Carpinteria City Council
April 24, 2023

The purpose of this agenda matter is for the City Council to consider and act on Resolution No. 6233, reclassifying the limited term Principal Planner position to a regular full-time permanent position.

DISCUSSION
lf approved, the Principal Planner will assist with the following Community Development Department advanced planning work priorities:
. General Plan/Coastal Plan Update
. Comprehensive Zone Code Update
o Housing Element Update
o New Downtown Design Overlay
o Multi-family Housing Smoking Regulations
o New Soft Story Building Regulations
o New CDP Zone Code Ordinance
. Camping Regulations Updates
o New SB - 9 Ordinance Regulations
. New Co-ownership
. Property Regulations
o Wireless Regulations Update
o Subdivision Ordinance Update
. Sign Regulations Update
. Neighborhood Design Guidelines Update
o Short Term Rental Ordinance Updates
. Massage Regulations Update
. Wireless Regulations Update
It is expected that delivery of the City's advanced planning program will continue to require and benefit from bringing this function in-house wltn futl-time staff.

POLICY SISTENCY
The City Council's consideration of this matter is called for in Chapter 2.44.040 (Personnel Officer-Designated-Powers and Duties) of the Carpinteria Municipal Code and Resolution No. 50'12, the city's personnel rules and regulations. This recommendation can be found consistent with the City's 2023 Annual Work plan.

FINANCIAL CONSIDERATIONS
The Principal Planner position assigned to advanced planning duties is budgeted for the remainder of FY 2022123. Staff intends to include the Principil Planner position for the proposed Advanced Planning Division in the Fy 2023t24 budget.

Reclassification of the Limited Term Principal Planner Position April24,2024

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
There are no legal issues associated with this item

OPTIONS

1. Approve and adopt Resolution No. 6233. (Staff recommendation)

2. Decline to modify the current parameters of the Principal Planner position and direct staff as appropriate.

PRINCIPAL PARTIES EXPECTED AT MEETING
There are no principal parties expected at the meeting

ATTACHMENTS
Attachment A: Resolution No. 6233
Staff contact:

Michael Ramirez, Assistant City Manager
(805) 880-34 1 5 ; [email protected]
Reviewed by:

Dave Durflinger, City Manager
(805) 7 55-4400, [email protected]

ATTACHMENT A
Resolution No.6233
RESOLUTION NO. 6233

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARPINTERIA RECLASSIFYING THE LIMITED.TERM

PRINCIPAL PLANNER POSITION AS REGULAR FULL-TIME
PERMANENT AND SUPERCEDING RESOLUTION NO. 5997
WHEREAS, establishing and maintaining appropriate and necessary position descriptions are essential to the efficient operation of the City; and WHEREAS, on August 10,2020, the City Council adopted Resolution No 5997, approving the position of Principal Planner assigned to oversee advanced planning duties for the duration of up to three years; and WHEREAS, after study and review, it has been determined that meeting current and future service level needs and expectations of the Community Development Department in areas of advanced planning, requires the establishment of a regular full-time permanent Principal Planner position dedicated to advanced planning assignments without a limited contract term; and WHEREAS, on January 30,2023, the City Council set advanced planning as a high priority.

NOW, THEREFORE, BE lT RESOLVED as follows
SECTION 1.

The limited-term Principal Planner position is hereby reclassified to a regular full-time permanent position.
sEcTtoN 2.

The City Manager is authorized to implement these changes as determined appropriate and necessary.

SECTION 3.

This Resolution supersedes Resolution No. 5997
Resolution No. 6233
Page2
PAssED, APPROVED AND ADoprED on 24th day of Aprit 2023, by the following vote:

AYES: COUNCILMEMBER(S):

NOES: COUNCILMEMBER(S):

ABSENT: COUNCILMEMBER(S):

ABSTAIN: COUNCILMEMBER(S):

ATTEST
Mayor, City of Carpinteria
Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria
I hereby certify that the_foregoing resolution was adopted at a regular meeting of the city council of the city of carpinteria herd on April 24,2023.

Brian C. Barrett, CMC, CPMC
City Clerk, City of Carpinteria

APPROVED AS TO FORM
Mack Carlson, on behalf of Brownstein
Hyatt Farber Schreck, LLP acting as
City Attorney of the City of Carpinteria
City of Carpinteria

COUNCIL AGENDA STAFF REPORT
April 24, 2023

ITEM FOR COUNCIL CONSIDERATION
Receive and act on the recommendations of the City Manager Succession Process Committee to:

1. Enter into an agreement with Regional Government Services (RGS) for executive search services for the City Manager position; and

2. Initiate amendment to the City Manager Residency Requirements of Carpinteria Municipal Code Chapter 2.08; and

3. Authorize an update of the City Manager contract form via current agreement with Liebert Cassidy Whitmore (LCW).

STAFF RECOMMENDATION

1. Authorize executive search services to be conducted by RGS as a part of the existing agreement between City and RGS; and

2. Initiate amendment to the City Manager Residency Requirements of Carpinteria Municipal Code Chapter 2.08; and

3. Authorize work by LCW as necessary to prepare a draft updated City Manager contract for Council consideration.

Sample Motion: I move to:

1. Authorize executive search services to be conducted by RGS as a part of the existing agreement between City and RGS; and

2. Initiate amendment to the City Manager Residency Requirements of Carpinteria Municipal Code Chapter 2.08; and

3. Authorize work by LCW as necessary to prepare a draft updated City Manager contract for Council consideration.

BACKGROUND
The City Council has initiated a process to hire its next City Manager. On March 13 the City Council formed the City Manager Succession Process Ad Hoc Committee (Committee), comprised of Vice Mayor Alarcon and Councilmember Nomura. On March 27, the City Council approved the Committee's recommendation to retain an executive search firm to assist it in seeking proposals from various executive search firms. The Executive Search Agreement & CMC Amendment Initiation
April 24, 2023

action of the Council included approval of a short list of executive search firms to be contacted. Staff made efforts to contact each of the executive search firms on the short list approved by the Council. The City received proposals from RGS, Raftelis, Peckham & McKenney, and CPS HR Consulting. '
The purpose of this agenda matter is for the Council to receive and act on the recommendations of the City Manager Succession Process Committee.

DISCUSSION
Executive Search Services:

The City Manager Succession Process Committee reviewed and evaluated the proposals received by Peckham & McKenney, RGS, Raftelis and CPS HR Consulting, included in Attachment A.

The Committee is recommending that the City of Carpinteria engage the services of RGS for the executive search process. RGS is a management consulting firm that the City has an existing contract with for Human Resources support. With Council approval, the existing contract would be amended as necessary to include the executive search services. The estimated cost of this service, as proposed by RGS, is $18,500. There may be additional costs associated with the use of NeoGov Applicant Tracking software, the Candidate Remote eSkills Online Test, and travel expenses. Should the Council accept the recommendation of the Committee, RGS has said it can commence , work on May 1
st in order to meet the City's tentative timeline for the recruitment and hiring process (Attachment B).

Residency Requirements:

Residency requirements for city managers are common among California cities.

Examples of cities with city manager residency provisions include the Cities of Sonoma and Palos Verdes Estates, which require the city manager to live within ten miles of the city. Other cities, like Thousand Oaks, expressly state that they will not restrict in any way where its city manager chooses to reside.

The purposes for residency requirements often include ensuring the City Manager is timely available to fulfill certain mandatory duties, such as serving as the Director of Emergency Services during a declared local emergency. The purpose can also include an interest in the City Manager being a part of the community, engaging with local residents and business owners in an informal manner to promote communication, trust and transparency.

While city municipal code provisions may create general parameters concerning city manager residency, many cities also offer a compensation package that incentivizes local residency, e.g., a housing benefit. Assisting the City Council to develop an appropriate City Manager compensation package will be a part of the consultant work G:\Olivia\Workplan\Successor Committee\Consultant Recommendation_ 4_24_FIN.docx Executive Search Agreement & CMC Amendment Initiation
April 24, 2023

and may include salary and/or benefits aimed at incentivizing the City Manager to live in Carpinteria.

The Committee is recommending that the Council initiate an amendment to the City Manager residency requirements of the Carpinteria Municipal Code (CMC). The residency requirements at CMC Chapter 2.08 would be changed to eliminate the requirement for residency in the City and to replace it with a requirement for residency within a certain distance of the City. The need for the change is due to state law that restrict employee residency requirements.
1 The Committee expressed a desire for a residency distance requirement and discussed both 30 and 50 mile maximum distance options; however, the Committee did not reach a consensus or make a specific recommendation. Thus, a discussion among the Council is necessary to provide direction to staff as to the preferred distance to be included in the CMC Amendment for Council consideration.

Contract Form Update
The City Manager contract form was last comprehensively updated in 2013. The Committee is recommending the form be reviewed and updated as needed so that it can be available for use in the contract negotiation process. The City is currently using LCW for Human Resources legal counsel support and staff recommends this task be assigned accordingly.

POLICY CONSISTENCY
The recommendations may be found consistent with the City's 2023 Annual Work Plan under the General Government Program: Staff Recruitment & Retention.

FINANCIAL CONSIDERATIONS
The Fiscal Year 2022/23 Budget includes a line item for contracting an executive search firm to assist the Council in recruiting the next City Manager. 1 The current CMC Section 2.08.030 City Manager Residency Requirements as they are written are unenforceable per Article XI, Section 1 0(b) of the California Constitution, "[a) city or county, including any chartered city or chartered county, or public district, may not require that its employees be residents of such city, county, or district; except that such employees may be required to reside within a reasonable and specific distance of their place of employment or other designated location." This prohibition also bars residency requirements applied to applicants for public agency employment.

CMC Section 2.08.030 provides that "[r]esidence in the city at the time of appointment [of the city manager] shall not be required as a condition of appointment; provided, however, that within twelve months after the appointment of the city manager, he shall establish his residence in the city, unless such time is extended by resolution of the city council."
G:\Olivia\Workplan\Successor Committee\Consultant Recommendation_ 4_24_FIN.docx Executive Search Agreement & CMC Amendment Initiation
April 24, 2023

LEGAL AND RISK MANAGEMENT CONSIDERATIONS
The City Attorney's Office has consulted with staff concerning this matter generally and, in particular, the City Manager residency requirement of the Municipal Code. Based on review of current law, the City Attorney's Office is recommending the City Council consider certain amendments to Chapter 2.08, concerning City Manager residency requirements.

OPTIONS
A. Approve the three recommendations of the City Manager Successor Process Committee (staff recommendation)
B. Approve alternative action to one or more of the Committee recommendations C. Decline to act at this time and direct staff as determined appropriate.

ATTACHMENTS
A. Proposals Received
B. Tentative Recruitment and Hiring timeline.

Staff Contact: Olivia Uribe-Mutal
(805) 755-4401, [email protected]
Reviewed by: Dave Durflinger, City Manager
(805) 755-4400, [email protected]
G:\Olivia\Workplan\Successor Committee\Consultant Recommendation_ 4_24_FIN.docx

ATTACHMENT A

CPS HR CONSULTING

PROPOSAL

CPS HR - CONSULTING

PROPOSAL
City of Carpinteria
Executive Search for City Manager
April 5, 2023
SUBMITTED BY:

MELISSA ASHER
Sr. Practice Leader, Products and Services
CPS HR Consulting
2450 Del Paso Road, Suite 220
Sacramento, CA 95834
P: 916-471-3358
masher@cpshr.,us
Tax ID: 68-0067209
www.cpshr.us
Your Path to Performance
CPS HR
.....,,,..

CONSULTING
April 5, 2023
Dave Durflinger, City Manager
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
Subject: Executive Search for City Manager
Submitted via email to: [email protected]
Dear Dave,
CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist City of Carpinteria (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting non-profit and public agencies with executive search, screening, and placement.

We understand that each agency is unique, and our extensive experience allows us to tailor our process to specifically meet your needs. Our work with local government agencies throughout the United States gives us an in-depth understanding of government operations, programs, and services.

CPS HR offers a broad spectrum of human resource services while delivering personalized, results-oriented services, utilizing best practice methods of recruitment and selection strategies from our team of recruitment experts. Each recruitment is an opportunity to shape and prepare your organization for the future. We understand how important this transition is for you and are perfectly placed to assist you in this endeavor. Once this project begins, we will work with the City to tailor our process to highlight this exciting opportunity and attract the best possible candidates.

It is our commitment to work in partnership with your organization to a successful result. Thank you for the opportunity to be considered for this assignment. Should you have questions or comments about the information presented in this proposal, please contact me at [email protected] or (916) 471-3358.

Sincerely,
/J'h{vo" /t-;;l~,,y
Melissa Asher
Senior Practice Leader, Products and Services
2,150 Del Peso Road. Suite 220 Socromento. CA 95834 'N'N'"' .coshr.us Toi ID: 68-0067209 Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Table of Contents
Our Background and Experience 1
About CPS HR Consulting 1
Recruitment Experts 2
References 5
Our Approach and Methodology 6
Our Project Approach 6
Workplan 7
Phase I - Develop Candidate Profile and Recruitment Strategy 7 Phase II -Aggressive, Proactive, and Robust Recruitment.. 8 Phase Ill - Selection 10
Timeline 12
Scope of Services 13
Our Executive Recruiting Team 15
Cost Schedule 18
Professional Services 18
One-Year Service Guarantee 18
Appendix A - Work Sample 19
Recruitment Brochure Example 19
CPS HR ,....- CONSULTING
Page Ii
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Our Background and Experience
About CPS HR Consulting
CPS HR Consulting has been assisting organizations with their talent management needs for over 35 years. We have unique expertise in delivering HR management and consulting services, employment testing, and assessment services to government agencies throughout North America. Our core competency is its knowledge of and expertise in the public sector.

CPS HR offers clients a comprehensive range of competitively priced services, all of which can be customized to meet your organization's specific needs. We are committed to supporting and developing strategic organizational leadership and human resource management in the public sector. We offer expertise in the areas of organizational strategy, recruitment and selection, training and development, and organization and workforce management.

CPS HR occupies a unique position among its competitors in the field of government consulting; as a Joint Powers Authority, whose charter mandates that we serve only public sector clients, we actively serve all government sectors including Federal, State, Local, Special Districts, Higher Education, and Non-Profit Organizations. This singular position provides CPS HR with a systemic and extensive understanding of how each government sector is inter-connected to each other and to their communities. That understanding, combined with our knowledge of public and private sector best practices, translates into meaningful and practical solutions for our clients' operational and business needs.

With more than 110 full-time employees as well as 200+ project consultants and technical experts nationwide, CPS HR delivers breakthrough solutions that help public sector organizations impact the communities they serve. CPS HR has worked with more than 1,200 government and public/non-profit clients throughout the United States and Canada.

Our headquarters are located in Sacramento, California. We have regional offices in Austin, TX; Littleton, CO; and Orange County, CA.

OUR VISION:

Enabling people to
realize the promise of
public service
CPS HR ,... - CONSULTING
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Recruitment Experts
CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non-profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the City's unique needs. Our wealth of recruitment experience has been gained through more than 20 years of placing top and mid-level executives in public agencies throughout the United States.
■ Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting executive-level professionals for public agencies across the United States. As a public Agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors.
■ Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in recruiting and placing executive-level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part-time employees with a variety of public and private sector experience.
■ Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics.
■ Success Recruiting Non-Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates.
■ Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive-level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals.
■ Retention/Success Rate. Our success rate is tied to the longevity of the candidates we place, currently more than 91% of our placements are still in their position after two years.
■ Partial list of recruitments. Following is a brief listing of recent recruitments to show our experience with similar executive recruitments.

CPS HR .-- CONSULTING

Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Agency Title Year Completed
City of Dallas (TX) Assistant City Manager Current
City of Surprise (AZ) City Manager Current
County of Yolo (CA) County Administrative Officer Current City of Nogales (AZ) City Manager Current
City of Aztec (NM) City Manager Current
Assistant City Manager
City of Phoenix, AZ Current
Deputy City Manager
Schools Insurance Group Executive Director Current
City of Baytown, TX City Manager 2023
City of Littleton, CO Deputy City Manager 2023
Metropolitan Transportation
Executive Director 2023 Commission
North of the River Recreation & Park
General Manager 2023 District
Special District Risk Management Chief Executive Officer 2023 Authority City of Piney Point Village (TX) City Administrator 2022 City of Columbia, MO City Manager 2022
City of Turlock, CA City Manager 2022
City of Belaire, TX City Manager 2022
City of Cleveland, TX City Manager 2022
City of Piney Point Village, TX City Administrator 2022 City of Dayton, TX City Manager 2022
Central Contra Costa Sanitary Deputy General Manager
2022 District
Selma-Kingsburg-Fowler County General Manager 2022 Sanitation District Indian Wells Valley Water District General Manager 2022 San Diego County Water Authority General Counsel 2022
Texas Recreation & Park Society Executive Director 2022 Mid-Peninsula Water District General Manager 2022
CPS HR ,.... CONSULTING
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Agency Title Year Completed
City of Aurora (CO) Deputy City Manager 2021
City of Dickinson (TX) City Manager 2021
City of Dayton (TX) City Manager 2021
City of San Leandro (CA) City Manager 2021
County of Los Alamos (NM) County Manager 2021
City of Hercules (CA) City Manager 2021
City of Clayton (CA) City Manager 2021
City of Marysville (CA) City Manager 2021
County of Yolo (CA) Assistant County Administrative Officer 2021 County of Flathead (MT) County Administrator 2021
City of Tucson, AZ Assistant City Manager 2021
City of Greeley (CO) Deputy City Manager 2020
City of Reno (NV) City Manager 2020
City of Bozeman (MT) City Manager 2020
City of Avondale, AZ Director of Economic Development 2020 City of Hollister, CA City Manager 2020
Santa Clara Valley Habitat District, CA Land and Resource Management 2020 CA Specialist
City of Las Vegas, NV Youth Development and Social 2020 Innovation Director
County of Montgomery, MD Behavioral Health and Crisis Services 2020 (Outreach only) City of Berkeley, CA Director of Health, Housing and 2020 Community Services
City of Bell, CA Community Development Director 2020
County of Clark, NV Community Development Director 2020 City of Fontana, CA City Manager (Outreach only) 2020
Metropolitan Transportation Executive Director 2019 Commission Schools Excess Liability Fund (SELF) Chief Executive Officer 2019 County of Orange, CA Chief Deputy Director, Social Services 2019 Agency
San Bernardino County Housing Assistant Director of Housing Services 2019
Authority, CA
CPS HR .... CONSULTING
Paqe i 4
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Agency Title Year Completed
Desert Healthcare District, CA Chief Executive Officer 2019 San Mateo County Harbor District, General Manager 2019 CA Turlock Irrigation District, CA General Manager 2019
City of Oxnard, CA Cultural and Community Affairs 2019
Director
City of Richmond (CA} City Manager 2019
City of Columbia (MO} City Manager 2019
City of Union City (CA) City Manager 2019
Town of Paradise Valley (AZ} Town Manager 2019
City of Carson (CA) City Manager 2019
City of East Palo Alto (CA} City Manager 2019
City of Manitou Springs, CO City Manager 2019
City of Union City, CA City Manager 2019
City of Columbia, MO City Manager 2019
Transportation Authority of Marin, Executive Di rector 2019 CA
Sonoma County Library District, CA Executive Director 2019 Metropolitan Transportation Executive Director 2019
Commission MTC
East Contra Costa Irrigation District, General Manager 2019 CA
Yolo County Public Agency Risk Chief Executive Officer/Risk Manager 2019 Management Insurance
Authority (YCPARMIA}, CA
Port of Long Beach, CA Director of Government Affairs 2019 Alameda County Transportation Executive Director 2019 Commission City of Clayton, CA City Manager 2019
CPS HR .- CONSULTING
r-'cige I 5
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
References
Provided below is a partial list of clients we have recently worked with in providing similar executive recruitment services. We are confident that these public-sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization's needs.

CLIENT /POSITIONS CONTACT(S)
City of Littleton
2255 W. Berry Avenue
Littleton, CO 80120
Deputy City Manager (2023)
Human Resources Director (2022)
City Manager (2022)
Jim Becklenberg, City Manager
303-409-9063
j becklen berg@I ittl etongov .org
Metropolitan Transportation Commission
375 Beale Street, Suite 800
San Francisco, CA 94105
Nalungo Conley, Chief of Staff
(415) 778-6741
[email protected]
Executive Director (2023)
Chief Financial Officer (2022)
General Counsel (2021)
North of the River Recreation & Park District
3825 Riverlakes Drive
Bakersfield, CA 93312
Steve Ruettgers, Chair, Board of Directors
(661) 332-8287
[email protected]
General Manager (2023)
CPS HR .... - CONSULTING

Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Our Approach and Methodology
Our Project Approach
Key Stakeholder Involvement
The City Council (Council) on behalf of the City of Carpinteria must be intimately involved in the search for a new City Manager. Our approach assumes their direct participation in key phases of the search process. At the discretion of the City Council, other key stakeholders may also be invited to provide input for the development of the candidate profile.

City's Needs
A critical first step in a successful executive search is for the City Council to define the professional and personal qualities required of the City Manager. CPS HR has developed a very effective process that will permit the City Council to clarify the preferred future direction for the City; the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate the City Council wishes to establish with the City Manager; and ultimately, the professional and personal qualities required of the City Manager.

Commitment to Communication
Throughout the recruitment process, we are committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.). We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process. As a result, we have many long-term relationships with clients that have led to opportunities to assist them with multiple recruitments. CPS HR's communication continues once you have selected the new City Manager. We will contact the City Council and the newly appointed City Manager within six months of appointment to ensure an effective transition has occurred.

Aggressive, Proactive, and Robust Recruitment
We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates. We use advertisements, directly email the outreach brochure, post messages and connect with potential candidates on business media such as Linkedln, and of course, pick up the phone and call qualified individuals and referral sources.

CPS HR .... -- CONSULTING
Page! !
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Workplan
Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a new City Manager uniquely suited to the City's needs.

Develop
Candidate
Profile and
Recruitment
Strategy
Aggressive,
Proactive, and
Robust
Recruitment
Selection
Phase I: Our consultant will meet with the City Council to ascertain the City's needs and ideal candidate attributes, to target our search efforts, and maximize candidate fit with the City.

Phase II: The recruitment process is tailored to fit the City's specific wants and needs, with targeted advertising, combined with contacts with qualified individuals from our extensive database.

Phase Ill: The selection process is customized for the City. CPS HR will work with the City Council to determine the process best suited to City of Carpinteria.

Phase I - Develop Candidate Profile and Recruitment
Strategy
Task 1 - Review and Finalize Executive Search Process and Schedule Task 2 - Key Stakeholder Meetings
Task 3 - Candidate Profile and Recruitment Strategy Development Task 4- Develop Recruitment Brochure
The first step in this engagement is a thorough review of the City's needs, culture and goals; the executive search process; and the schedule. CPS HR is prepared to meet with key stakeholders to obtain input in developing the ideal candidate profile and to assist us in understanding key issues and challenges that will face a new City Manager. Activities will include:
■ Identifying key priorities for the new City Manager and the conditions and challenges likely to be encountered in achieving these priorities. ■ Describing the type of working relationship the City Council wishes to establish with the City Manager.

CPS HR ..... - CONSULTING
Page I 8
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
■ Generating lists of specific competencies, experiences, and personal attributes needed by the new City Manager in light of the discussions above. ■ Discussing recruitment and selection strategies for the City Council's consideration to best produce the intended results.

CPS HR will provide a summary to the City stemming from these activities as an additional source of information for developing the candidate profile and selection criteria.

Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the City for review. Please refer to Appendix A for a sample brochure. Additional brochure examples are available on our website at www .cpsh r. us/recruitment-solutions/ executive-search.

Phase II - Aggressive, Proactive, and Robust
Recruitment
Task 1- Place Advertisements
Task 2 - Identify and Contact Potential Candidates
Task 3- Resume Review and Screening Interviews
Task 4 - City Council Selects Finalists
The recruitment process is tailored to fit the City's specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database.

CPS HR will prepare, submit for your approval, and publish advertisements on professional and affiliate websites to attract candidates on a nationwide, regional, local or targeted basis based on the recruitment strategy.

As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of our client.

Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks.

CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates. In addition to placing ads on websites aimed at minority candidates, we will contact leaders within appropriate associations to gain their insight and referrals of possible candidates.

CPS HR .,... CONSULTING
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Within the past three years, more than 57% of our executive level placements have been minority and/or female candidates.

CPS HR will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the City Manager brochure along with a personal invitation to contact CPS HR should they have any questions about the position.

CPS HR maintains a comprehensive, up-to-date database of industry leaders and experienced professionals; however, we do not rely solely upon our current database. We also conduct research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates. We will:
■ Convey a strong sense of the purpose and strategy of the City. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment.
■ Provide guidance and resources to candidates regarding the area's cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. ■ Actively seek highly qualified candidates who may be attracted by the prospect of collaboration with other departments, providing exceptional leadership to the City or continuing to ensure the public confidence in the integrity of the City.

CPS HR will directly receive and initially screen all resumes. This screening process is specifically designed to assess the personal and professional attributes the City is seeking and will include a thorough review of each candidate's resume, and if applicable, supplemental questionnaire responses and other supporting materials. CPS HR will personally speak to selected candidates during a preliminary screening interview and will spend extensive time ascertaining each candidate's long-term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate's technical competence and management philosophy. We will gather data on any other unique aspects specific to this recruitment based upon the candidate profile, as well as conduct internet research on each candidate interviewed.

CPS HR will prepare a written report that summarizes the results of the recruitment process and recommends candidates for further consideration by the City Council. Typically, the report will recommend five to eight highly qualified candidates and will include resumes and a profile on each interviewee's background. CPS HR will meet with the City Council to review this report and to assist them in selecting a group of finalists for further evaluation.

CPS HR .._- CONSULTING
Page I '10
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Phase Ill - Selection
Task 1 - Design Selection Process
Task 2 - Administer Selection Process
Task 3 - Final Preparation for Appointment
Task 4 - Contract Negotiation (if requested)
CPS HR will design a draft selection process based on information gathered in Phase I. We will meet with the City to review this process and discuss the City's preferred approach in assessing the final candidates. The selection process will typically include an in-depth interview with each candidate but may also include other selection assessments such as an oral presentation, preparation of written materials, and/or problem-solving exercises.

We will coordinate all aspects of the selection process for the City. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; facilitating the interviews; assisting the City with deliberation of the results; and contacting both successful and unsuccessful candidates.

Following the completion of the selection process, CPS HR will be available to complete the following components:
■ Arrange Follow-up Interviews/Final Assessment Process: Should the City wish to arrange follow-up interviews and/or conduct a final assessment in order to make a selection, CPS HR will coordinate this effort.
■ Conduct In-Depth Reference Checks: The in-depth reference checks are a comprehensive 360-degree evaluation process whereby we speak with current and previous supervisors, peers, and direct reports. (It is our policy to not contact current supervisors until a job offer is made, contingent upon that reference being successfully completed, so as not to jeopardize the candidates' current employment situation.) Candidates are requested to provide a minimum of six references. CPS HR is able to ascertain significant, detailed information from reference sources due to our commitment to each individual of confidentiality, which leads to a willingness to have an open and candid discussion and results in the best appointment for the City. A written (anonymous) summary of the reference checks is provided to the City.
■ Conduct Background Checks: Upon a conditional job offer, we will arrange for a background check of a candidate's records on driving, criminal and civil court, credit history, education, published news, and other sensitive items. Should any negative or questionable content appear during these checks, CPS HR will have a thorough discussion with the finalist(s) and will present a full picture of the situation to the City for further review.

CPS HR ..-CONSULTING
Paye i Ii
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
■ Contract Negotiation (if requested): Successful negotiations are critically important, and we are available to serve as your representative in this process. With our expertise, we can advise you regarding current approaches to various components of an employment package. We can represent your interests with regards to salary, benefits, employment agreements, housing, relocation, and other aspects, with the ultimate goal of securing your chosen candidate.

CPS HR ....,CONSULTING
Paqe I 12
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Timeline
The project team CPS HR has selected is prepared to begin work 60 days from the receipt of a fully executed contractual agreement. All search activities up to and including the selection of a new City Manager can be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising on appropriate professional and affiliate websites, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below.

CPS HR ,... CONSULTING
Page I i3
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Scope of Services
Our proposed executive search process is designed to provide the organization with the full range of services required to ensure the ultimate selection of a candidate uniquely suited to the organization's needs. CPS HR can perform Outreach/Advertising, Partial Recruitment or Full Recruitment based on the needs of the organization.

Development of Timeline & X X
1 Workplan
Meetings with Hiring X X X
2 Manager/Key Stakeholders
3 Develop Candidate Profile X X X
4 Develop Recruitment Brochure X X X
1 Place Paid Advertising X X X
Identify and Contact Potential X X X
2 Candidates
3 Review Application Materials X X
4 Conduct Screening Interview X X
5 Submit Client Report X X
Client Meeting to Select X X
6 Semifinalists
7 Notify Candidates X X
1 Prepare Assessment X
2 Schedule Candidates;
Coordinate Travel
X
CPS HR .., - CONSULTING

Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Task Description Outreach Partial Full
Schedule Candidates; X
3 Coordinate Travel
Facilitate Finalist Selection X
4 Process
Conduct Reference/Background X
5 Checks
Assist in Negotiation (if X
6 requested)
CPS HR ...,.CONSULTING
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Our Executive Recruiting Team
CPS HR has assembled a strong project team with each member possessing extensive recruiting experience and a direct, in-depth understanding of local government. Your dedicated Project Manager will be David Niemeyer. He will work collectively with our exceptional support staff to fulfill the City's needs in a timely and effective manner.

We are committed to providing each of our clients the same level of service excellence, and we take great care not to take on more work than this commitment allows. We will not utilize subcontractors for these services. No staff members will be removed or replaced without the prior written concurrence of the City.

Executive Recruiter David Niemeyer (916) 471-3366 [email protected] Associate Executive Recruiter Rachael Danke (916) 471-3323 [email protected] Associate Executive Recruiter Fatima Nukic (916) 471-3308 [email protected] Team Biographies
David Niemeyer, Executive Recruiter
David Niemeyer brings extensive experience in government services to the CPS HR Consulting Executive Recruitment team. Through his roles as Village Manager, City Manager, Village Administrator, and City Administrator/Assistant to the Mayor all in the state of Illinois. Human resources and senior executive recruitment are areas that he excels in and thoroughly enjoys.

Mr. Niemeyer led recruitments for over 15 department head vacancies as well as numerous other management positions. This included preparing recruitment profiles and brochures, screening candidates and creating a list of top candidates for the elected officials, developing interview questions, managing assessment centers, conducting background checks, and negotiating employment offers. His most recent large recruitment was for the police chief of Tinley Park which included a day long assessment center.

Additionally, he has worked in a variety of different communities in terms of wealth, demographic, political stability, culture and differing goals. A candidate that is successful in one community may not be successful in other, and so it is important that a recruiter understands the importance of candidate fit in an organization. Mr. Niemeyer's experience in diverse communities will help in screening candidatesthat are a good match for an organization.

CPS HR ...., - CONSULTING

Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Rachael Danke, Associate Executive Recruiter
Rachael Danke has spent her entire career in the non-profit and public sectors. With over five years of experience in Human Resources, Rachael has assisted multiple agencies throughout the nation with their talent attraction and retention needs. Rachael has experience recruiting for roles such as Chief of Police, Director of Public Works, Director of Human Resources, Executive Director, and other executive roles for Counties, Cities, and Special Districts. She is currently finishing her Master's Degree in Human Resources at Pepperdine University and is excited to continue to attract new talent to the public sector using innovative techniques such as Virtual Career Fairs and talent engagement.

Fatima Nukic, Associate Executive Recruiter
Fatima Nukic has over ten years of professional experience in the public sector. She has assistant on a wide range of recruitments for county, city, special district, and association executives including executive director, city attorney, police chief, human resources director, finance director, health and human services director, risk manager, environmental resources director, to name a few. Ms. Nukic is an action-oriented and results-driven leader who thrives on finding new ways to promote recruitments and finding ideal candidates. She brings an extensive background in promoting, sourcing, and social media marketing to her role as an Associate Executive Recruiter at CPS HR Consulting.

CPS HR .,.. CONSULTING
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Cost Schedule
Professional Services
Our professional fixed fee covers all CPS HR services and deliverables associated with each of our 3 Recruitment Options: Outreach/Advertising Only, Partial Recruitment and Full Recruitment. A marketing brochure and paid advertising are included in all 3 project types. Timelines are an approximation if there are no delays in the process.

Professional Fixed Fee*
Outreach Only Recruitment (Fixed Flat Fee) $10,000
Partial Recruitment (Fixed Flat Fee) $20,000
Professional Services for Full Recruitment (Fixed Flat Fee) $30,000 * Professional fees for a Partial and Full recruitment would be billed and paid monthly. Professional fees for an Outreach/ Advertising project will be billed and paid in full after the completion of the project.

One-Year Service Guarantee
If the employment of the candidate selected and appointed by the City as a result of a full executive recruitment (Phases I, II, and Ill} comes to an end before the completion of the first year of service, CPS HR will provide the City with professional services to appoint a replacement.

Professional consulting services will be provided at no cost. The City would be responsible only for expenses such as re-advertising, consultant travel, additional background checks, etc. This guarantee does not apply to situations in which the successful candidate is promoted or reassigned within the organization during the one-year period. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort.

We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with City of Carpinteria in this important endeavor.

CPS HR ,.... - CONSULTING
Page j 18
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Appendix A - Work Sample
Recruitment Brochure Example
m
COiumbia
Missouri
City Manager
Our Mission: To serve the public through
democratic, transparent and efficient government.

CPS HR .... - CONSULTING
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
Become Part of a Community
Often described as vibrant. diverse. Jnnovattve and progress.Ne, the City of Columbia Is centrally kxated in the heart of Missouri. Columbia 15 the county seat of Boone County and Is 120 mUes from both St Louts and Kansas City. The state capital of Jeffer.son City ls Just 30m!les to the south.Founded In 1821.Columbu IS now Mfssourrs fourth largest and fastest growing city, with a populatlon of app101dmately 122,000, plus an Influx of nonresident students.

Origln;;Uy an agrlcu!tural rown. today the city ts known for Its vI1al1ty and high quality of ftfe. The city enjoys an active economy powered by educatton. healthcare and financial servlc~ As the hub of Missouri higher education, Columbia is home to the seccoc-cidest women's college in the c.ountryStephens College ( 1833). the state's flagship higher education institution - the Ufltverslty of Mlssoml ( 1839), as well as Columbia College (1851 ). Several large companies have headquarters In Columbia, mcludtng Shelter Insurance, Veterans unneo Home Loans (No. 23 In Fortune Maga21fle""s 100 Best companies to Work For) and MFA OIi. There Ls also a st,oog presence of entrepreneurs and small businesses that thrive in the community. Columbia is a 1eglonal healthcare powerhouse drtvlng medic al Innovation through the UniV,mlty of Missouri Health Care system, Boone Hospital Center, and Harry S, Truman MemorlJ!Veterans'Hospltal. Columbla's moog economic base community-oriented environment, and co!l!!ge town atmcsphereccnunues to attract new residents and new Investment.

Columbia's downtown. caued-rne msmct- offe-rs an exctt!ng mix of unique restaurants. spectalty rt ores. art galleries and coffee shops. The- District has over 70 restaurants and bars to choose from and boasts over 45 live p.,rformances every weekin an eclectic mix of venues. from !he Historic Missouri Theatre, the Blue Note and cescet venues, aromatic coffee houses to state-of-the-art dubs a~ well as Us beautiful historkal architecture. sldewaik cares and st reel rnuuctans.

Vision
Outdoor ilctMllf'\ are plPntlful and Important to tt.P re,llff'nt~ of Columbia. Thf' <1w;ird-wlnnln9 Columh1a Par1o.\ dfld Reue.ition Dep,ntmenl nwln!.ilru over 42 pa,b and recreaucn f,ICJIUle) on more uen 1.,400 <>tre~ .;long wrlh numerous county, stale and federal parkland5 located dose by. N! three hlghe1 education lnsUM!rm5 haw alhletKS program\ lndud!ng lh<' IJnlvE'rS!I)' of Mh~otn1, which Is p.111 ol thl> OMslon I ~1rttwa \tem Corifo1POCP (Sf(). folumhta I.!. c1I\O home lo lhe lntemallotl<llly-re<.09111Ledlrue'f:.ihe dotumentdry film fe.tlVal, lhl< Roo~'nlllue~ rnusrc f~ttvJl <ind Unbound book fesltval which attract arttsts and Yfsllon from auoss the country. tolumbla Publtc Xhooh h llw sevf'nlh largest dlslrlct In the state. II lndudel 21 elementary schoob, '>Ix m!ddle 5choo!s. four high uhools ,md lhc Columbia Area LlrC'CI' Center, as wcll a~ Jn t'Jrly childhood program, with an eorollment ol 18,552 students. 80 to 90 percent of Columb1anudenB eitendthe!r education beyond h"lgh ¼hool C.olumbla Publ1e Xhools Js n.auonalty rocognl1ed Ma D~trfct ol u1sunct1on by Dlstnct Adm1ntstraucn maqa.tlne. !here ari• ;ilsn WYN,11 hl9hl)i wg ardf'd pf1\r,1IP S<hOO I!.: Chrl'ittan Ft>I IO'mhtpSchoo~ Co!umt,ia tnrlf'f,('ndmt Srhonl, HN1 t;J~(' ALldemy, Chrbtlan Chapl'l At. i!dt> my ;md falht-1 Augu~Une Tolton Region.ii Cllhollc. High Sc.hoc! To learn more go to: www.como.gov
City Government City Manager
The City of Columbia's current government was established by a home rule charter adopted by voters on March 29, 1949. which established a Council-Managerfo,m of government.

The City Council is made up of seven members, including six members elected by each of Columbia's six single,me,mber wards, plus an at-large Mayor, who is elected by al/city voters..

They are elected to staggered three-year terms.

Columbia is a full-service city that, in addition to typical municipal services, also provides alt utility services including electric. water, solid waste. sewer and stormwater. Plus. the City provides public health and human services, public
tramportation and manages a growing municipal
airport. The fiscal year 2.019 budget is approximately
S431.9 million fo1 all Si'rvice lines and includes 1.507 permanent full-time employees.

To. view the proposed budget~ or visit
CoMo.gov and search· 2019 budgee
Core Values
» Service; We e;tlSt to pro VJ de the best possible service lo all >> Communication: We listPn and rP\pond with r!Par,
compassionate and timely communication.
)} Continuous lmprav~mentWP vah.w ~Xc<'IIPnn•through
plannmg. learning ;md mnovative practic':c's.
)) Integrity: Our employees are Nhical. fair, honest and rPspomibtP
» Teamwork: W<' achieve results by valuing dlvenity
and partnership<; within our own orgarn1ation and tht>
community.
}} Stewardship; WP MP re\ponsible with the rPwurcP\ llu• community entrusts to us.

Appointed by and serving at the pleasure of the City Council, the City Manager acts as the chief executive officer for the City of Columbia's government. S/he provides strategic guidance and leadership for all City functions and services. The City Manager will:
» Plan, manage, and assign initiatives, task5, and activilies of major City departmenh, providing supervision and executive guldan,ce to department heads as needed.
)} Overse>e the development of strategic goals and policies for the expansion and improvement of City services.
)) Coordinate the evaluation of City programs and provide feedback. >) Direct the preparation and execution of the City budget and make budgetary recommendations to the City Council.
>) Prepare annual reports on the progress and dev,2lopment of City prog,ams and projects..
)) Coordinate City functions and communications ,...;th other local and state govemrnent agencies.
)} Communicate with the gene,al public and other govemmentnl organizations in a robust print and broadcast media market CPS HR .... - CONSULTING
Page J 20
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
During a series of discussions with the Mayor.

City Council, community and business
leaders, and open community forums, a
portrait of the City·~ Ideal Candidate emerged
- the descuptors mcluded
Opportuni.ties
» While the next Gty Manager will inherit a knowledgeable. seasoned staff to assi~rin guiding the if transition into this role there will also be opportunities to attract and accentuate this de<ticated team of staffmembers.
>> Many large businesses are locating in Columbia and oeaNng more.jot». The University of Missouri Research Reactor Center is the largest research reactor in the United States and produces radioisotopes used in nuclear medicine. This led Northwest Isotopes llC lo bring their radioisotope ptoduction facility to Columbl.t, whlct-i will in dude new jobs. Additionally, large employers like Aurora Organic 0alty and Aineric.an 0utdbor Brands are actively hiring.
)) After years of tremendous growth in users and service, Columbia Regional Airport ls about to emb.afk on a new, voter-approved repla<ffl!el\t of the Airport Terminal. Thi~ expansion ls one of the Crty Council's highest prionties.
)) The Gty Council is currently in the final yea1 of their 2016-1019 Str ategic Plan and it recresented the City's effort toward the common cause of making Columbia a place where an families cannot only live ... bur duive. The next City Manager will figure greatly lo the City's next planning effort.

Ideal Candidate
The Gtyof COlumbl.a Is seeking an expeflenced and vl>lonaryleader who values and ~nda~ t1ansparency, NtUlty and lndu~on. and open and hoM!tt(OrMmntcatlon. The successful candidate WID lead fhE, Oty'scommltmem ro cul1ural raelal and sod al equity as ~?I as economk and educatlooal dr.·enity. The Ideal cancl<Llte wHI bring eliPf:flence ~, a ct.-erse mJd. to laige• sue city that offers an array of munk:!pal semces and has embraced Innovative strategies to continue to provide those services while dealing with tbe realities of munklpal budg et constraints. This liscaDyYvvy, busineu-mlndfd lodlvldull wdl be d,;dio,~ to the ltnp(ovem;ntof Cityservk:e,s across all sectors of the population. AckltlonalJy, the succ2S5ful candldatewflbe a b11dge but Ida who ernbtaces colaborat've plrinershlps.. and wll use these 1elat1onshlps to lmp,ove servces and create effY.teooes ch1ou9h 1he implementation of strateqle obj«live~ The new City Manage, will pos~s t~ enctjonal WlleHigence nl:'Ceuary to eff ectively lead and manage adi~rs.?, hlgh•perform lng staff, and the polilkal~itudelo anticlpJle Jnd plan IOI' ISSUI?$ CJf ccnoen. Exceptional communication skills and a lea<lersh!p presence, both wnhln tilt! organlzatloo and in the community, suppor ted by tangible accomplishments. are expec ted
Additional ch.l1i1Cleiistks/~~len<:e lde-nUfied JS providing valul':
» f.ilperl('o(e wtth and embi.Ke of Commun\tyOoented }) Experience co11aboratlng wkh a major coll!ge 01 Poiclng. unlvenity.
1) An Jppro.x.h.;ble demeal'"IO( and engagement with an ll'IYOM?d dUzenry.
» Slgnlficonte>per!ence 1nmedla1elattom.me\Saging.
and strategy as WE ff as the Jblllty to communicate
uanspa1t'ntly !nan acnve printalod broadust media
tn3rket
» Dedicated 10 the prM!lse of re.altZlng economic prosperity for theenllrt'communltt and addrMslng .odal loeqJltles. ~) A bac~..ground !n fast-91cwlog commLll'IIUH balar,<Jng developmem With smart-growth prtncipali.
» Bel~\1:St~.eCJtyM.magertsaviSlbleo:,mmunlty~
andvatuesc:Mcpartldpatlon.
>> Possess prKt!cal busines~ acumen comb ined witil ln
awarene:ssofthe progressive nature of Columb!l po!lti6. aft..,..;..,,H
and•i~y
.................... .......... tr .. .,_,,
.,, ..... indta1-.,
•114-,hoM,t
<MIIIIUfti c•tMft~
Education and Experience
Jt.,CW.,l,:-~-..illoo,w,.\1Nit'ic!fU,nt'1~tcla\ll:".,..,.~ ~~--~~(~ t~6inaN; u,!t)lllcy- Jlf'O
~, ....... ,-~""·
~'"~ .,...,_,. 1&..-,cw,...,.rA:Jfi.t:f,J.Ol'W._..~,
M..,1t.11~~
Compensation
(<4 ....... u,l -Jt.....,1>,.«i~ .. t;,,, ""' .. .,. .... .,-,,~ cf•pr•n•~'Ci!'lt t~ttat"od quM,;_ .c...iMUTTW ,~< IY.

CPS HR ,.., CONSULTING
Fage i Li
Proposal to the City of Carpinteria
Executive Recruitment for City Manager
.oo.
~i uf
Columbia
lvl/SSOUO
Application and Selection Procedure
This position Is open until filled. To be considered for this exceptional career opportunity, submit your resume, cover letter, and a 11st of six work-related references (two supervisors, two direct reports and two colleagues) by the first resume review date of F.rlday, April 26, 2019. Resume should reflect years and months of employment, beginning/ending dates as well as size of staff and budgets you have managed.

Please go to our website to submit your appllcatton: https://secure.cpshr.us/escandidate/JobOetalt?ID=437 For further Information contact:

Pam Derby
Andrew Nelson
CPS HR Consulting
(916) 263-1401
E-mail: [email protected]
E-mail: [email protected]
Website: www.cpshr.us
CPS HR · CONSULTING
Resume will be screened In relation to the criteria outllned In this brochure. Candidates with the most relevant qualifications wlll be given prellmlnary Interviews by the consultants. Candidates deemed most qualified wlll be referred to the City. Selected candidates will be Invited to participate In further Interview and selection activities.

An appointment will be made foll owing comprehensive reference and background checks.

CPS HR ...,- CONSULTING
Page I 22

RAFTELIS

PROPOSAL
~ RAFTELIS
City of Carpinteria
Execut·ve Search Services .. City Manager
PROPOSAL / April 5, 2023
~ RAFTELIS
April 5, 2023
Dave Durflinger, City Manager
City of Carpinteria
5775 Carpinteria Ave
Carpinteria, CA 93013
Subject: Proposal for Executive Search Services
Dear Mr. Durflinger:

We are pleased to submit this proposal for executive search services. Our focus has always been to help local government and utility clients solve their financial, organizational, and technology challenges. We are dedicated to providing management consulting services, including executive search, to local governments and the utility industry.

The Novak Consulting Group (TNCG) and Raftelis have always shared a focus on delivering lasting solutions for local government agencies. In January 2020, TNCG joined Raftelis. Today, we provide our clients with wide-ranging capabilities and resources in financial, management, technology, and communications consulting for all areas oflocal government. Our clients now have the expertise of more than 140 of the country's leading local government consultants.

We know that our combined capabilities and resources will provide added value to our clients.

Our project team for the City of Carpinteria (City) comprises skilled professionals, seasoned in local government management with search experience across the country. Our team has completed over 300 searches, and we have had significant success in identifying and retaining ideal candidates who meet each organization's unique set of needs and expectations. Our team for this project will include Jim Armstrong, a Principal Consultant with the firm, who has deep knowledge of California as a long-time and well-respected former City Manager for Santa Barbara, Fullerton, and Hanford, and as a consultant. We are confident our approach will result in a successful leader for the organization. Our mission is to strengthen communities, and we do this by helping them find the best leaders to help move their organizations forward.

We look forward to the opportunity to serve the City of Carpinteria. If you have any questions, please contact Catherine Tuck Parrish, our executive search practice leader, using the following contact information:

Catherine Tuck Parrish, Vice President
Phone: 240.832.1778 / Email: [email protected]
Sincerely,
Julia Novak
Executive Vice President
19 Garfield Place, Suite 500, Cincinnaii, OH 45202
www.raftelis.com
~RAFTELIS CZ::-: ~ Charitable Gift Fund
Making our
world better.

The Raftelis Charitable Gift Fund
allocates profits, encourages employee
contributions, and recognizes time to
charitable organizations that support:
• Access to clean water and
conservation
• Affordability
• Science, technology, and
leadership
Raftelis is investing in improved
telecommunication technologies to
reduce the firm's number one source of
carbon emissions-travel.

Table of
Contents
01 Firm Overview
05 Work Plan
08 Experience
15 Diversity and
inclusion are an
integral part of
Raftelis' core
values.

Recruitment Team
24 Cost for Services
We are committed to doing our part
to fight prejudice, racism, and
discrimination by becoming more
informed, disengaging with business
partners that do not share this
commitment, and encouraging our
employees to use their skills to work
toward a more just society that has
no barriers to opportunity.
)

FIRM OVERVIEW RAFTELIS
WhoWeAre

RAFTELIS AND THE NOVAK CONSULTING GROUP,

HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE
Local government and utility leaders partner with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We've helped more than 600 organizations in the last year alone. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators-constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek.

TNCG is Now Raftelis
The Novak Consulting Group and Raftelis have always shared a focus on delivering lasting solutions for local government agencies. In January 2020, TNCG joined Raftelis. Today, we provide our clients with wide-ranging capabilities and resources in financial, management, technology, and communications consulting for all areas oflocal government. Our clients now have the expertise of more than 140 of the country's leading local government and utility consultants, who have decades of experience. We know that our combined capabilities and resources will provide added value to our clients, and we're excited about what we can accomplish together. + VISIT RAFTELIS.COM TO LEARN MORE
HAFT ELIS 2
We believe that Raftelis is the
rightfit for this project. We
provide several key factors that
will benefit Carpinteria and help
to make this project a success.

Oo
D~

RESOURCES & EXPERTISE
This engagement will require the resources necessary to effectively recruit for your unique position and the skillsets to complete all of the required components. With more than 140 consultants, Raftelis has one of the largest local government management and financial consulting practices in the nation. Our depth of resources will allow us to provide Carpinteria with the technical expertise necessary to meet your objectives.

In addition to having many of the industry's leading management and financial consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed.

DECADES OF COLLECTIVE EXPERIENCE
Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They've served in a wide range of positions, from city manager to public works director to chief of police.

PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS
You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may assign your business to junior-level people, our approach provides exceptional service from senior-level consultants.

NICHE EXPERTISE
Our expertise lies in strengthening public-sector organizations. We're consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients.

Rt\FTELIS 3
Firm Capabilities
ill 0

FINANCE
Meet your goals while maintaining a financially
sustainable organization
• Rate, charge, and fee studies
• Financial and capital planning
• Cost of service and cost allocation
• Customer assistance programs
• Affordability analysis
• Utility valuation
• Budget development
.. Financial condition assessments
• Debt issuance support
• Economic feasibility and analysis
e

COMMUNICATION
Communicate strategically to build an
informed, supportive community
• Strategic communication planning
• Public involvement and community outreach
• Public meeting facilitation
" Graphic design and marketing materials
• Media and spokesperson training
• Risk and crisis communication
• Social media strategy
• Visual facilitation
• Virtual engagement
STRATEmc FIL.ANNING
Set the direction for the future of your
organization and community
• Organization, department, and community-based
strategic planning
• Effective Board / Commission / Council governance
• Retreat planning and facilitation

ORGANIZATION
Plan for long-term sustainability and operate
with maximum efficiency
• Organizational and operational assessments
• Stormwater utility development and
implementation support
• Performance measurement
• Staffing analysis
• Organizational climate and culture
• Asset management and operations
• Regional collaboration and service sharing
• Processimprovement

TECHNOLOGY
Use your data and technology to improve
experience and gain valuable insights
• Billing, permitting, and customer information audits
• Business process development
• Data management, analytics, and visualization
• Performance measurement and dashboarding
• Software solutions
• Website development
" Information technology assessments and strategic
planning
• Customer management assessments and optimization
• CIS selection and implementation
• AMR/ AMI feasibility studies
• Mobile workforce management
• Meter data management
• CMMS selection and implementation
• GIS optimization services
• Fleet management systems

EXECUTIVE RECRUITMENT
Identify top talent to lead local governments
and utilities
EXECUTIVE SEARCH STRATEGY Ri\FTEUS
Executive Search Strategy
When organizations need to fill key positions, they turn to Raftelis and benefit from this guiding principle: meaningful hiring involves finding the right employee and preparing them for ongoing success. Our approach to executive search services comprises three key phases.

Inquiring, Understanding, and Defining
Each of our clients has a unique culture and set of objectives. Because selecting the right individual is critical to success, we begin our relationship by conducting a needs assessment to identify the specific benchmarks the search must accomplish. We will identify qualifications and requirements as well as map out the new hire's first-year goals, so both our client and the employee remain on the same track for success. We will build an accurate position profile, thus ensuring we attract the right people for the position.

Candidate Search and Evaluation
To reach the right candidates, Raftelis customizes each search process to fit the client's needs. Often, the professionals who best fit an open position are already employed and not searching for a traditional job posting. So, we leverage our extensive, diverse professional network to attract the best talent nationwide. We have been successful in identifying a candidate pool that is racially, ethnically, and gender diverse. We are committed to helping local government leadership positions reflect the communities they serve. We work closely with several organizations that support this goal, and we advertise in national publications that target people of color and women, including the National Forum of Black Public Administrators (NFBP A), Local Government Hispanic Network, and the League of Women in Government. We intentionally seek well-qualified women and people of color, so our clients have excellent choices. Once the right candidates are found, we help manage the hiring process from interviews to background checks. Our in-depth service empowers clients to achieve their goals at every step.
21%
*** *
A
of our recruitments
resulted in the hiring of
women
of our recruitments
resulted in the hiring of
people of color
Supporting Success
We support the top candidate's long-term success by creating a goals-driven work plan actionable from day one. Many firms focus solely on finding qualified applicants, leaving the client on their own once the position is filled. Our team, however, uses the objectives gathered during the inquiry stage to prepare new hires for their first year. We follow up to ensure continued progress, productivity, and satisfaction for the employee and our client.

We take a tailored, goals-based approach to each recruitment. By looking beyond the hiring process, our holistic view ensures that each candidate will fit the role as well as the organization. In the end, we are not just looking for a successful professional; we are finding the right employee to be successful in their new position long after they are hired.

WORK PLAN RAFTELIS 5
Work Plan

THE FOLLOWING PROVIDES A DETAILED DESCRIPTION OF OUR WORK PLAN FOR THE CITY MANAGER RECRUITMENT.

Activity 1 - Develop Candidate Profile
We will begin this engagement by developing a clear picture of the ideal candidate for this position. We will first meet with members of the City Council individually and as a group to discuss the recruitment timeline and process. We will also facilitate a meeting with the City Manager and the department head/leadership team group, as well as facilitate an online key stakeholder focus group. If desired, for an additional fee, we can conduct community engagement through an online survey. We will discuss not just the technical skills needed for the position, but what makes for the right organizational fit in terms of traits and experiences.

Based on the information learned from our meetings, we will develop a recruitment plan that includes California and the nation. We will prepare a position profile that is unique to the City of Carpinteria. The profile will identify the organization's needs, the strategic challenges of the position, and the personal and professional characteristics of the ideal candidate. This document drives the recruitment. It focuses our efforts on the most capable candidates, and it helps us to persuade candidates to pursue the position. We will develop a recruitment brochure for advertising the position which includes the position profile, as well as information on the organization, the City, and the community. We will work with the City to eliminate barriers to underrepresented groups, including years of service, levels of education, and other strict requirements that might eliminate someone who can do the job.

We will also develop first-year organizational goals for the successful candidate. These goals will ensure that the applicants know what will be expected of them should they be hired, the City has thought about what it wants the person to accomplish in the first year, and the successful candidate can hit the ground running with a work plan. Once drafted, we will review the recruitment plan, position profile, and first-year goals with the hiring manager. Modifications will be made as necessary before recruitment begins.

DELIVERABLES:
• Detailed recruitment process documents, including recruitment plan, position profile, recruitment brochure, and first-year goals
Activity 2 - Conduct Outreach and Initial Screening
As part of the recruitment plan, we will identify key states and metro areas to focus our targeted recruitment. We will prepare and place advertisements in state and national publications and websites to attract candidates from throughout the United States. While this will be a national search, we will target our efforts to those key areas identified in the recruitment plan. We understand the importance of having a diverse applicant pool, so our recruitment strategy includes a robust outreach strategy to identify and attract well qualified individuals from underrepresented groups and encouraging them to apply. In our outreach, we ensure we place job postings in places that target women, minorities, and other underrepresented groups. We also utilize our networks across the country to find and attract well qualified candidates from a variety of backgrounds to apply and be considered. In addition, our recruiters have participated in conferences like NFBPA and Engaging Local Government Leaders (ELGL) for networking, a Diversity, Equity, and Inclusion cohort RAF"rl:LiS 6
through International City/County Management Association (ICMA), and several leadership academies for women in local government in different states.

We will place job postings with ICMA, Western City, California League of Cities, and other places as identified in the recruitment plan. We also recommend national organizations such as ELGL, NFBPA, and Local Government Hispanic Network to attract underrepresented groups and provide a more diverse applicant pool. We will also reach out to historically black colleges and universities and other targeted alumni networks that have graduates from diverse backgrounds and ask them to share our postings.

As soon as the advertisements are completed, we will begin the process of actively and aggressively marketing the position and identifying qualified candidates for assessment. We will pinpoint individuals and jurisdictions to reach out to directly through phone and email. We will also utilize social media (Linkedln, Twitter, and Face book) to broaden our reach. We have found that this combination of outreach is an effective way to reach top applicants, especially those who are not currently in the job market but may be willing to consider a move to an excellent organization like the City of Carpinteria.

We will reach out to the applicants in our extensive database as well as the prospective candidates we have targeted in previous recruitments for similar jurisdictions. We will also develop a list of additional candidates to pursue based on the City's unique needs. Our outreach includes seeking well-qualified women, people of color, and individuals from other underrepresented groups and encouraging them to apply.

As applications are received, we will acknowledge each one and keep applicants aware of the status of the process. We will screen each applicant against the position profile and first-year goals. We will conduct interviews via phone or videoconference with those who most closely meet the profile to learn more about their interest, qualifications, and experience for this position. A written summary of these candidates will be prepared and shared with the City. We will then meet with the City to review the entire list (if desired) as well as the most qualified candidates who have the requisite skills, experiences, and traits needed for success in the position. Based on the City's direction, we will finalize a list of candidates to invite for in-person interviews.

DELIVERABLES
• Placement of ads and job postings
• Targeted outreach to passive candidates
• Candidate review materials including screening results and internet search Activity 3 - Support Interviews and Selection
Each person you wish to interview will then be contacted again by our recruitment team. We will plan and facilitate a multi-step interview process specific to the position. The process could include writing exercises, presentations, panel interviews, tours, and a department director or key staff meet-and-greet. A book that contains customized interview questions and information about each of the candidates invited to interview will be provided to those involved in the interview process. We will also facilitate pre- and post-interview briefings.

We will coordinate the logistics of the process and provide the candidates with the details along with any travel policy requirements or other information. We will also work with a City contact to ensure a suitable venue is arranged for the interviews. Expenses for the candidates will be borne and reimbursed directly by the City.

The City will select the top candidate. We can help make a well-informed choice by framing what we have learned about the candidates in the context of the position and its requirements. We will speak with candidates' references to confirm RA.FTELIS 7
the strength of their credentials. We will also conduct a media check to review published information found in search engines, online publications, and social media. Reference and background checks will be performed on the top candidates, including but not limited to education, credentials, employment history, criminal background check, civil litigation check, and credit history.

We also can assist in negotiating the employment offer. We will provide information about best practices in salary and total compensation, and we will have obtained information on the candidate's salary. We will keep candidates apprised of their status and release them at the appropriate time.

DELIVERABLES
• Interview book materials including references and background checks Recruitment Timeline
Included below is a draft timeline. We expect to review this with the City during Activity 1 and adjust it as necessary as we develop the recruitment plan.

APR MAY JUN JUL
Activity 1 - Develop
Candidate Profile
Activity 2 - Conduct
Outreach and Initial
Screening
Activity 3 - Support
Interviews and Selection
• In-Person Meetings
• Web Meetings
Deliverables
EXPERIENCE 0
References
Raftelis is uniquely positioned to perform this recruitment because of our knowledge of local government and our extensive network across the nation. Our clients tell us we are more than just consultants-we are trusted advisors. The following table lists a few comparable recruitments we have conducted and references for each of them.

Client Reference
City of Hillsboro, Oregon
•
•
•
•
•
•
•
•
Assistant City Manager (2020)
Assistant City Manager, Community and Organizational
Engagement (2018)
City Manager (2019)
Employee and Labor Relations Manager (2021)
Fire Chief (2017)
Human Resources Director (2012)
Library Director (2014, 2020)
Police Chief (2013)
City of Shoreline, Washington
• Administrative Services Director (2011)
• City Manager (2013, 2022)
• Director of Human Resources and Organizational
Development (2018, 2021)
City of Boulder, Colorado
• City Attorney (2021)
• City Manager (2020)
• Chief Human Resources Officer (2022)
• HRlS Manager (2020)
• Human Resources Senior Manager (2020)
• Human Resources Director (2017)
• Independent Police Monitor (2020)
• Director of Planning and Development Services (2020,
2022)
• Total Rewards Senior Manager (2020)
• Utilities Engineering Manager (2021)
Robby Hammond, City Manager
(503) 681-5214
robby.hammond(a'hillsbmo:._Qiegon.goy
Lisa Colling, Human Resources Director
(503) 681-6460
lisa.colling(c_D.hi I lsboro::.9regQ1Lgov
Debra Tarry, City Manager
(206) 801-2213
dtany(?Dshorelinewa.gov
Nuria Rivera-Vandermyde, City Manager
(303) 441-3090
rivera-vandermyden(j/bouldercolorado.gg_y
Chris Meschuk, Deputy City Manager
(303) 441-3388
meschukcre&bouldercolo rado. gov
Aimee Kane, Equity Program Manager
(303) 441-4235
kanea(c'i: bouldercolorado .gov
RAFTEUS 9
City of Fort Collins, Colorado
• Assistant City Manager (2023)
• Chief Sustainability Officer (2023)
• Community Development and Neighborhood Services
Director (2020)
• Community Services Director (2021)
• Deputy City Manager (2020, 2022)
• Environmental Services Director (2021)
• Natural Areas Director (2021)
• Recreation Director (2021)
• Utilities Executive Director (2021)
City of Fairfax, Virginia
• City Manager (2018)
• Police Chief(2018)
Teresa Roche, Chief Human Resources Officer
(970) 221-6535
trocheu7;,fcgov .com
Catherine MacGowan, HR Partner
(970) 221-6819
cmaggowan((u,fcgov. com
Dean Klingner, Deputy Director, Planning,
Development & Transportation
(970) 221-6511
dklingner(fufcgov .corn
Robert Stalzer, City Manager
(703) 385- 7850
rob .stalzer(£L.fai rfax va. goy
Sara Greer, Director of Human Resources
(703) 385- 7835
sara. grecr(ir;Jai..rfax va. gov
RAFTELIS 10
Recent Executive Search Experience
Cllont Position Client Position
AZ Contra! Arizona General Manager co Fort Collins Environmental Services Director ProJect AZ Clarkdale Town Manag11r co Fort Colllns Natural Aroas Director AZ Cottonwood City Attorney co Fort Colllns RecreaUon Director AZ Cottonwood City Manager co Fort Collins Utilities Executive Director AZ Oro Valley Chief Financial Officer
Health District of
co Northern Larimer Executive Director
County
AZ Oro Valley Police Chief
co Jefferson County County Manager
AZ Payson Town Maoager
co Lalayette City Administrator
AZ Peoria Human Resources Director
co Loulsvitle City Managor
AZ Scottsdale Economic Development Director
co Loulsvllle Director of Parks and Recreation
AZ Yuma City Administrator
co Louls1111le Director of Planning and Building Safety AZ Yuma Engineering Director
co Louisville Human Resources Dimctor
AZ Yuma Finance Director
co Loveland Budget Man.1ger·
AZ Yuma
Planning and Neighborhood
Services Director co Loveland Chief Financial Officer•
co Aspen Community Development Director co Loveland City Clerk' co Boulder Chief Building Otflclal co Loveland Economic Doveiopmcmt Director' co Boulder Chief Human Resources Ortlcer co Northglenn Human Resources Diroctor co Boulder City Attorney co Pueblo West District Manager Metropolltan District co Boulder City Manager co Summit County ACM • Administrative Services co Boulder HRIS Manager co Summlt County ACM • Human Services co Boulder Human Resources Director co Summit County ACM • Public Works co Boulder Human Resources Senior Manager co Summit County County Manager co Boulder Independent Pollce Monitor co Summit County Interim County Manager co Boulder Planning and Development
co Summit County Human Resources Director Services Director co Boulder Total Rewards Senior Manager co Westminster Parks, Recreation, and library Director co Boulder Utilities Engineering Manager CT Greenwich Town Administrator co Denver Independent Monitor CT Mansfield Town Manager co Fort Collins Assistant City Manager CT Meriden City Manager co Fort Collins Deputy City Manager CT Windsor PoHce Chief co Fort Collins Chier Sustainability Officer DE Kent County County Engineer/Public Works Director co Fort Collins Community Services Director OE Lewes
Municipal Planning and
Development Officer
co Fort Collins
Community Dovelopmont and
Neighborhood Services Director
RAFTELIS 11
Cll11 nt Position CH11nt Position
DE MIiford City Manager MD Charles County Engineer IV'
PE MIiton Town Manager MD Galthorsburg City Mar\ilger
DE Rehoboth Beach City Manager MD Gaithersburg Director of Finance and Administration IA Cedar Rapids Utliltte.s Director MD Galth,:,rsburg Engineering Services OMslon Chief IA Cedar Rapids City Attorney MO Gaithersburg Finance Olr~tor IA Cedar Rapids F mancc Dlractor MD Gaithersburg Public Works Director IA Cedar Rap.Ids Human Resources Director MD Gaithersburg Public Works and Engineering Director IA Cedar Rapids IT Director MD Gaithersburg Director of 1nrormat1on Technology IA Cedar Rapids Public Works Director MO Garrett Park Town Manager IL Peorl.a County Director, Animal Protection Services MD La Plata Planning Director IN Bloomington Traftfc and Transportation Engineer MD La Plata Police Chief KS Baldwin City City Administrative Officer MO La Plata Town Manager KS Edgerton Building Inspector MD La Plata Town Treasurer KS Edgerton Community Development Director MD Maryland Municipal Executive Director/CEO League KS Johnson County Human Resources Director MD Mount Rainier City Manager KS Merriam Finance Director MD New Carrollton City Administrative Officer KS Olathe Director of Economy MD Ocean Pines General Manager Association KS Tonganoxie City Manager MD Riverdale Park Town Manager LA Orleans Parish Chief Operations Officer MD Riverdale Park Police Chief School Board LA Sewerage & Water Chief ot Communications MD Rockville City Attorney Board of New Orleans LA Sewerage & Water Deputy General MD Rockville City Managllr Board of New Orleans Superintendent for Operatfons
LA Sewerage & Water General Superlntedont MD Rockville
Community Planning and Development
Board of New Orleans Services Director
LA sewerage & Water Utility Human Resources Director MD St. Michaels Town Administrator Board of New Orleans MD Aberdoon Director of APG Privatization MD Sykesville Town Manag0r MO Aberdeen Police Chief MO Takoma Park Clt.y Manager
MO Aberdeen Public Works Dlroctot MO Takoma Park Deputy City Manager· MD Baltimore Solid Waste Bureau Head MO Westminster Finance Director MO Berwyn Holghts Code Supervisor MD Westminster Human Resources Director MD Berwyn Heights Town Administrator Ml Novi Assistant City Manager MD Cambridge City Man~ger Ml Novi Finance Director
MD Charles County Director ot Community Services· Ml Rochester HIiis Chlet Financial Officer RAFTELIS 12
Cllent Position Cll<1ot · Position
MN Rochester General Manager OH Hilliard Deputy Police Chiet Public Utilities MO Chesterfield City Administrator OH Hllllard Police Chief MO Clayton City Manager OH Hudson City Manager
MO Lee's Summit Human Resources Director OH Cleveland Heights City Manager MT Helena City Manager OH Cleveland Heights Finance Diroctor NC Greensboro Parks·and Rec:reatlon Director OH Dayton Financial Officer NC Guilford County Assistant County M,mager OH Dublin Director of Public Service tor Strong Communities
Assistant County Manager OH Dublin
Deputy City Manager/
NC Guilford County for successtu I People Chief Operations Officer NC Gullford County 8ulldlng Inspections Services Director OH Granville VIiiage Manager NC Guilford County County Attorney OH Hllllard City Manager Communications and OH Hudson City Manager
NC Guilford County Public Relations Director
OH Jackson Township Township Administrator
NC Guilford County Deputy Finance Director
OH Miami Township Township Administrator
NC Guilford County Equity and lncluston Manager
OH Moraine City Manager
NC Guilford County MWBD Program Director
OH Oberlin Fire Chief
NC Guilford county Public Relations Director
OH Oberlin Police Chief
NC Guilford County Security Director
OH Portsmouth City Manager
NC High Point Assistant City Manager
OH Prairie Township Township Admlnlstrator
NC High Point Planning Director
OH Sandusky City Manager
NC Matthews Assistant Town Manager
Solid Waste Authority
NC Rolesville Human Resources Director OH of Central Ohio Director of Administration (SWACO)
NC Winston-Salem Poll~e Chief OH The Port • an Ohlo Gener;it Counsel Port Authority NH Keene Ctty Manager OH Tho Port • an Ohio Industrial Development Manager Port Allthorlty NH Hanover Town Manager OH The Port • an Ohio Vice President of Communications Port Authority and Marketing
NM Las Cruces City Manager OH The Port - an Ohio Vice President of Economic Equity Port Authority NY Batavia City Manager OH Union County County Administrator Livingston County
NY Water and Sewer Executive Director OH Upper Arlington Asslst~nt City Manager• Authority {LCWSA}
NY Oneonta City Manager OH Upper Arlington Police Chief OH Cont·crville City Manager OH Washington Township Assistant Fire Chief OH Delaware County Director of Economic Development OH Washington Township Township Administrator Delaware County OH West Chester Township Administrator OH Transit District Executive D !rector Township RAFTELIS 13
Cllent Position Cllent Position
--- ·- ·-·-
OH Westerville City Manager OR Tigard IT Director
OH Westerville
Deputy Director or Pla1111lng and OR Tualatin City Attomey Development
OH Westerville Finance Director OR Tualatin Hills Park & Chief Financial OHlcer Recreation District OH Worthington Assistant Fire Chief OR Tualalhi HIiis Park & City Attorney Rec:reatlon Oistrlct OH Wyoming City Manager OR Tualatin Hllls Park & District Finance Director Recrnation Dlstrl<:t OR Beaverton City Manager OR. Washington county County Administrator OR Beaverton Finance Director OR Washlr,gton County Interim County Admlr,istrator OR Beaverton Interim City Manager OR Washington County Chief Ftnanc:lal Olftcor OR Beaverton Police Chief OR Washington County County Counsel OR Beaverton Publlc Works Director OR Washington County Assistant County Administrators OR Clean Water Services Chief Utlltty Operations Otrlcer PA Breakneck Creek Manager Regional Authority OR Confederated Tribes Grant Program Manager PA CarlJsle Borough PollceChlef of Grand Ronder
OR Confederated Tribes Trlba'I Civil Engtr,eer PA Farrell City Manager of Grand Ronde.,
OR Gresham City Manager SC Mount Pleasant
W
General Manager aterworks
OR Gresham Police Chief TX Abilene City Engineer
OR HIiisboro Employee and Labor Relations Manager TX Abilene Library Dlrector OR Hillsboro Library Director TX Lancaster Assistant City Manager OR Lake Oswego City Attorney TX Lancaster Finance Director OR lane County Public Works Dlroctor TX University Park Human Resources Director OR Metro Planning, Development, VA Albemarle County Chief Financial Officer and Research Director
OR Multnomah County Transportation Director
VA Albemarle County County Attorney
OR Newberg Assistant City Manager
VA Albemarle County
Deputy Director of Commun tty
Development
OR Newburg Police Chief VA Albemarle County Police Chief OR Newberg Public Works Director VA Albemarle County DEi Director OR Salem City Manager VA Albemarle County Deputy Chief Financial Officer OR Scappoose Finance Administrator VA Albemarle County Diversity, Equity, and Inclusion Director OR Sunrise Water Finance Director VA Albemarle County Human Resources Director Authority
OR Tigard Assistant City Manager VA Alexandria Controller OR Tigard Finance Director VA Arlington County Central library Services Division Chief' OR Tigard Human Resources Director
RAFTELIS 14
Cllcmt Position Cllent Position
VA Arlington county Housing Director• VA Loudoun County P.irks, Recre.itlon, and Community Se,vlces Director
VA Ashland Town Mana.ger VA Loudoun County Planning and Zoning Director VA Bedford County County Administrator VA Loudoun County Sy$temwlde Fire Chief VA Bedford County Deputy Fire Chief· VA Loudoun County Community Correct'ions Director VA Bedford County Finance Director VA Newport New$ Engineering Director VA Chesapeake Chief Information Officer VA Newport News Waterworks Director VA Fairfax City Manager VA Newport News Human Resources Director VA Fairfax Police Chief
VA Prince William County Deputy County Executl ve for
Public Safety
VA Fairfax County County Executive
VA Prince, WIiiiam County Fire and Rescue System Chief
VA Fairfax County Deputy County Executive
VA Suffolk Human Resources Director
VA Fauquier County County Admlnlstratcr
VA Virginia Retirement Human Resources Director System
VA Harrisonburg City Manager
VA Warrenton Town Manager
VA Har<Jsonburg Human Resources Director
WA Bothell City Manager
VA Harrisonburg Police Chief
WA Bothell Community D<1velopment Olrector
HarrisonburgVA Rockingham Regional Executive Director WA Bothell Finance Director Sawer Authorlty (HRRSA)
WA Camas City Adminlstrutor
VA Leesburg Town Attorney
Central Pierce Fire WA and Rescue Fire Chief
VA Leesburg Planning and Zoning Director
WA Sammamish Public Works 'Director
VA Loudoun County Animal Services Director
WA Shoreline Administrntive services Director
VA Loudoun County Assistant County Administrator
WA ShOrelfne City Manager
VA Loudoun County Assistant Director of Human Resources WA Shoreline Human Resource.sand Orqanizatlonal
VA Loudoun Coun.ty Chief Financial Officer Development Director WA Shoreline Human Resourcas Director VA Loudoun County County Attorney WA Spokane Regional Community Health Director VA Loudoun County Economic Development Director Health District WA Spokane Regional Deputy Administratlvo Officer VA Loudoun County Family Services Director Health ,District WA Spokane Regional Health Officer VA Loudoun County Finance Director Health District WA spokane R,;,gionai Human Resour·ces Manager VA Loudoun county Housing and Community Health Olstrlct Development Director Central Brown County WI Water Authority Manager VA Loudoun County Information Technology Director
WI Mequon City Administrator
VA t.cudoun County Mapping and Geographic Information
Dlrector
WV Morgantown City Manager
VA Loudoun County Mental Health, Substance Abuse, and
Developmental. Services Director
0 RECRUITMENT TEAM RAFT ELIS ·I 5
Recruitment Team

WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPEC ALIZE

IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE
SUCCESS OF THE CITY'S RECRUITMENT.

Our team includes senior-level professionals to provide experienced project leadership with support from talented consultant staff. This close-knit group has frequently collaborated on similar successful recruitments, providing the City with confidence in our capabilities. On the following pages, we have included resumes for each of our recruiting team members. · RAFTELlS ·I 6
Catherine Tuck Parrish

PROJECT DIRECTOR/LEAD RECRUITER
Vice President - Executive Search

PROFILE
Catherine has 30 years of management experience working for local governments of all sizes, nonprofit organizations, and associations. She leads the firm's executive search practice and has conducted over 160 searches for manager/administrator; police chief; fire chief; directors of public works, planning, economic development, finance, human resources, and human services; and many other key positions in local governments across the country.

In addition to executive recruitment, she has facilitated numerous governing body workshops, staff retreats, and strategic planning sessions. Her work as a consultant includes project management and contributions to several local government projects such as process improvement studies, departmental assessments, planning and permitting process reviews, and policy development.

Catherine's most recent local government experience was as deputy city manager in Rockville, Maryland, where she oversaw parks and recreation, human resources, information technology, finance, neighborhood resources (citizen engagement), communications, customer service, and intergovernmental functions. She also served as acting city manager in Rockville for nearly a year.

Before joining the City of Rockville, Catherine served as assistant to the county executive in Fairfax County, Virginia, working on change management issues, including a new pay system, employee surveys, implementation plans, and internal communication improvements. Catherine also served as an ethics advisor at the International City/County Management Association (ICMA), counseling elected officials and citizen groups regarding employment agreements, form of government issues, and recruitment. Additionally, she worked for the City of Denton, Texas.

She chaired the ICMA's Acting Manager Task Force, which produced a handbook for interim managers. She also led the Maryland City/County Management Association (MCCMA) as president and vice president. She served as president, vice president, and secretary of the Metropolitan Association of Local Government Assistants in the Washington, D.C. metro area. Catherine has spoken at national and state conferences on a variety of topics, including recruitment trends, civility, effective councils, ethics, forms of government, human resources, long-term financial planning, budget strategies, developing high performing organizations, and leadership. She has also spoken at the National League of Cities' Leadership Training Institute on recruiting and evaluating the CEO. She is a certified instructor of the Myers-Briggs Type Indicator instrument.

Specialties
• Executive search
• Strategic planning
• Facilitation
• Strategy development and
implementation
• Community engagement
• Employee engagement
Professional History
• Raftelis: Vice President (2021-
present); Senior Manager (2020-
2021 ); Executive Search Practice
Leader, The Novak Consulting
Group (2010-2020)
• Management Partners: Senior
Manager (2009-2010)
• City of Rockville, Maryland: Deputy
City Manager/Acting City Manager/
Assistant City Manager (2001-2009)
• Fairfax County, Virginia: Assistant to
the County Executive (1998 -2001)
• ICMA: Ethics Advisor/ Senior Local
Government Programs Manager
(1994-1998)
• City of Denton, Texas:

Administrative Assistant to the City
Manager (1990-1994)
Education
• Master of Public Administration -
University of Kansas (1990)
• Bachelor of Arts in Communication
Studies/Personnel Administration -
University of Kansas (1988)
Professional Memberships
• International City/County
Management Association (ICMA)
• Engaging Local Government
Leaders (ELGL)
• Maryland City/County Management
Association (MCCMA)
RAFTELlS 17
Jim Armstrong

SUBJECT MATTER EXPERT
Principal Consultant

PROFILE
Prior to joining Raftelis, Jim had a long and successful local government career in four California cities. Most recently, he served as City Administrator of Santa Barbara from 2001 to 2014. During his tenure, he successfully led the City through the 2008-10 recession; completion of a General Plan update; two major wildland fires; and the dissolution of the City's Redevelopment Agency.

He was instrumental in the creation of the City's Neighborhood Improvement Task Force and the South Coast Task Force on Youth Gangs. Santa Barbara also implemented a comprehensive performance management program under Jim's direction.

After leaving government service, Jim has provided consulting services for several California cities and special districts. His assignments have included management studies, executive recruitments, and development of long-term financial plans. He is known for his extensive knowledge oflocal government finance, budgeting and financial analyses.

Specialties
• Municipal budget development &
financial management
• Organizational analysis
• Long term financial planning
• Establishment of performance
management systems
• Strategic planning
Professional History
• Raftelis: Principal (2019-present)
• Ralph Andersen & Associates: Senior
Consultant (2015-2018)
• Santa Barbara, California: City
Administrator (2001-2014)
• Fullerton, California: City Manager
(1992-2001)
• Anaheim, California: Assistant City
Manager (1990-1992); Assistant to the
City Manager (1979-1983);
Administrative Assistant (1978-1979);
Administrative Aide (1977-1978)
• Hanford, California: City Manager
(1983-1990)

RELEVANT PROFESSIONAL EXPERIENCE
Ralph Andersen & Associates: Senior Consultant (2015-
2018)
Jim served as senior consultant conducting city manager and senior level executive recruitments and management studies for cities and special districts throughout California. Management studies included a high-level review of a city's entire departmental operations; development of a cost-benefit model to determine the feasibility of creating a municipal police department; and evaluation of management systems at a community college district.

Santa Barbara (CA): City Administrator (2001-2014)
Served as City Administrator and Redevelopment Executive Director of this · well-known city with 90,000 residents, 1,000 employees and an annual budget of $275 million. Accomplishments include:
• Leading the organization successfully through a major downsizing as a result of the 2008-10 recession with a minimum disruption of services • Successfully completing several important capital improvement projects including a new airline terminal, a major new downtown parking structure; important water and wastewater upgrades, and reconstruction of historic fire headquarters building
• Implementation of major organization efforts including a comprehensive performance management system, a modem communications strategy, and an award-winning sustainability program
Education
• Master of Public Administration -
California State University, Long Beach
• Bachelor of Arts in Psychology, Political
Science, Cum Laude - University of
California, Los Angeles
Professional Memberships
• Santa Barbara County City Managers
Association: Chair
• Orange County City Managers
Association: President
• South San Joaquin Valley City
Managers Association: President
• International City/County Management
Association: Life Member
• Santa Barbara Neighborhood Clinics:

President of the Board
• Channel Islands YMCA: Chair of the
Board, Treasurer
• Santa Barbara Rotary Foundation:

President
• Santa Barbara County United Way:

Board of Directors
• Aircraft Owners and Pilots Association
• Experimental Aircraft Association
• Liga International (Flying Doctors of
Mercy)
RAFTELIS 18
• Development of revised budgeting and financial management systems that stabilized city finances, improved accountability, and increased transparency
• Completion of a new General Plan
Fullerton (CA): City Manager (1992-2001)
Served as City Manager and Redevelopment Executive Director of a full-service city with 130,000 residents, 800 employees and an annual budget of$125 million. Accomplishments included:
• Restoration of downtown business area that received state and national recognition • Restructuring of city operations to deal with a major revenue shortfall, resulting in annual savings of $5 million • Implementation of improved management systems that enhanced customer service, productivity tracking, internal communications, and employee morale
• Implementation of long-term planning efforts including infrastructure financing strategies, a Transportation Center Master plan, and water system master plan
• Participation on regional planning efforts which resulted in restructuring of the county solid waste system and implementation of a county-wide public safety communications system Anaheim (CA): Assistant City Manager (1990-1992)
Served as Assistant City Manager of a large, diverse City with 300,000 residents, 2,000 employees and a budget exceeding $550 million. Duties included directly supervising eight departments, including Finance, Stadium, Convention Center, Parks and Recreation, and the Library. Accomplishments included:
• Serving on the city negotiating team to plan and implement the $1.5 billion expansion of Disneyland, improvement to the commercial recreation area, and a major expansion of the Anaheim Convention Center • Serving as a member of the negotiating team that successfully negotiated the development of the Anaheim Arena, a 20,000-seat multipurpose facility
Hanford (CA): City Manager (1983-1990)
Served as City Manager and Redevelopment Executive Director of this full-service city with a population of 30,000 and 180 employees. Major accomplishments included:
• Numerous state and national awards for downtown restoration efforts • Implementation of improved management systems to improve performance measurement, customer service, and budgeting
• Developed a solid waste joint powers authority in conjunction with the county and two other cities.

Anaheim (CA): Assistant to the City Manager (1979-1983) • Served in progressively responsible positions in the city manager's office. Duties included working with city council members on specific policy issues, review of all council agenda items, supervision of the intergovernmental relations office and work on special projects.
• Managed public works maintenance functions for two years to create a new Department of Maintenance. Supervised five divisions of Public Works with a budget of $26 million and 400 employees • Chaired task force in negotiations with Hilton Hotels, which resulted in a SO-year lease to construct a 1600 room hotel on city owned land
• Developed computerized work management system and productivity tracking system for use by all city departments.

RAFTELIS 19
Heather Gantz

RECRUITER
Senior Manager

PROFILE
Heather has over 20 years of leadership experience in recruiting, talent acquisition, and executive search, with the last 13 years focused on local government. She leads executive searches for the firm, where she is known for her thoroughness as well as engendering trusting relationships with both the client and candidate while providing exceptional customer service throughout the process.

Heather has conducted over 65 searches in the public sector. She has delivered positive search outcomes for dozens of high profile public organizations and is an expert at guiding strategy and tailoring outreach to find even the most niche candidates. Heather has successfully recruited for city and county managers and administrators, deputy and assistant managers, human resources, finance, community and economic development, public safety, parks and recreation, public works, and many more local government professionals. In addition, she has led numerous executive-level searches in the social/nonprofit sector and recruited leadership positions for technology, creative, accounting, and finance professionals in the private sector.

Specialties
• Executive Search
• Leadership Development
• Employee Growth and Development
• Innovation
• Facilitation
o Project Management
• Community Engagement
• Diversity of Thought
Professional History
• Raftelis: Senior Manager (2022-
present); Manager (2020 - 2021)
o Waldron: Director (2007-2020)
• Private Sector Recruiter (1996-
2007)
Education
• Bachelor of Arts in Business
Management - University of Phoenix
(2000)
Professional Memberships
In addition to executive recruitment, Heather has experience supporting organizational effectiveness. She is known for providing effective leadership development and contributing to employee growth and development initiatives.

Heather has advised individuals and small groups on career transition and job search strategies. Topics include knowledge and skill assessment, resume development, Linkedin, networking, interview preparation, and salary and offer negotiation. Heather has also completed several leadership evaluations and performance reviews for local government leaders. • Engaging Local Government
Leaders {ELGL)
Heather has a passion for supporting diversity and innovation in the public sector. She served as an early Advisory Board Member for ELGL and remains an active and involved member in support of their mission of engaging the brightest minds in local government. In addition, Heather has served as a recurring speaker and presenter at the Northwest Women's Leadership Academy (NWWLA) in support of advancing women into leadership roles from a variety of backgrounds in local government.

RJ\FTELIS 20
Pame a J. w· deman

RECRUITER
Senior Manager

PROIFILE
Pamela has over 25 years of experience in leading local government teams, with the last 10 years in executive leadership with the City of Charlotte. She is adept at forging creative solutions to government and community issues at the local level, with service to the community as the foundation of her leadership style. She is known for her thoroughness as well as engendering trusting relationships with elected officials, executive leadership across public, private, and non-profit organizations, and residents, all while providing exceptional customer service throughout the process.

Pamela most recently served at the Director of the City of Charlotte's Housing & Neighborhood Services Department, leading a team of over 200 staff across five key divisions. Pamela has shaped Charlotte's affordable housing landscape and managed the oversight of millions of public dollars. She helped create and preserve over 4,600 affordable housing units, created, and successfully deployed COVID-19 Pandemic relief programs for rent, mortgage, utility, and deposit assistance to keep vulnerable residents housed during the pandemic, developed a new local rental subsidy program, and managed over $68 million in homelessness support and prevention.

During her work there, Pamela hired numerous staff members for her Department and participated on executive search panels for positions both with the City of Charlotte as well as with other municipalities and organizations. She is known for contributing to organizational growth and development initiatives. Pamela is highly sought after as speaker for her expertise in affordable housing and has spoken on numerous panels across the country. She has participated in numerous executive-level collaborations engaging multiple community partners in the business and philanthropic fields. Pamela strongly believes that "service is the rent we pay for living on this earth" and is often asked to share her public sector experiences with students, professional trade organizations, and local municipalities.

Pamela has a passion for developing and implementing solutions that serve the community. She served as an early Advisory Member for the Greenlight Fund in Charlotte, and on the Mayors and CEOs Committee for U.S. Housing Investment.

Pamela was awarded the Master of Public Administration Alumna of the Year and received a Leadership in Black Excellence from her alma mater, the University of North Carolina - Charlotte. She was also recognized as a Women's In Leadership Champion by the Charlotte Chapter of the Urban Land Institute. Additionally, she was recognized as one of the top 10 "Behind the Scenes" newsmakers by the Charlotte Business Journal in both 2017 and 2020. She currently serves as a member of the International City/County Management Association, the Urban Land Institute, and the National Forum for Black Public Administrators.

Specialties
• Executive Level Management
• Hiring and Recruitment
• Affordable Housing Expertise
• Community Development Policy and
Program Development
• Team Development & Leadership
• Consensus Building
• Community Engagement
• Budget Management
Professional History
• Raftelis: Manager (2021 - Present)
• City of Charlotte: Director of
Housing & Neighborhood Services
(2017 - 2021)
• City of Charlotte: Housing &
Neighborhood Services Deputy
Director (2008 - 2016)
$ City of Charlotte: Housing &
Neighborhood Services Supervisor
(2006 - 2008)
o City of Charlotte: Budget Analyst
(2003 - 2006)
Education
• Harvard Kennedy School -Senior
Executives in State and Local
Government (2015)
• UNC-Chapel Hill - Municipal
Administration (2007)
• University of North Carolina at
Charlotte- Master's in Public
Administration (2006)
• Belmont Abbey College -Bachelor of
Arts in Business Administration
(1999)
Professional Memberships
• International City/County Managers
Association
• Urban Land Institute
o National Forum for Black Public
Administrators
Previously, she served on the Board of Directors for the PNC Community Development Bank and as the Vice-Chair of the N.C. Department of Transportation's Affordable Housing Committee where she provided guidance and recommendations for policy and funding approaches to support and encourage the development of affordable housing near transit stops. She is past President of the Southern Piedmont Chapter of the National Forum for Black Public Administrators and a former member of the Board of Directors for the Mental Health Association of the Greater Carolinas.

RAFT ELIS 2'1
Robert Colichio

RECRUITMENT SPECIALIST
Senior Consultant

PROFILE
Robert has over seven years in full lifecycle recruiting, sourcing, interviewing, and professional coaching. As a recruiter Robert has engaged in searches within both the public and social sector. He has successfully worked on recruitments for city and county managers and administrators, deputy and assistant managers, and various director and managerial roles in human resources, finance, community and economic development, public safety, parks and recreation, and public works.

In addition to executive recruiting, Robert has over eight years of combined experience in professional development, career coaching, and career transition management. With over 500 clients served leading and coaching them through complicated organizational change ranging from individual executive employees transitions to large reductions in force. Work with these clients often included oneon-one coaching over the course of multiple months. Robert additionally hosted and development multiple large group workshops for companies. He further has extensive and diverse project management experience including technology changes and implementations.

Robert has a Master of Business Administration degree with an emphasis in organizational behavior and a Bachelor of Science in Business Administration with dual concentrations in operational management and marketing with a minor in economics.

Specialties
• Executive search
• Project management
• Facilitation
• Employee growth and development
• Data analysis
Professional History
• Raftelis: Consultant (2021-present)
• Waldron: Senior Consultant and
Coach (2013-2021)
• Portland State University: Graduate
Teaching Assistant (2010-2012)
• Private Sector Consultant: Strategic
Planning and Marketing
Development (2008-2012)
• Skanska USA: Project and Client
Relations Coordinator (2006-2008)
Education
• Master of Business Administration in
Organizational Behavior - Portland
State University, School of Business
(2012)
• Bachelor of Science in Business
Administration - University of
Oregon, Lundquist College of
Business (2006)
Professional Memberships
• SHRM/PHRMA
RAFTEUS 22
Kelsey Batt

RECRUITMENT SPECIALIST
Associate Consultant

PROFILE
Before joining Raftelis as a recruitment specialist in 2021, Kelsey earned her bachelor's degree in Professional Writing and Creative Writing from Purdue University in West Lafayette, Indiana.

Specialties
" Executive search
• Recruiting
e Editing
During her time as a student, Kelsey worked at the Purdue Writing Lab as an undergraduate tutor where she paired with over 1,000 undergraduate and graduate students to help develop positive relationships with both writing and the English language. She also competed on the women's Track and Cross-Country teams while at Purdue.

She has previously worked as a copywriter at Sweetwater Sound where she developed the company's first Copy Style Guide and proposed several researched marketing strategies, focusing on inclusion amidst gender inequality in the music industry. Her ideas can be seen implemented throughout their current sales website and internally. Kelsey also has experience in marketing from her time at SDI Innovations where she was responsible for producing and editing social media and blog content. Kelsey enjoys consuming and contributing to the world of journalism, having worked as a student journalist at the Purdue Exponent for several years.

Professional History
• Raftelis: Associate Consultant
(2021-present)
• The Purdue Writing Lab & Purdue
OWL (2017-2021)
Education
• Bachelor of Arts, School of Liberal
Arts - Purdue University, West
Lafayette, IN (2021)
RAFTELI S .?.3
Alexa Worrell

RECRUITMENT SPECIALIST
Associate Consultant

PROFILE
In May 2022, Alexa joined Raftelis as a recruitment specialist, having completed an internship with the firm's Executive Recruitment Team where she supported numerous search activities.

Prior to Raftelis, Alexa worked as a Talent Generalist Intern at Textron Specialized Vehicles, where she developed a comprehensive leave process guide to ensure more consistent application of the company's policies; researched human resource procedures, policies, and applicable employment laws; and marketed and facilitated an informational event for employees to set up banking needs.

Through her prior work as a Receptionist/HR Assistant, Alexa developed her interviewing and recruiting skills and gained experience in redesigning training manuals for various roles to enhance training processes for future hires.

Specialties
• Executive search
• Recruiting
• Relationship building
Professional History
• Raftelis: Associate Consultant (2022-
present)
• Textron Specialized Vehicles: Talent
Generalist (2021-2021)
Education
• Bachelor of Arts, School of Liberal
Arts - Miami University, Oxford, OH
(2021)
During her time as a student, Alexa served as recruitment chair of her sorority, where she recruited a new incoming class of over 30 members while also developing positive relationships with the new class and the established members in the chapter.

She also assisted with facilitating monthly business development events as a member coordinator for the Advancing Women in Entrepreneurship Business Club.

Alexa earned her bachelor's degree in Sociology and Human Capital Leadership and Management from Miami University in Oxford, Ohio.

COST FOR SERVICES RAFTELlS 24
Cost for Services
The total fixed fee to complete the City Manager recruitment, as outlined in this proposal, is $34,800. This includes all professional fees and expenses for Raftelis.

We estimate the following additional costs to the City, which would be billed at cost. 1 Advertising
'
i Background checks
· Approximately $2,000-$2,500
Estimated at $175-$500/finalist
;
'. Finalists' interview travel Borne and reimbursed directly to the finalists by the City Advertising and background checks are invoiced as completed. The fixed fee will be invoiced as follows:
• Activity 1 - $10,559 ' After delivery of the recruitment documents • Recruitment plan
• Recruitment brochure
• First-year goals
Activity 2 - $15,403 After the candidate review
' Activity 3 - $8,838 After the interviews are completed Should the City choose the option for community engagement through an online survey, the total fixed fee to complete the City Manager recruitment, as outlined in this proposal, is $37,400. This includes all professional fees and expenses for Raftelis. Advertising and background checks costs will be the same as above and invoiced as completed.

Within six (6) months of the final interview process, should an additional candidate be hired by the City from the pool of candidates presented by Raftelis for this project, the additional fee shall be one-third of the Professional Services Fee, but a minimum of$15,000.

PECKHAM & McKENNEY

PROPOSAL

PECKHAM
&, -----

MCKENNEY

EXECUTIVE SEARCH
April 5, 2023
The Honorable Mayor Mr. Al Clark
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, CA 93013
Via PDF /Email To: [email protected]
Dear Mayor Clark and Members of the Carpinteria City Council Thank you for considering Peckham & McKenney for the City of Carpinteria, City Manager recruitment. I have been a regular visitor of Carpinteria for many years and recently, a part time resident. I know the importance of preserving the history, culture and environment that makes Carpinteria such a special place to for people to be part of. I would be honored to represent the City and City Council in this important search.

As a boutique firm that specializes in recruitments for small and medium size communities in California, Peckham & McKenney is known for achieving successful and long-term placements. Among ma'!)' strong attributes, these are four key reasons why the City should choose us:
• We actively and personally search for and find candidates. • We limit the number of concurrent searches in order to directly focus on serving our client. • We prioritize communicating with our client and applicants to keep everyone informed. • Your recruiter is personally and directly responsible for all aspects of the search and your one point of contact.

Our Peckham & McKenney team is comprised of retired municipal managers and directors who are passionate about the public sector. I am proud to be on the Peckham & McKenney team because the firm's values and priorities align with mine - to assist public agencies in furtherance of good government; to place quality above quantity; and to build long lasting relationships with those in the public service.

For this important position and search, I will serve as your Recruiter. As a former City Manager, I am well acquainted with the responsibilities of the City Manager, expectations of the position, and the needs/interests of City Council, the City, and the community. I believe my growing familiarity with the City and the region over the past 20 years would be a valuable assest in this search process. Having worked closely with city and county agencies in the Ventura, Santa Barbara, and San Luis Obispo counties on searches to fill their executive management positions, I am knowledgeable of and connected to potential candidates.

Attached is a detailed proposal for conducting the search that includes information about our firm, process, timeline, resources, references, experience and fee. We charge a fixed, all-inclusive fee and for this search, we are proposing $28,000, which I'd be pleased to discuss. I would also be pleased to participate in a Zoom Peckham & Mctcenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 interview to personally present and discuss our proposal. Upon being selected to conduct this important search, we would also be prepared to start immediately.

I am excited for the opportunity to implement the process leading to the successful placement of a candidate that "fits" your interests and the organization. Please feel free to call me at 626-644-1398, if there are any questions.

Sincerely,
E
=xecutive >»
Recruiter
Tara Schultz
Enclosure:

City of Carpinteria City Manager Search Proposal
Example Candidate Profile San Luis Obispo Community Development Director Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 City of Carpinteria

RECRUITMENT PROPOSAL
for
City Manager
April 5, 2023

PECKHAM
i. ---

MCKENNEY

EXECUTIVE SEARCH
Peckham & McKenney
EXECUTIVE SEA.RCH
Serving l0cal governments (cities, counties, districts) by c@nducting recruitments and pla<;:ing management and executive leaders that fit the personnel needs and interests of agencies.

Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678

TABLE OF CONTENTS
WHY CHOOSE US? 2
EXPERIENCE 3
YOUR RECRUITMENT TEAM 5
THESEARCHPROCESSANDSCHEDULE 7
COST OF SERVICES 8
Cost of Services
Process of Payment
Insurance
GUARANTEE AND DIVERSITY 9
Guarantee
Diversity Statement
Peckham & McKenney, 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 WHY Cuooss Us?
Peckham & Mclvcnncv focuses on quu!tty searches
and placements (over quantity) in rccojrn ition that each placement is "All about fit". Serving lorn! government since 2004, we arc one of the most trusted and respected executive recru itrncnt firms in the countn. Wt· have succcssfu llv placed hundreds oflocal government profession» Is including City Managers, County Exccuti\'c Officers, General l\ilanagcrs, Police and Fire Chiefs, Department Heads, Assistant
Managers, and mid-level J\ihnagcrs. Time and again, we
receive unsolicited compliments from clients and candidates in reference to our integrity and high ethics, commitment, follow-through, communication, and service.

We take pride in treating both our clients and candidates with utmost respect.

For more information, please visit our website at
www.PeckhamAndMcKennev.com.
0uR COMMITMENT TO YOU
Peckham & McKenney, by maintaining the quality, style,
values and culture established by Bobbi Peckham and Phil McKenney, performs on the premise that an executive
search firm must be dedicated to providing its clients and candidates with professional and responsive service, and a personal, hands-on approach. Our business philosophy
is founded on the understanding that we are in a "people" related industry and that attention to others' needs is the key to providing effective customer service.
• ,,ve believe in honesty. No client should ever appoint an individual withoutbeing fully knowledgeable of
the candidate's complete background and history.

Additionally, no candidate should ever enter into a
new career opportunity without full disclosure of any
organizational "issues."
• "\Ve keep everyone involved in the recruitment process informed. Not only do we provide regular updates to
our clients, we also have a reputation for keeping our
candidates up to date.
• We do not recruit staff from our client agencies for
another recruitment during an active engagement, nor
do we "parallel process" a candidate, thereby pitting one client against another for the same candidate.
• We do not recruit our placements - ever. Should
a placement of ours have an interest in a position for
which we are recruiting, they may choose to apply. If
they become a finalist, we ask that they speak to their supervisor to alert them of their intent.
• We are retained only by cities, counties and special
districts. We are not retained by applicants or nongovernmental agencies. • We do not over commit ourselves to too many
searches. Your recruiter maintains a small, limited
number of concurrent searches at all times in order to
focus specifically and diligently on recruiting qualified candidates for yom vacancy.
• We commit to diversity in its broadest possible
definition in every aspect of each executive recruitment.

Peckham & JVIcKenney has a well established reputation
of placing women and people with diverse backgrounds.
21 Pc c k h a m & McKenney

EXPERIENCE
With our recruitment team that solely consists of retired City Managers, Assistant City Managers, Police Chiefs and Department Heads, and our expert support team, Peckham & McKenney brings more experience and knowledge oflocal government and executive search than any other California recruiter. Just a few of our recent recruitments related to your search for a City Manager have been for:

City of San Luis Obispo Finance Director, Community Development Director, Assistant City Manager City of Downey Public Works Director
City of Camarillo City Manager and City Clerk
City of Ventura Chief Technology Officer
City of Big Bear Lake City Manager
Please don't hesitate to contact these agencies as well as our large list of current and former clients on our website (here); they will attest to our quality of service, on-going communication throughout the process, personal and direct outreach and sourcing of candidates, quality applicant pool, written materials and interview facilitation.

As an ambassador of our clients, Peckham & McKenney is also known for maintaining ongoing communications with our applicants throughout the search process, treating every applicant with respect, and appropriately informing candidates to support their best effort. The numerous compliments we have received from applicants fairly illustrate this reputation.

Comfortable and Professional Experience
"I'd like to thank you again for your support and
guidance throughout the recruitment and selection
process. It was a comfortable and professional
experience, and I attribute a great deal of that to you. It's my hope that our professional paths may cross again in
the future." Candidate
Straightforward, Friendly, and Humane
Recruitment Process
"I wanted to let you know what a terrific job I
thought you and Peckham & McKenney did
on the recruitment. It was absolutely the most
straightforward, friendly, and humane recruitment
process I've ever participated in. And I would feel the same way even if the outcome was not successful for
me." Candidate
3 I Pc c k h a m & i'vl c Ke 11 n c y
It really has been, "All about fit!"
"From the construction of the colorful candidate
profile, to being responsive to phone calls, texts and
my questions, I have been thoroughly impressed with
the professionalism and approach of Peckham &
McKenney. Maria Hurtado and Joyce Johnson have been
the team that have shepherded my application through
the municipal hiring processes, and I can speak highly
for both of them. Should I need a recruiter to help fill a critical position in my new city, I will be calling on Maria Hurtado and Peckham & McKenney. And, by the
way, it really has been, "All about fit!" Candidate
You Made Me Feel So Comfortable
"This is my first time working with a recruiting company, and I'm so happy for having the opportunity to work
with your company, wow! I truly enjoyed the process!
Your interview skills are amazing! You made me feel so
comfortable and I felt like I was just talking shop with a longtime friend. Thanks for the personal touch that you include in your job, I believe that this is what makes your firm so desirable and successful." Candidate
Testimonials from clients and candidates are at https://www.peckhamandmckenney.com/testimonials.

Please feel free to contact any of the following current and recent clients to inquire about their experience with Peckham & McKenney. ln addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in this proposal.

City of Downey- Public Works Director
Mark Scott, Former Interim City Manager (760) 574-9562
James McQueen, Human Resources Director
(562) 904- 7292: [email protected]
City of South Pasadena - Finance Director
Armine Chaparyan, City Manager
626-403- 721 0; [email protected]
City of San Luis Obispo - Finance Director & Community Development Director Derek Johnson, City Manager
805- 781- 7114; [email protected]
City of San Marino - Parks & Public Works Director
Marcella Marlow, Former City Manager
626-221- 7809; [email protected]
41 Peckham & Mc Kcn n c y

YOUR RECRUITMENT TEAM
Our Approach
With every Peckham & McKenney recruitment, your Recruiter has the entire Peckham & McKenney team of Recruiters and administrative personnel for backup, support, collaboration, and sourcing. Houeoer, when you retain Peckham & McKenney, your "Recruiter serves as your single point of contact throughout the entire search process and is fully responsible for its success.

Moreover, in order to fully focus on your search and finding applicants that fit with the ideal candidate you are seeking, your Recruiter also maintains no more than 6 active searches.

The Executive Recruiter for you in this search is Tara Schultz Peckham & McKennq Team
Tara Shultz, Executive Recruiter, Peckham & McKenney Executive Search
With a 28 year career in local government, Tara retired from city service in 2020. Tara was the City Manager of Claremont, California prior to retiring.

Before serving in Claremont, Tara contributed nearly 19 years of her career to the City of Alhambra. Tara served as Deputy City Manager and then Assistant City Manager, along with holding the titles of Administrative Services Director, Development Services Director and Human Resources Director. Tara has a bachelor's degree in Recreation Administration and a master's degree in Public Administration from California State University, Northridge.

Anton "Tony" Dahlerbruch, Executive Recruiter and Managing Member of Peckham & McKenney Executive Search
Tony worked in local government over 30 years before joining the Peckham & McKenney team. His experience spans most every city department in the Cities of Beverly Hills, California; Scottsdale and Phoenix, Arizona; and Rockville, Maryland, with ultimately serving a combined 12 years as City Manager in Rolling Hills and Palos Verdes Estates, California. Tony has represented the City Managers Department in CalCities as a two term Director on the Executive Board, President of City Managers Department, and member of numerous Policy Committees. He has also served as a Regional Vice President on the Executive Board of the International City /County Management Association. Tony holds a Bachelor of Arts in Political Science from the University of California at Santa Barbara and a Master of Public Administration from The American University in Washington, D.C. 51 Peckham & Mc Ke nuc y
Tara is supported by the following team.

Joyce Johnson, Operations Manager
Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm's Operations Manager. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms. Ms. Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American River College.

Tayler Bergstrom, Research Assistant
Tayler Bergstrom joined Peckham & McKenney in 2022 and currently serves as a Research Associate. Tayler is currently pursuing a PhD at UCLA where she worked previously as a lab manager overseeing various research projects. Prior to that, Tayler graduated from UC San Diego with a Bachelor of Science degree in Psychology.

Linda Pucilowski, Graphic Designer
With nearly 30 years of experience, Linda Pucilowski provides her expert design and marketing skills to Peckham & McKenney. She is the firm's "go-to" professional for all advertising and brochure design and creation. Ms.

Pucilowski holds a Bachelor's degree from California State University, Sacramento.

Rachel Moran, Website & Social Media Assistant
Rachel Moran has been in the graphic design field since 2007 and prides herself on creating eye-catching visual art. She supports the Peckham & McKenney team by handling all website visual and technical design as well as social media. Ms. Moran graduated from the Art Institute of Houston obtaining her Bachelor's Degree in Fine Arts with a concentration in Graphic Design.
61 Peckham & Mc Ke n nc y

THE SEARCH PROCESS AND SCHEDULE
Peckham & McKenney is committed to finding the best fit for your position. Our process is 12 to 14 weeks and generally involves the following phases:

PROJECT ORGANIZATION (PRE-RECRUITMENT) - We will meet to discuss the search timeline, process and logistics for conducting a successful search.
11 ,. r
DEVELOPMENT OF THE CANDIDATE PROFILE (2 WEEKS)- We will meet with agency members to listen to specific expectations of the position; learn the background and experiences desired in the ideal candidate; and understand the organizational culture and interests to create an attractive Candidate Profile marketing brochure. ~-----------------------------------------------~'
RECRUITMENT (4 TO 6 WEEKS)- Our main focus in outreach will be direct, personal contact with quality potential candidates. Additionally, ads will be placed in industry publications and social media to broadly market the opportunity. Our client agency is continuously updated on our progress.

SUPPLEMENTARY REVIEW (2 WEEKS)- Upon our review of the resumes received, supplemental questionnaires will be sent to candidates who appear in most alignment with the Candidate Profile. Following a thorough review of the supplemental questionnaires, we will conduct preliminary telephone interviews. Internet research will also be conducted so that we may probe the candidate regarding any areas of concern.

RECOMMENDATION OF CANDIDATEslSELECTION OF FINALISTS (r WEEK)-A report will be provided to the agency that includes, am~ng a variety of documents, a full listing of all candidates for review and the materials submitted by candidates recommended for an interview.
1:

INTERVIEW PROCESS (2 WEEKS)- Your recruiter will facilitate the interview process, inclusive of an orientation session at the beginning, and a discussion of candidates at the end.

QyALIFICATION (1 WEEK)- Once a finalist is selected, a reference check and thorough background check will be conducted. Assistance with negotiating compensation will also be provided. 7 I Pe c k h a rn & \1 ,:V. en 11 c y
Cos r OF SERVICES
The fee to conduct the entire search process for your next City Manager is $28,000. Please note that we are happy to discuss the process and our fee in order to better accommodate the City's needs.

Peckham & McKenney is unique
among recruiting firms for several
reasons including having a fixed allinclusive fee. We have found that an all-inclusive fee for the search process
is simpler, cost-effective, and efficient.

The all-inclusive fee above includes
professional fees and expenses
(out-of-pocket costs associated
with advertising, Recruiter travel,
administrative support/ printing
I copying/ postage / materials,
telephone / technology, internet
research checks on recommended
candidates, and full background check
on selected finalist only). For services
not specified herein, we will discuss
your interests and an appropriate fee.

PROCESS OF PAYMENT
One-third of the all-inclusive fee is
due as a retainer upon execution of the
agreement. This retainer covers upfront
and necessary expenses incurred by
Peckham & McKenney on the City's
behalf for the preparatory work and
advertising. If the retainer is not received
by Peckham & McKenney within 30
days of execution of the agreement, we
will suspend the recruitment process until
payment is received. The second onethird of the full payment will be invoiced 1 month from contract execution, and
it is due within 30 days following the
invoice date. The final one-third of the
full payment will be invoiced 2 months
from contract execution, and it is due
within 30 days following the invoice date.

AGREEMENT
Peckham & McKenney is the
operating name of City Management
Advisors LLC, Anton Dahlerbruch,
Managing Member.

INSURANCE
Peckham & McKenney carries
Professional Liability Insurance
($1,000,000 limit), Commercial
General Liability Insurance
($2,000,000 General Liability,
and $4,000,000 Products) and
Automobile Liability Insurance
($1,000,000). Our Insurance Broker
is B&B Premier Insurance Solutions,
Agoura Hills, CA.

GUARANTEE
We are pleased to share that the Peckham & McKenney
success and placement record are particularly strong.

We are confident that our recruitment process will result in a quality candidate that will stay in your employment.

OuR GUARANTEE:
• \Ve will connect with you and our placement in 6 months and 1 year after the appointment to check-in.
• We will conduct a second search within 6 months of our search process if a candidate is not placed.
• If the placement vacates the position within 1 year from the date of accepting the offer (external candidates only and except in the event of budgetary cutbacks, promotion, position elimination, or illness/death, etc.), we agree to conduct a second search within 6 months of the vacancy.

Recognizing the current market for finding competent and successful executives and the changes in su·ategy that would be needed for a second search, the cost of a second search will be equal to the fee for conducting the original search.

DIVERSITY STATEMENT
Peckham & lVIcKenney is committed
to diversity in its broadest possible
definition in every aspect of each
executive recruitment our firm
provides. vVe take pride in the
placement of women and applicants
of diversity, and are known for long,
successful tenures of candidates
selected by the agency.

Peckham & McKenney does not
discriminate on the basis of race,
color, religion, creed, sex/gender,
national origin/ancestry, disability,
pregnancy, sexual orientation (including
transgender status), marriage or family
status, military status, or age. We are
fully compliant with all applicable
federal and state employment laws and
regulations in all of our recruitments.

For over 30 years, founder Bobbi
Peckham has been a champion of
women seeking executive leadership
positions within local government.

With our diverse team of Recruiters,
Peckham & McKenney supports,
promotes and advocates for diversity in
the recruitment and hiring processes.

In addition to our outreach methods,
Peckham & McKenney routinely
advertises with the National Forum of
Black Public Administrators (NFBPA),
Local Government Hispanic Network
(LGHN) and CivicPRIDE as well
as the National Diversity Network to
ensure placement of your opportunity
with the following online venues:
• African American Job Network
• Asian Job Network
• Disability Job Network
• Latino Job Network
• LGBTJob Network
• Retirement Job Network
• VeteranJob Network
• Women's job Network
9 I l' cc k Im m & \1l c K ,: 11 11 c v

PECKHAM
i.--- ----

MCKENNEY

EXECUTIVE SEARCH
Community
Development Director
CITY OF SAN Luis OBISPO, CALIFORNIA

THE COMMUNITY
-,The City of San Luis Obispo is at the
ncart of California's majestic Central
Coast. Commonly known as SLO
(pronounced "slow"), San Luis Obispo
is midway between San Francisco and
Los Angeles. San Luis Obispo County
is home to 282,000 people and 47,000
residents live within the City. Nestled
within a backdrop of rolling hills, SLO
represents a community that is committed
to being a place where all people feel
valued, respected, and that they belong.

SLO covers 13.6 square miles, is the
largest city in San Luis Obispo County,
and serves as the County seat.

SLO is also a well-known business hub,
vacation and visitor destination, and home
to California Polytechnic State University
(Cal Poly), a public university where
some of the best and brightest students
in California and around the world
choose to study. Cal Poly is one of three
polytechnics in the Cal State University
system and gives students access to
opportunities for hands-on research
n community and regional planning,
engineering, winemaking, agriculture,
and distinctive coastal ecosystems. While
Cal Poly sits on 9,000 acres, nearly half
of the 21,800-student population live offcampus within the City.

A perfect l\tlediterranean marine climate
keeps San Luis Obispo sunny and warm,
with an average 315 days of sunshine
each year. SLO offers endless outdoor
recreation opportunities among a vast
network of award-winning hiking and
biking trails, parks, and over 5,000 acres
of open space and over 60 miles of open
space trails.

SLO's robust technology, medical, and
specialty manufacturing industries are
rapidly expanding, and its regional
airport, operated by the County, is one
of the fastest growing in the country,
providing connections to several major
airport hubs. Its charming downtown
is filled with exceptional restaurants,
shopping, galleries, and an awardwinning Thursday evening open-air Farmers Market.

SLO also offers a vibrant cultural scene
that includes local theatre, symphony,
museums, the arts, and more. Several
business, community, and non-profit
organizations collaborate to promote the
City's community spirit and quality of
life. Countless places of interest can be
found in SLO and the surrounding area,
including the Embarcadero at Morro
Bay, Hearst Castle, miles of beaches and
coastline, and the vast Central Coast
wine regions.

THE ORGANIZATION
The City of San Luis Obispo values
high-quality public service, respect, and
community involvement. The full-service
City has 10 distinct departments that
provide police, fire, water, wastewater,
parks and recreation, street maintenance,
planning and building, and other
essential public services. The City
employs a full-time staff of 470 and a
part-time staff of approximately 200 who
work collectively to enhance the quality of
life for the community.

SLO is a Charter City that operates
under the council-mayor-city manager
form of government. Its five-member
City Council is comprised of a Mayor and
four Council Members who are elected
at-large. The Mayor is elected every two
years, while Council Members ~re elected
to overlapping four year terms. The City
Council appoints the City Manager and
City Attorney. All department heads,
including the Community Development
Director, are appointed by the City
Manager.

The City operates under a two-year
Financial Plan and has a balanced budget
and a proposed FY23-25 General Fund
budget of over $202 million. San Luis
Obispo is financially sound, and cautiously
optimistic about the future. In 2020,
voters supported a local sales tax measure
expanding the ability to carefully plan
and address much needed infrastructure
projects and community services including
substantial transportation and public
safety improvements, and new park
amenities, which will support residential
and commercial development in the
southern portion of the City. There are
currently over 40 development projects
at various stages of environmental review
and design, including both small- and
large-scale single and multi-family
housing projects, retail and commercial
development.

The City has established an Urban
Reserve Line (URL) to preserve its
surrounding hillsides and refocus
densification and development in
the downtown business district and
under-utilized areas within the City's
URL. Projects implementing the City's
Downtown Concept Plan are also
in progress, including a new parking
structure, community theater, and a
flexible density program that encourages
development of small housing units in the
City's Downtown Core.

San Luis Obispo recently completed
the update for its Housing Element
and is preparing for a focused General
Plan update later this year. The next
Director will play an active role in an
engaged and passionate community
that expects results. The Department
maintains a work program in support
of the Council's Major City Goals,
including long-range plans to support
housing production through infill,
amendments to existing specific plans,
and development of Special Focus areas
defined in the General Plan. The City
is committed to finding innovative
ways to promote the development of
affordable housing for designated income
categories and middle-class families
to make housing available to all, while
preserving the historic fabric of the city
and the surrounding rural environment,
addressing climate issues through its
Carbon Neutral by 2035 initiative,
and supporting economic growth. The
Department also takes a lead role in
homelessness response, through the
development and implementation of a
strategic plan and working with regional
partners on coordinated solutions.

The organization and community value
Diversity, Equity, and Inclusion and
believe that both in value and practice,
San Luis Obispo can be a place where
all members regardless of race, ethnicity,
gender identity, sexuality, religion, or
ability are represented, respected, valued,
ind heard. The City is committed to
'ensuring that SLO is a welcoming,
inclusive, and safe community for
everyone. Further information on the
City's DEI Initiative may be found at:
https://bit.ly/39UXHMR

THE DEPARTMENT
The San Luis Obispo Community
Development Department is one
of four departments in the City's
Community Services Group. Overseen
by the Assistant City Manager, the
Community Services Group also
includes the Public Works, Utilities and
Parks and Recreation Departments.

The Department divisions - Planning,
Engineering, and Building & Safety
are staffed by a team of 44 talented and
innovative professionals committed
to providing high quality service to
the community as illustrated in the
Department's Mission Statement:
"Our mission is to serve all persons
in a positive and courteous manner
and help ensure that San Luis
Obispo continues to be a healthy,
safe, attractive, and enjoyable place
to live, work, or visit. We help
plan the City'sform and character,
support community values, preserve
the environment, promote the wise
use of resources, and protect public
health and safety."
The Department serves the residents of
San Luis Obispo directly at the public
counter and indirectly by guiding the
City's urban form from concept to
construction. Endeavoring to maintain
SLO's outstanding quality of life, the
Director is charged with ensuring the
careful balance between the desire
to preserve the City's natural beauty
and various environmental assets with
the need for economic vitality, while
appreciating the importance of historic
and cultural preservation.

THE POSITION
The City of San Luis
Obispo is seeking a
visionary and strategic
thinker with outstanding
communication and
customer services skills to
be their next Community
Development Director. The Community
Development Director serves as a
visible external ambassador, interacting
with residents, businesses, developers,
community groups, City Council,
Commissioners/Committee members
and their fellow City staff members. This
individual will have a proven track record
of positive community relations; be an
innovative and intuitive leader with the
ability to collaboratively and creatively
find solutions to address organizational
and community challenges; and be able to
engage and build relationships with staff,
City leaders and the community. It will
be the Director's responsibility to create
and recommend the resources necessary
to implement City policies and programs
and to educate the community on the
process, methodology and impacts of
legislation on the projects and programs.

It is important that the successful
'candidate be knowledgeable to California
laws and experienced with CEQA.

The ideal candidate will see and
create a team and promote processes
that advance the City's adopted
vision, policies and goals. 1hey
should have practical experience with
the preparation, maintenance, and
implementation of the General Plan
and its Elements; maintain, update, and
interpret the Zoning Code. The Director
must be a skilled communicator with
the ability to communicate clearly and
effectively with architects, engineers,
contractors, civic organizations,
the general public, as well as
Councilmembers and Commissioners/
Committee members on planning and
development projects. 111e Director will
serve as a City representative to the
Housing Authority, County Airport
Land Use Commission, Cal Poly
University, Cuesta College, and other
public agencies, and serve as the staff
support to the Architectural Review
Commission, Planning Commission,
Cultural Heritage Committee, and Ad
Hoc committees including the Student
Housing Advisory Committee and
Environmental Task Force.

EDUCATION AND
EXPERIENCE:

Graduation from an accredited fouryear college or university with a degree in urban planning or closely related

SEARCH SCHEDULE
Filing Deadline March 31,202.1
Preliminary Interviews April 3, thru April 14, 2023
Recommendation of Candidates April 19, 2023
On Site Candidate Interview Assessment April 26 thru April 28, 2023 Finalist(s) Interview with City Manager April 28, 2023
These dates have been confirmed, and it is recommended
that you plan your calendar accordingly.
field and five years of progressively
responsible planning experience,
including at least three years of
supervisory experience. A Master's
degree and significant supervisory
experience is preferred.

Possession and maintenance of:

A valid California Class "C" driver's
license.

Additional requirements:

The new Director will be required
to successfully pass a background
check that includes DOJ LiveScan
Fingerprinting.

THE COMPENSATION
The annual salary range for this
opportunity is from 8167,648 to
$209,586 and appointment will be
made depending on the qualifications
and experience of the selected
candidate. The City offers and excellent
comprehensive benefit package. For
more information please visit the City's
website at - https://www.slocity.org/
government/department-directory/
human-resources/job-openingsapplication-2306.

Additional Information
The City of San Luis Obispo offers
relocation assistance for candidates
relocating over fifty miles to San Luis
Obispo County during their first year
of employment.

THE RECRUITMENT

PROCESS
To apply for this exciting opportunity,
please visit our website:

Peckham & McKenney
www.peckhamandmckenney.com
Contact Tara Schultz at 626-644-1398
for questions regarding this position or
the recruitment process.

PECKHAM i ____.

MCKENNEY

EXECUTIVE SEARCH
www.peckhamandmckenney.com

REGIONAL GOVERNMENT SERVICES (RGS)

PROPOSAL

REGIONAL

GOVERNMENT

SERVICES
SERVING PUBLIC AGENCIES SINCE 2002

RECEIVED
APR O 5 2023
April 4, 2023

CITY OF CARPINTERIA
City of Carpinteria
5775 Carpinteria Avenue
Carpinteria, California 93013
Dave Durflinger, City Manager
[email protected]
RE: EXECUTIVE RECRUITMENT SERVICES
Dear Dave:

Regional Government Services Authority (RGS) is pleased to submit a proposal to the City of Carpinteria (Agency) for executive recruitment services for the position of City Manager. Our Recruitment Team is uniquely qualified to provide executive recruitment services. Our advisors have personal experience as local government leaders and in conducting public sector executive recruitment.

In the proposal provided, an executive recruitment is estimated to cost about $18,500. This cost estimate is based on a maximum cost to complete a project. Many of our projects come in under budget. In addition, this project would not require an additional contract with the City as it can be completed under the current contract for Human Resource services the City has with RGS both in scope and budget.

RGS is a unique, fee-supported joint powers authority specializing in public-sector administration and consulting services. RGS exclusively serves public agencies and employs experienced public-sector professionals to assist our partner agencies. Since 2002, RGS has served over 200 public agencies.

I am confident that you will find our proposal to be responsive to your agency's objectives and needs.

The plan provides for ample time, tools, and support to meet or exceed the goals provided. RGS has a solid and respected reputation with the public agencies we serve for timely, cost-efficient delivery, and effective implementation. As a public agency ourselves, we fully understand the needs and requirements of other public agencies.

If you have any questions regarding this information, please feel free to contact Kay Randolph-Pollard at [email protected] or 650-587-7314; or Bobbi Bennett at (650) 587-7303 or [email protected]. We look forward to the opportunity to provide you with these services.

Sincerely,
Bobbi Bennett
Human Resources Services Director
P.O. BOX 1350 CARMEL VALLEY, CA 93924 I 844-587-7300 I WWW.RGS.CA.GOV

REGIONAL GOVERNMENT SERVICES
Recruitment Services
RGS uses a substantive approach, conducting a thorough search, and candidate screening based on the best practices of merit selection including objective assessment of job-related qualifications and competencies. We use a unique process in sourcing candidates who are aligned with the values of the organization.

Here are a few of the tools we use to administer efficient, safe, virtual, and confidential recruiting processes: remote recruiting, applicant tracking platform, remote screening, and remote interviews including proctored oral boards.

We utilize a four-stage process to guide us in developing our deliverable: a pool of qualified candidates.

I. Recruitment strategy and candidate profile development II. Marketing using a proactive and robust search
III. Merit-based selection
IV. Hiring support (As needed and requested.)
Step I - Recruitment Strategy and Candidate Profile Development We meet with the agency's management and staff to familiarize ourselves with your agency's needs and the position's requirements. We take the time to learn about your organization and the position to develop a strategy and a recruitment plan. Then we generate an "Ideal Candidate" profile including a list of competencies and attributes to target our search efforts to the most qualified candidates.

Step II - Marketing Using a Proactive and Robust Search At RGS, we practice candidate care making it easy for candidates to apply and communicate throughout the process. We steer away from reposting the full job description and use action focused language to engage candidates and market each position and partner agency. In this way, we provide candidates with an understanding of the benefit of working for your agency in the position being recruited. Our marketing plans include targeted advertising and social media promotions that focus on both diversity and work discipline. RGS is committed to reaching a diverse candidate pool. We market through relationships we have with governmentjobs.com and careersingovenment.com; in addition, we recommend targeted professional organization career pages. Our team is experienced in developing a passive candidate search for qualified individuals who are not actively seeking employment.

PAGE 2 OF 8 RGS RECRUITMENT 5ERVICES PROPOSAi
Step III - Merit Based Selection
The RGS Recruitment Team uses merit principles to guide the recruitment and selection methods that are equitable, efficient, and effective. The selection process is customized for each position - based on competencies and required knowledge, skills, and abilities.

Our exam planning includes a discussion of the best approach for assessing candidates to achieve the desired outcome. The selection process may include an in-depth, behavior-based interview with each candidate and may also include other selection assessments such as skills testing and/or a performance exam.

RGS receives and screens all application materials to determine each candidate's ability to meet minimum qualifications for the position. RGS also conducts remote screening using a behaviorbased process, and we personally speak to qualified candidates during a preliminary review. In this process we gain a solid understanding of each candidate's technical competence and interpersonal skills, and we verify minimum qualifications.

We prepare a summarized report with information obtained through the candidate screening process including a list of qualified candidates for further consideration.

We handle all aspects of the selection process. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; scheduling and facilitating the interviews; evaluating the results; and contacting both successful and unsuccessful candidates.

Step IV - Hiring Support
• Conditional Job Offer
• In-Depth Reference Checks
• Background Check Support
• Contract Negotiation
Communication and Reporting
Regular progress reports are provided to critical staff within the partner agency. Periodic remote and/or onsite meetings are scheduled to maintain regular input and communication for the ongoing project. RGS maintains and conducts all needed correspondence and record-keeping throughout the process. We maintain a final record to comply with current legal standards.

The deliverable we produce is a list of qualified candidates and associated candidate information.

Based on partner requirements we can compile a final report that documents marketing efforts, a final written summary of work performed, and related EEO candidate data.

PAGE 3 OF 8 RGS RECRUITMENT SERVICES PROPOSAL
I

SAMPLE TIMELINE
Pending an initial meeting date being set, we lay out a timeline to meet the project objectives. To minimize delays, we work with the Confidential Hiring Committee to pre-set dates when we develop the recruitment plan and get these locked in on members' calendars. (All activities to occur after contract execution will be adjusted as required.) Tasks Target Timeframe/Date Responsible Party
Initial Recruitment/Position Needs Meeting with
Within 10 days of formal
RGS/Agency
Council/Hiring Committee (Closed Session if
executed agreement.
meeting with full governing body).

Develop Job Description and Review Salary, as Week 2 - 3 RGS
needed.

Recruitment plan and materials drafted and Week 4 - 5
RGS/Agency
finalized.

Open Recruitment (3 to 4 weeks). Week 5 RGS
Advertising and marketing conducted. Week 5 - 9 RGS
Hiring Committee meeting - review of draft While Accepting Applications RGS/Agency
materials (screening interview questions).

Recruitment closes (4-week timeframe). Week9 RGS
Remote screening of qualified applicants. Weekl0-11 RGS Hiring Committee meets to review Most
Qualified applicant recommendations and Week l2
finalize next step.

RGS/Agency
Hiring Committee Meeting to review and Week 12 finalize drafts and plan for interviews. RGS/Agency Closed Session Council Meeting - Hiring Week 13 RGS/Agency interview with RGS support.

Verbal conditional job offer, and salary As Requested RGS/Agency negotiation based on Council parameters
established.

Conditional Offer letter to candidate. As Requested RGS/Agency Reference check conducted. As Requested RGS/Agency
Background check conducted. As Requested RGS/Agency
PAGE 4 OF 8 RGS RECRUITMENT SERVICES PROPO,AI
Draft employment contract for review. As Requested RGS/Agency Closed Session Meeting(s) -As needed based As Requested RGS/Agency on salary negotiation parameters.

Regularly Scheduled Council Meeting* (Per Second Monday of the Month RGS/Agency Brown Act) to approve Manager Contract. following job offer.

Start Date ( depending on a 2 to 4-week notice Agency
needed to start) Target Date in December 2023
* Assuming a monthly meeting schedule as communicated on the Agency web site.

STAFF QUALIFICATIONS
The ROS team we are proposing for this project has personal experience as leaders in the public sector and extensive experience and accomplishments in executive recruitment. We work as a team of equals with complementary skill specializations and abilities.

I

REGIONAL

GOVERNMENT

SERVICES
Kay Randolph-Pollard
Lead Advisor/
Recruitment Team
Richard Blot
Senior Advisor/
Lead Project Recruiter
Betsy Adams
Advisor
Key Team Members
Our Executive Recruitment team advisors are skilled at identifying applicant pools and crafting selection procedures and skills assessments to identify and document the most-qualified candidates.

We have helped many organizations successfully navigate the challenges and opportunities that surface during recruitment processes. An introduction and information about the qualifications and experience of our proposed project team members follows. , PAGE 5 OF 8 RGS RECRUITMENT SERVICES PROPOSAL
Kay Randolph-Pollard, Lead Advisor
Kay Randolph-Pollard joined Regional Government Services as an Advisor in the Human Resources service group in 2016. She currently serves as the Lead Advisor of the Recruitment Team that provides recruiting services both for internal openings in RGS and for job openings in partner agencies.

Ms. Randolph-Pollard has over twenty-eight years of experience in local government and the private sector. Her core skills include human resources operations and management, classification, compensation and benefits, labor relations, employee development and training, project management, conflict resolution, performance management, as well as staff recruitment and retention.

Ms. Randolph-Pollard has a bachelor's degree in business administration, completed the Sonoma County Mediation Program, obtained Senior Professional of Human Resources certification (SPHR) in 2013, and in 2020, completed certification in Race Literacy for Coaches, Diversity, Equity, and Inclusion (DEi), and Human Resources Professionals.

Project Team
Richard Blut, Senior Advisor. Lead Project Recruiter
Richard Blut joined RGS in 2022 as a Senior Advisor for Human Resources and Finance Services groups. As a member of the RGS Recruitment Team, Mr. Blut is spearheading NEOGOV implementation services as well as conducting executive recruitments for partner agencies. As a member of the Finance Team, he assists with planning for system upgrades, updating financial and purchasing policies and procedures, and budget management.

Mr. Blut has over twenty years ofleadership experience in large public organizations. He is an expert in all facets of human resources, information technology, and systems automation. He has provided consulting and coaching to business leaders in many aspects of HR including best practices, policies, finances, ERP implementation, organizational design, legal compliance, talent management, and compensation.

Richard has a bachelor's degree and an M.B.A. in business administration.

PAGE 6 OF 8 RGS RECRUITMENT SERVICtS PROPOSAL
Betsy Adams, Advisor
Betsy Adams joined Regional Government Services as an Advisor in 2020 and is currently serving our partner agencies by providing large project oversight and management and executive recruitment. Ms. Adams's executive experience in local government is extensive, and she is a skilled administrator. During her career in local government, which has spanned over thirty years, she has served as City Manager, Assistant City Manager, Parks and Community Services Director, Administrative Services Director, Purchasing Manager, and Interim and Human Resources Director.

Ms. Adams has both an MBA and a bachelor's degree in business administration.

SERVICE COST/BILL RA TES
Regional Government Services (RGS) provides services on an hourly basis, plus direct costs. Work is performed as agreed and subsequently billed based on hours worked. RGS Advisors are skilled at prioritizing projects and working within the budget of partner agencies.

Bill rates are as follows:

Title I Hourly Rate
Chief Operating Officer $140 to $230
Deputy Chief Operating Officer $135 to $205
Senior/Lead Advisor $130 to $200
Advisor $120 to $170
Project Advisor $110to$130
Project Coordinator $90 to $125
Technical Specialist $80 to $120
Executive position recruitments are estimated at up to $18,500 based on project needs and bill rates for staff in the Advisor, Project Advisor, and Project Coordinator categories. Recruitments will only be conducted based on a specific request from a designated representative in writing.

Depending on the nature of the recruitment services provided, direct external cost for such items as recruitment advertising, test rental, and marketing resources will be invoiced at cost with no markup.

Mileage will be calculated and invoiced using the current IRS rate. The partner agency can PAGE 7 OF 8 RGS RfCRlJITM[NT SERVICES PROPOSAL
determine the amount of funds for direct external cost in advance. These direct external costs are separate from staff time estimates provided above.

Recruitment Services Direct Cost Rates
Title I Rate
NeoGov Applicant Tracking includes:
• Ad posting in Governmentjobs.com
• Ad posting in Careers Government social media and diversity platform.
$550 per
recruitment
posting.

Candidate Remote eSkills Online Test
$25 or less -
per candidate per
testing session
based on volume
RGS works on an approval basis for all direct external costs prior to engaging in the work. We set a marketing plan and will seek approval prior to placing advertising. We seek subject matter expert input and agreement on any multiple choice or skills tests in a selection process and provide an estimate of cost prior to performing and/or engaging in these activities.

Candidate Guarantee
RGS does not guarantee a candidate selection and hire made by our partner client agencies. In the event a recruitment does not produce a viable candidate, or there is a premature dismissal or resignation of the selected candidate, RGS' s approach is to charge for the work performed as agreed.

It is rare when a deadline needs to be extended or a recruitment needs to be reopened. In the case these steps need to take place, when an agreement is reached to extend or re-recruit, we then make revisions as needed to the plan and proceed based on the revised or new plan. RGS will charge for the additional or new work.

PAGE 8 OF 8 RGS RfCRUITMENT SERVICES PROPOSAi

ATTACHMENT B
Tentative Recruitment Process Reverse Calendar
January 27, 2024: City Council Annual Work Plan meeting for review and setting of expectations.

December 8, 2023: Current City Manager's last day.

November 1, 2023 to December 8, 2023: Onboarding and transition period.

October 30, 2023: New City Manager's first day, preceded by a minimum 30-day period for relocation if necessary.

Late September/Early October: Introduction of the new City Manager at Council meeting. After acceptance by candidate, meeting with all staff.

Early August 2023: Hiring announcement.

July 30, 2023: Make final selection.

July 3, 2023: Review resumes, conduct background checks, and interview candidates.

May 8, 2023 to June 30, 2023: Open position for recruitment; announcement, advertising, outreach, and application filing deadline.

May 1, 2023: Begin working with recruiter.

April 24, 2023: Approve contract with recruiter.

Completed Tasks
March 27, 2023: Authorization and budget approval for recruitment services.

Please note that these dates are subject to change and may be updated as necessary.

Cal Cities' advocacy efforts are strongest when joined by the voices of city leaders. Below is a list of current legislative proposals that local officials should act on to support cities' top legislative priorities, along with sample support or opposition letters.

Proposed bill would greatly expand SB 35 powers
SB 423 (Wiener) would greatly expand SB 35 (Chapter 366, Statutes of 2017) provisions and eliminate the Jan. 1, 2026 sunset date, permanently requiring cities to ministerially approve certain housing projects without public input or environmental review. SB 423 will be heard in the Senate Committee on Governance and Finance on April

26. Voice your OPPOSITION by submitting a letter to the Senate Committee on Governance and Finance and your legislator. If your Senator is on the committee, it is important to submit a letter and call them to express your opposition!
Proposed Advanced Clean Fleet Regulations
The California Air Resource Board’s (CARB) proposed Advanced Clean Fleet regulation has unclear, exploitable provisions and unattainable timelines. The proposed regulation would require all new class 2b-8 vehicle purchases, such as garbage trucks, to become zeroemission by 2027.

With a few exceptions, most government agencies in California would be impacted by this change. Voice your concerns to CARB’s proposed Advanced Clean Fleet regulation by submitting a letter TODAY. For information about how the measure could impact your community, contact your local public affairs manager.

AB 1708 (Muratsuchi) Proposition 47 Reform
Proposition 47 made promises of safe neighborhoods, but the unintended consequences that followed have undermined that promise.

AB 1708 (Muratsuchi) would increase accountability for repeat theft offenders and offer pathways for pre-plea diversion programming.

If passed, the bill would send the issue to the voters for approval at the next statewide general election. Voice your SUPPORT by submitting a letter to the Assembly Public Safety Committee. If your assembly member is on the committee, it is important to submit a letter and call them to express your support!
2023-24 State Budget Priorities for Cities
Cal Cities is calling on the state and Legislature to invest $3 billion in ongoing funding for cities to increase the supply of affordable housing and reduce homelessness, invest $1 billion to reimburse cities for unfunded mandates, and lay off any action that would reduce or eliminate funding for cities or divert essential local revenue sources.

Take action today by sending a letter to Budget Committee chairs and vice chairs requesting investments in the 2023-24 state budget that bolster local government efforts to support our most vulnerable residents and ensure cities can thrive!
State Ballot Measure Restricting Voters’ Input and Local Taxing Authority
The anti-local control California Business Roundtable measure has qualified for the November 2024 ballot. This anti-local control measure will decimate vital local and state services to the benefit of the largest and wealthiest corporations in California. Cal Cities, along with a broad coalition of local governments, labor, public safety, education, and infrastructure advocates, strongly oppose this initiative.

Make sure your city’s voice is heard by adopting a resolution opposing the harmful measure. Adopted city resolutions can be sent to [email protected]. For information about how the measure could impact your community, contact your local public affairs manager.