HomeMy WebLinkAbout1993/09-10-CCM RM CITY COUNCIL
MEETING SCHEDULE
SEPTEMBER - OCTOBER, 1993
Monday, Sept. 2p 7:30
Pm Parks & Recreation Committee
7: 00 pm Chamber of Commerce at
Tuesday, Sept. 21 �erican Legion
5 :15 pm Port Authority
7:30 pm Re ular Cit
g y Council
Wednesday Se t.
' P 22 7: 00
pm M�`I'A - Burnsville
Tuesday Sept. 28
' 5 : 00 pm Planning Commission
Wednesday, Se t.
p 29 7: 00 pm Birchview Terrace Informational Meeti
Monday, Oct. 4 ng
6:30 pm Utilities Commission
Tuesday, Oct. 5 5:15
Pm Port Authority Commission
7:30 pm Regular Cit
Thursda Y Council
Y, Oct. 7 7:30 pm Parks & Rec. Workshop
Monday, Oct. 11
� Holiday, City Offices Closed
'I'uesday, Oct. 12 -
5 : 00 pm Plannin
g Commission
Thursday, Oct. 14 4 : 00
Pm USPCI Trust Fund Comm. Meeting
7: 00 pm Community Center Committee
Monday, Oct, lg
7:30 pm Parks & Recreation Committee
Tuesday, Oct. 19 5 :15
Pm Port Authority Commission
7:30 pm Regular City Council
Tuesday, Oct. 26 5 : 00 pm Planning Commission
City Council Meetings lst & 3rd Tuesda
Port Authority
MVTA (� Vl lst & 3rd Y• at 7:30 p.m.
y Tran. Auth) 4th Wed. , �esday, at 5:30 p,m.
Parks & Recreation Comm, 3rd Monda Burnsville,
Plannin �= �� P•m.
g Commission 2nd & 4thyTuesda �30 p m.
Utilities Commission
USPCI Trust Fund 1st Monda y� at 5: 00 p,m,
2nd Thursdaafter lst Tues . , 6:30
y� 4 Pm @ 14555 S. Robert Tr.
�
THE PAR GROUP CHICAGO
� Paul A. Reaume, Ltd. Executive Office Centre
100 North Waukegan Road
Public Lake Bluff, Illinois 60044-1600
Management Consultants TEL 708/234-0005
FAX 708/234-8309
REPRESENTATIVE CLIENT LIST
THE PAR GROUP-PAUL A. REAUME, LTD.
EXECUTIVE SEARCH ASSIGNMENTS
Clients Personally Served by Principals of the Firm
ARKANSAS
Client: Bella Vista Village Recruitment: Director of Public Works
Property Owners' Association
Bella Vista
li n • City of Little Rock Recruitment: City Manager
(Population: 170,000)
CALIFORNIA
li n • City of Santa Ana Recruitment: City Manager
(Population: 225,000) Assistant City Manager
li n • City of San Jose Recnutment: City Manager
(Population: 712,000) City Auditor
City Attorney
City Clerk
Director of Policy Analysis
COLORADO
Client: City of Arvada Recruitment: City Manager
(Population: 89,000)
Client: City of Aurora Recruitment: City Manager
(Population: 194,000)
Client: Gty of Boulder Recruitment: City Manager(2)
(Population: 77,000)
li n • City of Colorado Springs Recruitment: City Manager
(Population: 272,000)
li n • City of Englewood Recruitment: Downtown Development
(Population: 30,000) Director
Assisting in the Achievement of Excellence in the Public Service Since 1972
►
' CLIENT LIST-THE PAR GROUP Page 2
li n • City of Greenwood Village Recruitment: City Manager
(Popularion: 8,500)
li n • City of Lakewood Recruitment: City Administrator (3)
(Population: 121,000) Director of Public Safety
Director of Public Works
li n • Town of Winter Park Recnutment: Town Administrator
(Population: 650)
CONNECTICUT
1C ient: Town of Bloomfield Recruitment: Town Manager
(Popularion: 19,500)
1C ient: City of Hartford Recruitment: City Manager
(Population: 138,400)
li n • City of Meriden Recruitment: City Manager
(Population: 57,000)
li n • Gty of New Haven Recruitment: Chief Administrative Officer
(Population: 123,000)
li n • Town of Newington Recruitment: Town Manager
(Population: 29,420)
li n • Town of West Hartford Recruitment: City Manager
(Population: 60,000)
FLORIDA
1C ient: City of Gainesville Recnutment: Deputy City Manager-
(Population: 83,000) Administrarion
Deputy City Manager-
Operations
Client: City of St.Petersburg Recruitment: City Manager
(Population: 241,000)
ILLINOIS
Client: Village of Barrington Recruitment: Director of Public Safety
(Population: 9,000) Chief of Police
' CLIENT LIST-THE PAR GROUP Page 3
li n • Village of Bensenville Recruitment: ChieE of Police
(Popularion: 17,700)
li n • City of Carbondale Recruitment: City Manager
(Population: 25,000)
li n • Village of Carol Stream Recruitment: Chief of Police
(Population: 33,500)
li n • Central Lake County Joint Recnutment: Executive Director
Action Water Agency
li n • Champaign County Recnutment: County Administrator
(PopulatioM: 168,392)
Client: City of Champaign Recruitment: City Manager
(Population: 60,357) Assistant City
Engineers(2)
li n • Cunningham Children's Home Recruitment: Executive Director
1C ient: Village of Downers Grove Recruitment: Fire Chief
(Population: 42,000)
li n • County of DuPage Recruitment: Deputy Executive Director,
(Population: 727,000) Forest Preserve District of
DuPage County
li n • Viilage of East Hazel Crest Recruitment: Chief of Police
(Population: 1,300)
li n • City of Elgin Recnutment: City Manager (2)
(Population: 85,000) Chief of Police
Director of Codes Administration and
Community Preservation
Director of Public Works
Director of Parks,Recreation,and
Leisure Services
1C ient: City of Elmhurst Recruitment: Chief of Police
(Population: 43,000)
li n • City of Evanston Recnutment: City Manager
(Population: 72,000) Fire Chief
li n • Village of Flossmoor Recruitment: Village Manager (2)
(Population: 8,000) Director of Public Works
li n • Village of Glencce Recruitment: Village Manager (2)
(Population: 9,000) Director of Public Safety
Director of Public Works
' CLIENT LIST-THE PAR GROUP Page 4
li n • Village of Glendale Heights Recruitment: Village Manager
(Population: 26,000) Finance Director
li n • Village of Gurnee Recruitment: Chief oE Police
(Population: 7,000)
li n • Village of Hazel Crest Recruitment: Village Manager
(Population: 14,000)
li n • Health Care Associates, Recruitment: Group Practice Manager
Park Ridge
li n • City of Highland Park Recruitment: City Manager (2)
(Population: 31,000) Director of Community
Development
Director of Public Works(2)
li n • Village of Hinsdale Recnutment: Director of Public Services
(Population: 16,000)
li n • Village of Hoffman Estates Recruitment: Fire Chief
(Population: 41,000) Director of Public Works
Client: Homewood-Flossmoor Recruitment: Executive Director �
Park District
li n • Village of Homewood Recruitment: Village Manager
(Population: 19,000) Director of Public Works
li n • City of Joliet Recruitment: City Manager
(Population: 76,Q00) Fire Chief
City Engineer/Director of Public Works
li n • J.U.L.I.E. (Joint Utilities Recruitment: General Manager
Locating InEormation for
Excavators)
li n • Village of LaGrange Recruitment: Village Manager
(Population: 15,000)
li n • County of Lake(Waukegan) Recruitment: Director,Lake County
(Population: 516,000) Stormwater Management
Planning Committee(SMPC)
Executive Director,Lake County
Forest Preserve District
Director of Finance and Administration,
Lake County Forest Preserve District
Executive Director, Solid Waste
Agency of Lake County(2)
Principal and Watershed Engineers,
Lake County Stormwater Management
Commission
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� CLIENT LIST-THE PAR GROUP Page 5
li n • Village of Lake Bluff Recruitment: Village Manager (4)
(Population: 4,000)
li n • City of Lake Forest Recruitment: City Manager
(Population: 18,000) Superintendent of
Public Works
i n • Village of Lake Zurich Recruitment: Village Administrator
(Population: 15,000)
Client: Vlllage of Libertyville Recruitment: Village Administrator
(Population: 16,500)
li n • - Village of Lincolnshire Recnutment: Village Manager
(Population: 4,000) Director of Public Works
li n • Village of Lisle Recruitment: Chief of Police
(Population: 19,529)
Client: Lutheran General Health Recruitment: Corporate Attorney (2)
Care System,Park Ridge
Client: Village of Matteson Recruitment: Chief of Police II,
(Population: 11,400)
Client: City of Moline Recruitment: City Administrator (2)
(Population: 45,000) Chief of Police
li n • City of Naperville Recnutment: City Manager(2)
(Population: 31,000)
Client: Village of Northbrook Recruitment: Village Engineer
(Population: 79,000) Assistant Village Manager
li n • Northern Illinois Police Recruitment: Executive Director
Crime Laboratory
li n • Village of Northfield Recruitment: Village Manager •
(Population: 4,950)
i n • Village of Oak Park Recnutment: Village Manager (3)
(Population: 55,W0) Chief of Police
Client: Village of Orland Park Recruitment: Chief of Police
(Population: 26,000)
Client: Village of Palatine Recruitment: Village Manager
(Population: 32,�0)
Client: Village of Park Forest Recruitment: Chief of Police
(Population: 26,000)
,
� CLIENT LIST-THE PAR GROUP Page 6
li n • City of Park Ridge - Recruitment: City Manager
(Population: 37,000) Director of Public Safety (2)
Director of Community
Preservation (2)
IC ient: Foundation for Human Ecology, Recruitment: President/CEO
Park Ridge i
Client: Parkside Human Services Recruitment: President/CEO
Corporation-Park Ridge Director of Older Adult
Services
1C ient: City of Peoria Recruitment: Fire Chief
(Population: 117,000)
1C ient: City of Prospect Heights Recruitment: Chief of Police
(Population: 13,000) City Administrator
Client: City of Rolling Meadows Recruitment: Chief of Police
(Population: 21,000) City Manager
Finance Director
Fire Chief
1� ient: Village of Schaumburg Recruitment: Village Manager
(Population: 57,000)
li n • Village of Skokie Park District Recruitment: Executive Director
(Population: 59,000)
1C ient: South Chicago Community Recruitment: Director of Marketing
Hospital
li n • Village of South Elgin Recruitment: Village Administrator
(Population: 6,000)
Client: South Surburban Mayors'and Recnutment: Executive Director
Manageis'Conference
Client: City of Sterling Recruitment: City Manager(3)
(Population: 15,000)
Client: Village of Streamwood R�cruitment: Fire Chief
(Population: 29,495) Village Manager (2)
Client: Uhlich Children's Home Recruitment: Executive Director
Chicago
Cl;ent: Union League Qub Recnutment: Director of Membership
of Chicago Services
' CLIENT LIST-THE PAR GROUP Page 7
li n • Village of University Park Recnutment: Village Manager (2)
(Population: 6,000)
li n • Village of Vernon Hills Recruitment: Village Coordinator
(Population: 11,000) Building Commissioner
li n • City of Waukegan Recruitment: City Engineer
(Population: 70,000) Assistant City Engineer
Client: Village of West Dundee Recnutment: Director of Public Works
(Population: 3,000)
1C ient: Village of Western Springs Recruitment: Village Manager
(Population: 12,600)
i n • Village of Wheeling Recnutment: Village Manager
(Population: 25,000)
Client: Village of Willowbrook Recruitment: Chief of Police (2)
(Population: 6,000)
Client: Village of Winfield Recruitment: Village Manager
(Population: 7,000)
li n • Village of Winnetka Recruitment: Director of Electric
(Population: 12,000) Utilities (2)
Fire Chief
Village Manager (2)
Client: City of Wood Dale Recnutment: Assistant City Manager
� (Population: 11,000) City Manager
li n • Village of Woodridge Recruitment: Village Manager
(Population: 24,000)
1C ient: City of Woodstock Recnutment: City Manager
(Population: 12,000)
IOWA
S�C3� Cit�of Ames Recnutment: City Manager
(Population: 45,000)
�lient: City of Ankeny �gcruitment: City Manager
(Population: 16,000) Fire Administrator
Clienf: City of Council Bluffs Recruitment: City Manager
(Population: 56,900) Director of Public Safety
Director of Parks and
Recrearion
i
5
CLIENf LIST-THE PAR GROUP Page 8
1C ient: City of Iowa City Recnutment: City Manager
(Population: 56,000) Director of Public Works
City Engineer
Director of Finance
li n • City of Muscatine Recruitment: City Engineer
(Population: 24,000)
Client: City of Sioux City Recruitment: City Manager
(Population: 81,000) Director of Convention and
Visitors' Bureau
Client: City of Urbandale Recruitment: City Administrator
(Population: 23,500) Director of Engineering/Public Warks
i n • City of West Des Moines Recruitment: Director of Community
(Population: 31,650) Development
KANSAS
Client: City of Emporia Recruitment: City Manager
(Population: 27,000)
1C ient: City of Olathe Recruitment: Director of Community
(Population: 46,000) Development
li n • Sedgwick County Recruitment: Director of Mental Health
(Population: 283,000)
i n • City of Winfield Recruitment: City Manager
(Population: 12,000)
Client: City of Wichita - Recruitment: Director of Planning
Sedgwick County
(Population: 283,000)
li n • City of Wichita Recnutment: City Manager
(Population: 283,Q00)
i n • State of Kansas Recruitment: President,Kansas, Inc.
Topeka
LOUISIANA
Client: City of Shreveport Recnutment: Director of Airports
(Population: 219,000) Chief of Police
Director of Public Works
Fire Chief
' CLIENT LIST-THE PAR GROUP Page 9
MAINE
li n • City of Bangor Recnutment: City Manager
(Population: 32,000) Airport Manager
�� Kennebec Water District Recruitment: Superintendent/Water Treatment
li n • City of Waterville Recruitment: City Administrator
(Population: 16,000)
MARYLAND
li n • Prince George's County Recruitment: Chief Administrative
(Population: 665,000) Officer
MASSACHUSETTS
1C ient: Town of Ashburnham Recruitment: Town Administrator(CAO)
(Population: 4,000)
1C ient: Town of Pittsfield Recruitment: Chief of Police
(Population: 49,000)
Client: City of Worcester Recruitment: City Manager
(Population: 159,000)
MICHIGAN
�� City of Ann Arbor Recruitment: Chief of Police
(Population: 107,000) Director of Human Resources
li n • City of Benton Harbor Recruitment: City Manager (2)
(Population: 12,800)
i n • City of Brighton Recruitment: City Manager (2)
(Population: 4,000)
Client: Central Dispatch Authority Recruitment: Executive Director
of Lower Michigan
Client: Downtown Kalamazoo,Inc. RQcnutment: Executive Director/CEO
Client: City of East Lansing Recruitment: City Manager
(Population: 46,000) Director of Public Works
Client: City of Grand Haven Recruitment: City Manager
(Population: 11,000) Assistant Chief of Police
i �
' CLIENT LIST-THE PAR GROUP Page 10
li n • City of Grand Rapids Recruitment: Director of Personnel
(Population: 183,000)
1� ient: City of Inkster Recruitment: City Manager
(Population: 33,000)
li n • Meridian Charter Township Recruitment: Township Superintendent
(Population: 30,160)
li n • City of Muskegon Recruitment: City Manager
(Popularion: 39,000) Executive Director,
911 Communication Center
li n • City of Niles Recruitment: City Manager
(Population: 12,000)
Client: County of Oakland Recruitment: Director of Solid Waste
(Population: 1,000,000) Management
1C ient: City of Owosso Recruitment: City Manager
(Population: 15,000)
i n • City of Riverview Recruitment: Director of Solid Waste
(Population: 14,000)
Client: City of Saginaw Recnutment: City Manager(2)
(Population: 78,000) Director of Economic
Development
Client: City of Southfield Recruitment: City Administrator
(Population: 75,000) Assistant City Administrator
1C ient: City of Sterling Heights Recruitment: City Manager
(Population: 109,000)
Client: County of Washtenaw Recruitment: County Administrator
(Population: 280,000) Health Officer
1C ient: City of Wyonung Recruitment: City Manager •
(Population: 68,300)
MINNESOTA
S�,�t� City of Brooklyn Park Recruitment: City Manager
(Population: 45,000)
�lient: City of Burnsville Recruitment: City Manager
(Population: 36,000)
Client: City of Coon Rapids Recruitment: City Manager(3)
(Population: 40,910) Fire Chief
" CLIENT LIST-THE PAR GROUP Page 11
li n • City of Fridley Recruitment: City Manager
(Population: 30,000)
li n • City of Hopkins Recruitment: City Manager
(Population: 14,000)
Client: City of Minnetonka Recruitment: City Manager
(Population: 39,000) Chief of Police
�� City of Moorhead Recruitment: City Manager(2)
(Population: 29,000)
MISSISSII'PI
li n • City of Jackson Recruitment: Chief of Police
(Population: 208,810)
MISSOURI
li n • City of Ferguson Recruitment: City Manager(2)
(Population: 24,000)
Client: City of Independence Recnutment: City Manager
(Population: 112,000)
Client: City of Lee's Summit Recruitment: City Administrator
(Population: 46,400)
MONTANA
Client: City of Billings Recruitment: City Manager
(Population: 69,000)
NEBRASKA
Client: City of Hastings Recruitment: City Administrator
(Populaiion: 23,000)
NEW JERSEY
Client: Town of Plainsboro Recruitment: Town Administratar
(Population: 11,000)
' CLIENT LIST-THE PAR GROUP Page 12
NEW YORK
li n • City of Auburn RQcruitment: City Manager
(Popularion: 32,000)
li n • City of New Rochelle Recruitment: Interim Public Works Commissioner
(Popularion: 69,000)
' NEVADA
S�S�.; City of Boulder City Recruitment: City Manager
(Population: 12,000)
NEW MEXICO
1C ient: City of Albuquerque R�cruitment: Engineering Specialists (4)
(Population: 366,000)
NORTH CAROLINA
1C ient: County of Meciclenburg Recruitment: County Manager
(Population: 441,000) Deputy County Manager(2)
Director of Social Services
Client: Mecklenburg County- Recruitment: Executive Director
City of Chazlotte
� Planning Commission
(Population: 441,000)
OHIO
li n • City of Cincinnati Recruitment: City Manager
(Population: 385,000)
1C ient: City of Dayton Recruitment: City Manager
(Population: 194,000)
S�.t� City of Delaware Recruitment: City Manager
(Population: I9,000)
Client: City of East Cleveland Recruitment: Director of Finance
(Population: 36,000)
Client: City of Kent Recritment: Director of Finance
(Population: 27,000)
i
' CLIENT LIST-THE PAR GROUP Page 13
li n • City of Shaker Heights Recruitment: Recreation Director
(Population: 31,000) Fire Chief
li n • City of Worthington Recruitment: City Manager
(Population: 18,000)
OKLAHOMA
Client: City of Bartlesville Recruitment: City Manager(2)
(Population: 35,000)
li n • City of Enid Recruitment: City Manager
(Popularion: 52,000)
OREGON
li n • City of Beaverton Recruitment: City Manager
(Population: 33,000)
Client: Columbia Regional Council Recruitment: Executive Director
of Governments(now Metro-
politan Service District,
Portland)
li n • City of Eugene Recruitment: City Manager
(Population: 101,000)
PENNSYLVANIA
i n • Township of Derry Recruitment: Township Manager
(Population: 18,400)
RHODE ISLAND
1C ient: Providence Convenrion Center Recnutment: Convention Center
Executive Director/CEO
SOUTH CAROLINA
Client: County of Charleston Recruitment: County Administrator
(Population: 286,000)
Client: City of Columbia Recruitment: City Manager
(Population: 93,000)
` CLIENT LIST-THE PAR GROtJI' Page 14
li n • City of Myrtle Beach Recruitment: City Manager
(Population: 27,000)
SOUTH DAKOTA
li n • City of Yankton Recruitment: City Manager
(Popularion: 12,000)
TEXAS
li n • City of Abilene Recruitment: Director of Public Works
(Population: 108,000)
li n • City of Arlington Recruitment: City Manager
(Population: 213,000)
i n • City of Austin R�cruitment: City Manager
(Population: 397,000)
Client: City of Dallas Recruitment: City Manager
(Population: 974,000) Assistant City Manager
Director of Planning
i n • Dallas Area Rapid Transit Recruitment: Executive Director
(DART) Director of Finance
li n • Dallas Housing Authority Recruitment: Executive Director
(Population: 974,000)
li n • City of Denton Recruitment: City Manager
(Population: 48,000)
Client: City of Fort Worth Recruitment: City Manager(2)
(Population: 414,000) Executive Director,
Human Relations
Commission
li n • City of Garland R�cruitment: City Manager
(Population: 160,000)
1C ient: City of Grapevine Recruitment: City Manager
(Population: 28,000)
Client: City of Hurst Recruitment: Chief of Police
(Population: 34,000)
5�1�lt: City of Lubbock Recruitment: Assistant City Manager
(Population: 178,000)
1
` CLIENT LIST-THE PAR GROUP Page 15
li n • City of Orange Recruitment: City Manager
(Popularion: 24,000)
li n • City of Wichita Falls Recruitment: City Manager
(Population: 98,000) Director of Parks and
Recreation
Director of Public Works
Fire Chief
VIRGINIA
li n • City of Alexandria Recruitment: City Manager
(Population: 107,000) Director of Personnel
1C ient: County of Arlington Recruitment: Director of Public Works
(Popularion: 168,000) Director of EnvironmentaY
Services (2)
Correcrions Administrator
Deputy Director of
Public Works(2)
Special Assistant to the
County Manager for EEO
and Human Rights
Director of Parks, Recreation
and Community Resources
Director of Planning
Director of Housing Programs
Solid Waste Division Chief
Director of Mentai Health
Traffic Engineering Division Chief
Fire Chief
Director,Community Planning,Housing,
and Development
Client: City of Petersburg Recruitment: Chief of Police
(Population: 38,000) City Manager
i n • City of Richmond Recruitment: City Manager �
(Population: 219,000) Director of Planning
Client: Metropolitan Richmond Recruitment: Executive Director/CEO
Convention,Visitors'and
Tourism Bureau,Richmond
Client: Richmond Renaissance,Inc., Recruitment: Executive Director/CEO
Richmond
Client: City of Staunton Recruitment: City Manager
(Population: 24,500)
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CLIENT LIST-THE PAR GROUP Page 16
WASHINGTON
li n • City of Vancouver Recruitment: City Manager (2)
(Popula Hon: 44,000)
WISCONSIN
i n • City of Eau Claire Recruitment: City Manager (2)
(Popularion: 53,000)
li n • City of Fond du Lac Recruitment: City Manager
(Popularion: 35,000)
i n • Village of Greendale Recruitment: Village Manager
(Population: 16,000}
li n • City of Janesville Recruitment: Director of Planning
(Population: 51,000)
1C ient: City of Madison Recruitment: County Assessor
(Population: 170,000) Director of Public Works
li n • City of Superior Recruitment: Chief of Police
(Population: 29,500)
Client: City of Wauwatosa Recruitment: Chief of Police
(Population: 51,000) Fire Chief
City Administrator
Client: Village of Whitefish Bay Recruitment: Village Manager
(Population 14,000) Village Engineer/Director of
Public Works
WYOMING
li n • City of Green River Recruitment: City Administrator
(Popularion: 13,000)
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� T CLIENT LIST-THE PAR GROUP Page 17
INTERNATIONAL/NATIONAL
li n • American Public Works Recruitment: Executive Director
Association (APWA)
Kansas City,Missouri
li n • The Appraisal Institute Recruitment: Executive Vice President
Chicago, Iliinois
��; Commonwealth Utilities Recruitment: Comptroller
Corporation Data Systems Administrator
Saipan, Marianas Islands
li n • Government Finance Officers Recruitment: Director of Research
Association (GFOA)
Chicago, Illinois
Client: International Associarion Recruitment: Executive Director
of Assessing Officers (IAAO)
Chicago, Illinois
1C ient: International Institute of Recnutment: Executive Director
Municipal Clerks
Pasadena, California
i n • Kosrae Utilities Authority Recruitment: General Manager
Kosrae, Micronesia
i it; National Association of Recruitment: Executive Director
Counties(NACo)
Washington, D.C.
Client: National Association of Recruitment: Executive Director
Housing and Redevelopment
Officials, (I�TAHRO)
Washington, D.C.
1C ient: National League of Cities Recnutment: Executive Director
(NLC), Washington, D.C.
Client: Public Technology,lnc. Recnutment: President
(PTI), Washington, D.C.
Client: Republic of the Marshall Recruitment: City Manager
Islands,Majuro Atoll Local
Government
THE PAR GROUP CHICAGO
Paul A. Reaume, Ltd. Executive Office Centre
100 North Waukegan Road
Public Lake Bluff, Illinois 60044-1600
Management Consultants TEL 708/234-0005
FAX 708/234-8309
THE PAR GROUP SERVICES
The PAR Group provides a range of consulting services to local government organizations designed to be particularly relevant
and of assistance in addressing both internal and external concerns and challenges of public agencies.Each area of consulting
assistance is customiz�d to meet the unique and particular needs of each individual Client.
Executive Search and Staff Recruitment
Provision of com rehensive assistance in the recruitment of cit and count mana ers,de artment heads and staff/technical
Y Y g , P ,
speciahsts. We o�fer a reputation for superiorpe rformance and experience involving services to a wide variety of public
agencies,servin �urisdictions ranging in popuTation from 5,000 to over 1,Od0,000 with budget responsibilities amounting to
over a billion do�Iars.We have never failed to recommend a group of qualified Candidates on any assignment.
Management Audits
Analysis of existing organizational and/or departmental methods, practices and performance,as com�ared with current,
innovative procedures and processes,presenting alternatives toward maintaining organizational effechveness at desirable
cost levels.
Staff Rightsizine and Outplucernent
Matching existing staff skills and talents a�ainst organizational�oa]s,develo�ing an appropriate,defensible plan for orderly
workforce reduction. Financial cutbacks involving personnel �ayoffs are met in a humane, compassionate manner, while
maintaining an effective,fully-functioning organizahon.
Organization and Operations Anal�sis
Tharough inquiry into administrative and operarions procedure and pra�tices leading to recommendations for im�roving
service delivery,cost-containment,or other actions appropriate to bring about a desired ievel of organi?ational servicesand
effectiveness.
Police and Fire Studies
Review of staffing, operational and administrative procedure in fire and police deparhnents toward implementation of
improvements to ensure readiness and ability of those departments to meet normal and emergency conditions in protecting
life and property at acceptable cost levels.
Total Quality Management and Motivational Training
Presentarion of programs which focus on the deeper causes of effectiveness, not the surface techniques that bring only
temporaryimprovement.Principle Centered Leadershi�is used as a foundational process in the development of staff mission
statements which are correlated with the organization s overall mission.
Personnel S�ystems and Pay Plans
Review of existing personnel practices and systems toward development of up-to-date and effective methods relatin�to:
posidon classification and saiary administration; performance/merit pay plans; standardization of personnel policies/
personnelmanuals;creationandmonitoringofAA/EEOandADAregulationsandguidelines.Also,developmentofaccurate
and relevant data to determine total cost compensation of employee salary and wages upon which to base budget and wage
settlement decisions. Review of current insurance coverages, considering the feasibility of self-funding, and professional
analysis and cost-management administration of health care claims.
Leadership Development Training
Presenting the internationally acclaimed program based on The Seven Habits o f Highly Effective People,focusing on the single
premise tfiat:Effecrive Leadership Starts From the Inside Out.Training stresses the leadership part of management.Time
management techniques for managers and staff is also thoroughly reviewed.
Strategic Planning
Establishment and prioritizing of desired governmental services, programs and capital needs projected for an extended
period,arrived at through a facilitated meeting and interaction between elected officials and staff.
Assisting in the Achievement of Excellence in the Public Service Since 1972
ilr � . � �
', / �' n �.
I � . �
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Executive Search&Staff Recruitment
Management Audits • Staff Rightsizing&Outplacement
Organization&Operations Analysis • Police&Fire Studies • TQM&Motivational Training
Personnel Systems and Pay Plans • Leadership Development Training • Strategic Planning
CHICAGO
TEL(708)234-0005 100 N.waukegan Road,Suite 200 FAX(708)234-8309
Lake Bluff.IJlinois 60044
U�IE°I181E I��T�IVN�V I�Sf 1I71�IE (�IGIIIE1�Y1t'� U�IIE �IEIl��1E7
Local government and related organizations our Consultants have assisted in both
executive search and in management studies and related consulting services
Abilene,Texas Central Lake County Joint Action East Lansing,Michigan Highland Park,Illinois
Abingdon,Virginia Water Agency Eau Claire County,Wisconsin Hinsdale,Illinois
Alabama Law Enforcement Champaign County,Illinois Eau Claire,Wisconsin Hoffman Estates,Illinois
Planning Agency Champaign,Illinois Elgin,Illinois Holland,Michigan
Alachua County,Florida Champaign,Sangamon,and Elmhurst,Illinois Hollywood,Florida
Albuquerque,New Mexico McLean Counties,Illinois Emporia,Kansas Homewood,Flossmoor Park
Alexandria,Virginia Charleston County,South Englewood,Colorado District,Illinois
Alpena County,Michigan Carolina Enid,Oklahoma Homewood,Illinois
Ames,Iowa Charlotte/Mecklenburg County, Eugene,Oregon Hopkins,Minnesota
Ankeny,Iowa North Carolina Evanston,Illinois Hurst,Texas
Ann Arbor,Michigan Chicago City Colleges,Illinois Evergreen Park,Illinois Illinois Association of School
Arlington County,Virginia Chicago Metropolitan Sanitary Fairview Heights,Illinois Boards
Arlington,Texas District,Rlinois Fallsburg,New Yark Independence Township,
Arvada,Colorado Cicero,Illinois Faribault,Minnesota Michigan
Ashburnham,Massachusetts Cincinnati,Ohio Farmington Hills,Michigan Independence,Missouri
Atlantic City,New Jersey Garke County,Georgia Fayetteville,Arkansas Indianapolis International
Auburn,New York Clayton,Missouri Ferguson,Missouri Airport,Indiana
Aurora,Colorado Colorado Springs,Colorado F1at Rock,Michigan Inkster,Michigan
Aurora,Illinois Columbia Regional Council of Flossmoor,Illinois International Association of
Austin,Texas Governments,Oregon Fond du Lac,Wisconsin Assessing Officers(IAAO)
Bangor,Maine Columbia,Missouri Forest Park,Illinois International Institute of
Barrington,Illinois Columbus,Nebraska Fort Dodge,Iowa Municipal Clerks(IIMC)
Bartlesville,Oklahoma Columbia,South Carolina Forth Worth,Texas Inver Grove Heights,
Batavia,Rlinois Commonwealth Utilities Foundation for Human Ecology, Minnesota
Beaverton,Oregon Corporation,Saipan,Mariana Park Ridge,Illinois Iowa City,Iowa
Bella Vista,Arkansas Islands Fox Point,Wisconsin Jackson,Mississippi
Beloit,Wisconsin Concard,New Hampshire Franklin Park,Illinois Jacksonville,Florida
Bensenville,Illinois Conejo,California Fremont,Nebraska Janesville,Wisconsin
Benton Harbor,Michigan Coon Rapids,Minnesota Fridley,Minnesota Jefferson County,Alabama
Berea,Ohio Corpus Christi,Texas Gainesville,Florida Joliet,Illinois
Billings,Montana Cottage Grove,Minnesota Gallup,New Mexico J.U.L.I.E.(Joint Utilities
Bismarck,North Dakota Council Bluffs,Iowa Garden City,Michigan Locating Information for
Bloomfield,Connecticut Cove Communities,California Garland,Texas Excavators),Illinois
Bloomingdale,Illinois Crestwood,Missouri Glen Ellyn,Illinois Jupiter,Florida
Bolingbrook,Illinois Cunningham Children's Home, Glencoe,Illinois Kalamazoo,Michigan
Boone County,Kentucky Illinois Glendale Heights,Illinois Kansas,Inc.
Boulder City,Nevada Dallas,Texas Glenview,Rlinois Kennebec,Maine Water
Boulder,Colorado Dallas Area Rapid Transit Government Finance Officers District
Bowling Green,Kentucky (DART) Association(GFOA) Kent County,Michigan
Boys&Girls Clubs of Dallas Housing Authority,Texas Government of Jamaica Kirkwood,Missouri
Northwest Indiana Dania,Florida Grand Forks,North Dakota La Crosse County,Wisconsin
Branson,Missouri Dayton,Ohio Grand Haven,Michigan La Grange,Rlinois
Bremerton,Washington Dearborn,Michigan Grand Rapids,Michigan La Grange Park School District,
Brighton,Michigan Deerfield,Illinois Grapevine,Texas Illinois
Bristol,Rhode Island Delaware,Ohio Green River,Wyoming Lake Bluff,Illinois
Broadview,Illinois Delray Beach,Florida Greendale,Wisconsin Lake County,Illinois
Brooklyn Park,Minnesota Denton,Texas Greenwood Village,Colorado Lake Forest,Illinois
Brunswick,Ohio Derry,New Hampshire Groton,Connecticut Lake Zurich,Illinois
Burnsville,Minnesota Derry Township,Pennsylvania Gurnee,Illinois Lakewood,Colorado
Capitol Area Planning Council, Des Peres,Missouri Halifax,Massachusetts Lee's Summit,Missouri
Texas Downers Grove,Illinois Hanover Park,Rlinois Liberty,Missouri
Carbondale,Illinois Downtown Kalamazoo,Inc., Hartford,Connecticut Libertyville,Rlinois
Carlinville,Illinois Schools Kalamazoo,Michigan Hastings,Nebraska Lincolnshire,Illinois
Carol Stream,Illinois DuPage County,Illinois Hazel Crest,Illinois Lindenhurst,Illinois
Central-dispatch Authority of East Cleveland,Ohio Health Care Associates,Park Lisle,Illinois
Lower Michigan East Hazel Crest,Illinois Ridge,Rlinois Little Rock,Arkansas
A Professional Process
Benefitin Councils
. � �
Candidates and the .
�
Profession
by Paul A. Reaume
Paul A. Reaume Associates—PARA, Incorporated
Chicago, Illinois
ocal government concerns and urban complexities require the attention of a committed
and compatible council-manager team. The wedding of that team together is the ulti-
mate goal of the executive search process. Executive search provides a process with spe-
cific activities to help a city council or county board select a city manager. City councils and
city manager candidates increasingly recognize the important role a responsible and experi-
enced executive search firm can serve in providing an open, definable structure to address
their interests.
The following are the key activities involved in an ex- Position Vacancy Announcement. The position is
ecutive search process. These steps help a city coun- listed in the ICMA Newsletter and is often included in
cil find a fully qualified group of candidates from the appropriate municipal league publication and in
which to select its next city manager. other professional journals and publications. Al-
Develo ment of Qualification Criteria and Position though the recruitment responsibility of the consul-
P tant does not rely solely upon receiving applications
Expectations. This initial step is one of the most im- from such announcements, their publication ensures
portant in the recruitment process. Assumptions that all persons from local, regional, and nationally
about the next city manager should be carefully ex- located jurisdictions know of the position and have an
amined. Questions which go beyond the traditional opportunity to compete. Similarly, the city enjoys the
requisites of education and experience need to be benefit of broad exposure of their position in the pub-
raised. By assessing the organization's strengths and lic management marketplace.
weaknesses, the council can better determine the
kinds of qualifications and technical expertise it most Consultant Research and Candidate Solicitation.
needs. Specific expectations for the next manager Armed with the council's specific criteria and expec-
should be defined,outlining problems and identifying tations as outlined in the approved recruitment pro-
major goals for the organization and the community. file, the consultant seeks out individuals who have the
These criteria should be based on both current and specific qualifications the council has identified. The
long-range considerations. Some councils make the consultant reviews resumes on file, does research,
mistake of concentrating upon only visible and imme- contacts knowledgeable municipal officials, govern-
diate needs. Most councils expect the new manager to mental organizations, academicians, city managers,
give at least five years to the job; the criteria should and others who might be aware of the talent, achieve-
address that time frame. ment, and interests of prospective candidates. Those
identified in the initial search effort, generally a rela-
Recruitment profile data are gathered from individ- tively small number who best "fit" the profile, are in-
ual and group interviews with the mayor and city vited by the consultant to consider the position. The
council, key department heads and staff, the outgoing consultant is careful not to indiscriminately invite
city manager, and other municipal of�cials or com- large numbers of candidates to apply.
munity leaders. These interviews capture the unique Acknowledgment of Applications.This step,which is
qualities of the organization and community. They often overlooked by counci:s, is important from com-
address issues and goals, as well as the professional munications, courtesy, and confidentiality stand-
achievement, experience, management style, and per- Points. All applications should be acknowledged. Fur-
sonal traits the community feels its manager should thermore, whenever an individual is eliminated from
have. Attention is given also to the organization and consideration, he or she should be notified. It is gen-
structure of the council to provide data regarding erally the responsibility of the consultant to receive
terms of office and expected turnover, and council resumes and handle these communications on behalf
statutory power and roles that may affect the city of the council, thus affording greater confidentiality.
manager's office. The city council approves the pro-
file collectively. The recruitment profile is prepared Screening Credentials. In reviewing candidate cre-
for distribution to everyone who has expressed an in- dentials against the criteria described in the profile,
terest in the position, to prospective candidates whose the consultant carefully evaluates background in-
interest is solicited by the consultant, and to staff of formation. It is important for candidates to under-
the municipal organization being served. stand that this narrowing-down process requires nu-
THE PAR GROUP cHica�o
Paul A. Reaume,LtC�. Executive Office Centre
100 North Waukegan Road
PubliC Lake Bluff, Illinois 60044-1600
Management Consultants TEL 708/234-0005
FAX 708/234-8309
October 22,1993
VIA COURIER DELIVERY
Ms. Susan Walsh, Administrative Assistant
City of Rosemount-City Hall
2875 145th Street West
Rosemount,MN 55068
Dear Ms. Walsh:
We are pleased to respond to your request for our firm to propose our services to assist
Rosemount's City Council in the recruitment, screening,interviewing and selection of Candidates from
which they may appoint a City Manager.
The PAR Group is headed by Paul A. Reaume, a former City Manager, who has provided
executive search services to local governments nationwide since 1972. The firm's quality of work and
sensitivity to Clients' needs and concerns are recognized hallmarks--our firm is considered a leader in
the public management consulting field.
Our executive search process is highly professional and personalized. We assist our Clients
from commencement to conclusion of the assignment—assisting the Client until a completely acceptable
Candidate is appointed to the position. We handle all of the administrative details of the entire
recruitment process, including all correspondence with Applicants, so the Client may limit their
involvement to the significant, decision-making aspects of the selection process, thus minimizing
interruption of their attention to other ongoing concerns and responsibilities.
Our Principals have conducted a large number and variety of local government recruitments over
a period of twenty-one years' service to a national clientele throughout the United States, and have
conducted more recruitments in the Midwest than any other firm. In Minnesota, our clients have
included the cities of Burnsville (City Manager), Coon Rapids (three City Managers and Fire Chief),
Fridley (City Manager), and Moorhead (two City Managers). Overall, our clients have included
municipalities of under 5,000 to a million with budget responsibilities exceeding a billion dollars. In
addition to executive search activities,our management consulting Principals have served hundreds of
governmental agencies in conducting management and organizational studies throughout the country,
including studies in Inver Grove Heights,Oakdale,Maplewood,and St.Louis Park,Minnesota.
Our initial effort in assisting the City of Rosemount would be to develop a Recruitment Profile
that sets forth detailed qualifications for the City Manager position, reflecting both current and longer
range organizational and performance expectations relating to the position.The Profile serves as a key
instrument for recruiting and screening Candidates in accordance with the unique needs identified as
particularly desirable for RosemounYs next City Manager.
Assisting in the Achievement of Excellence in the Public Service Since 1972
City of Rosemount,Minnesota Page 2
Generally, our executive search process would be as follows, subject to mutually agreed upon
modification:
1. Interview the Mayor and Members of the City Council, individually, interview the outgoing
City Manager, Administrative Assistant, Department Heads and other key City staff, and
other individuals, as desired, all toward achieving clarity and consensus concerning the
specific nature of duties,responsibilities and expectations of the City Manager position as well
as defining the qualifications, background, management style, personal traits and skills
considered desirable for Candidates for the position to possess. (See sample Profile enclosed.)
2. Conduct an intensive independent professional search and recruitment effort, utilizing our
extensive local/regional/national contact networks, seeking out qualified Candidates who
may not otherwise have an interest in Rosemount's position.
3. Place announcements in appropriate professional publications to provide maximum exposure of
the position opportunity and to ensure an open recruitment process.
4. Process all applications received from recruitment and announcement efforts, including timely
acknowledgments to all Applicants on behalf of the City Council.
5. Screen all applications received, matching all Applicants' credentials with the specific
criteria qualifications stated in the Recruitment Profile.
6. InEerview prospective Final Candidates and make background inquiries and reference checks
with current and past employers and verify claimed educational achievement.
7. Submit a report on applications received, including resumes and background information on
those individuals considered to be most qualified and best suited for the City Manager
position, recommending approximately 8-10 such persons to the Mayor and City Council for
personal interview and appointment consideration.
8. Facilitate the Mayor and City Council's selection of professionals to be invited for personal
interview and appointment consideration; we recommend that no fewer than five Candidates
be interviewed by the Council.
9. Prepaze interview questions and procedure for use by the City Council, developing a process
which will ensure that the same questions are asked of each Candidate and that each
interview is thoroughly and consistently evaluated.
10. Handle arrangements for Candidates' travel to Rosemount for interviews, be present during
interview sessions to facilitate effective discussion and deliberation toward the Mayor and
City Council's selection of a Final Candidate, and also assist in employment negotiation
between the Final Candidate and the Mayor and City Council,as desired.
We are prepared to undertake this recruitment promptly upon the Cit}�s approval of our
proposal. The Recruitment Profile will be submitted for your review within approximately 10 days
following our on-site interviews of City Officials and Staff. We would be in a position to recommend
Candidates for personal interview consideration approximately 45-60 days following approval of the
Recruitment Profile. Personal interviews in Rosemount could be conducted approximately two weeks
following selection of Candidates for interview. Selection and appointment action could be made
approximately 75-90 days (sooner if possible) following commencement of the Recruitment process,
allowing the Mayor and City Council to conclude interview and appointment actions on a tirnely basis.
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City of Rosemount,Minnesota Page 3
All services in connection with this assignment will be performed by individuals who possess
recognized municipal experience and broad executive selection judgment. Our Principals offer over 150
years' cumulative operations and consulting experience in local government and related agencies. Paul
Reaume, President of the firm and Gerald Plock, Managing Director/Executive Recruitment Services
will carry our Rosemount's recruitment.Biographies of these persons are enclosed.
Our fee for the comprehensive services outlined above would be a fixed fee of $12,500, plus
reimbursement for expenses related directly to your recruitment process, such as for travel,
communications and printing, approximating $3,500. The foregoing expense reimbursement does not
include the cost of Candidate travel and other expenses associated with interview of Candidates in
Rosemount or the cost of published professional announcements. The costs for professional
announcements placed will be directly billed to the City by the appropriate publishers. The
professional fee is payable in three equal payments, billed during the course of the recruitment.
Reimbursable expenses will also be billed and indicated separately on our statements. The first
payment for professional services is due upon acceptance of our proposal.
Rosemount's Mayor and City Council can be assured of responsive and personalized professional
attention throughout the recruitment assignment. I look forward to appearing before the Mayor and
City Council on Thursday,November 4,and have the opportunity to personally present our credentials
and explain how our firm can best meet the recruitment needs of the City of Rosemount.
V sincerely,
ul A. Reaume, esident
e PAR Group
Paul A. Reaume, Ltd.
PAR/rn
ACCEPTED BY THE CITY OF ROSEMOUNT, MINNESOTA
BY:
TITLE:
DATE:
THE PAR GROUP
Paul A. Reaume, Ltd.
CONSULTANT BIOGRAPHICAL PROFILE
PAUL A. REAUME
Mr. Reaume is President of The PAR Group - Paul A. Reaume, Ltd., and has provided public management
consulting services to local governments nationwide, continuously for over 20 years. Mr. Reaume, a
former City Manager, was a pioneer in the development and provision of executive search services for
local governments and is held in high regard by elected and appointed officials in local government
across America.
Mr. Reaume's career and professional background includes service as a City Manager, private sector
Corporate Vice President, and entrepreneur. In addition to heading his own firm, Reaume has been a
Vice President and Partner in a large international executive search firm. He has also served as Editor
of Current Municipal Problems, a national quarterly publication.
Mr. Reaume has been active in numerous public interest organiza#ions over the years. He has served on
a number of committees and task forces addressing issues in public management; inclu�ing solid waste
disposal ancl urban transportation alternatives, preservation of open space, and municipal policy
strategies. He c�rrently serves on the Task Force on Professional Development of the I�ternational
City/�ounty Management Association.
Mr. Reaume holds a Bachelor's Degree in business administration and a Master's of Public
Administratior, degree. His formal education has been supplemented over the years oy attendancE and
participation in a wide variety of training programs, seminars, and conferences. He has also conducted
and directed professional training and organization renewal programs both as a public management
practitioner and in consulting assignments. Reaume has been involved in all areas of The PAR Group's
consulting areas, including executive search, organizational analysis, management training and
development.
Mr. Reaume's professional involvement in government, business and related fields spans over thirty
years. He is currently an active corporate member of the International City/County Management
Association (ICMA), and supporting member of National Association of County Administrators (NACA)
and the American Society for Public Administrators (ASPA). He also serves on the Advisory Council for
the Forum for Black Public Administrators (NFBPA) and is an active participant in the ICMA Hispanic
Network. He has previously been an active member of the International Personnel Management
Association, the Association of Training and Development Officials, Institute of Management
Consultants, and Rotary International. In 1992 he was selected as an Honored Member of Who's Who in
Leading American Executives.
In addition to his professional activity, Reaume has been an active participant in community affairs,
serving as an elected church leader, senior level volunteer with the Boy Scouts of America, Crusade of
Mercy, and related organizations.
Reaume is a frequent speaker and presenter before local, state, national, and international professional
groups.
THE PAR GROUP
Paul A. Reaume, Ltd.
CONSULTANT BIOGRAPHICAL PROFILE
GERALD R. PLOCK
Mr. Plock is Managing Director of Executive Recruitment Services with The PAR
Group, a nationally recognized public management consulting firm.
In addition to supervising recruitment activities of the firm overall, Mr. Plock has
personally conducted an extremely broad range of recruitments for municipalities,
counties, special districts, professional associations, and a variety of not-for-profit
institutions. His wide-ranging experience includes recruitments in all sizes of
organizations and in communities of great diversity and complexity. His recruitment
activity includes executive searches for the positions of City/Village Manager, Police
Chief, Fire Chief, County Administrator, Finance Director, Public Works Director, Parks
and Recreation Director, Downtown Development Director, Medical Dire�tor, Utility
Director, Children's Home Administrator, Convention Center Director, and numerous
Executive Directors of professional association and special districts. Mr. Plock has also
conducted recruitments for local governments in the Western Pacific for United States
Trust Territories including Majuro Atoll Local Government in the Marshall Islands and
the State of Kosrae in Micronesia. He is listed in the Director of Executive Recruiters, a
comprehensive listing of search professionals in the United States.
Prior to joining The PAR Group, Mr. Plock served on the city management team with
the City of Phoenix, Arizona. He holds a Masters Degree in Public Administration from
the University of Kansas and a Bachelor of Science Degree with honors in Political
Economy from the University of Wyoming.
Mr. Plock has been a speaker and presenter before local, state, national, and
international professional groups on issues facing managers and administrators in the
public sector today. He is a member of the International City/County Management
Association and is a former Board Member of the Arizona Municipal Management
Assistants' Association. Mr. Plock has also served as a public management adjunct
professor at Arizona State University.
THE PAR GROUP
Paul A. Reaume, Ltd.
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RECRUITMENT PROFILE
CITY MANAGER
THE CITY OF COON RAPIDS, MINNESOTA
This Recruitment Profile outlines factors of qualification and experience identified as necessary and
desirable for Candidates for the City Manager position to possess and provides background information
on the Community and City of Coon Rapids. This Profile was prepared following interviews with the
Mayor,City Council,and Coon Rapids Department Heads as well as a review of written material relevant
to the City of Coon Rapids and the City Manager position.
Importantly,this Profile will be used as a guide in the recruitment process, providing specific criteria by
which applications will be screened and individuals selected for final interview and appointment
consideration.
All inquiries relating to the recruitment and selection process for the City Manager position are to be
directed to the attention of the Consultant working with Coon Rapids City Officials:
THE PAR GROUP
Paul A. Reaume, Ltd.
Executive Office Centre—Suite 200
100 Waukegan Road
Lake Bluff, Illinois 60044
AC 708/234-0005
FAX: 708/234-8309
COMMUNITY BACKGROUND
The City of Coon Rapids has development and a currently estimated population of 52,729, Coon
historical roots dating back to 1887. Following an Rapids is one of the largest suburbs in the seven
initial establishment as a Township and Village county metro area. While high growth develop-
government, Coon Papids was incorporated as a ment has subsided, Coon Rapids continues to
City in 1959. Since then,Coon Rapids has evolved have a strong interest in final development activi-
from a"bedroom"community of the Minneapolis ties consistent with current amenities of the com-
- St. Paul "Twin Cities" metropolitan area, into a munity that make suburban living and family
more independent community, with opportuni- quality of life in Coon Rapids highly desirable.
ties characterized by growing population, thriv- The community enjoys a wide range of housing
ing,commerce and industrial development. With options making Coon Rapids attractive to resi-
JENSEN, OLDANI � COOP�R
l'.��ec��tise Seurci�
October 22, 1993
Ms. Susan Walsh
Administrative Assistant
City of Rosemont
City Hall
2875 - 145th Street Southwest
Rosemont, Minnesota 55068
Dear Ms. Waish,
Jensen, Oldani & Cooper, Inc. is pleased to present a brief description of our firm, our
approach to conducting an executive search for your City Administrator, timetables
which would normally be expected for a search, and the fees and costs associated
with an assignment.
References from recent assignments are included as an enclosure and you are
encouraged to call them to discuss our firm and services. We have also enclosed brief
biographies of the principals of Jensen, Oldani & Cooper and a sample of the format
we use for recruiting specifications, recruiting letters, individual candidate evaluations,
reference summaries, and academic verifications.
PROFILE OF THE FIRM:
Jensen, Oldani & Cooper is a consulting firm located in Bellevue, and specializes in
providing executive search and human resources consulting services to both public
and private sectors. Our public sector practice has grown steadily since the company
was formed in early 1983 and we have developed ongoing source and referral
relationships throughout the country. Prior to 1983, all of the principals and associates
of Jensen, Oldani & Cooper were involved in public sector recruitment with
predecessor firms. In a recent conference paper presented to the American Society
for Public Administration, Jensen, Oldani & Cooper was identified as one of the
leading firms in public sector executive search and one of only four firms recognized
by local government clients as one of the major recruitment firms serving a national
clientele.
Our more than three hundred and fifty searches include successful assignments from a
broad spectrum of private corporations and public sector organizations and
jurisdictions, including state, local, regional, and special purpose governments.
Primary reasons for our success are our thorough approach to conducting a search
assignment and the realization that each organization is unique. Our process
emphasizes the development of a recruiting specification as a critical component of
� � i A� ,.� , � 1 < < r„__ .��C� ,- � ��Si
City of Rosemont, Minnesota Page 2
the search. It provides for open, candid discussion between our firm and the client to
ensure we have a full understanding of the dynamics of the organization prior to
evaluating and presenting candidates. For public sector searches, our process is
specifically designed to serve the openness required and yet preserve the
confidentiality of the candidates to the maximum extent possible.
ROLE OF THE SEARCH FIRM:
Our role is to provide expert technical assistance. The client plays an active and
ongoing role in the search process, and is the final authority in the evaluation and
selection of candidates. We utilize our experience in executive search, our knowledge
of the marketplace, and our skilis in recruiting and evaluation of candidates to ensure
the best possible pool of candidates is identified for each position; however, we feel it
is imperative that the client have maximum input throughout the entire process, not just
the beginning or the end and we have designed our process around that concept.
OUR APPROACH:
Each search assignment is tailored to the specific needs of the client; however, each
search has common process components which include development of the
specification, recruiting, initial screening, consultanf interviews, recommendations and
presentation of finalists, and client interviews.
* DEVELOPMENT OF RECRUITING SPECIFICATION: The key to any
successful search assignment is a thorough understanding on the part of both the
client and the consultant of the requirements of the position and the culture and
dynamics of the organization. To achieve this understanding, Jensen, Oldani &
Cooper begins each search with a series of in-depth discussions with individuals
designated by the client who can relate the specific duties, responsibilities, and/or
significant operational issues which are integral to the position. It has been our
practice to interview as many appropriate people as possible during this
specification phase and often talk with community leaders, department heads, and
other individuals at the suggestion of the client.
From the information we develop during the specification interviews, we draft a
recruiting specification, which is presented to the client for review, modification, and
approval. This becomes the benchmark against which we evaluate prospective
candidates. It consists of an in-depth description of the job; identification of
significant operational issues or initial tasks; experience requirements, including the
parameters by which experience will be measured; personal characteristics and
traits, including management styles which are desirable in candidates; and, if
desired by the client, identification of performance evaluation standards by which
the successful candidate will be measured during the first six months of
employment. These specific interviews are generally conducted over a period of
two days.
* �ECRUIT1N�a: After the specification is developed and approved, we 6nitiate a
directed campaign to identify candidates whose backgrounds and experiences
City of Rosemont, Minnesota Page 3
closely fit the recruiting specification. Just as each organization and position is
unique, each search is unique and we plan and implement a recruiting strategy that
is tailored to meet the needs of the position as identified in the recruiting
specification. Although there are obvious benefits derived from having conducted
previous searches of a similar nature, we do not rely on an existing pool of
candidates. The recruiting process consists of the following steps:
A) Direct informational mailings to key associations/organizations throughout the
country. This mailing list is researched thoroughly to include organizations with
demographics and issues which closely parallel those of the client.
B) Selected advertising through national publications and selected professional
associations such as ICMA, Jobs Available, The State Recruiter and selected
League of City publications.
C) Networking and direct inquiries with professional sources identified through our
research as prominent or knowledgeable in the field.
D) Use of our knowledge of candidates from similar searches as a resource. In the
event any of these candidates is appropriate for the position and expresses an
interest, he/she would be re-evaluated and measured against the recruiting
specification.
We keep appropriate records to ensure compliance with affirmative action
requirements. We have established networks with minority and female leaders
throughout the nation and are proud of our record of placement of qualified minority
and female candidates. Jensen, Ofdani & Cooper has adopted a corporate policy of
equal employment opportunity and will not participate in any search effort where
these principles are not followed.
* SCREENING : Our recruiting efforts generally identify 50 to 75 applicants,
depending upon the position and availability of skills in the marketplace. From this
group we review the credentials of each applicant based on his/her resume, referral
source comments and, when appropriate, telephone interviews. We compare this
information to the requirements developed in the recruiting specification and
generate a list of 10 to 15 candidates whose backgrounds and experience closely fit
the requirements of the position.
At this time, we present this semi-finalists list to the client for discussion, review, and
authorization to travel to these candidates' locations for comprehensive interviews.
The list will include a brief synopsis of each candidate's background, but, because
at this phase of the process we have not had the opportunity to interview the
candidate, we will not include any evaluative comment pertaining to management
style and personal traits and characteristics.
* CONSULTANT INTERVIEWS AND REFERENCING: After obtaining
authorization for travel, Jensen, Oldani & Cooper conducts in-depth interviews with
each of the semi-final candidates in the candidate's home city. While in the
City of Rosemont, Minnesota Page 4
candidate's city, we aiso take advantage of the opportunity to research the city and
gain an understanding of the circumstances, demographics and issues that form the
environment in which the candidate has worked.
Our interviews are conducted using a set of questions developed by Jensen, Oldani
& Cooper to measure management skills, interpersonal traits and characteristics.
These questions are combined with a set of questions developed specifically for the
position using issues identified in the recruiting specification.
After we have interviewed each semi-final candidate, we condense the candidate
list to five or six finalists and conduct thorough references on their backgrounds,
abilities, and management styles. At this time we also verify academic and
professional credentials of the final candidates.
* RECOMMENDATION OF FINALISTS TO CLIENT: At the conclusion of our
interviews and after conducting sufficient references to confirm our findings, we
meet with the client to recommend final candidates. The recommendation meeting
can be conducted in person or by telephone depending on the wishes of the client.
After discussion, if the client agrees with our recommendations, Jensen, Oldani &
Cooper will provide detailed written evaluations of the candidates which address
issues identified in the recruiting specification. Iri this report, we include confidential
reference summaries which focus on job-related issues.
A sample of a typical candidate evaluation, reference reports and academic
verification have been included as an enclosure to this proposal.
* CLIENT INTERVIEWS AND SELECTION PROCESS: Each client has a
unique interview and selection process. These could include individual interviews,
panel interviews, use of selection committees or assessment centers, psychological
testing, or a combination of selection components. We work closely with the client at
the start of the search to design the process which will be used for final selection
interviews and, during this phase of the search will play a major coordinating role.
We participate in final interviews as either an observer or active panel member at
the request of the client and are available to answer questions and assist the client,
in final selection and evaluations.
Although negotiations with the selected candidate are the responsibility of the client,
we can help to establish the framework of negotiations by clearly identifying issues
and requirements of the employment relationship. If requested, Jensen, Oldani &
Cooper will become an active participant in negotiations. Jensen, Oldani & Cooper
is also responsible for notification of all unsuccessful applicants at each stage of the
process.
GUARANTEE:
Our record of success in public sector search is such that we are confident in assuring
our clients that should the selected candidate be terminated for cause, or resign within
one year, we would conduct a replacement search at no charge other than direct, pre-
City of Rosemont, Minnesota Page 5
approved expenses provided client requests such a process in writing within 45 days
of the resignation.
ESTIMATE OF TIME:
An in-depth search process takes approximately ninety days to develop the recruiting
specification, conduct a national recruiting campaign, interview and evaluate
candidates, and conduct final selection interviews.
COST ESTIMATE:
The professional fee for your City Administrator search is $15,500 plus expenses
associated with the search for travel, advertising, long distance charges, postage, and
other direct expenses which have been approved by a designated representative of
the client. The fee would be billed in three equal installments, one-third of the fee
would be billed at the beginning of the search, one-third after forty-five days and the
final one-third at the conclusion. All expenses are billed monthly and are supported by
receipt. Travel and associated expenses for candidates for final interviews are the
responsibility of the client.
SUMMARY:
Jensen, Oldani & Cooper works every assignment on a team basis to ensure
availability to the client. This team concept has proven successful and we are certain it
offers advantages to the client not available when a single individual is the sole client
contact. Both Jerry Oldani and I would work on this assignment. Please do not
hesitate to call if you have any questions. We are pleased to have been given this
opportunity to present our credentials and hope to have the opportunity to work with
you.
Sincerely,
JENSEN, OLDANI & COOPER, INC.
�
Coope
J C/sc
Enclosures
1
J�NSEN, OLDANI � COOPER
. , , ,. �
JENSEN, OLDANI & COOPER, INC.
CONFIDENTIAL REFERENCE LIST
THE CITY OF COALINGA, CALIFORNIA
Mr. AI Bonita
Mayor
Business: (209) 935-1100
Coalinga is a high-growth city with a population of 10,000. Jensen, Oldani & Cooper
conducted a national search for a City Manager of this emerging community.
THE CITY OF WALLA WALLA, WASHINGTON
Mr. Scott Staples, City Manager
Ms. Ellen Haun, City Councilmember
(509) 527-4552
A historic community in Southeastern Washington State, Jensen, Oldani & Cooper
completed this search process identifying candidates who could bring an open
communication style to City Hall, as well as provide better community communication.
THE CITY OF SEA-TAC, WASHINGTON
Mr. Frank Hansen, Mayor
Mr. Scott Rholfs, City Manager
(206) 878-9100
Only a city since 1989, the City Council of SeaTac requested a Manager with strong
financial and organizational skills. This national search process brought this Council
together to identify their first professional manager.
Page 2
THE CITY OF BOTHELL, WASHINGTON
Ms. Anne Pflug
City Manager
Business: (206) 486-3256
Jensen, Oldani & Cooper recently completed the search for Assistant City Manager and
Chief of Police of Bothell. Anne Pflug was the primary contact for our firm during these
searches and can comment on the professional quality of our work. She became the
City Manager through a search process conducted by Jensen, Oldani & Cooper in 1989.
The firm is currently conducting a search for the Director of Public Works.
JENSEN, OLDANI � COOPER
E.ti�ecutire Se���r-rb
JENSEN, OLDANI & COOPER, INC.
REPRESENTATIVE PUBLIC SECTOR ASSIGNMENTS
CITY OF ANN ARBOR, MICHIGAN Numan Resources Director
City Manager
CITY OF BELLINGHAM, WASHINGTON
CITY OF ARLINGTON, TEXAS Planning and Community Development Director
City Attorney
Convention Center Director CITY OF BLUE SPRINGS, MISSOURI
Director, Capital Improvements City Engineer
Library Director
Parks and Recreation Director(2) CITY OF BOISE, IDAHO
Planning Director Fire Chief
Traffic and Transportation Director(2)
Director, Capital Improvements CITY OF BOTHELL, WASHINGTON
City Man�ger
CITY OF AURORA, COLORADO Chief of Police
Chief of Police Assistant City Manager
Public Works Director
CITY OF AUSTIN, TEXAS
Assistant City Manager- Human Services CITY OF CAMAS, WASHINGTON
Assistant City Manager- Public Safety City Administrator
Assistant City Manager- Public Utilities Fire Chief
Attorneys Senior (2)
Chief Environmental Officer CITY OF CARRO�LTON, TEXAS
Community Development Director Director of Public Works
Director Aviation Operations
Economic and International Trade Development CITY OF CASA GRANDE, ARIZONA
Director City Manager
Hospital Administrator
Chief of Police CITY OF CHEHALIS, WASHINGTON
Management Development Project City Manager .
Senior Management Compensation Study
CITY OF COALINGA, CALIFORNIA
CITY OF BEAUMONT, TEXAS City Manager
Administrative Services Director
City Manager CITY OF COLLEGE STATION, TEXAS
Health Director Chief of Police
Fire Chief
CITY OF BELLEVUE, WASHINGTON
City Manager(2) CITY OF COPPELL, TEXAS
City Attorney (2) City Engineer
Data Processing Systems Administrator
Manager, Construction, Permits & Inspection CITY OF CORPUS CHRISTI, TEXAS
Mapping Coordinator City Manager
Planning Director Assistant City Manager- Management& Budget
Chief of Police Director of Safety & Risk Management
Fire Chief Director of Personnel & Labor Relations
Emergency Preparedness Coordinator Manager Affirmative Action/EEO
Water Supply Project Director
Outplacement Project CITY OF CORVALLIS, OREGON
Facilities Project and Planning Manager City Manager
�. . . _. . . . . . ,._. �. � , .:;,, �.. _ ,., , , , ;ti . I ._ti:r i;�� l�;,;,) �4� -(�-5r:
Public Sector List Page 2
CITY OF DECATUR, ILLINOIS City Manager
Director of Public Safety Services Public Works Director
Assistant City Manager
CITY OF DENTON, TEXAS Chief of Police
Executive Director Planning & Community Director of Planning & Community Development
Development
CITY OF LAKE OSWEGO, OREGON
CITY OF DUBU�UE, IOWA City Manager
City Manager
CITY OF LAKEWOOD, COLORADO
CITY OF EDMOND, OKLAHOMA City Manager(2)
Chief of Police Community Development Director
CITY OF ENGLEWOOD, COLORADO CITY OF LITTLE ROCK, ARKANSAS
City Manager Chief of Police
CITY OF EUGENE, OREGON CITY OF LONGMONT, COLORADO
Director of Public Safety City Manager
CITY OF EVANSTON, ILLINOIS CITY OF LONGVIEW, WASHINGTON
Public Works Director City Manager
City Manager
CITY OF LOVELAND, COLORADO
CITY OF FARMERS BRANCH, TEXAS City Manager
Chief of Police .
City Manager CITY OF LYNNWOOD, WASHINGTON
Director, Economic Development Chief Building Official
Manager-Council Goal Setting Process
CITY OF MERCER ISLAND, WASHINGTON
CITY OF FORT COLLINS, COLORADO City Manager
City Manager
Deputy City Manager CITY OF MIDLAND, TEXAS
Director, Development Services Chief of Police
Director, Finance
Community Development Director CITY OF MILL CREEK, WASHINGTON
City Manager
CITY OF GARLAND, TEXAS
Traffic & Transportation Director CITY OF OAKLAND, CALIFORNIA
Economic Development Director Director, Office of Economic Development &
Human Resources Director Employment
Code Enforcement Manager Administrative Librarian
Fire Chief
CITY OF GLENDALE, ARIZONA Director of Police Services (Chief)
Deputy City Manager, Community Development
CITY OF OKLAHOMA CITY, OKLAHOMA
CITY OF GRAND PRAIRIE, TEXAS Police Department Succession Planning Project
Traffic & Transportation Director
CITY OF OREGON CITY, OREGON
CITY OF GREENVILLE, SOUTH CAROLINA City Manager
City Manager
CITY OF PLANO, TEXAS
CITY OF GRESHAM, OREGON City Manager(2)
City Manager Assistant City Manager
Planning Director
CITY OF IOWA CITY, IOWA Data Processing Director
City Manager Chief of Police (2)
Chief Building Official
CITY OF IRVING, TEXAS Economic Development Director (2)
City Manager Director, Environmental Health
CITY OF KIRKLAND, WASHINGTON
Public Sector List Page 3
CITY OF PORT ARTHUR, TEXAS City Manager
City Manager
Chief of Police CITY OF YAKIMA, WASHINGTON
Wastewater Treatment Superintendent
CITY OF PUYALLUP, WASHINGTON
Chief of Police VILLAGE OF ELMWOOD PARK, ILLINOIS
City Manager Village Manager
CITY OF RENTON, WASHINGTON VILLAGE OF MOUNT PROSPECT,
Director, Community Development ILLINOIS
Public Works Director Village Manager
CITY OF SAINT LOUIS PARK, EAST BAY MUNICIPAL UTILITY DISTRICT,
MINNESOTA OAKLAND, CALIFORNIA
City Manager (2) Assistant Generai Manager- Customer&Community
Services
CITY OF SAN ANTONIO, TEXAS Assistant General Manager- Operations&
Library Director Maintenance
Economic Development Director
CLARK COUNTY, WASHINGTON
CITY OF SCOTTSDALE, ARIZONA Deputy Director, Public Services
City Manager County Executive
Regional Communications Director (2)
CITY OF SEATAC, WASHINGTON
City Manager GUNNISON COUNTY, COLORADO
County Manager
CITY OF SEATTLE, WASHINGTON
Director, Office of Planning KETCHIKAN GATEWAY BOROUGH,
Contracts & Concessions Manager--Seattle Center ALASKA
Marketing Director--Seattle Center Borough Manager
Director-- Seattle Center Borough Attorney
Water Department -- Affirmative Action �
Recruiting Projects KING COUNTY/CITY OF SEATTLE (JOINT
Director of Operations AGENCY), WASHINGTON
Director of Water Quality Executive Director, Economic Development Council
Finance Director Health Director
CITY OF SPRINGFIELD, OHIO KING COUNTY, WASHINGTON
City Manager Roads Manager
Finance Director Director of Stadium Administration (Kingdome)
Organizational Assessment Project
CITY OF SUGAR LAND, TEXAS Director of Adult Detention
City Attorney Public Defense Program Administrator
Manager-Surface Water Management Division
CITY OF THORNTON, COLORADO Director of Public Safety
Community Development Director Public Works Director(Modified)
CITY OF VANCOUVER, WASHINGTON NEUECES COUNTY, CITY OF CORPUS
Chief of Police CHRISTI, TEXAS
(JOINT AGENCY)
CITY OF WACO, TEXAS Health Director
Chief of Police
SACRAMENTO COUNTY, CALIFORNIA
CITY OF WALLA WALLA, WASHINGTON Mental Health - Program Chief
City Manager
EMERALD PEOPLE'S UTILITY DISTRICT,
CITY OF WEST DES MOINES, IOWA EUGENE, OREGON
City Manager General Manager
Public Works Director
CITY OF WRANGELL, ALASKA
Public Sector List Page 4
SNOHOMISH COUNTY PUBLIC UTILITY
DISTRICT EVERETT, WASHINGTON PORT OF PORT TOWNSEND,
Director, Engineering WASHINGTON
General Manager(2) General Manager
Corporation Counsel
PORT OF SEATTLE, WASHINGTON
SNOHOMISH COUNTY PUBLIC UTILITY Assistant Real Estate Director
DISTRICT EVERETT, WASHINGTON (cont.)Assistant Director of Aviation--Operations & Services
Marketing Director General Counsel
Outplacement Projects Noise Abatement Manager
Maintenance Superintendent Electrical Operations
NORTH BAKERSFIELD RECREATION & Maintenance Superintendent Waterfront Operations
PARK DISTRICT, CALIFORNIA Individual & Group Outplacement Projects
General Manager Assistant Superintendent Aviation Operations
Superintendent Aviation Operations
TACOMA-PIERCE COUNTY ECONOMIC Manager, Aviation Engineering
DEVELOPMENT BOARD, WASHINGTON
Executive Director PORT OF TACOMA, WASHINGTON
Senior Director Finance & Administration
THURSTON COUNTY, WASHINGTON Director, Port Development
County Administrator (Modified Search) Director, Maritime Services
Public Works Director General Counsel
Governmental Relations
TRAVIS COUNTY-AUSTIN PUBLIC
HEALTH DEPARTMENT, TEXAS STATE OF WASHINGTON
(JOINT AGENCY) Deputy Director, Department of Ecology
Health Director Director, Economic Development Board
Director, Fire Protection Services
BOARD OF CITY DEVELOPMENT, Executive Director, Higher Education Coordinating
LUBBOCK, TEXAS Board
Executive Director Executive Director, Business Assistance Center
Lottery Marketing Manager
MUNICIPALITY OF METROPOLITAN Solid and Hazardous Waste Program Manager
SEATTLE, (METRO), WASHINGTON Department of Ecology
Executive Director(2)
Director, Water Pollution Control TEXAS MUNICIPAL LEAGUE,
Downtown Transit Project Director DALLAS, TEXAS
Finance Director Executive Director, Health Insurance Trust Fund
PORT OF ANACORTES, WASHINGTON PIKE PLACE MARKET PUBLIC
Executive Director DEVELOPMENT AUTHORITY
SEATTLE, WASHINGTON
PORT OF BELLINGHAM, WASHINGTON Executive Director
Organizational Assessment Project
Compensation Study STATE OF TEXAS
Commissioner, Department of Mental Health and
PORT OF CAMAS-WASHOUGAL, Mental Retardation
WASHINGTON
Executive Director Compensation Study
PORT OF EVERETT, WASHINGTON
Executive Director
PORT OF OLYMPIA, WASHINGTON
Executive Director
PORT OF PORT ANGELES, WASHINGTON
Executive Director
PORT OF PORT ARTHUR, WASHINGTON
Executive Director
_ '
Public Sector List Page 5
NON-PROFIT ORGANIZATIONS
YOUTH EASTSIDE SERVICES, EVERETT SCHOOL DISTRICT,
BELLEVUE, WASHINGTON WASHINGTON
Executive Director Superintendent of Schools
FRED HUTCHINSON CANCER RESEARCH MARYSVILLE SCHOOL DISTRICT,
CENTER, SEATTLE, WASHINGTON WASHINGTON
Director Finance Superintendent of Schools
Director Personnel
Director of Human Resources PASCO SCHOO� DISTRICT,
WASHINGTON
INTERSTATE OIL AND GAS COMPACT Superintendent of Schools
COMMISSION
Executive Director SNOHOMISH SCHOOL DISTRICT,
WASHINGTON
SEATTLE MASTER BUILDERS Superintendent of Schools
ASSOCIATION, SEATTLE, WASHINGTON
Executive Director TACOMA SCHOOL DISTRICT,
WASHINGTON
PACIFIC CELEBRATION '89, Superintendent of Schools
SEATTLE, WASHINGTON .
President TEXAS STATE TEACHERS ASSOCIATION,
AUSTIN, TEXAS
BATTELLE INSTITUTE PACIFIC Executive Director
NORTHWEST LABS
RICHLAND, WASHINGTON WASHINGTON EDUCATION ASSOCIATION
Deputy Director Finance Executive Director
Assistant Executive Director, Information &
BELLEVUE CHAMBER OF COMMERCE Communications
BELLEVUE, WASHINGTON Assistant Executive Director, Instruction & Human
President Resources Development
Leadership Development Consultant Selection
NORTHWEST KIDNEY CENTER Process
SEATTLE, WASHINGTON
Personnel Manager MUNICIPAL RESEARCH AND SERVICES
CENTER, BELLEVUE, WASHINGTON
EASTSIDE MENTAL HEALTH Executive Director
BELLEVUE, WASHINGTON
Executive Director SEATTLE CHILDREN'S HOME
SEATTLE, WASHINGTON
COALINGA REGIONAL MEDICAL CENTER Executive Director
Executive Director
SEATTLE KING COUNTY ECONOMIC
ARIZONA EDUCATION ASSOCIATION DEVELOPMENT COUNCIL
Executive Director SEATTLE, WASHINGTON
President
BEAVERTON SCHOOL DISTRICT,
OREGON WASHINGTON DENTAL SERVICE
Superintendent of Schools SEATTLE, WASHINGTON
President
BELLINGHAM SCHOOL DISTRICT,
WASHINGTON WASHINGTON BUILDERS BENEFITS
Superintendent of Schools TRUST, OLYMPIA, WASHINGTON
Executive Director
CENTRAL KITSAP SCHOOL DISTRICT,
WASHINGTON WHATCOM COUNTY MUSEUM
Superintendent of Schools Executive Director
'
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' • PARTNERS IN SUCCESS •
'
1
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' • INDIVIDUAL ATTENTION AND ACCESSIBILITY
Since 1983, Bruce Jensen,Jerrold Oldani,and Jan Cooper have led the firm into a position
' of national prominence and recognition.
One of the hallmarks of Jen.ren, Oldani�Cooper is that a principal participates in every phase
' of the process. That way,you receive the full benefit of our knowledge and insights.
' We commit to direct involvement for a simple reason: There is no substitute for personal
expertise, diligence, and follow-through.
' • A PROVEN METHODOLOGY
' Jen.ren, Oldani�Cooper'.r process is unique in that we utilize a skills-based approach to
developing a detailed recruiting specification based on the position, not only as it currently exists,
' but as it will exist in the future.
Before embarking on the process,we document procedures to be followed, including time-
' lines for their completion. We prepare recruiting materials that present an accurate profile of the
' position,your corporate culture,and the nature of the challenges you face.
Jen.ren, Oldani f>Cooper'.r unique screening criteria has been developed through years of
' practical application and thousands of interviews. It includes an evaluation of each applicant's
experience, education,and professional accomplishments. We go one step further, to identify a
' candidate's personal values, measured by character, intellect, and skill set.
' • UNMATCHED INSIGHT
Our process is by no means limited to seeking available candidates.
' Candidates are actively recruited who fit the specific requirements of the position.
' They possess the skills, leadership, intellect, and character to excel. Achieving this result in a search
requires equal measures of knowledge,diligence, and the unique skills and methodology of Jen.ren,
' Oldani�Coo�ier.
'
'
'
'
'
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Public SecZor Practice
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' • PARTNERS IN SUCCESS •
'
,
'
' • V�/E VALUE EFFICIENCY
Jen.ren, Oldani �Cooper is realistic,pragmatic, and
, as concerned with your budget as you are. We employ •
proven techniques designed to hold down costs while � •
' generating exceptional candidates. • •• ' ' �
' Once candidates are identified,we set our • • � � ••' '
evaluation process into motion. We audit credentials; � � • •
' conduct exhaustive references;perform in-depth,face-to- � � •'
face interviews; and provide our clients with thoroughly �, � • •
' researched background profiles and documentation. • • • ' • � �
Our client reports are unparalleled in the industry. • • •
' . .
• UNMATCHED RESOURCES
' When you choose Jensen, Oldani �Cooper, you 1 '�
•-_
' receive the full benefit of our strong working associations
and affiliations with private industry,psychologists, minority sub-contractors, and professional
' associations.
Together with our vast network of senior level professionals and sources from a variety of
, public sector disciplines,we have immediate access and have established credibility with outstanding
candidates, allowing us to recruit from a broad base of expertise.
'
• CONTINUED RESPONSIBILITY AND QUALITY CONTROL
' Jen.ren, Oldani f1 Cooper'.r responsibility to our clients doesn't end when a candidate is hired.
After you select the most qualified individual, we'll assist you in negotiating the final terms
' of employment.
' We'll also conduct periodic reviews with you and your employee to ensure that performance
and progress meet expectations. It's all part of our continuous quality commitment, to reinforce our
' guarantee of performance and to assist all parties in maintaining a successful partnership.
,
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� x, � Professional Highlights
�.
, � Jan is a founding partner in the firm of Jen.ren, Oldani�Cooper
�� ''� which conducted over 300 searches during its first 10 years. Searches
' have been conducted for Chief Executive level positions,Vice
Presidents and Division Directors in both public and private sectors
' -�+'��� "a - in nineteen states and two Canadian provinces. She has served as lead
�AN COOPER consultant for City Managers, Police Chiefs, Hospital Directors, and
� The jen.ren, Oldani �'i Cooper Executive Directors of not-for-profit organizations.
proce.r.r i.r de.rigned to inve.rt.rignificant time
� in achieving an underrtanding of the Employment History
value.r and goal.r of a client organization Jen.ren, Oldani f1 Cooper, Inc.: 1983 to Present: Partner
, and then tran.rlating tho.re value.r into a Executive Re.rourcer, Inc.: 1977-1983 Management/Accounting
.rkill ret required for.ruae.r.r in a.rpecific
' po.rition. M.r. Cooper'.r decade of working Education
with client.r in botb public and private Central Wa.rhington Univerrity: Business
' rector.r i.r a record of accompli.rbment and
Affiliations
.ruccer.r. She underrtand.r organizational
American Cancer Society: Board of Directors
� dynamic.r and keepr the client'.r need.r in Bellevue Chamber of Commerce:
focu.r when ar.re.rring candidate.r. Effective Executive Committee
' search work requirer procerr leaderrhip and Vice-Chair Business Development Council
M.r. Cooper ha.r the breadtb of experience to Vice-Chair Finance
Board of Directors
, provide leader,rhip to Gity Council.r, Committee Chair
.relection committee.r, and independent Bellevue Chamber Found�tion:
' boards in the public rector and individual Vice-Chair Finance
deca.rron maker.r an the pravate.rector.
'
,
'
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;` ; Professional Highlights
' " ° Jensen has more than twenty years of executive search experi-
ence. In t he 1 9 7 0's he pioneere d searc h conce p ts f o r t h e c o n s t r u c-
' tion and petro-chemicals industries in Alaska and the Middle East
and developed sourcing methods in electronics,forest products, and
' manufacturing which are standards in the industry today.
BRUCE �ENSEN Since the formation of Jen.ren, Oldani�Cooper in 1983,
' Since co founding the firm in Mr.Jensen has successfully led searches for presidents,general
1983, Mr.Jen.ren ha.r e.rtablished hi.r managers, and chief operating officers for firms engaged in
' credential.r a.r one of the leading.rearch transportation, electronics manufacturing,forest products,food
con.rultdnt.r in the indu.rtry. Hi.r.rucce.r.r i.r products, utilities,and service industries. He has also been respon-
' bdred on experience dnd the ability to focu.r sible for filling key positions in the public sector and for non-profit
on the unique need.r of each client. organizations.Jensen and the firm have received national attention
' Identifying the right combination of.rkill.r, and recognition and have developed ongoing source and referral
intellect, character, leadenrbip, and vi.rion networks on an international scale.
' are e.rrential for.rucce.r.r. Mr.Jen.ren call.r
upon hi.r extenrive network of contact.r Employment History
' and hi.r more than twenty year.r of Jen.ren, Oldani Fs Cooper, Inc.: 1983 to Present: Partner
recruiting experience to lead each.rearch to Executive Re.rource.r, Inc.: 1975-1983 Vice President
' a.rucce.r.rful conclu.rion. He provide.r a RSR Corporation: 1973-1975 Personnel Manager,Western Division
con.rultive approach,proce.r.r leaderrhip, Supervisor of Safety and Environment Programs,Los Angeles
and a focu.r on re.rult.r, and Seattle
' King County: 1971-1973 Personnel Analyst
United State.r Marine Corp.r: 1966-1971 Captain, designated naval
' aviator- helicopter pilot.
' Education
Wa.rhington State Univer.rity: B.A., Sociology 1966
'
'
'
' �� ... ���r�
A�n� ,. _. ,.3...,. �._.t �.., .. ,...
' ,. . Professional Highlights
� With more than 26 years' background in corporate human
•� *�, � -3 resources and consulting,Mr. Oldani brings solid,proven, beneficial
' � i
Y � perspectives regarding human resources management, organizational
analysis and development,and executive search.
' Mr. Oldani has been a leading force in developing effective
��_°� diversity-based recruiting methods, utilization of citizen groups in
' § the recruiting processes, and meeting the needs of public sector
' �,,,_�,��. __ clients. His private sector focus has been in senior and executive level
�ERROLD OLDANI search for sales and marketing, human resources, finance,and
' technical management personnel.
"Eacb client and organizational
culture i.r unique and receive.r our indi-
Employment History
� vidual attention."Mr. Oldani'.r experti.re
Jen.ren, Oldani�Cooper, Inc.: 1983 to Present: Partner
�nd perronal attention exceed.r traditional
Executive Re.rource.r, Inc.: 1980-1983 Vice President,
� approacher to executive rearch. Hi r.rearch
Consulting Services
leaderrhip reflect.r hi.r exten.rive background
Tally Corporation: 1977-1�80 Director Employee Relations
� in corporate management, human rerourcer,
Univar Corporation: 1969-1�76 Personnel Director, Assistant
con.rulting and community.rervice. He often
Director Corporate Employee Relations
� .rerve.r ar an "expert panel member"at
United State.r Marine Corp.r: 1964-1968 Captain,Viet Nam Veteran
profe.r.rional rymporium.r. Hi.r skill at
Logistics, Personnel and Legal Officer
' conducting analyre.r of complex public
rector organizcction.r.ret.r the indurtry
Education
� .rtandard. Hi.r in.rightr into both corporate
California State Univer,rity, Northridge: B.A., Public Administration,
and public.rector management and
Minor, Personnel Management 1964
� thorough re.rearch and evaluation of
Univerrity of California at Lo.r Angele.r: Graduate Studies in Industrial
candidate.r background.r have become
Psychology
� hallmark.r of the firm.
Affiliations & Activities
' Metro-King County: Consolidation Advisory Committee
City of Bellevue, Washington: Parks Commission
' Form of Governance Committee
Washington State Games Advisory Board
� City of Mountain View, California:Minority, Rental and Housing
Mediation Board, Parks Board
'
LABOR RELATtONS ASSOCIA7ES, INC.
7501 Golden Valley Road
Golden Valley, Minnesota 55427
612/546-1470
FAX: 612/546-1552
October 26, 1993
PROPOSAL TO ASSIST THE CITY OF ROSEMOUNT
IN THE SELECTION OF CITY ADMINISTRATOR
Labor Relations Associates, Inc. (LRA) proposes to assist the City
of Rosemount in the selection of a City Administrator.
LRA principles, Cyrus F. Smythe and Karen A. Olsen offer unique
qualifications for assisting the City of Rosemount in the process �
of selecting a City Administrator. LRA principles consult with a
significant number of Minnesota cities on a regular basis on
personnel, labor relations, organizational structure and total
quality management matters and are familiar with the requirements
of the job of a chief executive officer in Minnesota cities. While
these requirements vary to some extent by size and location of
city, LRA principles believe that they have been able to determine
the basic qualifications which successful City Administrators
possess and can assist cities in their search for individuals who
can serve as their Chief Executive Officers.
A. Procedures for Assisting City in Selection
LRA assistance would consist of the following activities:
l. Meet in separate session with: City Council; management staff;
and non-management employees to discuss the job requirements of �
the City Administrator position and the qualifications required of
� an individual in the job.
2. Determine from meetings with City elected and appointed
officials the minimum qualifications for applicants and place
notices of the opening for a City Administrator in appropriate
publications consistent with the City's affirmative action/equal
employment opportunity obligations inviting applications and
requesting references.
3. Screen applications to determine which applicants meet minimum
qualifications. Screen applications of qualified candidates with
City Council and recommend final candidates for interview by City
Council and management staff. Perform reference checks on
candidates selected for interview.
4. Establish interviews with City Council members individually and �
as a group and establish interview schedule with City department � �
heads.
5. Assist City Council in final evalua�ion of candidates after
interviews for selection of Administra�ar �r x�ejection of all final
candidates. If rejection, determine appropriate course of action.
6. Assist the City Council in de�reloping an employment
agreement/contract with the su�cessful caa�didate.
B. LRA Clients
1. COIIT�t'I'IES
Douglas
Douglas County Hospital
Goodhue
Hennepin
2 . CITIES
Albert Lea Forest Lake Redwood Falls
Andover Fridley River Falls, WI
Anoka Golden Valley Robbinsdale
Arden Hills Hastings Rosemount
Bayport Hopkins Roseville
Belle Plaine Jordan St. Anthony
Blaine Kasson St. James
Bloomington La Crescent St. Louis Park
Brainerd Lino Lakes St. Paul Park
Brooklyn Center Luverne Shakopee
Brooklyn Park Madelia Shelly
Burnsville Mankato Shoreview
Chanhassen Maplewood Shorewood
Chaska Mendota Heights South St. Paul
Circle Pines Minnetonka Spring Valley
Cloquet Minnetrista Staples
Cottage Grove Moorhead Stillwater
Crookston Morris Thief River Falls
Crystal Mounds View Tracy
Deephaven New Brighton Vadnais Heights
Detroit Lakes New Hope Victoria
Eden Prairie North St. Paul Virginia
Edina Northfield Waseca
Elk River Orono Wayzata
Ely Pelican Rapids West St. Paul
Fairmont Plymouth Westbrook
Faribault Prior Lake Windom
Farmington Ramsey Winona
Fergus Falls Red Wing Woodbury
3 . METROPOLITAN AGENCIE$
Association of Metropolitan Municipalities
Metropolitan Airports Commission
Metropo�i�an Council
Metropolitan Transit Commission
Public Housing Agency of St. Paul
4. PIIBLIC IITILITIES
Brainerd
Lakefield
Moorhead
Spring Valley
Westbrook
5. OTHERS
League of Minnesota Cities
Minnesota Department of Employee Relations
C. LRA Staff of Principles and Associates
Professional assistance is provided by a team of two principal
consultants and one assistant. Biographical summaries are
presented below:
Dr. Cyrus F. Smythe, Principal
Cyrus F. Smythe received a PhD in Economics from the
University of Washington. He was a member of the graduate
faculty of the University of Minnesota School of Management,
Industrial Relations Department beginning in 1961 until his
retirement in 1988. He is the author of numerous articles in
academic journals and professional publications on labor
relations, labor law, employee compensation, human resource
management, and pay equity.
Dr. Smythe has forty years of experience in labor relations
and human resource management as a consultant, negotiator,
arbitrator, and professor. He is presently at his request on
inactive status as an arbitrator with the American Arbitration
Association and the Federal Mediation and Conciliation
Service. In the public sector Dr. Smythe has consulted with
cities, metropolitan agencies, counties, academic
institutions, state governments, and the Federal Government.
Raren Olsen, Principal
Karen Olsen earned a B.S. degree in Psychology from the
University of Wisconsin - Milwaukee and an M.A. degree in
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Industrial and Organizational Psychology from the University
of Minnesota. She joined the consulting firm of Labor
Relations Associates, Inc. in 1970, after seven years as a
personnel officer with General Mills, Inc. Her consulting
activities focus primarily on compensation systems in both
union and non-union settings. As an employer negotiator she
represents employer organizations in negotiations, mediation
and arbitration and assists with other labor relations and
employment problems. Her work also extends into EEO,
selection and performance evaluation �ystems. In 1979, Ms.
Olsen was appointed by the Governor of the State of Minnesota
as an employer representative to the Public Employment
Relations Board (PERB) . She was elected Chairperson and
served on the Board until 1983 . Ms. Olsen has authored a
guide on Equal Employment Opportunity and Affirmative Action
for the U.S. Conference of Mayors' Labor-Management Relations
Service.
Ann Antonsen. Associate
Ann' Antonsen, received a B.A. degree in Psychology from the
University of Minnesota. Prior to joining Labor Relations
Associates, Inc. she has worked in administration and
management in retail operations, where she was responsible for
supervision of personnel and overall management of
facilities. Her work involves labor negotiations and
grievance issues including arbitration case preparation. She
also prepares analyses of employer compensation systems in
preparation for the development of compensation structures to
meet State of Minnesota and general pay equity standards.
D. Fees and Expenses
LRA would bill for time at its regular hourly rates for work
performed which are:
LRA's fee structure for 1993 is:
$85. 00/hour for principle time
$38 . 00/hour for research associate time
The fee structure for 1994 and 1995 is:
$88 .00/hour for principle time
$40. 00/hour for research associate time
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� Proposalfor
Search, Recruitment,and Selection
, of City Admiiustrator
� Submitted to
City of Rosemount, Minnesota
, Submitted by
SPersonnel Decisions, Inc.
' 28 October 1993
�
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,... n ���
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� p PERSONNEL DECISIONS, INC.
� Building Successful Organizations
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� PERSONNEL DECISIONS, INC.
� Building Successful Organizations
28 October 1993
Ms. Susan Walsh
Administrative AssistandCity Clerk
City of Rosemount
2875 145th Street West
Rosemount, MN 55068
Dear Ms.Walsh:
Thank you for your interest in the use of PDI services for the recruitment and selection of
Rosemount's next City Manager. I look forward to the opportunity to meet with your City
Council on November 4. As you may be aware,PDI is not a traditional search firm.
Rather,we are a consulting organization dedicated to the selection and development of
organizations and key individuals.
For the City of Rosemount,we would provide the maximal amount of information regazding
candidate capabilities and the best match with Rosemount's particular needs,both today and
in the projected future. Also,the recruitment and selection of a new key executive would
serve as a vehicle for aligning staff and elected officials and orienting them toward the
future,rather than dwelling on the past.
Thank you again for your interest in PDI. I look forward to the opportunity of working with
you and the City of Rosemount. "'M
Cordially,
,' //;? .
��/ZJ�/L �/(�t,tiX.l"���u'J
Harry B��
Vice President,Public Sector Services
Author.Hatry B�ull;WP:Holly Ucbanslri
� K:�Data�PubSeeU..tr&PropVtosL 1093.doc �
2000 PLAZA VII TOWER • 45 SOUTH SEVENTH STREET • MINNEAPOLIS, MN 55402-1608 • 612/339-0927
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PERSONNEL DECISIONS,INC.
' Corporate Offices
2000 Plaza VII Tower
45 South Seventh Street
Minneapolis,Minnesota 55402-1608
, 612/339-0927
'
'
' Proposalfor
' Search, Recruitment,and Selection
of City Admimstrator
, Submitted to
City of Rosemount, Minnesota
'
Submitted by
, Personnel Decisions, Inc.
' 28 October 1993
'
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Description,Background, and Qualificationsbf
' Personnel Decisions,Inc.
Personnel Decisions,Inc. (PDI)is a full-service industriaVorganizational psychology
consulting firm headquartered in Minneapolis. Our general expertise lies in the area of
' assessment and development of both individuals and organizations. Since our founding in
1967 by Drs. Marvin Dunnette of the University of Minnesota and Wayne Kirchner of 3M,
we have evaluated the competence of over 10,000 applicants for managerial and executive
' positions. Clients for these services include private industry,non-profit organizations, and
agencies of local, state,and federal government.
, As leaders in the field of work-related assessment,we have developed a wide range of
screening and assessment tools designed to provide decision makers with accurate and
powerful information regarding the specific capabilities of each individual.
' In the public and non-profit arenas,we have extended our services to include the
identification and notification of candidates who meet the necessary qu�cations and may
have interest in the position. These"up-front" services are designed to effectively notify the
' largest possible pool of qualified applicants, giving the hiring agency maacimum choice in the
subsequent selection process. PDI has conducted these procedures for a wide variety of
positions including:
' • Library of Congress Professional Positions
• Federal Trade Commission Professional Positions
, • U. S. Postal Service Executive Positions
• City Manager
• City Administrator
' • County Administrator
• Police Chief
, • Fire Chief
• Personnel Director
' • City Clerk
• City Engineer
, • State Nursing Association Director
• Youth Agency Executive Director
• School Superintendent
' • School Principal
For a list of clients for whom we have conducted such work,please see pages 5 and 6.
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, PDI is also a nationwide leader in the design and implementation of fair employment
practices. We are frequently called upon to design selecdon procedures u�der federal
' consent decrees and U.S.Department of 7ustice auspices. We also have provided expert
testimony in both state and federal courts regarding race and gender fairness of selection
procedures. Our assessment procedures allow for the accurate comparison of both intemal
' and external candidates.
The key staff for this project will be PDI's Public Sector Division,which specializes in
services to agencies of govemment. The following individuals will serve as key staff
1 members;all have had extensive experience in recnutment and selection of top executive
public sector positions.
• Project Manager-- Harry Brull
' • Project Principals--Beth Erickson,Scott Gregory
' Approach and Methodology
Step One--Job Analysis
� PDI would conduct interviews with City Council,staff,and other designated individuals to
determine the mix of skills and abilities required in the position. In addition,we would
review relevant documentation such as position descriptions, organizational charts,etc. This
, information would be compiled into an updated position description, a position profile,and
the basis for advertisements and other recnuting literature. These documents would also
include details such as minimal qualifications, desired experience,and other factors relevant
to recruitment and selection. As experts in the process of job analysis,PDI would ensure
I ' that the resulting necessary qualifications meet all legal guidelines and provide a blueprint
against which to compare subsequent candidate qualifications.
� We estimate that this step could be completed within two weeks of advertising publication
dates.
' Step Two--Recruitment
During our conversations,PDI would determine the location and current job responsibilities
' of individuals most likely to meet the position requirements. We would then designate a
recnriting strategy including relevant publications,broadcast letters,and a mechanism for
nominations which would yield the largest number of most quali�ed applicants for the
' position. We would coordinate a survey effort to determine the competitiveness of the salary
package on a nationwide basis. We would also actively investigate means of reaching
protected class individuals who may meet the position requirements. In addition,we would,
' as required by federal law,solicit conf'idential EEO information from applicants so that an
affirmative action report may be generated as part of the selection process. Based upon past
experience,we would anticipate that the combination of adveRisement and specific letter
writing would yield,at a minimum, 100 qualified applicants for the position.
' Depending upon publication schedules of designated periodicals,this step would begin the
timeline.
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, Step Three--Screening
�
' Based upon the minimum qualifications and position profile,PDI would screen applicadons
to determine which individuals have the highest likelihood of ineeting the position
requirements. Based upon the job requirements and position profile,PDI would design the
� following instruments and procedures to conduct a first screen of resumes:
• Assessment of minimum qualifications--Resumes would be checked to ensure that
all minimum qualifications are met.
' • Resume scoring form and decision rules--Based upon the position documentation,
PDI would design a process whereby resumes may be quantitatively evaluated and
scored to yield groupings of continuing candidates.
� We would ensure that all procedures meet requirements for affirmative action,EEOC, and
federal and state law.
' As part of this step,we would ensure that all candidates receive information regazding the
following:
' • Procedures to alert them of their continuing status in the process
• Conditions regarding conf'identiality
• Selection process timetable
, Given the projected numbers of individuals who may apply,we would recommend a follow-
up screening process which would involve mailing further requests for information to
' applicants. This will allow more valid decisions regazding which individuals should achieve
semi-finalist status. Such requests for information may include:
• "Targeted"resumes--Response to spf:cific questions regarding the scope and extent
' of their experiences
• Responses to essay questions
� • Documentation of specific accomplishments
Using this two-tier screening process, we would expect that the screening effort would
require approximately three to four weeks.
,
Step Four--Further Assessment
� Depending upon the qualifications of candidates,we would expect to designate
approximately 6-12 candidates for further selection procedures. Depending upon the wishes
of the City Council,we would design a set of information-gathering procedures designed to
, yield more detailed information about this smaller group of applicants. This set of
techniques could include,but not be limited to the following:
' • Oral interview panels--One or more formal interview procedures conducted by
designated individuals such as council members,staff,etc.
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� • Written testing--Based upon PDI's background in managerial assessment,
instruments designed to yield information regarding problem so ving ability;faculty
with words,numbers,and concepts;leadership style;interperson style;etc.
� • Assessment center activities-- Simulations designed to assess the candidates'
capabilities regarding specific tasks required of the position. These would include
such experiences as In-basket Exercises,Press Conferences,Meetings with
, Subordinates,etc.
The combination of approaches will yield the most accurate and stable assessment of the
' individual candidate's skills and abilities. PDI would compile information gathered in the
form of confidential reports for each applicant and submit them to the City Council for
discussion and decisions regarding finalist status.
, Depending upon the nature and extent of procedures used,this step would require
approximately two weeks.
' Step Five--Finalist Informallon Gathering
, At this point,PDI would coordinate extensive information gathering regarding the finalist
candidates. These activities could include:
• Refere�rce checking
, • Contacts with local media(for out-of-town applicants)
• Site visits(for out-of-town applicants)
� At this point, the City Council could decide upon additional meetings and discussions with
finalist applicants. PDI would be able to assist in final negotiations with the chosen
applicant.
, Based upon the procedures required,we estimate that this step could be accomplished in
approximately two weeks.
� Step Six--Six Month Performance Review
As part of PDI's responsibiliry,we would engineer a six-month performance review of the
, new City Manager which includes the following components:
• Input from the Mayor and each Council member
� • Input from key staff
• Summary and collation of results
• Presentation of results to City Council
' • Face-to-face session with new City Manager to discuss results
� This process allows for early "course conections" if needed,helping to ensure success for the
individual and the City.
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� Division of Re onsibili
SP tY ♦
� As consultant to the City on this project,PDI is prepared to assume the following
responsibilities:
� Design of all job analysis and candidate evaluadon procedures
� � Communication with candidates regarding timetable,status in the process,and other
issues which arise
� • Responsibility for all administrative details
• Provision to the Council of valid informadon regarding the knowledges, skills,and
abilities of each applicant
, • Assistance in response to interested parties such as staff,the media,etc.
• Assistance in contract negotiations with chosen candidate _
� We see the City's responsibility as follows:
• Approval of all documents and procedures
� • Decision making or,at a minimum,approval of decisions regarding the status of any
and all individual applicants
• Securing of physical locations for job analysis sessions,interviews,etc.
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� References
♦
� The following individuals can attest to the quality of PDI's services for ezecutive selection:
• City of Shoreview,Minnesota
James Chaimers,Mayor
� (612)789-8984
� Ciry of Plymouth,Minnesota
Kim Bergman,Mayor
, (612)557-7030
• City of Bloomington,Minnesota
Kent Michaelson,Personnel Director
� (612)887-9610
• Scott County,Minnesota
� Tom Longmire,Personnel Director
(612)496-8101
• Dakota Counry,Minnesota
� Will Volk,Personnel Director
(612)438-4422
• Hennepin County,Minnesota
� Sherri McMurray,Director of Selection
(612) 348-8091
• Hopkins,Minnesota,Schools
� Dennis Dahiman,Personnel Director
(612)933-9101
• City of White Bear Lake,Minnesota
� Mark Sayther,City Manager
(612)429-8526
� City of Owatonna,Minnesota
� James Sheard,Civil Service Commission
(507)455-5200
• City of St.Louis Pazk,Minnesota
� Wally Wysopal
(612)9242523
• City of St.Cloud,Minnesota
� Dede Balcom,Personnel Director
(612) 255-7217
• City of Des Moines,Iowa
� Reg Sipfle,Director of Civil Service Commission
(515)283-4213
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� • Ciry of Cincinnati,Ohio `
Betty Davis,Personnel D'uector
� (513) 352-2444
• Edina,Minnesota,Public Schools
Rod Kesti,Assistant Superintendent of Schools
� (612)944-3613
• Montgomery County,Ohio
Penny Wolff,Commissioner Aide
, (513) 225-4493
• City of Blaine,Minnesota
Joyce Twistol,Personnel Director
� (612)784-6700
• Metropolitan Airports Commission
Jeff Hamiel,Executive Director
� (612)726-1892
• Blandin Foundation
Kathryn Jensen,President
� (218) 326-0523
• U.S.Postal Service
Ann Frankhauser
� (202) 268-4260
• Library of Congress
Tommy Shaw
� (202) 287-7192
• Minnesota Nurses Association
� Sara McCumber,Chair,Search Committee
(218)729-8673
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Timetable �
� Given the procedures outlined above,the timetable for the entire process would be estimated
as follows:
� Time From
Activitv Project Start
Step One--Job Analysis 2-3 Weeks
� Step Two--Recruitment 1-4 Weeks
� Step Three--Screening 4-8 Weeks
Step Four--Further Assessment 8-10 Weeks
� Step Five--Finalist Information Gathering 9-11 Weeks
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Costs
� There aze three types of costs associated with this process:
• PDI Labor
� • PDI Expenses
• Candidate Expenses
�
PDI labor costs for the procedures outlined above are as follows:
� Step One--7ob Analysis $2,000
Step Two--Recruitment 2,000
� Step Three--Screening 2,500
� Step Four--Further Assessment
(Depending upon procedures used) 4,000-5,000
�� Step Five--Finalist Information Gathering
(Depending upon procedures used) 1,500-2,000
Project Management and Administrative Costs 2,000
� Six-month Review No Chaz�e
TOTAL $14,000-15,500
� PDI Project expenses will be billed at cost. We estimate the following:
Advertisements $500-600
� Postage $400
Telephone $200
'� Candidate expenses: Billed as incurred
Invoices will be submitted for work actually performed and expenses incurred on a monthly
� basis.
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� Audwr:Harty Btull:WP:Holly U�ifaaski;Edita/Proofc Caml Sommus . �
K:\DatalPubSec\Lu�&Pro�RosP1093.DOC
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