions concerning the
search process at all times. We will prepare and send to the City Council bi-weekly e-mail
updates and a fonnal progress report at the mid-point of the search. These reports will contain
a progress report on the recruitment and specific steps to be taken to meet the City Council's
deadlines and an itemization of expenses incurred-to-date and expected to be incurred during
each succeeding project step.
Support from the City Council will be needed, as follows:
Arranging interviews with the City Council and key City staff
Providing budget, organization charts and other documents
Place of contact for the search
Processing invoices for payment
Our approach is highly interactive and significantly involves the client in all important steps of the
process.
17
SECTION III: CONSULTING STAFF
Resumes of Our Key Staff
1. James L. Mercer. President/CEO - Atlanta and Santa Fe Offices
Mr. Mercer holds a Master of Business Administration degree from the University of Nevada,
Reno, and a Bachelor of Science degree in Industrial Management from the same institution.
He has also received a Certificate in Municipal Administration from the University of North
Carolina at Chapel Hill and is a graduate ofthe Executive Development Program at Cornell
University. Mr. Mercer is a Certified Management Consultant (CMC) and has more than 25
years of experience in executive search and management consulting. He has authored or co-
authored five books and has written more than 250 articles on various management topics.
His experience covers the following functional areas: executive search, organization and
operations analysis, management systems, productivity improvement, seminars/training, goal
setting, strategic planning, privatization, government, consolidation, and general consulting.
Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer,
Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and
Vice President ofKorn/Ferry International; General Manager of Battelle Southern Operations;
National Program Director for Public Technology, Inc.; and Assistant City Manager of
Raleigh, North Carolina. He has also been President of James Mercer & Associates, Inc., and
has served as Director of Government Consulting Services for Coopers & Lybrand in both the
Southeast and Southwest, as well as Director of the Industrial Extension Division for Georgia
Tech.
2. Clark Wurzberger. Senior Vice President - California Office
Mr. Wurzberger manages our California office and has over eighteen years of public sector
experience. He has served as District Representative for a California State Assemblyman and
later became a Legislative Management Officer in two different federal agencies, the U.S.
Agency for International Development and Department of State. Subsequently, Mr.
Wurzberger was appointed a senior level personnel manager in the State Department. He later
moved to the Department of Defense, where he was selected as a member ofthe U.S. Senior
Executive Service and oversaw civilian personnel matters in the Pentagon on behalf of the
Secretary of Defense. Most recently, Mr. Wurzberger served for seven years as Senior
Associate with Hughes, Perry & Associates (formerly Hughes, Heiss & Associates), a highly
regarded California-based public sector management consulting firm providing executive
search and other consuhing services to local government clients in California and other states
since 1974.
18
Mr. Wurzberger specializes in public sector executive search and holds a Bachelor's Degree
in English from San Diego State University. He served for five years on the Board of
Directors of the Cow Palace in San Francisco, a multi-purpose agricultural and entertainment
facility that hosts national and regional events on behalf of the State of California. He has
served as a local Board Member for the U.S. Selective Service System since 1996 and is a
recipient ofthe Department of Defense Medal for Distinguished Public Service.
3. Karolyn Prince-Mercer. Senior Vice President - Santa Fe Office
Ms. Prince-Mercer received her Bachelor of Arts degree in History with minors in Art,
Political Science and Education from the University of Nevada. She received her Doctor of
Jurisprudence degree from Woodrow Wilson College of Law. She is licensed to practice law
in New Mexico and in Georgia. Ms. Prince-Mercer is also qualified to administer and interpret
the Myers-Briggs Type Indicator (MBTI) instruments.
Ms. Prince-Mercer has been in management consulting for eighteen years. She has experience
working in executive search, compensation and classification, and organization and
management studies.
4. Time Commitments
Our firm has the quality time to devote to this search so as to meet the City of Federal Way's
needs.
19
THE MERCER GROUP, INC.
RECRUITMENT TEAM SKILLS MATRIX
CATEGORIES OF SKILLS
AND EXPERIENCE
RECRUITMENT TEAM
1. MERCER C. WURZBERGER K. PRINCE-MERCER
Special DistrictlNon-Protit
L 0 c a 1 Government Work Experience
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
. . .
Small Municipality
Large Municipality
Urban County
Rural County
Suburban Government
Search Committee
Citizen Committee
Minority Placements
Internal Candidate Placement
Women Placement
Candidate Videotaping
CouncillManager Goal Setting
Sunshine and Open Records Act Ex-
penence
National Experience and Contacts
.
.
.
Other Public/Private Experience
.
.
.
CEO & Department Head Place-
ments
.
.
.
U n bun dIe d Search Process
.
.
.
20
SECTION IV: REFERENCES
You may contact any of the following clients and placements for references on the executive
search work ofMr. Mercer:
Councilmember Rita Mazur
City of Richland; population: 40,000
505 Swift Boulevard
Richland, W A 99352
509-375-4210
City Manager Searches (2)
Mr. Derek Matheson
City Manager
City of Covington; population: 17,000
16720 SE 271st Street
Covington, W A 98042
253-638-1110, Ext. 2225
City Manager Search for City of Federal Way and City of Covington
Mayor D. Mark Conlee
City of Bryan; population: 80,000
300 S T exas Avenue
Bryan, TX 77803
979-209-5008
City Manager Search
Mayor Pro-Tern JasonBienski
City of Bryan; population: 80,000
300 S Texas Avenue
Bryan, TX 77803
979-209-5008
City Manager Search
Mayor Ben White
City of College Station, population: 80,000
1101 Texas Avenue
College Station, TX 77840
979-764-3541
City Manager Search
21
Councihnember Dave Ruesink
City of College Station, population: 80,000
1101 Texas Avenue
College Station, TX 77840
979-845-0859
City Manager Search
Mayor Wes Perry
City of Midland; population: 103,880
300 N Loraine Avenue
Midland, TX 79701
432-686-5000
City Manager Search
Councilmember LuAnn Morgan
Councihnember Vickie Hailey
CouncihnemberJohnJames
Councihnember Michael Trost
Councihnember Scott Dufford
Councilmember Jerry Morales
City of Midland; population: 103,880
300 N Loraine Avenue
Midland, TX 79701
432-686-5000
City Manager Search
Councihnember Robert Antoniak
City of Goodyear; population: 60,000
HDR S.R. Beard & Associates
101 North 1st Avenue, Suite 1950
Phoenix, AZ 85003
602-385-1614
City Manager Search
Mr. Roric V. Massey
City Attorney
City of Goodyear; population: 60,000
190 N Linchfield Road
Goodyear, AZ 85338
509-942-7381
City Manager Search
22
Ms. Julie O'Connell
Human Resources Director
City of New Braunfels; population: 51,804
424 South Castell Avenue
New Braunfels, TX 78130
830-221-4395
City Manager Search in College Station
23
SECTION V: COST
Our fee for the services outlined (for Schedule A) is $17,500 plus not-to-exceed expenses of $8,000.
We will discount the fee by $2,000 making the total professional fee $15,500 plus out-of-pocket
expenses not-to-exceed $8,000. Items typical of a similar search with their typical costs are broken
down as follows:
Position Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. $ 2,000
Outreach Campaign ............................................... 2,000
Resume Review ................................................... 2,000
Candidate Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 4,500
Background Investigation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5,000
Interview Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 1,250
Negotiation and Follow-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. ---1iQ
TOTAL FEE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. $17,500
DISCOUNT .............................................. $2,000
TOTAL DISCOUNTED FEE ............................... $15,500
Expenses are for consultant travel, lodging and per diem, telephone, correspondence, advertising,
research, sourcing, reference and background investigation, and report preparation. Newspaper
advertising is not included in the above maximum expense and can sometimes run as high as $2500
for one ad.
Our fee for services set out in Schedule B would be for expenses only estimated not to exceed $2000.
Because of our other ongoing consulting and search work and our experience, expenses should be
kept to a minimum. The cost for fmal candidates to travel to interview with the Mayor and City
Council is not included. Such costs are typically paid by the client on a reimbursement basis, directly
to the candidates. These costs are extremely difficult to estimate because they depend on where the
candidates are located. Typically, out-of-state costs run about $750 to $1,000 per person.
The City of Federal Way's liability to The Mercer Group, Inc. for services rendered under this
agreement will not exceed the agreed upon price unless an increase is authorized by the Mayor and
City Council in writing.
We will submit monthly invoices for fees and expenses. It is our practice to bill one-third at the start
of the search, one-third upon delivery ofsemi-fmalist resumes, and one-third upon delivery ofthe
Final Report. Each invoice is due and payable upon receipt for professional services. Expenses will
be billed in addition and shown as a separate figure. The exhibit below is a pro-forma invoice
showing the level of accounting detail we will provide.
We will comply with all applicable laws, rules and regulations of federal, state and local government
entities.
24
Our ability to carry out the work required will be heavily dependent upon our past experience in
providing similar services to others, and we expect to continue such work in the future. We will, to
the degree possible, preserve the confidential nature of any information received from you or
developed during the work in accordance with our professional standards.
We assure you that we will devote our best efforts to carrying out the engagement. The results
obtained, our recommendations and any written material provided by us will represent our best
judgment based on the information available to us. Our liability, if any, will not be greater than the
amount paid to us for the services rendered.
This proposal constitutes the agreement between us. It cannot be modified except in writing by both
parties. Our agreement will be interpreted according to the laws ofthe State of Washington.
25
EXHIBIT: PRO FORMA INVOICE
Date:
Client:
Address:
City, State:
Dear Sir/Madam:
This is our progress billing for professional services rendered in conjunction with our
agreement to conduct an executive search.
$XXXX.XX
Reimbursable expenses at cost:
Telephone, Federal Express
xxx.XX
Other expenses, including consultant travel,
per diem, report cost, etc.
xxx. XX
TOTAL:
$XXXX.XX
Payment is expected within 30 days from receipt ofthis invoice. Thank you for the
opportunity to work on this important assignment.
Sincerely yours,
THE MERCER GROUP, INC.
(SIGNATURE)
James L. Mercer, President
Certified Management Consultant (CMC)
26
SECTION VI: EARLY TERMINATION
Our fIrm uses the following language in our contracts with regard to issues related to early
termination of the search and selection process.
1. The City and Mercer both agree that in the event that any dispute arises between the parties,
the complaining party shall promptly notify the other of the dispute in writing. Each party
shall respond to the other party in writing within ten (10) working days of receipt of such
notice.
And
2. The parties shall have the right at either party's convenience to terminate this Agreement
following ten (10) days written notice to the affected party. Should either party terminate this
Agreement the City shall only be obligated to pay Mercer for those services already provided.
27
SECTION VII: SAMPLE MATERIALS
The following samples of recruiting materials are attached:
1. Recruitment Brochure (encompasses the recruitment specifications as well as the
community profile)
2. Sample Invitee Letters
3. Sample Announcements
28
CITY
NAGER
City of Peoria, Illinois .. www.cLpeoria.iLus
CITY OF PEORIA,
IlliNOIS
AN EXCITING
OPPORTUNITY
This is truly an exciting opportunity to live
and work in the heart of the Midwest. The
City of Peoria is Illinois' fifth largest city
and a mature urban community that is
home to Caterpillar, Inc., a highly success-
ful Fortune 50 company. Peoria is also the
regional hub for central Illinois.
The City of Peoria is seeking a dynamic
and highly qualified individual to be its next City Manager.
The selected individual will be responsible as Chief
Administrative Officer for the leadership and management
of this diverse City of 121,000 population.
The successful candidate will work closely with the Mayor
and City Council on issues concerning economic develop-
ment and redevelopment, alternative revenue sources,
regional cooperation in service delivery, relationship build-
ing and the delivery of high quality, cost-effective services
to the citizens of Peoria.
.,
.....
ABOUT THE CANDIDATE
The candidate for City Manager for the City of Peoria is
required to possess a Bachelor's degree from an accredit-
ed college or university in Public or Business Administration
or a related field. A Master's degree in Public or Business
Administration or a closely related field is strongly pre-
ferred. In addition, the successful candidate is required to
have achieved at least seven years of progressively com-
plex and responsible work experience as a city manager,
deputy or assistant city manager. This work experience
should include at least five years of supervisory and man-
agerial experience. An ICMA Credentialed Manager
would be a plus.
The City of Peoria Mayor and City Council are seeking a
seasoned leader and manager with successful experience
dealing with an urban area and someone with experience
in managing the revitalization of an urban core. The indi-
vidual should also be experienced working in organiza-
tions with staff size, overall operating budgets and labor
unions similar to or larger than the City of Peoria.
The successful candidate should be a professional city
manager, be personable, approachable, be an excellent
communicator, both verbally and in writing, and someone
who is an outstanding financial and budgeting manager.
In addition, the selected individual should be fair, open,
level-headed, responsive, and team oriented. This individ-
ual should be someone who is a visionary thinker, innova-
tor and who possesses highly developed facilitation skills.
ABOUT THE POSITION
The City Manager of the City of Peoria serves as the Chief
Administrative Officer and Executive Officer of the City
with full authority to appoint/remove senior City Staff and
other City employees as prescribed by applicable civil
service regulations and personnel regulations.
The Peoria City Manager is responsible for the administra-
tion of the affairs of the City and enforcement of the .ordi-
nances of the City and laws of the State of Illinois. The City
Manager will make recommendations to the Mayor and
City Council concerning the affairs of the City, will recom-
mend an annual budget to the Mayor and City Council.
He/ she will also prepare policy analysis and alternatives
and reports to keep the Mayor and City Council informed
of the operations of the City.
ABOUT THE CITY
GOVERNMENT OF PEORIA
The City of Peoria was chartered on April 21, J 845. On
January 22, J 952, a referendum passed to organize
under a Council-Manager form of government. The City of
Peoria became a Home Rule Municipality with the passage
of the Illinois Constitution of 1970. Home rule municipali-
ties have brooder powers to meet the needs of the City and
the citizens.
The City Council is elected on a non-partisan basis and
consists of the Mayor and 10 City Council Members. Five
of the City Council Members are elected from districts,
while the other five and the Mayor are elected at-large.
Council Members serve four-year terms with elections stag-
gered every two years. The other elected officials are the
City Clerk and City Treasurer, both of which are elected for
four-year terms. The City Manager is appointed by the City
Council as the Chief Administrative Officer of the City. The
City Manager is responsible for day-to-day operations of
all departments. The City Manager appoints all
Department Heads.
The City of Peoria offers a substantial number of municipal
services, but it does not operate the park system, airport,
transit system or utilities. Other governmental bodies or the
private sector operate these functions. The FY 2008 City
Budget is $163 Million and there are 799 HE City
employees. City employees are represented by several
organized labor unions.
ABOUT PEORIA
The City of Peoria is located in the middle of Illinois. It is
the oldest civilized settlement in the State of Illinois. The
City and County take their names from the Peoria Indians,
one of the tribes of the IlIiniwek Indian Nation which inhab-
ited the Illinois River Valley.
The City of Peoria is in the central portion of the Midwest
and is in the heart of the United States. Peoria is the fifth
largest municipality in the State of Illinois and is in the eco-
nomic center of the Peoria Metropolitan Statistical Area
IMSA). Peoria's population is currently 12 J, 179 and the
MSA population is 369,161, making Peoria the largest
MSA in Illinois outside Chicago.
located halfway between Chicago and St. louis on the
Illinois River, Peoria has become one of the nation's most
important commercial and shipping links between New
Orleans and Chicago. The citizens of Peoria have long
been known for their strong work ethic and for the close-
ness of the City neighborhoods. The City provides many of
the amenities of a large city with the quality of life of a
small town.
Required knowledge, skills and abilities:
· Possess strong knowledge of economic development
and the ability to be proactive in pursuing it.
· Be innovative with revenue sources and budgeting
processes, have knowledge of bond financing and TIF
districts.
· Demonstrate strong organizational skills.
· Possess a high customer service orientation.
· Be willing to effectively empower the staff.
· Be understanding of djfferent cultures and the needs of
a diverse community.
· Be a well-rounded individual/manager who is
a good listener and is supportive of City
employees.
· Be an effective negotiator, delegator and
problem-solver.
· Be able to manage change effectively.
· Be an effective mentor/coach.
· Be a high-energy individual with contagious
enthusiasm.
· Be of unquestioned morals, integrity and ethics
and treat the Mayor, Council, employees and
citizens with dignity and respect.
· Possess a high set of personal and professional
values.
· Be able to effectively lead and manage a high-caliber
group of Department Directors and support staff.
· Be able to select/motivate staff and provide for their
training and professional development.
· Be able to focus on an accepted strategic plan for the
City government.
· Work effectively with the news media.
· Place priority on City infrastructure needs for the future.
· Be able to effectively use a personal computer and
have an appreciation for the application of technolo-
gy to improve the process of City service delivery.
· Possess analytical abilities necessary to make sound,
logical interpretations of policy direction provided by
the Mayor and Council.
· Possess effective motivational skills.
· Demonstrate firm but flexible decision-making skills.
· Be able to effectively work in a political environment.
· Understand regional participation in service delivery.
· Be well-known in the business community.
· Be able to help the Mayor and Council realize their
vision for the community.
The successful candidate must have a high energy level,
possess a reasonable sense of humor and a positive out-
look towards problem resolution, changing priorities and
achievement of goals. Communication skills must be high-
ly developed and he/ she must be an effective public
speaker. A high degree of personal poise and presence is
essential. This is a position of public trust, and there can be
no question with regard to personal or professional ethics
or honesty. The City Manager must display a proactive
commitment to equal opportunity and diversity, the ability
to deal with multicultural communities and be an advocate
for fair, equitable and proper treatment of all employees
and citizens.
W
or.
Peoria is fhe regional shopping, financial and commercial
center for central Illinois, a 1 O~ounty area. The City boasts
a substantial business and services base, a number of
leisure time and arts and cultural amenities and activities,
good restaurants, ample shopping and it is a City with a
high quality of life for its citizens. Annually, there are many
national and international evenfs which occur in Peoria and
bring a substantial number of visitors to the City.
"
Peoria has the largest public school district in fhe Peoria
MSA. Peoria School District # 150 has 14 elementary, 12
middle, 4 senior high, 1 magnet, 1 gifted, 8 special alter-
native schools and 5 pre-kindergarten early childhood
development centers with a fotal enrollment of 14,400 stu-
dents. There are a number of private and parochial
schools also available.
Peoria is also home to several institutions of
higher education including:
· Bradley University, with 5,200 undergraduate and
900 master's degree students, is a private university with
nationally recognized graduate and undergraduate pro-
grams in fields such as engineering and business.
· Illinois Central College provides an affordable
avenue to guality education, serving over 12,000 full-
and part-time students annually.
· University of Illinois College of Medicine at
Peoria educates second, third and fourth year medical
students as part of the Urbana-Peoria-Rockford system
created by the University of Illinois.
· Midstate College is a two-year business college that
has been a leader in professional training and educa-
tion for over 100 years.
· Robert Morris College, Peoria Campus offers
degrees in Business Administration, Computer
Networking and Medical Assistance.
The City of Peoria is considered th~ region~1 m.edical c~n-
f 1111'nois with three malor hospitals. Methodist
ter or centra I . d' I
M d. I C tr of Illinois OSF Saint FranCIS Me Ica
e Ica en e ' . . h 'd
C d P octor Hospital. In addItion, t e MI west
enter an r h . I th
Aff'I' f St Jude Children's Researc Hosplta, e
I late 0 . Ad . . t r
Children's Hospital of Illinois, the Veterans f ml~~:a Ion
Clinic and the University of Illinois College 0 Me IClne at
Peoria are located in the City.
., b f heavy manufacturing and best known as
BUI t on a ase 0 ., .
h dl1uarters of Caterpillar, Inc., Peona s pn-
corporate ea., . d .th th
. ctivity has long been associate WI e
mary economiC a T d
f . of earthmoving eguipment. 10 ay,
manu actuflng th 50
'11 F rtune 50 company, exports more an
Caterpl ar, a 0 I d
f . ducts and has set numerous sa es an
percent 0 Its pro I I t d .
f d Caterpillar's techno ogy center, oea e to
pro It re~or s. 'ncludes 80 PhDs (Caterpillar employs
the Peona area, I d Id 1
300 PhDs worldwide), and it con ucts .wor -c ass
h . t' Is electronics, computer SCience, struc-
researc In ma ena , .
.' hydraulics, manufactuflng processes,
tures emiSSions, d I
' ... and drive train an contro systems.
global posItioning f C '11 d
Add' . II the increased demand or aterpl ar pro -
Ihona y, f b f h. h t h
I d. the creation 0 anum er 0 Ig - ec
uets has resu te 10 . d d
ho have also expenence lremen ous
subcontractors, w
economic growth.
ABOUT PEORIA
Peoria is also home to The National Center for
Agricultural Utilization Research INCAUR), the USDA's
largest of four agricultural research laboratories in the
United States. According to the 2000 Census, health
and social services jobs represent over 25 percent of
Peoria's economy. Additionally, the City's growth
includes technology-based firms involved in direct mar-
keting, insurance, electronics, computer graphics,
telecommunications and retail advertising.
There is also much revitalization occurring in Peoria,
including the recently expanded Peoria Civic Center,
construction of the Peoria Chief's O'Brien Stadium in
2002, a planned Regional Museum and Caterpillar's
Worldwide Visitor's Center on Peoria's Riverfront,
which are continuing to revitalize Peoria's Riverfront
and downtown. Several additional targeted redevelop-
ment areas are also underway, financed primarily with
Tax Increment Financing (TIFsj.
All in all, Peoria is on the move and there is much
excitement and vibrancy in the City. But challenges
exist too which will make the job of the new City
Manager of Peoria all that more interesting.
COMPENSATION
The starting salary for the City Manager of the City of
Peoria will be market competitive, depending on the
experience, qualifications and salary history of the select-
ed individual. In addition, an excellent fringe benefit
package will be provided along with reasonable reloca-
tion expenses.
HOW TO APPLY
For additional information on this outstanding opportuni-
ty, please contact James l. Mercer, President, The Mercer
Group, Inc. at 505-466-9500; mercer@mindspring.com.
---
IIIII"'~
--====~
:~
C~W~ti'
===
m The Met-eel- Group~ Ine.
Consultants To Management -
Confidential resumes should be sent by close of
business July 7, 2008, to:
James L. Mercer, President
The Mercer Group, Inc.
551 W. Cordova Road, #726
Santa Fe, NM 87505
Voice: 505-466-9500
Fax: 505-466-1274
E-Mail: mercer@mindspring.com
Website: www.mercergroupinc.com
The City of Peoria, Illinois is an Equal Opportunity Employer. The City of Peoria does not discriminate on the basis of race, sex,
age, religion, ethnic origin or handicapped status.
The Mereer Group, IDe.
Consultants To Management
.5.51 If: Cordova Road, #726
Santa Fe, New Mexico 87.50.5
(.50.5) 466-9.500
F:4X (:50.5) 466-1274
E-mail: mercer@mindspring.com
June 4, 2008
Dear Colleague:
We have the privilege of assisting the City of Peoria, Illinois, in its search for a new City Manager.
This is truly an exciting opportunity to live and work in the heart of the Midwest. The City of Peoria
is Illinois' fifth largest city and a mature urban community. Peoria is also the regional hub for
central Illinois. The City is seeking a dynamic and highly qualified individual to be its next City
Manager. The selected individual will be responsible as Chief Administrative Officer for the
leadership and management of this diverse City of 121,000. The enclosed Recruitment Brochure
describes the position and the community more fully.
If you are interested in this position, please send a resume to me by mail, fax or e-mail. Applications
deadline is close of business July 11, 2008. If you wish to discuss the position, please call me at 505-
466-9500.
As you may know, we have ethical standards to uphold with our clients. Therefore, if you are a
placement of ours or are a recent client, we are only seeking referrals of others whom you may know
that may be qualified for this position.
Thank you for your time. We look forward to hearing from you bye-mail, fax, voice mail or in
written form.
ce'i;President
anagement Consultant
Enclosure
ATLANTA · BRECKENRIDGE · DALLAS · GREELEY · LANSING · MARIETTA
NEW ORLEANS. PHOENIX · RALEIGH AREA · SANTA FE · SCOTTSDALE
SACRAMENTO AREA · WINTER HAVEN
www.mercergroupmc.com
CITY MANAGER
CITY OF PEORIA, ILLINOIS
This is truly an exciting opportunity to live and work in the heart of the Midwest. The City of
Peoria is Illinois' fifth largest city. Peoria is also the regional hub for central Illinois. TheCity of
Peoria is seeking a dynamic and highly qualified individual to be its next City Manager. The
selected individual will be responsible as Chief Administrative Officer for the leadership and
management of this diverse City of 121,000 population. The successful candidate will work
closely with the Mayor and City Council on issues concerning economic development and
redevelopment, alternative revenue sources, regional cooperation in service delivery, relationship
building and the delivery of high quality, cost-effective services to the citizens of Peoria. The
candidate for City Manager for the City of Peoria is required to possess a Bachelor's degree from
an accredited college or university in Public or Business Administration or a related field. A
Master's degree in Public or Business Administration or a closely related field is strongly
preferred. In addition, the successful candidate is required to have achieved at least seven years
of progressively complex and responsible work experience as a city manager, deputy or assistant
city manager. This work experience should include at least five years of supervisory and
managerial experience. An ICMA Credentialed Manager would be a plus. The Peoria City
Manager is responsible for the administration of the affairs of the City, enforcement of the
ordinances of the City and laws of the State of Illinois. The City Manager will make
recommendations to the Mayor and City Council concerning the affairs of the City, will
recommend an annual budget to the Mayor and City Council. He/she will also prepare policy
analysis and alternatives and reports to keep the Mayor and City Council informed of the
operations of the City. The City Council is elected on a non-partisan basis and consists of the
Mayor and 10 City Council Members. The City Manager appoints all Department Heads. The
FY 2008 City Budget is $163 Million and there are 799 FTE City employees. City employees are
represented by several organized labor unions. The starting salary for the City Manager of the
City of Peoria will be market competitive, depending on the experience, qualifications and salary
history of the selected individual. In addition, an excellent fringe benefit package will be
provided along with reasonable relocation expenses. For additional information on this
outstanding opportunity, please contact James L. Mercer, President, The Mercer Group, Inc. at
505-466-9500; mercer@mindspring.com. Confidential resumes should be sent by close of
business July 11, 2008, to James L. Mercer, President, The Mercer Group, Inc., 551 W.
Cordova Road, #726, Santa Fe, NM 87505. Voice: 505-466-9500; Fax: 505-466-1234. E-
Mail: mercer@mindspring.com; Website: www.mercergroupinc.com. The City of Peoria,
Illinois is an Equal Opportunity Employer. The City of Peoria does not discriminate on the
basis of race, sex, age, religion, ethnic origin or handicapped status.
~
~
CITY OF --
Federal \Nay
PROPOSAL TO PROVIDE SEARCH SERVICES
FOR THE POSITION OF
CITY MANAGER
PRESENTED BY
-~ROTHMAN
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-PRcn-HMAN
July 21,2009
RECEIVED
2 2 2009
Mr. Jack Dovey
Mayor
City of Federal Way
33325 8th Ave S
PO BOX 9718
Federal Way, WA 98063-9718
Dear Mayor Dovey:
Thank you for the opportunity to submit the enclosed City Manager recruitment proposal for the
City's consideration. Prothman is well-positioned to assist the City of Federal Way with this
important selection as we have competed 20 city manager/administrator searches in the last 18
months and we are currently recruiting for the County Administrator for Clackamas County, OR,
and the City Manager for the City of Walla Walla.
We have just recently completed recruitments for the Chief Executive Officer (Executive Director)
for the Association of Washington Cities, and the Administrator positions for the City of Connell,
WA, Blaine County, ID, and the City & Borough of Wrangell, AK.
Prothman understands that the City of Federal Way is a unique organization and we won't offer
you a "canned" search process. Our strength is in partnering with our clients, working together to
find the right candidate. The successful candidate will be well-qualified and, just as importantly,
will be a great "fit" for you and your organization. Why is Prothman the right choice?
. Experience that comes from conducting hundreds of public sector recruitments, including
over 65 City Manager/Administrator and Assistant/Deputy recruitments
. Cumulatively, our staff has over 100 years of service in local government, 19 years as
successful local City Managers
. Our knowledge of excellent candidates
. A commitment to tailoring the search process to meet your requirements
We stand by our work. Should your selected candidate leave the position for cause within
eighteen months from the date of employment, we will conduct a replacement search at no
professional fee.
If you have additional questions or wish to discuss the proposal in more detail, please feel free to
give us a call.
Sincerely,
..~
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Gr~!}Pro1hman
Pre'sident
3633136th PL SE, Suite 206+Sellevue, WA 98006+206 368 0050 {ph}+206 368 0060 {fx}+www.prothman.com
..~
;' --
CITY OF ' -..........~
Federal VVay
PROPOSAL TO PROVIDE SEARCH SERVICES
FOR THE POSITION OF
CITY MANAGER
PRESENTED BY
-PROTHMAN
~
CITY OF ~
Federal Way
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TABLE OF CONTENTS
Qualifications .............. ................................ .....................................................3
Scope of Services ................................................. .........................................4
PROJECT PLANNING & RESEARCH
IDENTIFYING THE "IDEAL" CANDIDATE
RECRUITMENT STRATEGY
CANDIDATE SCREENING
FINAL INTERVIEWS
DRAFT PROJECT SCHEDULE
Consulting Staff. ......................... ......................................... ...........................9
References..................................................................................................... ,,12
Cost...................................................................................................................., 19
Early Termination...................... ..................................................................' 19
Sample Materials.........................................................................................,20
-PRorHMAN
2lPage
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CITYOF ~
Federal Way
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QUALIFICA rlONS
Prothman is a northwest based consulting firm focusing on providing quality services to
western United States government agencies. We specialize in helping our clients find
excellent permanent and temporary employees. We also provide municipal consulting,
including city assessments, new city startup, retreat facilitation, facilitated evaluations, and
interim management.
Prothman offers:
. A unique combination of in-depth firsthand city management experience combined with
a thorough understanding of public sector employment. Our staff has a cumulative 100
years in local government service, 19 years as successful City Managers.
. Conducted over 300 executive searches, successfully placing City Managers, Finance
Directors, Police & Fire Chiefs, Public Works & Planning Directors, in addition to many
other positions.
. Created and manage an interim employment practice, which has placed over 400 of
contract employees in more than 100 public agencies.
. Formed and managed the startup teams for the new Washington cities of Edgewood,
Covington, Kenmore, Sammamish and Spokane Valley (the second largest new city
startup of its kind in the US).
. A creative and thorough understanding of all facets of municipal administration.
. Prothman is committed to ensuring diversity in the candidate pool and we have been
successful in placing women and minorities in executive and director-level positions.
Our unequalled strength in firsthand knowledge of local government benefits you by not
having to spend time educating us about the duties of the position you are recruiting for.
This leaves more time for us to discover what is unique about your organization and what is
important to you in terms of the qualities you would like to see in your next City Manager.
The end result is a unique search tailored for the qualities you are looking for.
Our contact information:
Greg Prothman
office phone number: 206-368-0050
cell phone: 206-714-9499
fax number: 206-368-0060
e-mail: qreq@prothman.com
mailing address: 3633 136th PI SE, #206; Bellevue, WA 98006
website: www.prothman.com
We look forward to serving you and will be glad to answer any questions you have.
PRorHMAN
3lPaoe
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CITY OF ~
Federal Way
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SCOPE OF SERVICES
PROJECT PLANNING & RESEARCH
We believe that a successful recruitment is the result of a well thought out plan, requiring
careful execution coupled with a strong working partnership between the search consultant
and the client.
Working together throughout the search process provides the greatest opportunity for a
successful outcome. Our goal is to thoroughly understand the City of Federal Way's needs
and the values and culture of the organization. We suggest the following steps as a starting
point:
+ Review the proposed search outline and modify as needed
+ Develop a project timeline
+ Identify the geographic scope of the search
. Regional
. Western United States
. National
+ Decide if a salary survey is needed
This review will provide the City with accurate salary information to evaluate if the
position is at "market rate." If a survey is needed, we will work with the City to
identify similar organizations for compensation comparisons.
+ Gather and review all relevant documents related to the City Manager
position and the City
+ Interview key stakeholders
IDENTIFYING THE "IDEAL" CANDIDATE
Documenting what we have learned by describing the "ideal" candidate is the best way to
make certain that we are identifying the best candidates for the position. We will do this by
developing a comprehensive "Position Profile." Once the Position Profile is written and
approved, it will serve as the "benchmark" to measure a candidate's qualifications and
organization "fit." It will also help potential candidates decide if this is the right career move
for them. The Position Profile includes:
+ A description of the ideal candidate qualifications
. Years of related experience required
. Previous positions and sizes of communities
. Specific relevant experience
. Education requirements
. Ideal personality traits and work habits
+ City of Federal Way information, including
. Location and quality of life opportunities
. A summary of City services
. Number of City employees and budget size
. A basic description of the position
+ A description of key issues and priorities facing the City and the City
Manager position
+ A description of the compensation package
+ Information on how and when to apply
PR.orHMAN
4lPage
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CITY OF ~~;o'
Federal Way
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RECRUITMENT STRATEGY
We will work with the City to develop a recruitment strategy designed to identify outstanding
candidates ideally suited to the position. We recognize that often the best candidates are
not actively looking for a new position. This is the person we want to reach and recruit. We
will accomplish this by:
. Creating Recruitment Brochures
Highlighting the position and the City
. Direct Mail Campaign
Researching and compiling a comprehensive list of potential candidates to be
reached through a direct mail campaign
. Direct Contact Calls
Making direct recruiting calls to promising candidates based upon our extensive
personal knowledge of excellent candidates
. Ads in Print and on the Web
Creating and placing targeted ads in professional publications, journals and on
related websites targeting qualified candidates
CANDIDATE SCREENING
Once candidates have indicated an interest in the position, we will work with the City to
begin identifying the most promising candidates. Using the Position Profile as our guide, we
will conduct an extensive candidate review designed to gather detailed information on the
leading candidates. We will do so by:
. Initial Resume Screening
We will conduct an initial review of all resumes, screening for minimum
qualifications.
. Supplemental Questions & Applications
The remaining qualified applicants will be asked to complete an application and
Supplemental Questions/Writing Sample. We have found that this exercise
provides a good example of a candidate's writing skills, analytical abilities and
communication style and is an early indicator of his/her philosophy and values.
. First Workshop
Based upon the responses to the supplemental questions, we further screen the
applicant pool, bringing the most promising candidates for your review. Using
the application, supplemental questionnaire, resume and other materials
submitted by the candidates, we will work with the City to identify the top
semifinalists. Prior to the workshop we will provide a candidate sourcing
summary detailing the efforts of advertising, direct mail campaign, and direct
recruiting phone calls. The summary also includes a list of the applicants and
from where they have applied. We will also begin preliminary discussions about
designing the final interview process.
. Consultant Semifinalist Interviews
Prothman will conduct in-person or videoconference interviews with each of the
semifinalist candidates.
. Second Workshop
Based upon the results of the semifinalist interviews, we will present our findings
and recommendations for your review. We will advise you of the candidates
meeting the qualifications, our knowledge of them, and their strengths and
weaknesses relative to fit with your organization. We will then work with you to
identify the candidates to invite to the final interviews. We will also complete the
planning and design of the final interview process and begin identifying potential
interview questions.
-PR.oTHMAN
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FINAL INTERVIEWS
The Final Interview process includes completing key steps before the actual interviews
take place. These steps include performing detailed background checks, coordinating
candidate travel, compiling final interview binders, determining the final interview
configuration and facilitating the City's selection. Each of these steps is described
below:
. Background Checks
Prior to the final interviews we will conduct a background check on each of the
finalist candidates. If a "red flag" is found we will work diligently to either verify
that the issue is serious enough to eliminate the candidate from further
consideration or be able to fully explain the issue to the City's satisfaction.
. REFERENCES
We will ask each candidate to provide names of their supervisors,
subordinates and peers for the last several years. From this list we will
conduct reference checks on the finalist candidates through conversations
with the individuals who have direct knowledge of the candidate's work and
management style. We will also make a point of contacting individuals not on
the candidate's preferred list of references.
. EDUCATION VERIFICATION
Prior to the final interviews we will verify that the candidate did in fact
graduate with the degrees listed on their resume. We have found that
approximately 1 out of 30 candidates does not have a degree claimed on
their resume.
. CRIMINAL HISTORY AND DRIVING RECORD CHECK
We will conduct a criminal history and driving record check on each candidate
in the states in which they have worked.
. SEX OFFENDER CHECK
We will verify that the candidate is not a registered sex offender in the states
where they have worked.
. Candidate Travel Coordination
For those candidates who will be traveling to the final interviews, we will
coordinate the travel arrangements, ensuring that each candidate is fully
prepared for the final interviews and not distracted by travel difficulties. We work
with the candidates to organize the most cost-effective and efficient travel
arrangements. Each candidate is fully informed as to their travel arrangements,
interview schedule and location of the interviews. We coordinate and finalize air
travel, hotel reservations and rental cars.
. Final Interview Binders
Final Interview Binders are the tool that keeps the final interview process
organized and ensures that all interviewers are "on the same page" when it
comes to evaluating each candidate. The binders are assembled in order of
candidate interview for each panel of interviewers. The binders include:
. A MASTER SCHEDULE OF ALL PANELS AND CANDIDATE INTERVIEWS
. A DRAFT LIST OF SUGGESTED INTERVIEW QUESTIONS DESIGNED TO AUGMENT
QUESTIONS THAT YOU MAY WISH TO ASK
. EACH CANDIDATE'S RESUME
. EACH CANDIDATE'S APPLICATION
. EACH CANDIDATE'S ANSWERS TO THE SUPPLEMENTAL QUESTIONS
. CONFIDENTIAL REFERENCE CHECKS ON EACH CANDIDATE
. EDUCATION VERIFICATIONS FOR EACH CANDIDATE'S DEGREES
. CRIMINAL HISTORY CHECKS ON EACH OF THE FINALIST CANDIDATES
-PR.c:7THMAN
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Federal Way
-PR.orHMAN
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+ Final Interview Process
The design of the final interviews is an integral component towards making sure
that all stakeholders have the opportunity to learn as much as possible about
each candidate. Each of the advisory panels is designed to provide the City with
as much information as possible regarding each candidate's strengths and
weaknesses. Elements of the final interview process include:
. IDENTIFYING INTERVIEW PANEL PARTICIPANTS (if desired by the City)
We will work with the City to identify the participants of different interview
panels to ensure that all stakeholders identified by the City have been
represented.
. PROVIDING SUGGESTED INTERVIEW QUESTIONS FOR EACH PANEL
Suggested interview questions for each panel are composed based on what
is unique to the City. The questions are designed to allow the interview
panels to not only gauge the quality of the answer but to also measure
organization "fit," as well.
. PROVIDING FACILITATORS FOR EACH PANEL
Panel facilitators assist the panel members in their review and editing of the
suggested interview questions, as well as the consideration and discussion of
possible new questions. The facilitator helps the panel determine who will
ask which questions, the order in which they should be asked and will keep
the interviews on schedule. More importantly, the panel facilitator will debrief
with the panel and summarize the individual panel member's thoughts after
each interview. At the conclusion of all of the interviews, the facilitator will
gather input from all panel members and make sure that each panel
member's opinions and thoughts are heard and represented when reporting
back to the City.
. FACILITATE THE CITY'S CANDIDATE SELECTION
We will assist the City in their final process of determining their top
candidate(s). We will also notify the unsuccessful candidates.
+ ASSISTING IN DEVELOPING A COMPENSATION PACKAGE AND LETTER OF OFFER
Once the top candidate has been selected, we can also assist the City in
developing a letter of offer outlining the compensation package and further
assisting the City as an on-call advisor until an employment agreement is
reached.
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CITY OF ~...
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DRAFT PROJECT SCHEDULE
Stakeholder Interviews
Week of August 24th, 2009
laborDay
2009
Delivery of draft Position Profile
Week of September 7th, 2009
Approve the Position Profile
Begin advertising
Week of September 14th, 2009
Week of September 14th, 2009
(5 weeks to First Review)
Columbus
First Review of Applications by Prothman
October 25, 2009
Status report & candidate materials to Client
Week of October 26th, 2009
First work session (selection of semifinalists)
Week of November 2nd, 2009
Veterans
Semifinalists interviews
Weeks of November 9th & 16th, 2009
Thanksgiving
26 & 27,
Second work session (selection of finalists)
Week of November 30th, 2009
Reference checks, Background checks
Weeks of December 7th & 14th, 2009
Final interviews
Week of December 14th, 2009
Christmas
25,2009
*Boldfaced items denote dates where client decisions or meetings are required.
PR.c:TrHMAN
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CITY OF ~,
Federal Way
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CONSUL rING STAFF
PROJECT CONSULTANTS
GREG PROTHMAN - PROJECT LEAD, 70%
With more than 20 years experience in various functions of government and the public sector,
Greg Prothman brings a solid and grounded perspective to best serve his clients. Greg offers a
unique combination of in-depth, firsthand city management experience combined with a
thorough understanding of local government and public sector employment. Early on, he
served as a Renton Police Officer before making the move to Assistant City Manager for the
City of Des Moines and then to City Manager, also for the City of Des Moines. Greg's 12 year
tenure in city management benefits his clients due to his firsthand experience and the ability to
thoroughly understand the client's needs. He's walked in their shoes - from police officer to top
management. Noted as one of the region's leading progressive municipal managers, Greg
brings a creative and thorough understanding of all facets of municipal administration.
As President of the Prothman Company, Greg is uniquely positioned, through his extensive
public sector and executive search background, to offer recruitment services. He has
conducted over 150 executive searches and placements, successfully placing city managers,
finance directors, IT managers, police and fire chiefs, public works and community development
directors and many other positions. He has also formed and managed startup teams for five
newly incorporated cities, including the City of Spokane Valley, WA, (pop. 82,000), the second
largest incorporation of its kind in the U.S.
A Seattle native, Greg completed his BA at Western Washington University and his Master of
Public Administration degree from the University of Washington.
LYNN STOKESBARY
Lynn retired from the City of Kirkland in 2006 as Assistant City Manager and has over thirty
years of distinguished local government experience. Lynn worked twenty one years for
Kirkland, serving as Director of Parks and Community Services from 1985-1997 prior to
becoming Assistant City Manager in 1997. He also worked for the City of Bellevue from 1976-
1985 in various positions before becoming Assistant Director of Parks and Recreation.
Lynn brings extensive knowledge of local government and years of leadership, supervisory and
high profile special project management experience to the Prothman team. Lynn has a unique
blend of interpersonal and analytical skills that make him highly effective in working with groups,
problem-solving and producing high quality end results. He has extensive experience in a wide
range of local government areas, including assessment of city operations and services,
facilitating citizen and stakeholder participation, building and maintaining effective relationships
in the workplace, fundraising, land acquisition, and comprehensive planning for parks, arts and
other civic facilities. Lynn is a 1975 graduate of Washington State University.
BARRY GASKINS
Barry Gaskins is responsible for candidate management. His attention to detail and
understanding of timeliness to the customer and candidates is remarkable. Barry works with the
lead consultant in following through with scheduling interviews, arranging candidate travel,
managing candidate application packets, and assembly of candidate information to give to the
client. Barry came to us from the Bill & Melinda Gates Foundation where he served as a
Program Assistant for four years in the US Library Program. Barry grew up in Virginia, moving
to Washington in 1993. He earned his Bachelor's Degree in Art from California State University
in Los Angeles.
-PR.orHMAN
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CITY OF ~"
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ADDITIONAL PROTHMAN TEAM MEMBERS
Bill KOLDEN
Bill retired from the City of Seattle in 2004 as the Director of Human Resources for Seattle City
Light and has thirty years of public sector work experience. His extensive background in the
public sector includes various positions with the City of Seattle and Seattle City Light, where he
was twice recognized for excellence in customer service. Other positions he held at City Light
include Utility Payroll Supervisor, Supervising Personnel Specialist, Personnel Manager, and
Workload Planning Supervisor.
Subsequent to his retirement, Bill has also worked as the interim Human Resources Manager
for the City of Kirkland, the interim and regular Human Resources Director for the City of
Chehalis, and the General Services Director for the City of Chehalis. Besides his human
resources experience, Bill has extensive experience in union contract application, policy and
procedure development, payroll, budgeting, and workload planning in both administrative and
field work environments. Having started at an entry level with the City of Seattle in 1975 and
working up to the Director-level position from which he retired, Bill has valuable hands-on
experience in addition to his leadership, supervision and management experience.
Bill is a skilled communicator and empathetic listener which has aided him in becoming an
effective employee counselor and problem-solver. He had also been highly regarded by those
have worked for him. Bill is a 1974 graduate of Western Washington State College (now
Western Washington State University).
A. J. HOUSlER
A. J. retired as Administrative Services Director from the City of Edmonds following 20 years of
continued service. While working for the City of Edmonds, A. J. also served as the Director of
Finance. His most recent work within a city government included work as an Interim Director of
Finance for the City of Sunnyside through the Prothman Company, along with his work for
several other cities in an interim and consulting capacity. He currently works in a consultant
capacity for the Prothman Company completing an assessment of the City of Sultan's Finance
Department.
DICK WARREN
Dick has most recently served as a Prothman Company Interim Public Works Director for the
City of Bothel!. Additionally, he worked as the Interim Public Works Director for the City of
Spokane Valley, assisting in the creation of all the public works functions and the hiring of the
newly created department's staff. Dick's various consulting projects have included work for the
City of Issaquah (By-Pass Project), a management review for the City of Arlington Water and
Sewer Utility Departments, and cost review of the City of Port Orchard's sewage treatment
plant.
STAN McNuTT
Following retirement from the City of Des Moines as City Manager, Stan's work with the
Prothman Company included serving as Interim City Manager for the newly incorporated City of
Spokane Valley, which has a population of over 82,000 residents. While there, Stan
implemented all administrative steps required to successfully provide municipal services on the
City's date of incorporation. Most recently, Stan has worked in a consultant capacity with the
City of Shelton, along with serving as Interim City Manager for the cities of Sequim, Port
Townsend and the City of Leavenworth.
-PR.oTHMAN
lOIPage
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CITY OF ~
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SONJA PROTHMAN
Sonja manages the day-to-day operations of Prothman and assists with all client recruitment,
consulting and interim work. As a former councilmember for the City of Normandy Park, Sonja
brings to Prothman the "elected official" side of city government; an invaluable perspective for
understanding our client's needs.
PRcn-HMAN
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CITYOF~
Federal Way
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REFERENCES - MANAGERlAoMINISTRA TOR RECRUITMENTS
RECENT AND IN PROGRESS SEARCHES CONDUCTED BY PROTHMAN IN THE LAST 18 MONTHS
Clackamas County, OR (385,000 pop.)
County Administrator- in progress
City of Walla Walla, WA (32,000 pop.)
City Manager- in progress
Lynn Peterson
Dan Johnson
Association of Washington Cities (AWC)
Chief Executive Officer - just completed Karen Rogers
City of Connell, WA (3,205 pop.)
City Administrator - just competed
Gary Walton
Chair
(503) 655 8581
Mayor
(509) 527 4522
President
(360) 417 1143
Mayor
(509) 234 2701
City of Colorado Springs, CO (448,000 pop.)
Ass't City Manager - recently completed Penny Culbreth-Graft City Manager
Clatsop County, OR (37,315 pop.)
County Manager - just completed
Dean Perez
Blaine County, 10 (15,000 pop.)
County Administrator - recently completedLarry Schoen
City & Borough of Wrangell, AK (2,030 pop.)
Borough Manager Don McConachie
City of Leavenworth, WA (2,295 pop.)
City Administrator (2009)
City Administrator (2005)
Rob Eaton
City of Whitefish, MT (8,000 pop.; 18,000-20,000 seasonal)
City Manager - recently completed Mike Jenson
City of Chelan, WA (3,835 pop.)
City Administrator
Jefferson County, WA (29,279 pop)
County Administrator
City of Edgewood, WA (9,460 pop)
City Manager (2008)
City Manager (1996)
City of Woodburn, OR (22,875 pop)
City Administrator (2009)
City Administrator (2000)
Bob Goedde
Phil Johnson
Jeff Hogan
Terrie Stevens
(719) 385 5455
HR Director
(503) 325 1000
Board Chair
(208) 788 5500
Mayor
(907) 874 2381
Mayor
(509) 548 5275
Mayor
(406) 862 5120
Mayor (509) 682 4037
Commissioner (360) 423 0900
Mayor (206) 842 7633
Asst City Admin (503) 982 5231
City of Bainbridge Island, WA (22,200 pop)
City Administrator (2008) Darlene Kordonowy Mayor
City Administrator (2004)
-PR.cTrHMAN
(206) 842 7633
12 I P age
~
CITY OF ~..i
Federal Way
City of Prosser, WA (5,045 pop)
City Administrator (2009)
City Administrator (2003)
Paul Warden
City of Ontario, OR (11,245 pop)
City Manager-recently completed
Joe Dominick
City of Ketchum, 10 (3,226 pop.)
City Administrator
Randy Hall
City of Sun Valley, 10 (1,427 pop.; 4-5,000 part-time residents)
City Administrator Wayne Willich
City of Mukilteo, WA (19,360 pop.)
City Administrator
Joe Marine
City of Damascus, OR (8,000 pop.)
City Manager
Dee Wescott
City of Louisville, CO (22,000 pop.)
City Manager
Kathleen Hicks
City of Woodinville, WA (10,140 pop.)
City Manager
Cathy VonWald
Gunnison County, CO (15,000 pop.)
County Manager
Marlene Crosby
ADDITIONAL MANA GERlADMINIS TRA TOR PLACEMENTS
( \ Lin;i"n
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Mayor
(509) 786 2332
Mayor (541) 889 7684
Mayor (208) 726 3841
Mayor (208) 622 4438
Mayor (425) 3554141
Mayor (503) 658 8545
HR Director (303) 3354722
Mayor (425) 489 2700
Interim Manager (970) 641 0044
City of Astoria, OR
City Manager
Clatsop County, OR
County Manager
City of Battle Ground, WA
City Manager
Deputy City Manager
Clackamas River Water District
General Manager
City of Blaine, WA
City Manager
City of DuPont, WA
City Administrator
City of Bonney Lake, WA
City Administrator
City of Hailey, 10
City Administrator
City of Carnation, WA
City Administrator
City of Kent, WA
Deputy Chief Admin Officer
City of Chehalis, WA
City Manager
City of Kenmore, WA
City Manager
Assistant City Manager
PR.orHMAN
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CITYOF~
Federal Way
City of Lake Forest Park
City Administrator
City of Port Townsend, WA
City Manager
City of Leavenworth, WA
City Administrator
Port of Ridgefield, WA
Executive Director
City of Lynden, WA
City Administrator
City of Sammamish, WA
City Manager
City of Mill Creek, WA
City Manager
City of Seaside, OR
City Manager
City of Milwaukie, OR
Assistant City Manager
City of Shelton, WA
City Administrator
City of Mountlake Terrace
City Manager (1996)
City Manager (2006)
City of Shoreline, WA
Deputy City Manager
City of Normandy Park
Deputy City Mgr/Finance Dir
City Manager
City of Snohomish, WA
City Manager
City of Ocean Shores, WA
City Manager
City of Spokane Valley, WA
City Manager
Deputy City Manager
City of Post Falls, 10
City Administrator
City of Sultan, WA
City Administrator
PR.c:n-HMAN
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14lPage
~
CITYOF ~
Federal Way
ALL PLACEMENTS
r\Lilw~'n
R(.'l'-ruit Irj~.'nt
CONDUCTED BY PROTHMAN
Association of Washington
Cities (AWC)
Chief Executive Officer
City of Astoria, OR
City Manager
City of Arlington
Community Dev. Director (2)
City Administrator
Fire Chief
Finance Director
Utilities Manager
Public Works Director
Utilities Manager
Building Official
Police Chief
City of Auburn
Planning, Bldg. & Community Dir.
City of Bainbridge Island
City Administrator (2)
Finance Director
Community Dev. Director
City Attorney
Deputy Finance Director
Project Manager
Engineer
City of Battle Ground
City Manager
Deputy City Manager
Community Dev. Director (2)
Public Works Director (2)
Finance Director
Bayview Manor
Executive Director
City of Bellevue
Senior Planners
Benton County
Emergency Services
Director of Emergency Services
Emergency Management Mgr
Communications Manager
Benton County
Fire District #4
Fire Chief
PR.c:n-HMAN
City of Billings, MT
City Engineer
City of Blaine
City Manager
Public Works Director
Community Development Director
Finance Director
Blaine County, ID
County Administrator (2)
City of Bonney Lake
City Administrator
Public Works Director
City of Bothell
Public Works Director
Fire Chief
Human Resources Director
Deputy City Manager
City Attorney
City of Bozeman, MT
Chief Building Official
City of Carnation
City Manager
Public Works Director
City of Camas
Deputy Fire Chief
City of Centralia
Community Development Director
Economic Development Director
City of Chehalis
City Manager
Police Chief
Finance Manager
City of Chelan
City Administrator
Chelan County
Community Dev. Director (2)
Regional Justice Center Dir.
Regional Justice Cntr. Dep.
Dir.
Clackamas River
Water District, OR
General Manager
Clatsop County, OR
County Manager (2)
Community Corrections Director
Development Services Manager
Clatsop County
Sheriff's Office, OR
Jail Commander
City of Colorado Springs, CO
Assistant City Manager
City of College Place
Environmental Services Dir.
City of Connell
City Administrator
Covington Water District
Utilities Director
District Engineer
Water Resources Manager
Assistant Water Resources Mgr.
Project Engineer
Business Manager
Controller
Cowlitz County
Building & Planning Director
Cowlitz Sewer
Operating Board
Superintendent
City of Damascus, OR
Community Dev. Director
City Manager
City of DuPont
City Administrator
Planning Director
Finance Director
Public Works Director
City of Duvall
Planning Director
East Jefferson Fire Rescue
Fire Chief
City of Edgewood
City Manager
Public Works Director
Senior Planner
15 I P age
~.
CITVOF~
Federal Way
The Elevated Transportation Co
Administrative Services Manager
Capital Projects Manager
Administrative Assistant
City of Enumclaw
Public Works Operations Mgr.
Finance Director
Fire Chief
City of Ephrata
Police Chief
City of Ferndale
Police Chief
Public Works Director
Development Services Engineer
City of Fircrest
City Manager
City of Fife
City Manager
Firgrove Mutual Water
Manager
City of Gillette, WY
Public Works Director
Community Development Director
City of Green River, WY
Community Development Director
Gunnison County, CO
County Manager
City of Hailey, ID
City Administrator
City of Kenmore
City Manager
Finance Director
City Engineer (2)
Community Development Director
City of Kent
Deputy Chief Admin. Officer
Accounting Manager
Deputy Fire Chief
Professional Land Surveyor
Finance Director
Information Tech. Director
City of Ketchum, ID
City Administrator
Ketchum Community
Development Corporation
Executive Director
King County
Housing Authority
Finance Director
King County
Library System
Human Resources Manager
King County
Sheriff's Office
Chief Financial Officer
City of Kirkland
Police Chief
Water Division Manager
Public Works Director
Director of Fire & Bldg. Services
Kitsap County
Issaquah School District Director of Administrative
Asst. Superintendent for Operations Services
City of Issaquah
Director, Information Services
Police Chief
Jefferson County
County Administrator
City of Kelso
Public Works Director
Community Dev. Director
City Manager
PRarHMAN
City of Lake Forest Park
City Administrator (2)
City of Lake Oswego, OR
Water Treatment Plant Manager
Lakehaven
Sewer & Water District
General Manager
City of Lakewood
Assistant City Manager
, ,
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City of Leavenworth
City Administrator (2)
Public Works Director
Finance Director/City Clerk
Lincoln City, OR
Finance Director
City of Littleton, CO
Finance Director
Community Development Director
City of Long Beach
Community Development Director
City of Louisville, CO
City Manager
City of Lynden
City Administrator
Building Official
Public Works Director
City of Lynnwood
Public Works Director
Assistant Fire Chief
Manchester Water District
General Manager
City of Marysville
Police Chief (2)
Finance Director
Public Works Director
Engineering Services Manager
Mason County
Public Works Director
City of Medford, OR
Planning Director
City of Mill Creek
Police Chief
Fire Chief
City Manager
City of Milwaukie, OR
Assistant City Manager
Community Development Director
Finance Director
City of Monroe
Police Chief
City of Moscow, ID
Assistant Community Dev. Director
161 P age
~
CITY OF ~
Federal Way
City of Mountlake Terrace
City Manager
Police Chief
Muckleshoot Indian Tribe
General Manager
City of Mukilteo
City Administrator
Multnomah County, OR
Human Resources Manager (2)
City of Normandy Park
Deputy City Mgr/Finance Director
Executive Assistant
Grants Mgr/Associate Planner
Planning Director
Finance Director
City Manager
North Beach
Public Development Authority
General Manager
City of Ocean Shores
City Manager
Community Development Director
City of Olympia
Public Works Finance Mgr.
Olympic Terrace
Sewer District
District Manager
City of Ontario, OR
City Manager
Providence Point
General Manager
City of Port Angeles
Police Chief
Port of Seattle
Fire Chief
City of Port Townsend
City Manager
Public Works Director
Development Services Director
City of Post Falls, ID
City Administrator
Community Development Director
-i>R.on-IMAN
City of Poulsbo
Chief of Police
City of Prosser
City Administrator (2)
Finance Director
City Clerk
City of Puyallup
Building Official
Assistant City Manager
Human Resources Director
City of Redmond
Deputy Public Works Director
Deputy Fire Chief
Technology Manager (2)
City of Renton
Community Servo Administrator
Human Resources Administrator
Domestic Water Treatment Mgr.
City of Ridgefield
City Manager
Port of Ridgefield
Executive Director
City of Richland
Chief of Police
Transportation Engineer
Public Works Director
Parks Superintendent
City of Sammamish
City Manager
Transportation Program Engineer
Senior Project Engineers (3)
Project Engineer
Parks Project Manager
City of Seaside, OR
City Manager
Seattle Aquarium Society
Executive Director
City of Seattle City Council
Senior Policy Analysts (5)
City of Sequim
Public Works Director
\lalla:",'[.
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City of Shelton
City Administrator
Community Development Director
Management Assistant
Public Works Director
City of Shoreline
Deputy City Manager
City Engineer
Planning Director
Public Works Director
Skagit County
Public Works Director
Assistant County Engineer
Youth & Family Services Admin.
City of Snohomish
City Manager
Police Chief
City Engineer
Snohomish County
IT Director
Snohomish County
Emergency Radio System
Radio System Manager
SNOPAC- 911 Emergency
Communications
Executive Director
City of Spokane Valley
City Manager
Deputy City Manager (2)
Finance Director
Public Works Director
Community Dev. Director (2)
Building Official (2)
Parks & Rec. Director (2)
City Clerk
Assistant City Clerk
City Attorney
City of Stanwood
Finance Director
State of Washington
Assistant Director,
Dept. of Eng. & Architecture
City of Sultan
City Administrator
City of Sun Valley, ID
City Administrator
17lPage
~.
CITY OF ~~
Federal Way
City of Tacoma
Public Works Director
Washington State PT A
Executive Director
Thurston County
Human Resources Director
Assistant CAO
WA State School Directors
Assoc.
Executive Director
Tulalip Tribes
Police Chief
Washington School
Information Processing
Cooperative (WSIPC)
Executive Director
Vashon Island
Fire & Rescue
Fire Chief
Deputy Fire Chief
City of Whitefish, MT
City Manager
City of Walla Walla
Public Works Director
Finance Manager
City Manager
City of Woodburn, OR
City Administrator (2)
Community Development Director
-PR.orHMAN
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City of Woodinville
City Manager
Development Services
Director
City & Borough of
Wrangell, AK
Borough Manager
Yakima County
IT Director
Town of Yarrow Point
Town Clerk
181Page
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CITY OF ~
Federal Way
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COST
PROFESSIONAL FEE & EXPENSES
Schedule "A" fee for professional services is $22,500 plus expenses.
Schedule "B" fee is $1,500 for each site visit (anticipating one day visit for each candidate).
All expenses incurred for conducting the recruitment are the responsibility of the City.
Expenses will vary depending upon direction from the City regarding how geographically
broad the recruitment effort is and where the top candidates come from (travel expenses).
However, all expenses will be discussed with the City prior to expenditure. A 3% charge will
be added to all pass through expenses which reflect City and State B&O tax obligations.
Expense items include but are not limited to:
· Newspaper, trade journal websites and other advertising related to the
announcement of the position
. Direct mail announcements and regret letters
. Facsimile and delivery expenses
. Printing of documents and materials
. Consultant travel and related expenses
· Any client-required licenses, fees or taxes
· Travel and related expenses for candidates during the interview process
Professional fees are billed in three equal installments during the course of the search. The
first installment is billed when Prothman begins the project. The second installment is billed
at the mid-point of the recruitment. The final installment is billed at the conclusion of the
search. Expenses are billed monthly.
GUARANTEE
Our record of success in placing highly qualified candidates provides that Prothman will
guarantee the placement of a qualified candidate. Provided the Client follows our finalist
candidate recommendations and the key elements of the search process as outlined in the
proposal, if the selected finalist candidate is terminated for cause within 18 months from the
employment date, we will conduct a replacement search with no additional professional fee.
The only cost to you would be the expenses related to the additional search.
EARL Y TERMINA TION
CANCELLATION
You have the right to cancel the search at any time. Your only obligation would be the fees
and expenses incurred prior to cancellation.
-PRCTTHMAN
19lPage
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CITY OF ~
Federal Way
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SAMPLE MA TERIALS
Letters of Reference
Following are letters of reference from client cities with whom we have worked: the
Cities of Spokane Valley and Arlington.
The new City of Spokane Valley chose us to assist them in their incorporation
process three years ago. Spokane Valley has a population of 85,000 and is the
second largest city incorporation in the United States. We provided a full
complement of talented interim city staff, including the City Manager, Deputy City
Manager, Planning Director, Public Works Director, Building Official, City Clerk and
Finance Director. We later worked with the City Council to conduct their successful
recruitment for a permanent City Manager. Further, we worked with the new City
Manager and performed the personnel recruitments for all of the Director level
positions listed above, as well as the Parks and Recreation Director. All staff
recruited by us have remained successfully employed at the City of Spokane
Valley. The Mayor and City Council appreciate the process we provided.
The City of Arlington, population 14,980, asked us to perform a citywide
assessment, as well as a recruitment for a new City Administrator. The Mayor and
Council were aware of customer service issues, internal and external, and relied
upon us to conduct a study resulting in findings and recommendations regarding
the organization and its operations. Additionally, the City asked us to place an
interim City Administrator while we recruited for a permanent person. We also
followed through on recruiting for a Community Development Director, Public
Works Director and Fire Chief. All projects were very successful and truly turned
the City around. Today, Arlington is extremely proud of what they accomplished.
Examples of the Position Profile, Invite Letter and Advertising Copy
We have included examples of the Position Profile, Invite Letter and Advertising
Copy from previous recruitments to demonstrate the quality of our work.
. The Position Profile (see page 4) is a document used to describe the City, the
position, ideal candidate qualifications, key issues facing the City and the position,
the compensation package and information on how and when to apply. The
Position Profile is posted on our website and sent to the City to post on their
website (if desired).
. The Invite Letter is a summary version of the Position Profile. It is used for a direct
mail campaign aimed at contacts in our extensive multi-state database.
. Advertising Copy are the ads written for posting the position on various trade
websites and for publishing in various trade journals.
-PROTHMAN
20 I P age
LETTERS OF REFERENCE
PR.o-n-IMAN
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SpoKane ~ -
~ --~ley
11707 E. Sprague Ave.' Suite 106' Spokane Valley, WA 99206
(509) 921-1000 . Fax (509) 921-1008 . cityhall@spokanevalley.org
Greg Prothman
Prothman Company
10853 8th Ave.
NW Seattle, W A 98177
Dear Greg,
The City Council of Spokane Valley extends our sincere and heartfelt thanks for the
expertise you provided us during the formative days of our first year of incorporation.
The interim administrative team you assembled helped us to achieve a high level of
success. Your personal counsel to us has been another vital component of our
achievement. The recruiting efforts to find the best personnel for our permanent staff
will undoubtedly result in a level of excellence that will help this city succeed for many
years to come.
It has been a pleasure to have your expertise to get the City of Spokane Valley off to such
a great beginning.
Sincerely,
Mike De Vlemini~b'"
Mayor
Diana Wilhite
Deputy Mayor
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Councilman
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Mike Fladigan
Councilman
Richard Munson
Councilman
Steve Taylor (
Councilman
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Councilman
City of Arlington
Executive
Mr. Greg Prothman
Prothman Company
126 NW Canal Street, Suite 210
Seattle, W A 98107
Dear Greg:
This is a letter that I have been intending to send for sometime now. I want to formally thank you for
the outstanding job the Prothman Company did for the City of Arlington during the first two years of
my tenn of office. You and your staff were a "life saver" to me, as I began my term as Mayor.
Coming into this job, I knew that there were a lot of problems that needed to be "fixed." Many people
in this community were counting on me to change the way City government had been operating. The
image of City government was ugly, and there seemed to be no concept of "good customer service."
That's when I turned to you and your company to help me rectify the problem.
You came in and helped me find a very competent interim City Administrator who could immediately
help me with the day-to-day operations of the City - and who was someone I knew I could trust.
Then, as your group began to do an over-all analysis of the various City departments, we began to
identify areas that needed to be changed. Over the course of those first two years, we followed your
recommendations and restructured the City operational structure. Then, with your help, we hired
some very competent and strong managers - including a new City Administrator, a C01!1munity
Development Director, Public Works Director and Fire Chief.
Today, Greg, I am proud to say that we have a management team who are daily striving to turn around
the way we do government. They are responsive to the public and customer friendly. We have
created a new "Permit Center" that is designed to provide the public with assistance to cut through the
bureaucracy. Finally, many people in the City organization are beginning to figure out that the
taxpayers are our customers, and that we work for them - not the other way around!
Once again, I just want to say "thanks" for the professional assistance you and your staff provided to
me and to the Arlington community. With your help, I think we have changed the face of City
government in Arlington. Daily people teli me what a great job we are doing, and that feels good.
Thank you Greg.
Sincerely,
1?7c~ v0~.~j
Margaret Larson
Mayor
238 North Olympic Ave. · Arlington, vVA 98223 · 360-403-3441 · fax 360A03-4605
EXAMPLE OF POSITION PROFILE
PR.cn-HMAN
ASSOCIA TION
OF WASHINGTON
CiTiES
OLYMPIA, WASHINGTON
CHIEF EXECUTIVE OFFICER
Competitive Salary
plus excellent benefits
Apply by
April 26, 2009
(open until filled)
MISSION STATEMENT
The Association of Washington Cities (AWC)
exists to advocate for and serve cities and
towns throughout Washington State. In pursuit
of this mission, AWC provides leadership to:
~ Enhance the capacity of local officials to
perform their responsibilities.
~ Improve communication among cities and
towns, and with other entities.
~ Share ideas, information, services and
technology.
y Help cities and towns prepare for and
manage change.
THE ORGANIZATION
Founded in 1933, the Association of
Washington Cities (AWC) is a private, non-
profit, non-partisan corporation that represents
Washington's cities and towns before the state
legislature, the state executive branch and with
regulatory agencies. Membership is voluntary;
however, AWC consistently maintains 100%
participation from Washington's 281 cities and
towns. A 24-member Board of Directors
oversees the Association's activities. Presently
AWC has 47 FTEs and an annual budget of $11
million.
AWC focuses its work in five service areas:
~ Legislative representation
~ Educational training
~ Publications and resources
~ Technical assistance in personnel and
labor relations, energy, transportation,
budgeting, planning, risk management
and employee wellness
~ Member programs, such as Municipal
Liability and Property Insurance,
Employee Drug and Alcohol Testing, and
Employee Benefits
THE POSITION
After serving as AWC's Executive Director for
the last 18 years, Stan Finkelstein has decided
to retire. Stan leaves a well-managed and
effective organization comprised of talented
individuals.
AWC Offices - Olympia, WA
Under the general supervision of the Board of
Directors, the CEO serves as the primary staff
contact between the Association and the Office
of the Governor, state administrative agencies,
legislative leadership, congressional staffs,
affiliate organizations, and major legislative
advocacy interests. Broad discretion in the
selection of work methods and processes are
allowed and the CEO is evaluated principally in
terms of success in achieving organizational
goals and objectives as determined by the
Board.
Responsibilities include employment, training,
and supervision of Association staff,
development and implementation of work plans,
budgets, and service programs and oversight of
research and policy development activities.
The CEO supervises the Association's
legislative effort and participates in the
preparation of various reports, studies and
memoranda.
CHALLENGES FACING THE NEW CEO
AWC Relationships
The new CEO must have the ability to evaluate
AWC's relationships with its members and
partners. Questions that will need to be
evaluated over the next year are:
. Are programs such as small city round-
ups and regional meetings still valuable
to the membership?
. Is equal time being devoted to large
(Seattle, pop. 586,200) and small
(Krupp, pop. 60) cities and are all cities
satisfied with AWC's services?
. Is the amount of time AWC spending at
federal level appropriate?
Pagel2
. Are we fully engaged with our state's
delegation in Washington DC?
. How do we strengthen our partnerships
with Municipal Research and Services
Center, the Association of Counties, and
other State associations?
Strategic Vision
The new CEO will need to work with the Board
to develop an up to date strategic vision.
He/she must have the ability to work with the
AWC staff to put the Board's vision into action
and to work diligently to keep the staff and
Board focused on efforts that support the
fulfillment of the vision.
Member Centric
The new CEO will need to recognize how to
interact with and understand the needs of all
the members - from the smallest to the largest.
Each community presents a similar yet unique
description of the complexities of city
government, from the policy level of the council
to the operational level.
City Funding
A very high priority for the new CEO is to
address the funding mechanism for cities. The
CEO will need to work with the Governor and
the Legislature to come up with a new financing
model.
Administrative Leader
The new CEO will need to be a proactive leader
who will ensure the present financial security of
the organization and the caring, interpersonal
culture are maintained. The degree of
professionalism among staff is excellent and
that standard must continue. This person must
be able to "manage up" to the Board, yet
"manage down" by instilling confidence and
trust in the directors and their staff.
THE IDEAL CANDIDATE
The ideal candidate will have been a successful
Chief Executive Officer or an Assistant/Deputy
in a well-managed local government or public
sector organization, such as a state association
or other similar organization. Previous
experience in an organization recognized for
excellent customer service and continuous
improvement is very important. The successful
candidate will have recognized expertise in
effective lobbying at the federal and state levels
regarding local government issues and will
have an excellent knowledge of the laws and
regulations governing Washington cities.
The new CEO must be able to work closely with
the AWC's Board of Directors and Officers,
providing policy advice and having the ability to
accept direction and guidance. AWC has an
outstanding staff providing excellent services to
AWC members. The new CEO will need to
work with this exceptional staff in the process of
continuous improvement.
The ideal candidate will be a talented manager
and leader who understands all aspects of
municipal government and has an appreciation
of the challenges currently facing cities. This
person should be honest, hard-working, and
approachable by local elected officials, city
staff, AWC employees, and state and federal
officials, while establishing an atmosphere of
trust, mutual respect and cooperation. The
successful candidate will have a proven history
of establishing and maintaining excellent
working relationships with city managers and
administrators.
Candidates will be able to organize and express
ideas through excellent oral and written
communications to a wide variety of audiences
such as mayors, city council members, city
staff, state and federal elected officials and
citizens. The selected candidate will be
politically astute and possess unquestionable
integrity.
The new CEO must be able to accept and
support decisions in a positive manner and take
a collaborative approach in providing AWC
services. The successful candidate will have
excellent organizational development skills, will
delegate appropriately, and have the ability to
foster a strong team environment. The new
CEO will have a track record of implementing
policies and systems to create and maintain a
high-performance, customer service focused
organizational culture.
Page I 3
The CEO will be a good listener who
consistently deals well with personnel
throughout all levels of the organization, and
can be relied upon to serve as a mentor for
those interested in personal and professional
development. The candidate will also bring an
appropriate sense of humor to the job, as well
as a flexible "can-do" attitude. Specific skills
and knowledge will include:
>- Significant knowledge of federal, state and
municipal laws, rules and regulations
>- Significant knowledge of the federal and
Washington State legislative processes
>- Significant knowledge of Washington
municipal governments and issues facing
local government
>- Significant knowledge of Federal and
Washington State legislation affecting
municipal governments
>- Significant knowledge of the principles
and practices of management, including
fiscal and budgetary practices
EXPERIENCE & EDUCATION
A bachelor's degree in public administration,
business administration or a related field is
required; a master's degree in public
administration or closely related field is
preferred.
The ideal candidate will possess a minimum of
seven to ten years of experience in a
comparable or larger agency, with extensive
experience in a senior management role such
as an association or city chief executive officer
or similar senior management position.
Competitive candidates will also have an
ongoing record of training and professional
development.
COMPENSATION
>- Competitive Salary
>- Retirement
>- Medical
>- Dental/Orthodontia
>- Vision Plan
>- Short-Term & Long-Term Disability
>- Life Insurance & Accidental Death and
Dismemberment
>- Employee Assistance Program
>- Vacation Leave & Sick Leave
>- 12 Holidays
y Bereavement Leave
y Professional Services Contract
'"
ASSOCIATION
or WASHINGTON
CiTiES
For more information about the
Association of Washington Cities, please visit:
www.awcnet.org
The Association of Washington Cities is an ~.9~~.19pp~rtunity Employer. All qualified
candidates are strongly encouraged to apply by ~priI26,~PP~ (first review, open until filled).
To apply, please send a completed application, letter of interest, resume, and answers to the
supplemental questions to Prothman via email at humanresources@prothman.com. fax to 206-
368-0060, or mail to the address below. Application materials are available at
www.prothman.com.
rJVIAN
206 368 {ph} 206 368 {fx}
3633 136th PL SE, Suite 206 Bellevue, WA 98006
humanresources@prothman.com www.prothman.com
Page I 4
CITY OF
WALLA
WALLA
WASHINGTON
CITY MANAGER
$105,000 - $142,500
Plus Exccllcnt Bcncfits
Apply By
July 13, 2009
(first rcvicw, opcn /lntil fillcd)
! ROTHMAN
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( "~~,;~~~--) u (F :~ )
Adult Services
Children Services
Prevention
Training
Ambulance
Suppression
( PO':-)---
P a Ira I
Prevention
Animal Control
Code Enforcement
R e cord s
911 Dispatch
Dam eslie Violence
Crime Prevention
Investigations
Lan d fill
Sanitation
Engineering
Sire e ts
Slormwater
Wastewater
Wale r
Fie e t
WHV ApPL V?
This is an excellent opportunity for a talented public
sector professional to make a difference in a well
managed community that takes pride in its history,
natural beauty and quality of life.
Walla Walla is financially sound and is dedicated to
providing outstanding services to its citizens and a
welcoming experience to its visitors. If you are
interested in making a difference in an historic
community that takes pride in its natural beauty,
local culture and quality of life, this is the right
position for yOU!
THE COMMUNITY
The name Walla Walla is of Indian origin and
means "many waters." Both the Cayuse and Walla
Walla tribes called the Walla
Walla Valley home.
The City of Walla Walla has a
rich history in the State of
Washington and the Pacific
Northwest. Located in the heart of Southeast
Washington's wine country, historic Walla Walla is
a thriving community filled with so many activities
and beautiful sights that you'll never want to leave.
-PRoTHMAN
Planning
Building
Coordinator
I
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Technology Services
Finance
City C Ie rk
Facilities
Human Resources
Park s
Recreation
C em e te ry
Golf Course
Named one of America's Great Main Streets by the
National Trust for Historic Preservation, downtown
Walla Walla is a favorite destination. Although not
a large city, Walla Walla pulses with a strong sense
of community and culture. Museums abound, as
do art galleries, shops, dramatic productions,
indoor and outdoor concerts, cafes and restaurants,
wineries and wine tasting
rooms.
With all four seasons on
display, you'll find year-
round outdoor activities,
including nearby snow
skiing, floating on the area's rivers and lakes, hiking
in the mountains or just picnicking with your family.
As the county seat for Walla Walla County, the City
serves as the hub for this diverse community with a
population of approximately 31,000 residents. The
City of Walla Walla is the financial, civic, medical,
and employment center for Walla Walla County and
the southeastern corner of the State of Washington.
Education plays an important role in the area. The
City has outstanding public and private schools.
Whitman College, a four year liberal arts college
and the oldest college in the state, is rated in the
top 100 liberal arts colleges in the Princeton
Review. Other higher educational institutions
21Page
include Walla Walla Community College and Walla
Walla University, a private four year institution in
College Place, an incorporated municipality
adjacent to the City.
Cultural activities in
the City include the
oldest continuous
symphony west of
the Mississippi;
civic and college
theaters; an annual
outdoor summer musical; arts and crafts; and
lecture series sponsored by all the colleges. The
annual Hot Air Balloon Stampede in May, July 4th
in the Park, the Southeast Washington Rodeo, and
Walla Walla Fair and Frontier Days are a few of the
annual and regional activities. The Walla Walla
Valley has seen strong growth in the production of
world-class premium wines and is the host of spring
and holiday barrel tasting events at many of the
area's internationally recognized wineries.
Considered one of the most attractive communities
in Washington State, the City is close to
recreational activities in the Blue Mountains, and
the Snake and Columbia Rivers are nearby. Walla
Walla is a community that enjoys an affordable life-
style with excellent programs for residents of all
ages.
THE CITY
Incorporated in 1862, the City operates under the
Council/Manager form of government. The City
Manager is responsible for all the operations of the
City, including the management of approximately
264 fulltime employees and a biennial budget of
$148 million.
The City management team includes the Directors
of Parks and Recreation, Public Library, Public
Works, Development Services, and Support
Services; the Police Chief, Fire Chief, and City
Attorney, and the Executive Assistant and
Economic Development Coordinator in the City
Manager's office. The City enjoys a high degree of
public involvement and collaboration on the fifteen
Boards, Commissions, and Advisory Groups that
work with the City staff.
-PR.oTHAIIAN
THE POSITION
Reporting to the City Council, the City Manager
serves as the Chief Executive Officer of the City.
The City Manager directs and supervises all
activities of the City departments, appoints and
removes all staff, and implements policy as
established by the City Council. He/She directs
issues to the City Council for consideration and
recommends policy options and also conducts
research and analysis at the request of the City
Council.
The City Manager represents the City on numerous
committees and public-private projects. He/She will
meet with private citizens, civic groups, other
government leaders and business organizations to
provide information on City policy, programs and
activities. The City Manager also serves as the
primary contact for the news media and will
respond to citizen inquiries, questions and
complaints.
CURRENT ISSUES & PROJECTS
Continuing to Manage the Economic Downturn
While the City enters 2009
with a balanced budget,
the uncertainty of the
economic climate will be a
challenge for the new City
Manager to ensure that
projected revenues
perform to expectations.
Fire Fighters labor Contract Resolution
The City and IOFF local 404 are presently in labor
contract negotiations. The matter is now before a
mediator. It is expected that the new City Manager
will play a major role in the settlement of this
contract.
Ambulance Service Funding
The City currently provides ambulance services to
all of Walla Walla County. Revenues including
Medicare and Medicaid are not keeping up with
escalation costs to provide this service. As a result,
the City now believes it is subsidizing ambulance
services to non-Walla Walla citizens. This will be
an important issue facing the new City Manager.
Infrastructure Funding
Walla Walla is an older community with aging
infrastructure such as streets, water and sewer.
While the City does have a current Capital
3lPage
Improvement Plan, needs certainly outweigh
current fund opportunities.
IDEAL CANDIDATE PROFILE
The successful candidate will be a talented
manager and leader who understands all aspects
of municipal government and has an appreciation
of the challenges currently facing cities. He/she
should be honest, hard-working, and approachable
by citizens, staff and Council, while assisting in
establishing an atmosphere of trust, mutual
respect, and cooperation. Candidates will be able
to organize and express ideas through excellent
oral and written communications to a wide variety
of audiences such as the City Council, community
groups and other boards and committees. The
selected candidate will be politically astute and
demonstrate an unquestionable sense of integrity.
The new City Manager must be able to accept and
support decisions in a positive manner and take a
collaborative approach in providing city services.
The successful candidate will have excellent
organizational development skills, will delegate
appropriately, and have the ability to foster a strong
team environment. He/she will have a track record
of implementing policies and systems to create and
maintain a high-performance, customer service
focused, organizational culture.
The new City Manager will be a good listener who
consistently deals well with personnel throughout
all levels of the organization, and can be relied
upon to serve as a mentor for those interested in
personal and professional development. The
candidate will also bring an appropriate sense of
humor to the job, as well as a flexible "can-do"
attitude.
EDUCATION & EXPERIENCE
Competitive candidates should have at least five to
seven years of senior public sector management
experience, such as City Manager/Administrator,
deputy/assistant, or department director, in a city or
county or other applicable public sector agency of
similar or larger complexity and size. A bachelor's
degree in public administration, business, or other
applicable field is required. A master's degree is
preferred.
COMPENSATION & BENEFITS
);. $105,000 TO $142,500
y Professional Services Contract with
Severance
y Medical
y Dental
y Vision
y Life Insurance
y Employee Assistance Program
y Vacation
y Sick Leave
y Floating Holidays
y Auto Allowance
y Washington State PERS Retirement
y Deferred Compensation
CITY OF
WALLA
WALLA
For more information about the City of
Walla Walla, please visit:
www.ci.walla-walla.wa.us
The City of Walla Walla is an Equal Opportunity Employer. All qualified candidates are strongly
encouraged to apply by July 13, 2009 (first review, open until filled). To apply, please send a
letter of interest, resume, completed application and answers to the supplemental questions to
Prothman via email at humanresources@prothman.com or mail to the address below. The
application form and the supplemental questions can be found at www.prothman.com.
-PRo-rH1\IfAN
206 368 0050 {ph} 206 368 0060 {fx}
3633 136th PL SE, Suite 206 Bellevue, WA 98006
h umanresources@prothman.com www.prothman.com
P'RDTHMAN
4lPage
..PRoTHMAN
EXAMPLE OF INVITE LETTER
~: Of COlOAAOO SPRINCS
ASSISTANT CITY MANAGER
$132,718 TO $165,898 DOQ
Apply by June 20, 2008 (first review, open until filled)
WHY COLORADO SPRINGS?
The City of Colorado Springs, Colorado is a thriving
community with a diverse economic base in a scenic
location which offers plentiful work and leisure
opportunities. The City is a forward-thinking organization
dedicated to sustainable growth, quality service, and
continual improvement. The City is looking for a talented
management professional to serve as their next Assistant
City Manager. If you are looking for an opportunity to play
a key role in the future of a large, dynamic community,
this is the right position for you!
THE COMMUNITY
The City of Colorado Springs, with approximately 408,000
citizens, is the second most populated city in Colorado. It
is the State's largest city in terms of land, covering an
area of 194.5 square miles. Quality of Life is a key
attraction of Colorado Springs. The City was named by
Money magazine in 2006 as the best big city in which to
live, and the March 2008 Issue of Men's Fitness magazine
ranked Colorado Springs as the fittest city in the country.
The City is situated at the base of Pikes Peak, 70 miles
south of Denver at an elevation of over 6,000 feet. The
Rocky Mountains provide scenic views as well as
opportunity for outdoor activities, making the area an
attractive tourist destination. Citizens of Colorado Springs
enjoy biking, hiking, camping, and many other adventures
throughout the 14,000+ acres of parkland during an
average 247 days of sunshine per year.
Over the years, Colorado Springs has been a tourist
destination due to its surrounding natural beauty and
other landmarks. Some popular sights in and around
Colorado Springs include Garden of the Gods, Pikes Peak
America's Mountain, United States Olympic
Headquarters and Training Center, Cheyenne Mountain
Zoo, United States Air Force Academy, and The
Broadmoor Hotel. Colorado Springs citizens enjoy a
modern urban setting, which offers business, commerce,
and the arts in addition to its numerous parks and trails.
The city airport is the second largest in the state. Quality
schools, low crime rates and diverse faiths add to the
positive sense of community. The local economy is robust
as the military, defense, high tech and tourism industries
have provided the foundation for Colorado Springs to
become one of the nation's top ten fastest growing
economies.
The City is home to five major military installations: Fort
Carson, Schriever and Peterson Air Force Bases,
Cheyenne Mountain Air Station, and the United States Air
Force Academy. Colorado Springs has 7 school districts
with over 161 schools. Of that 161, over 50 are private,
parochial, and charter schools. In addition, Colorado
Springs has more than 28 colleges and universities
including the University of Colorado, and 30 vocational
and 2-year schools, giving the city a college population of
around 32,000.
With all the city and immediate region have to offer, it is
not surprising that Colorado Springs has received
significant recognition as an ideal location and the
community of choice for living, working and leisure.
THE CITY
The City of Colorado Springs is a charter city with a
council-manager form of government. The Colorado
Springs City Council is made up of nine elected officials.
City residents elect a Mayor, four Councilmembers at-
large and four Councilmembers from the districts in which
the candidates reside. The Vice Mayor is elected from
among Councilmembers by a vote of City Council.
The City Manager is appointed by the City Council and is
one of five full-time appointed officials along with the City
Attorney, City Clerk, City Auditor and the Utilities Director.
The current City Manager, Dr. Penelope Culbreth-Graft,
DPA, joined the City in January of 2008. She possesses
a national reputation as a progressive and innovative
leader and manager.
The population of Colorado Springs has grown
dramatically since 1985. The local economy has been
strong over the past decade, although recent trends show
CITY OF COLORADO SPRINGS. COLORADO
some slowing in the rate of economic growth. The
economic base has become quite diversified with a mix of
military installations, defense contracting, software
development, semiconductor manufacturing,
telecommunications, religious and nonprofit associations,
and of course, tourism.
The City has a total 2008 Budget of approximately $359
million, of which over $237 million is allocated to the
General Fund. Colorado Springs is a full service City with
a staff of 2,700 full and part-time employees.
THE POSITION
The Assistant City Manager will have as direct reports the
following Departments: City Planning and Community
Development, Public Works, Information Technology, and
Economic Development, (currently part of the Budget
Department.) This is an at-will position as one of two
Assistant City Managers that serves at the pleasure of the
City Manager. There are approximately 450 FTEs and
budget responsibility of $66 million.
The Assistant City Manager in this position will be
expected to address current issues, including:
~ Working closely with the Planning and Community
Development Department to troubleshoot and
improve the City's permit process.
~ Developing a more effective communication flow to
the City Council regarding projects and faster
information to Council members to minimize or
eliminate surprises.
~ Addressing possible annexation issues.
THE IDEAL CANDIDATE
The ideal candidate will have been a successful City
Manager, Deputy/ Assistant City Manager, or department
head in a large agency and previous experience in an
organization recognized for its excellent customer service
and continuous improvement.
The new Assistant City Manager will be a progressive,
strategic and business savvy leader who understands, in
depth, municipal government and the challenges that they
currently face. The successful candidate will have a
proven track record as an effective administrator with
progressive management skills and will be a results-
oriented team member. Exceptional organizational and
communications skills, both oral and written are required
with a wide variety of audiences such as the City Council,
community groups and other boards and committees. The
ideal candidate should be politically astute and have
demonstrated an unquestionable sense of integrity.
The new Assistant City Manager must be able to accept
and support decisions in a positive manner and take a
collaborative approach in providing city services.
Excellent organizational development skills, appropriate
delegation of tasks, and the ability to foster a strong team
environment are important in this position. The ideal
candidate will have a track record of implementing policies
and systems to create and maintain a high-performance,
customer service focused, organizational culture.
The Assistant City Manager will be a good listener who
consistently deals well with personnel throughout all levels
of the organization, and can be relied upon to serve as a
mentor for those interested in personal and professional
development. The successful candidate will also bring an
appropriate sense of humor to the job, as well as a flexible
"can-do" attitude.
EXPERIENCE & EDUCATION
A bachelor's degree in public administration, business
administration or a related field is required; a master's
degree in public administration or closely related field is
preferred.
The ideal candidate will possess a minimum of seven to
ten years of experience in a comparable or larger agency,
with extensive experience in a senior management role
such as City Manager, Assistant/Deputy City Manager,
department head, or similar senior management position.
Competitive candidates will also have an ongoing record
of training and professional development.
COMPENSATION
~ $132,718 TO $165,898 Doa
~ Medical insurance
Prescription drug coverage
Dental insurance
~ Vision insurance
Life insurance
New hire accrues 15 days paid vacation with one
additional day accrued annually to a max. of 26 days
10 holidays per year
1 personal day per year
PERA Defined Benefit Retirement Program or ICMA
401 (a) Money Purchase Plan
Deferred compensation plans
Flexible spending plans
Long-term and short-term disability
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For more information about the City of
Colorado Springs, please visit:
http://www.sprinqsqov.com
The City of Colorado Springs is an Equal Opportunity Employer. All qualified candidates are strongly encouraged to apply by
June 20, 2008 (first review, open until filled). To apply, please send a letter of interest, resume, completed application and
answers to the supplemental questions to Prothman via email at humanresources@Drothman.com or regular mail to the
address below. The application form and the supplemental questions can be found at www.Drothman.com.
-PRcn-HNJAN
creating solutions
2063680050 {ph}
3633 136th PL SE, Suite 206
shane@prothman.com
206 368 0060 {fx}
Bellevue, WA 98006
www.prothman.com
EXAMPLE OF ADVERTISING COpy
PRc:n-HMAN
Q CITY OF
WALLA
WALLA
WASHINGTON
CITY MANAGER
SALARY: $105,000 - $142,500
* For a complete job description and instructions for applying, visit Prothman Company at
http://www.prothman.com/Current.htm .
* Walla Walla is a thriving community of approximately 31,000 residents, located in the heart
of southeastern Washington's beautiful wine country. Walla Walla offers museums, art
galleries, shops, theatre, concerts, cafes and restaurants, as well as year-round outdoor
activities.
*Reporting to the City Council, the City Manager serves as the Chief Executive Officer of the
City and is responsible for all the operations of the City, including the management of
approximately 264 fulltime employees and a biennial budget of $148 million.
*Competitive candidates should have at least 5 to 7 years of senior public sector
management experience, such as city manager/administrator, deputy/assistant, or
department director, in a public sector organization of similar or larger complexity and size.
A bachelor's degree in public administration, business, or other applicable field is required.
Apply by July 13, 2009 (first review, open until filled)
-PRc:n-HMAN
206 368 0050 {ph}
3633 136'h PL SE, Suile 206
greg@prothman.com
206 368 0060 {fx}
Bellevue, WA 98006
www.prothman.com
Waldron & (om an
1100 Olive Way, Suite] 800
Seattle, WA 98101
(206) 44]-4144 phone I www.waldronhr.com
(206) 441-5213 fax
July 17, 2009
Mayor Jack Dovey
Deputy Mayor Eric Faison
Councilmember Jeanne Burbidge
Councilmember Dini Duclos
Councilmember Jim Ferrell
Councilmember Linda Kochmar
Councilmember Mike Park
RECEI,.., H
- - - _ ~...- uUL 2 2 Zaag
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City of Federal Way
3325 8th Ave S PO BOX 9718
Federal Way, WA 98063-9718
Dear Mayor Dovey, Deputy Mayor Faison and Members of the Council:
Thank you for the opportunity to submit a proposal describing how Waldron & Company
plans to assist you with your City Manager recruitment. We attended the July 7 Council
meeting to understand the Council's expectations regarding this project and discovered
the following:
· You need a firm with impeccable ethics, professionalism, and skill.
· You are concerned about the project staying on schedule and are willing to have
special meetings to keep it on track.
· You need the project to be very transparent to the public, without diluting or
compromising the Council's decision making.
We invite you to contact your peers in other public agencies, such as Mayor Jim
Haggerton of Tukwila, who can attest to the quality of our process in recruiting the CEO
for the Cascade Water Alliance; Mayor Gary Braun of Port Angeles who can attest to our
unique ability to work with Councils to achieve consensus; and both can also attest to our
ability to customize an executive search process to include multiple stakeholders on a
timely basis.
While these examples represent a small fraction of the diverse and complex projects we
have completed in the public sector, we are also unmatched in our service to the non-
profit sector. Our experience in both sectors brings you a depth that our competitors
cannot match in working with volunteer boards, using our national recruiting network,
and representing your best interests with regard to applicant "fit". The Seattle
Foundation, Hopelink, and the Alliance for Education are complex institutions that have
budgets, expectations, and visions that demand the very best in executive recruiting. The
diversity of our clientele ensures that you will not get a "cookie cutter" approach.
The Waldron & Company team is prepared to give your project its full attention; We
offer a competitive price, deep experience, and we see no need for you to choose between
a process that is inclusive and community-oriented and one that delivers qualified
finalists to you by mid-November.
We would be proud to be your partner in finding you a cutting edge manager who can
inspire your staff, restore confidence in your ability to deliver on the community's vision,
and keep Federal Way in its rightful place as one of the most progressive and well run
cities in the state.
~.. e1y;,
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Dick Cushing, Vice President
Proposal to Provide
;< Executive Search Services
Prepared for the City of Federal Way, WA
Waldron & Company
1100 Olive Way, Suite 1800 I Seattle, WA 98101
206.441.4144 (tel) I 206.441.5213 (fax) I www.waldronhr.com
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1. Qualifications
BRIEF HISTORY OF THE FIRM
Founded in 1983, Waldron & Company is a Pacific Northwest-based human resources consulting firm with a
primary focus on providing executive recruitment services to public-sector entities, special purpose districts
and utilities, not-for-profit organizations, foundations, community service organizations, and select private
sector clients. We are recognized as one of the leading search firms headquartered in the Pacific Northwest, and
are known for our thorough approach, open process, inclusion, unparalleled customer service, and long-term
placements. Many of our clients over the course of more than two decades have used our services for multiple
key positions, reflecting the high quality of our work and the long-term nature of our relationships.
With 25 years of experience and more than 800 successful searches, we are proud of the cumulative effect of
our work in finding highly qualified, diverse, and motivated leaders. Although our Executive Search Practice
has grown substantially in the last 4 years, we have put the staff and technical infrastructure in place to handle
this growth, and pride ourselves on our capacity to deliver high quality, thorough and professional "hands-on"
consulting services to public agencies.
More broadly, Waldron & Company has full-service offices in five locations in the Western United States
(Seattle, WA; Portland, OR; Scottsdale, AZ; Boise, ID; Salt Lake City, UT) where we provide dynamic and
complementary Human Resources-related services, including:
Retained Executive Search
Organizational Effectiveness / Organization Development
Executive & Leadership Development
Interim Placement for Executive & Technical Positions
Career Transition
OUR VALUES
At Waldron & Company, long-term customer satisfaction is our highest priority. We believe that striving to
uphold the highest standards of quality, earning the trust of our clients, demonstrating a genuine respect for
the individual, encouraging innovation, and fostering collaboration and teamwork are essential to exceed
our clients' expectations. We specialize in working with public sector clients because we recognize the
critical nature of the executive search process with regard to enhancing agency effectiveness and operational
efficiencies. We also believe that by providing superior service in the area, we are helping to maintain citizen
involvement and public trust in local government.
EEO/INCLUSION
Since the founding of this firm, Waldron & Company has been committed to equal opportunity employment and
to serving the citizenry by encouraging and fostering diversity among our community and civic leaders. This is
a core value of our company and one that has served the citizens of the region well.
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Completed Executive Search Placements
(Agencies of Similar Size & Complexity)
Below you will find searches completed by Waldron & Company for cities and intergovernmental organizations
of similar size and complexity to the City of Federal Way.
City of Federal Way (Population: 84,309)
· City Manager
· Finance Director
· Director of Parks, Recreation & Human Services
· Surface Water Management Project Engineer
Waldron & Company successfully placed Federal Way's first City Manager and longest running City Manager
to date.
City of Kent (Population: 83,978)
· City Administrator
· Deputy Chief of Administration
· Accounting Manager
· Assistant Fire Chief
· Division Manager
· Engineering Manager
· Fire Chief
· IT Director
· Public Works Operations Director
· Transportation Engineer
· Water Quality Engineering Supervisor
Kent, the next largest city behind Federal Way in King County has been one of the fastest growing cities over
the last decade. Waldron & Company has worked with Kent through this drastic growth and has ensured the
correct people are in place to help the City mature.
City of Lake wood (Population: 56,983)
· City Manager
· Public Works Director
After being pleased with Waldron & Company's services with a successful City Manager search, the City of
Lakewood used Waldron for the second time in a year to find a Public Works Director. Both hires have been
with the city for 5 years.
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City of Vancouver (Population: 163,186)
· CFO
· Deputy Fire Chief
· Police Chief
· Parks & Recreation Director
Waldron & Company has worked very closely with Vancouver over the past few years helping to establish a
number of key executive level positions. The fourth largest city in the state, Vancouver faces many of the same
challenges seen in Federal Way.
City of Seattle (Population: 598,541)
· Director, Dept. of Neighborhoods
· CFO, Public Health
· Director, Planning & Development
· Director, Human Services
· Legislative Policy Analyst
· Director, Office of Housing
· Public Information Officer
· Senior Capital Facility
· Senior Transportation Planner
Located in the City of Seattle, Waldron & Company has established and maintained a solid relationship with
its hometown city. Working with the largest city in the state, and the Pacific Northwest, has presented Waldron
& Company with a number of political challenges, in each instance Waldron has proven experience and a
dedicated team can help to work through any situation.
City of Renton (Population: 62,266)
· Community Services Administrator
· Director of Finance
· Director of HR
· Executive Assistant to the Mayor
· Financial & IS Administrator
· Fire Chief
· Police Chief
· Risk & Safety Manager
· Transportation Engineer
· Transportation Planner
· Utilities Maintenance Supervisor
· Utility Engineering Supervisor
Renton, just slightly smaller than Federal Way, has experienced rapid growth since 1990. The growth of over
20K people is very similar to the increase Federal Way has experienced over the same period. Waldron has
worked closely with Renton to make sure solid management and staff are in place to maintain a high level of
service through this period.
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City of Belle vue (Population: 123,771)
· City Attorney
Waldron placed the City Attorney 5 years ago and she is still happily working with the City today.
City of Spokane (Population 202,319)
· Chief of Police
A former Chief of Federal Way, Chief Kirkpatrick has been very successful in working in the second largest city
in the state over the last 3 years.
Valley Communications Center (Service Population: Approximately 700,000)
· Director
This Regional 9-1-1 Center is an important part of South King County that effects many communities. Waldron
was proud to find a Director that has proved to be successful in forging solid relationships with the population it
currently serves.
Cascade Water Alliance (Service Population: Approximately 350,000)
· CEO
Cascade Water Alliance, an intergovernmental organization working with 5 cities and 3 water and sewer districts
throughout the Puget Sound Region, Waldron & Company recruited the current CEO at Cascade Water who has
proved to be effective in his ability to deal with the many challenges that the organization currently faces.
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2. Scope of Services
(Approx. 90 days from award of search to selection.)
PLAN, SCHEDULE, AND BUDGET (WEEKS 1-3)
Working in conjunction with the Council, Waldron & Company will develop a plan, schedule and budget for the
recruitment process. We will take into account deadlines, reporting requirements, and other determining factors
necessary to launch a successful search.
During this stage of the project, Waldron staff will submit a draft timetable for Council approval. The timetable
will include key milestones for the project, as well as the Council's target for selection and appointment of the
new position.
The goal ofthis stage of the process is to establish clear roles and responsibilities, identify stakeholders and their
expected levels of participation, and implement a mutually agreeable schedule.
DEVELOP CANDIDATE PROFILE (WEEKS 2-7)
Subject to the approval of the Council, Waldron & Company will develop a candidate profile, position
description, and applicant qualifications for use as the basis for the solicitation of potential candidates.
Techniques used to obtain a comprehensive candidate profile will include:
· Conducting private interviews with key stakeholders as directed to determine desired candidate skills,
cultural fit, experiences, and attributes. These interviews are done on-site when practical and via telephone
when necessary.
· Reviewing the current position description (if any), and other archival information related to the position and
the organization.
· Preparing and refining the comprehensive Position Specification for the position which includes: A general
description of the City of Federal Way; the basic function, authority and responsibilities of the City Manager;
the City's immediate and long term goals, as well as the City's vision, mission, values and philosophy; all
candidate qualification requirements including education, experience and personal characteristics; and, the
position's salary range, benefits and relocation provision (if any).
CANDIDATE SOLICITATIONS (WEEKS 2-7)
Waldron Principals and Consultants have developed an exhaustive list of print and web outlets that post
available positions. In concert with the Council, Waldron & Company will develop a comprehensive list
that includes websites, association journals, and social networking sites likely to reach the most diverse and
highly qualified audience. We recognize the necessity of going beyond the obvious media outlets. We dedicate
specialized researchers to locate and use informal groups and associations to provide our public sector clients
with the best opportunity to reach for talent. We utilize traditional methods as well as social networking sites.
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OUTREACH RECRUITMENT (WEEKS 2-7)
Waldron Principals and Consultants have developed a unique connection to many executives working in the
public sector over the last 25 years. While we gain significant visibility through the strategic use of appropriate
media, our success in bringing the best candidate pool forward relies on our ability to target and recruit proven
candidates. This will be our approach to recruitment on behalf of the City.
Typical activities involved in recruiting for city manager candidates will include:
· Waldron Consultants and Principals making direct recruitment calls to contacts and prospective candidates.
· Utilizing Waldron's database and contacts to develop a comprehensive list of prospects to be reached through
a direct mail/email campaign.
· Waldron & Company deployment of key staff members dedicated to research and candidate identification.
· Direct correspondence with target prospects.
· Distributing position materials and announcements, as well as requests for supplemental information.
Our goal in this part of the project is to turn highly qualified prospects into an applicant pool that provides the City
with a superior list of candidates for further consideration.
CANDIDATE SCREENING (WEEKS 7-9)
At the close of the solicitation and recruitment period, Waldron & Company will conduct phone and in-person
interviews with 'high-potential' candidates that meet the City's requirements. Following the interviews, we will
review the most promising candidates with the Council and recommend a pool for further consideration.
Our process will include having candidates provide a brief application and responses to supplemental questions
developed in concert with the Council. We have found that the completed supplemental materials can provide:
· A good sample of a candidate's writing ability.
· An early indicator of the sincerity of his/her interest.
· An opportunity to view a candidate's analytical, management, and communication styles.
· An indicator of hislher philosophy and values.
Using the results of our interviews, the application, supplemental responses, resume, and any other materials
submitted by candidates, we will partner with the Council to identify the top semi-finalists. Our goal in this
stage of the project is to ensure that the Council is reviewing a group of candidates that not only meet minimum
qualifications, but allow the Council to measure "fit" and are highly motivated to compete for the position.
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REFERENCES AND FINAL INTERVIEW PREPARATION (WEEKS 9-12)
As soon as the Council has selected the candidates for the final interviews, Waldron & Company will engage
in an intensive process of collecting references from peers, subordinates, and superiors. In preparation for final
interviews we will work with the Council to design the final interview process.
Prior to final interviews, we will deliver a written report that includes the application, candidate answers to
supplemental questions, resume, reference reports, and education verifications for each candidate. In addition,
we provide our clients with:
· A list of suggested interview questions designed to augment questions that participants may wish to ask.
· A quantitative/qualitative scoring system to evaluate and compare the merits of each candidate (if desired)
· Assistance in making the needed travel arrangements (if any) for the final interviews facility tours, or any
testing needed by the department.
· Access to the Waldron & Company project team to act as facilitators during the finalists' interviews.
If needed, Waldron will facilitate the selection of finalists. The Waldron & Company Project Manager will
negotiate on behalf of the City with the selected candidate.
Representative Project Schedule
The following is an outline of a draft schedule to demonstrate how the calendar for a typical executive search
project is drafted and discussed with Waldron & Company clients.
(See Next Page)
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VI UJdldron & (om~
... env Of
~ Federal Way
City Manager
Date
Activity
8/7/09
Kick-off recruitment, identify key stakeholders, schedule
interviews.
8/10/09 - 8/14/09
Interviews with Councilmembers and other key stakeholders
as directed.
8/24/09
Council Review and Approval of Position Description.
8/25/09 - 9/25/09
Recruitment and advertising.
9/28/09
Target for submittal of resumes & cover letters.
10/2/09
Deliver screened candidate materials to the
City Council.
10/5/09
Work Session with Council to identify semi-final candidates.
10/6/09 - 10/16/09
Interviews with semi-finalists by Waldron & Company.
10/19/09
Waldron & Company recommends finalists and completes
plans for final interviews.
10/20/09 - 11/2/09
Background checks of final candidates including references and
education verification.
11/6/09
Final Interviews.
* Bold items require participation by City Council.
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3. Consulting Staff
STAFF RESOURCES & ALLOCATION TO THE FEDERAL WAY CITY MANAGER SEARCH
Dick Cushing Vice President, Public Sector
60%
Dick has nearly thirty-five years of local government executive experience, including serving seventeen years
as the City Manager of Olympia, Washington's Capital City. Prior to his tenure in Olympia, Dick served
as City Administrator in Kent, Washington, Assistant City Manager and Interim City Manager in Bellevue,
Washington, and Interim City Manager in Ocean Shores, Washington. Dick has served as President of the
Washington City/County Management Association (WCMA), Vice President of the International City/County
Management Association (I CMA), and was the first President of the Washington Cities Insurance Authority.
Dick holds a Bachelors degree in Political Science from the University of Washington and a Masters degree
in Public Administration from the Daniel J. Evans School of Public Affairs at the University of Washington.
He is active in his community and teaches Local Government at The Evergreen State College in Olympia.
Lane Youngblood
Vice President, Public Sector
25%
Lane joined Waldron & Company to enhance the high quality service delivery to our public sector clients.
As a member of the Leadership team, she is involved in setting the strategic direction of the search practice.
Lane has eighteen years of local government experience, including serving fifteen years with the City of
Woodinville as its Public Services Coordinator and most recently Director of Parks and Recreation. She has a
strong background in capital development and the regulatory environment and served in Seattle's Department
of Construction and Land Use in zoning enforcement as well as building inspection.
Prior to her public sector experience, she was a journeyman carpenter, building contractor, and taught
carpentry at South Seattle Community College. She is a graduate of Lewis and Clark College and is a Friend
of Third Place Commons.
Martin Logan
Consultant
15%
As a Consultant, Martin provides leadership and direction to the Waldron & Company Associate team
specializing primarily in executive search. His organizational skills and high level of customer service prove
to be extremely beneficial in managing or supporting the search process.
Martin holds a Bachelor of Science Degree in Psychology from the University of Washington. Prior to
joining the firm, Martin worked in customer service management for over seven years.
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4. References & Related Projects
James 1. Buck, Director
King County Department of Executive Services
401 Fifth Avenue, Suite 610
Seattle, WA 98104-1818
206-263-9750
jim.buck@kingcounty.gov
· Director, REALS
· Facilities Maintenance Manager
· Wastewater Plant Manager
· Director, OEM
Pat McDonell, City Manager
City of Vancouver, WA
210 E. 13th St.
Vancouver, WA 98668
360-487-8600
pat.mcdonnell@ci.vancouver.wa.us
· Police Chief
· CFO
· Deputy Fire Chief
· Parks & Rec. Director
Jay Covington, City Administrator
Denis Law, Mayor
City of Renton, WA
1055 S. Grady Way
Renton, WA 98057
425-430-6500
jcovington@rentonwa.gov
dlaw@rentonwa.gov
· Executive Assistant to the Mayor
· Utility Engineering Supervisor
· Director of HR
· Director of Finance
· Risk & Safety Manager
· Utilities Maintenance Supervisor
· Community Services Administrator
· Transportation Engineer
· Transportation Planner
· Financial & IS Administrator
· Fire Chief
· Police Chief
Gary Braun, Mayor
City of Port Angeles, W A
321 East 5th Street
Port Angeles, WA 98362
360-417-0170
gbraun@cityofpa.us
· City Manager
· Public Works Director
Mark Nelson, Mayor
City of Medina, W A
501 Evergreen Point Road
Medina, WA 98039
425-233-6400
mnelson@medina-wa.gov
· City Manager
· Public Works Director
· Planning Director
· City Clerk
Gary Buchanan, Director of Seaport Security
Port of Seattle
P.O. Box 1209
Seattle, WA U.S.A. 98111
206-728-3117
buchanan.g@portseattle.org
· CAO/CFO
· HR Manager
· Director, Labor Relations
· Deputy Police Chief
· Assistant Engineering Director
Mark Lamb, Mayor
City of Bothell, W A
18305 10lstAve. NE
Bothell, WA 98011
425-368-4238
mark.lamb@ci.bothell.wa.us
· City Manager
· Public Works Director
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Cindy Johnson, City Manager
City of RicWand, W A
505 Swift Blvd.
Richland, WA 99352
509-942-7390
cjohnson@ci.richland.wa.us
· Assistant City Manage
· Police Chief
Steve Hall, City Manager
City of Olympia, WA
PO Box 1967
Olympia, WA 98507
360-753-8447
shall@ci.olympia.wa.us
· Public Works Director
· Assistant City Manager
· Parks, Arts, & Rec. Director
· Community Development Director
· City Attorney
· City Manager
Jim Haggerton, Mayor
City ofTukwila
6200 Southcenter Blvd.
Tukwila, WA 98188
206-433-1850
tukmayor@ci.tukwila.wa.us
· Finance Director
· City Administrator (For Mayor Steve Mullet)
· Economic Development Director (For Mayor Steve Mullet)
Laura Dubois, Mayor (Current Client)
City of Sequim, W A
152 W Cedar St.
Sequim, W A 98382
360-477-4884
ldubois@ci.sequim.wa.us
· City Manager (this search is currently in progress at the semi finalist stage)
· Public Works Director
Tony Piasecki, City Manager
City of Des Moines, W A
21630 11th Avenue South, Suite A
Des Moines, WA 98198
206-870-6541 .
tpiasecki@desmoineswa.gov
· City Attorney
· Finance Director
· Police Chief
· Planning, Building, & Public Works Director
· City Transportation Engineer
· Assistant City Manager
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5. Cost
Schedule A.
Professional Services Fee: Waldron & Company's fee for providing professional services is a flat fee of
$25,000. No additional fees will be assessed for clerical or administrative support. This fee includes all expenses
associated with the search.
Schedule for payment: Professional fees are billed in three equal installments during the course of the search.
The initial installment is billed at the time Waldron & Company is engaged. The second installment is billed
when semi-finalists are selected. The final installment is billed at the conclusion of the search. Expenses are
billed monthly. All invoices are due upon receipt by the client.
Guarantee: Waldron & Company guarantees placement of a qualified candidate. Waldron & Company will
provide a two-year search guarantee of the selected individual. If the selected individual leaves the position for
any reason other than death, physical or mental incapacity or termination initiated by the client without cause,
we will conduct a replacement search with no additional service fee. The only cost to the client would be pass-
through expenses related to the additional search. Within the guarantee period, Waldron must be notified in
writing of a termination within 30-days of its occurrence.
Schedule B.
Professional Services Fee: In addition to the above mentioned fee Waldron & Company with have a flat fee of
$2500 per candidate for each site requested by the City.
6. Early Termination
Cancellation: The City of Federal Way will have the right to cancel the search at any time. Your only obligation
to Waldron & Company would be the fees and expenses incurred prior to cancellation on a prorated basis.
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7. Sample Materials
The following are examples of the kind of materials generated for the recently conducted Sequim City
Manager search and are a good indication of the quality with which we represent the client. These materials
include the invite/referral letter, job announcement/advertisement, and our recruiting specification.
Sample Invitee/Referral Letter:
Waldron & Company has been retained by the City of Sequim, W A, to assist in its search for a new City
Manager. You were identified as someone who may be interested in this great opportunity or be able to refer
qualified candidates to us. Either way, we would love to hear from you. Salary is competitive and currently
under review.
The City of Sequim is located along the Strait of Juan de Fuca on the beautiful Olympic Peninsula in
Washington State, approximately 2 hours from Seattle, Tacoma, or Olympia. Sequim offers a unique
combination of small town charm with a robust array of services and amenities that attract visitors and support
a regional population of approximately 30,000.
Due to the effect ofthe rain shadow created by the 7,000-foot peaks of the Olympic Mountains, Sequim enjoys
a milder climate than most cities in the state with an average annual rainfall of only 15 inches. Residents have
access to unlimited outdoors activities like fishing, hiking, boating, and golfing. Residents can readily access
Olympic National Park or catch a quick ferryboat ride to historic Victoria, British Columbia.
Sequim is a full service City that operates under the Council/Manager form of government with 72 dedicated,
professional, and skilled staff members and a budget of$20M. As of2009, Sequim's population is 5,951 and
the City has experienced population growth since 2000. The median home cost in Sequim is $185,710.
Sequim's Comprehensive Plan identifies the role that citizens expect the City to play in the region:
"Sequim will be the center of financial, commercial, retail, cultural, educational, recreational and medical
services and activities on the northern Olympic Peninsula, while maintaining its friendly small town and rural
atmosphere. "
The City Manager acts as the Chief Executive Officer for the City and reports to the City Council. He/She is
responsible for all operations of the city including, direction of the city, fiscal responsibility, administration,
and overseeing all departments to ensure daily functions are performed according to the established rules and
regulations of the city and state.
The ideal candidate will be a seasoned executive in municipal government with success in budgeting and
financial management as well as economic development. Moreover, the City seeks a dynamic leader with the
capacity to leverage the City's excellent resources to better serve its citizens.
Graduation from an accredited 4-year college or university with a degree in Public Administration or a closely
related field is preferred. Candidates should also have seven (7) or more years of progressively responsible
municipal management experience. A Master's Degree is desirable.
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Sample .Job Announcement/Advertisement:
City of Sequim, W A
City Manager
Competitive Salary
Located on the beautiful Olympic Peninsula in the State of Washington, the City ofSequim (pronounced
"skwim") offers extraordinary natural beauty and enjoys a reputation as one of the most inviting cities of the
Pacific Northwest. Sequim is conveniently located 65 miles northwest of Seattle, and is only a 30-minute
ferryboat ride to Victoria, British Columbia. Residents and visitors have ready access to an array of northwest
landmarks such as the Pike Place Market in Seattle, the Empress Hotel in Victoria, the Olympic National
Park, and the world famous San Juan Islands. Sequim is home to approximately 5,900 residents, and provides
business, cultural, and educational services for a regional service population of about 30,000.
The City Manager serves as the chief executive officer of the City to administer, enforce and direct the
operations of the City. He/She will be responsible for directing the development and administration of the
City budget and capital program, and overseeing the implementation ofthe City's comprehensive plan,
goals, and objectives to meet the needs of the citizens. Furthermore, the City Manager will provide overall
leadership and promote organization values among City staff members. He/She will be responsible for
fostering a commitment to customer service, high quality work products and processes, consistent and ethical
implementation of City policies and regulations, and a positive working environment for all.
The ideal candidate will have demonstrated expertise in budgeting and financial management in a full service
city with oversight of a variety of operating departments and bargaining units. In addition, the City seeks a
dynamic and charismatic leader who will be a visible part of keeping Sequim a great place to live, work, and
play.
Candidates must have a Bachelors Degree in Public Administration or a closely related field and a minimum
of seven (7) years of progressively responsible municipal management experience. A Master's Degree is
desirable. Candidates with an equivalent combination of education, experience and training that provides the
required knowledge, skills, and abilities will also be considered.
The City of Sequim is an Equal Opportunity Employer and is committed to hiring a diverse workforce. All
qualified applicants are encouraged to apply. Please send cover letter and resume by July 9, 2009 to: Waldron
& Company, 1100 Olive Way, Suite 1800, Seattle, WA, 98101, 206.441.4144, 206.441.5213 (fax), info@
waldronhr.com.
Sample Recruiting Specification:
(See Next Page)
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CI1Y MANAGER
REPORTS TO: 7 MEMBER CI1Y COUNCIL
BUDGET: $20 MILLION
TOTAL FTE: 72
SALARY RANGE: $100,000 - $130,000 PLUS BENEFITS
THE COMMUNIlY
Located on the beautiful Olympic Peninsula in the State of Washington, the City of Sequim
(pronounced "skwim") offers extraordinary natural beauty and enjoys a reputation as one of the
most inviting cities of the Pacific Northwest. Sequim is conveniently located 65 miles northwest of
Seattle, and is only a 3D-minute ferryboat ride to Victoria, British Columbia. Residents and visitors
have ready access to an array of northwest landmarks such as the Pike Place Market in Seattle, the
Empress Hotel in Victoria, the Olympic National Park, and the world famous San Juan Islands.
Sequim is home to approximately 5,900 residents, and provides business, cultural, and educational
services for a regional service population of about 30,000. The City has secured a reputation as
a highly desirable family-oriented city as well as a destination for visitors with its abundance of
outdoor amenities, recreational opportunities, pristine surroundings, and friendly neighborhoods.
The Dungeness River Valley boasts a rich Native American legacy and offers visitors and residents
a truly unique cultural and historical experience.
The City of Sequim is supported by a strong business
community and vibrant tourism industry. In addition to
new stores and services, the city is dotted with unique
gift shops, galleries, and restaurants that contribute to
the economic vitality of the region. These businesses
in turn provide support for community activities such
as the annual Irrigation Festival and Music in the Park
concert series. The community calendar is filled with
an array of clubs and organizations ranging from the
traditional Elks and Rotary Club to language classes and
hobby groups with a variety of activities for children,
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adults, and seniors. Sequim's public schools are
highly regarded in the area.
The City lies within the rain shadow of the
Olympic Mountains and receives only about 15"
of annual rainfall. This mild climate allows for a
robust production of lavender, celebrated in the
annual Lavender Festival, as well as a variety of
working farms, wineries, and other rural amenities.
The balance that is struck between city life and
country benefits is often sited as one of the City's
most treasured characteristics. Bird watching,
whale watching, and other seasonal pastimes appeal to residents and visitors. Year round activities
include hiking, golf, fishing, sailing, sea kayaking, and hunting.
THE POSITION
The City Manager serves as the chief executive officer of the City to administer, enforce and
direct the operations of the City. He/She will be responsible for directing the development and
administration of the City budget and capital program, and overseeing the implementation of the
City's comprehensive plan, goals, and objectives to meet the needs of the citizens. Furthermore,
the City Manager will provide overall leadership and promote organization values among City
staff members. He/She will be responsible for fostering a commitment to customer service, high
quality work products and processes, consistent and ethical implementation of City policies and
regulations, and a positive working environment for all.
As the representative of the City, the City Manager must have a strong knowledge of municipal
operations and a demonstrated ability to communicate complex technical issues, processes, and
the risks and rewards of alternative actions to the City Council and a variety of audiences. The
City Manager will also have an important external role, promoting the City and maintaining
intergovernmental relationships with other government agencies, and public and private
organizations.
THE CI1Y
The City of Sequim is a Council/Manager form
of government. The City Manager is hired by the
seven member City Council and implements its
adopted policies and plans. Seventy-two dedicated,
professional, and skilled staff members provide a full
complement of public services through the Public
Works, Planning, Police and Administrative Services
Departments and the City Clerk's office.
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Incorporated in 1913, Sequim adopted the City Manager
form of government in 1995 and has had just three City
Managers since the change in government. Sequim is
an active city with the challenges and opportunities that
accompany newly incorporated cities facing dynamic growth.
A robust tourist sector and a friendly, walkable downtown
are often sited among its best features while large retailers
such as Home Depot and Wal-Mart provide a reliable source
of sales tax revenue. These recent arrivals have not had the same impact on small businesses as is
common in other communities. Instead they have added to the economic vitality of the region and
decreased sales tax leakage to other communities.
Sequim's strength as a community is founded on a tradition of a very active and engaged citizenry
with high expectations, and a strong contingent of motivated, experienced and enthusiastic
volunteers, many with significant corporate and business leadership experience. From Council
members to field staff, the City of Sequim is a source of pride and its quality of life a primary
motivating factor for a high level of dedication to public service delivery.
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June 2009
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Ideal Candidate Profile
The ideal candidate will have demonstrated expertise in budgeting and financial management in a full
service city with oversight of a variety of operating departments and bargaining units. In addition, the City
seeks a dynamic and charismatic leader who will be a visible part of keeping Sequim a great place to live,
work, and play.
A demonstrated ability to build and maintain public confidence through effective, fair, and proactive
management on behalf of the City Council is a key priority for this position. The ideal candidate will
have well-developed communication skills and broad experience with a variety of audiences. He/She will
be responsible for official City communication, media contacts, and will have a key role in encouraging
appropriate public participation in City decisions.
The ideal candidate will have proven management success; someone who establishes clear expectations
and uses modeling, mentoring, and training to help staff members excel in their functions. Sequim seeks
an individual who will recognize staff achievement and effort while holding staff members accountable. A
fair and compassionate leader, the City Manager will quickly earn the trust of staff and promote a culture
where internal communication and cooperation are highly valued and where excellent customer service
skills are routinely practiced. The City Manager should be able to point to past successes in establishing
clear ethical standards as well as performance measures for productivity.
The desired candidate will be politically astute and have a true passion for local government. Financial
management must be a strength; he or she must have a proven ability to seize opportunities on behalf
of the residents of the City and take advantage of finance opportunities, revenue streams, grants, and
partnerships. Sequim is a forward thinking organization and is looking for a City Manager who will
incorporate state of the art professional city management skills and best management practices into its
operations.
The City's brand is essential to its future success and the ideal candidate will have experience in managing
a municipality where tourism and economic development go hand in hand with preserving the essential
"small town" feel of a community. At the same time, the City Manager must be able to build and maintain
relationships between Sequim and Port Angeles, the Port of Port Angeles, major employers in the area, the
tribes, and other parties that could help leverage City resources to meet mutually beneficial objectives.
The Council has recently undertaken steps to improve communication among its members and to work
more effectively as a group. The new City Manager must be skilled at team building and coaching and
have the ability to foster good working relationships among Council members. The ideal candidate will
provide newly elected council members a comprehensive orientation.
The ideal candidate will be a good listener with a robust sense of humor; a straightforward, action-oriented
leader who will inspire and engage his or her employees; and a city manager dedicated to promoting the
City of Sequim's best interests. In addition to enjoying the challenges and rewards of moving the City
forward toward a community vision, the ideal candidate will enjoy community events, participation in
local activities, and will call Sequim "home".
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Issues and Priorities
· Developing sustainable service levels will be a priority for
the new City Manager. He/She will spend the necessary
amount of time to get to know each Council member, the
department heads as well as the rest of the City staff, and
key community leaders and partners. The City Manager
will evaluate the City's assets, human resources, finances,
and operations and make recommendations for right-
sizing operations while making any structural changes
necessary to respond to the increased service demand in light of flat or decreasing revenues.
· The City has recently experienced a period of tremendous growth and development with a
population increase of 31 % since 2000. This growth has given rise to a variety of growth related
policy issues that many cities must tackle including the best way to manage growth, maintain
the City's pleasant and relaxed atmosphere, create and maintain workforce housing, and reduce
the negative impacts of growth while building a stable economy.
The current lull in development caused by the national economic downturn gives the City
an opportunity to explore these issues and move toward a shared vision for the future. The
City Manager will play an integral role in creating an environment in which these community
discussions can be carried out in a respectful and proactive fashion. He/she will guide the staff
as they implement any subsequent land use designations, fees, or standards in a professional
and consistent manner.
· Sequim has a number of capital projects intended to expand or maintain its network of roads,
sewers, parks, and projects that require immediate and sustained attention. These include the
expansion of the water reclamation project, and capital projects underway or planned for 20 I O.
In addition, the economic downturn has forced the City to defer several important capital
projects. The expectation is that the new City Manager will quickly become informed and be
ready to provide guidance so that these projects stay on track or are rescheduled and financed
when appropriate.
· The new City Manager will need to quickly develop relationships with other public agencies and
organizations and demonstrate leadership, creativity, and innovation to achieve City goals and
objectives in concert with its key partners on the Olympic Peninsula, in the County, and in the
State. The partnerships necessary to finance and distribute reclaimed water are of particular
significance as well as joint planning issues such as transportation, protection of sensitive
watersheds, public safety, workforce housing, and emergency management. In particular, the
potential annexation and expansion of the Battelle Marine Science Laboratories facility will
require joint work with Clallam County to successfully complete.
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. Sequim is not immune to the financial woes that are plaguing local governments throughout the
country, but is somewhat better positioned to make headway in these difficult times relative to other
agencies in Washington. The priority for the City Manager will be to assess the City's financial strength
and help the Council respond with effective policies while providing the staff with operating directives
that make the most of scarce resources.
. The City Council recently adopted a straightforward work plan that has produced a substantial degree
of consensus among Council members and improved the staff's workload management and financial
planning. It is a priority for the City Manager to use this or a similar method to readily and routinely
communicate project status, establish realistic expectations for budget and schedule, and help the
Council respond to changing conditions. An important task for the new City Manager is to manage
the flow of information between the staff and Council in order to achieve Council objectives with
efficiency and fiscal accountability.
Minimum Qualifications
Graduation from an accredited 4-year college or university with a degree in Public Administration or a
closely related field is preferred. Candidates should also have seven (7) or more years of progressively
responsible municipal management experience in a stand-alone community, preferably one where tourism
and economic development knowledge and skills have been demonstrated. A Master's Degree is desirable.
Candidates with an equivalent combination of education, experience and training that provides the
required knowledge, skills, and abilities will also be considered.
To ApPLY
" UJaldron & (Ompdnq
The City of Sequim is an Equal Opportunity
Employer and is committed to hiring a diverse
workfor'ce. All qualified applicants are encouraged
to apply. Please send cover letter and resume by
July 9, 2009 to:
1100 Olive Way, Suite 1800
Seattle, WA 98101
206-441-4144 @ 206-441-5213 (fax)
info@waldronhr.com
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