Agenda packet, regular meeting — Los Banos City Council, April 16, 2025 (part 2 of 3)

425

BERKELEY SEARCH
--CONSULfAN1S--
Presented by

BERKELEY SEARCH
---CONSULTANTS---
Metrics Overview
The excel file labeled "METRICS - CM - Los Banos - [Date]" displays the results of Berkeley Search Consultants' research , professional yet persistent and thorough advertising to and outreach, networking, vetting of relevant professionals across the United States. The summary results are below, including a breakdown of the various reasons why 141 * were vetted out of the recruitment process. Please refer to the document for more detailed information.

Number of Individuals That Have
Received One or More Touches 349*
Number of Candidates Vetted: 141*
Happy in Current Spot 6*
Compensation Wrong 4*
Qualifications Wrong 37*
Wrong Location 34*
Not Interested 26*
Other 11*
Candidates Presented 23*
In Vetting Process O**
*All numbers above are for example purposes only and do not necessarily correlate with expectations for the City of Los Banos' Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Pa g e 121 426

BERKELEY SEARCH
--CONSUi TANTS--
City Manager recruitment.
**Metrics are reported by BSC to clients throughout the recruitment process. Though vetting continues throughout a recruitment process, once candidates move into the "Candidates Presented" category, they are moved out of the "In Vetting Process" category. This makes it so that a final metrics presentation always show O candidates who are "In Vetting Process." Overview of Definitely Interview
The names found in this section represent the candidates that the Berkeley Search Consultants team is recommending for first round interviews. You will find Candidate Summaries, Resumes, Cover Letters, Organizational Charts, and Candidate Profiles for each of the following X candidates in the folder labeled "Definitely Interview." ■ [Candidate Name 1]
• [Candidate Name 2]
■ [Candidate Name 3]
■ [" ... "]
Maybe Interview
The "Maybe Interview" folder contains Y candidates. Candidates placed in the "Maybe Interview" folder have intriguing experience that may still indicate they are viable candidates for interview, but they were not as clearly a fit as those in the "Definitely Interview" folder. Materials are not complete on all candidates in the folder due to their status as "Maybe lnterv[ew." If you would like to move any of these individuals into the "Definitely Interview" category, we would expedite collection of all materials within several business .days, so they would be ready before interviews.

We anticipate that we will spend most of our next meeting discussing the "Definitely Interview" candidates, so you will see the names of each candidate listed along with a short statement on their pros and cons below.
• [Candidate Name 5]
o [Summary of Pros and Cons of Candidate]
• [Candidate Name 6]
o [Summary of Pros and Cons of Candidate]
. [" .. . "]
0 [" ... "]
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Page i 22 427
BERKELEY SEARCH -- - CONSUL i ANTS--
Not Recommend for Interview
The "Not Recommended for Interview" folder contains the Z applicants who Berkeley Search Consultants is not recommending for interview. Their experience unfortunately falls short of those in the "Maybe Interview" folder, is not relevant to the City Manager position, and/or fails to meet the minimum qualifications of the classification. All applicants were screened against the minimum qualifications.

Their names can be found in the Metrics document under the category called 11Qualifications Wrong," along with a brief comment on why the Berkeley Search Consultants team determined their experience to be insufficient for interview based on the materials presented in their applications.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Bl vd ., 8th Floor #i 206, Walnut Creek, CA 94596 Page I 23 428
BERKELEY SEARCH --- CONSULfANTS---
County Adrrnn1strator
Hams County, Texas

BERKELEY SEARC H
-CONSUi TANTS---
Location: Harris Courrty -
Houston, Texas
Al,ve with energy and rKh ,n diversity, Houston 1s a dymmt m1~ o! ,m.g,nation. tal. nt and first-class attract.10ns that malc.e ,ta world-class c,tv Home to., .,,brant economy. blfautt!ul surroundings, ar:d a pc,pulat,or, full of oplimism and sp,rt!. ,t's no wonder trull HO•Jston ,s ii pcpul.ar ,nternationill des.t,nauon.

Nnenca's fourth-largest CJ!~ ,s a c<1>mopol1tan o,;,n ,nat,,,ri. filled w,th outstanding dining.. -'~p,ng. cf .,, '.,th!e. •1c,usto,i 15 a spra .... •lrng metropc•h$ ,n Texas. >:tending to r... lvenon aav. It's closely t,nked " ch th ; pa,e center '1ouston and the Hlstor,c D1strtCt, wh,ch pairs 191:h-centur•, architecture with trendy resw1urants. 1 ;;,,; a stroll througt, the historic 11c,ghts, spend thedil')' ellplonng ;he Museum o ,tr,ct or he.;d cown m !4AfA's famo.,$ L.~rdon !!. Johnsoo :,pace-, .... r~n~€r i.nd ~p-:3,~· li:-11tr.r HOuston, ·,•tr11c.h make 1t the u 1 d*st1nalr.m fur un,-.-.ru eiplorat10n fans
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Page 124 429

BERKELEY SEARCH
---CONSUL f ANTS---
The Opportunity
~,M Co..· ~,; the lh11d MOSl ;,..,;,,.,1ou, COJfll; the LI Med St.lie., tht: c:o..i.t11 rs. an ~nln!lOO ~ ow, 17,000 emplll'lt'~ ~ , o,,e, 70 offi~•. o~~ts.. and t>f'-<.,e1 tlafrb COUtlty 's Otfi<e of County Admill~tr.at,on run~ • COl'IM of wet 20 Co,,,,tv off it~. depaftment.s, and 18ef\tJes.. whilh •re lf:,d ti-,·,..,,. rieclell ditet!Dr.
ttam, Cou11ty com,r,,s-s eoun has ~ed 1h11, 1o1iow,ng goals. and .a«ompan,,ne coat iuteme,m to aid With dariiv•'I,: the. Co..rt's ~IOn to< the CDu11tv C,o.)I, relate to ttle folla..,,,. "'us.
'" tice bf..:! u~y. t:>rooor11M. CJP1>0l"-it1tty, 11-0us1ng.. pubhc ht•'lh u .u,~pc,ruton tloodintt P<!v~o,,,nent. ar,d ao.ern..--<e ;ma (\:~t.Ji1,~l ~l •' tt'
The Count~ .t.dmuustrillDI r.. fe'lotX>tnlble !01 irn~mt'l\t . the v1i<Ot1, goat., r,o ~, llbf«1J¥e>. and budgetary demlcln$ of Comm.sslone,, Cou,t, the flCM!'<n,11g IX><!'; c,t theCountv 111 addiltOll to l.ici>!Al,ng Ille ,mplem.entaMn of tht> lcng•tetm urategi< • .-1011 of th4! Commi!.Siooers Co<Jrt. th/: county Mminln,ata IS fesporu.,ble tor LOO<Oll'>ilUOrl .ind Clllefiight of the d,n •ll>-d.lv ope.-a!lons 10< me offireS Mil fooct,o.~, that lit within t!~ Off,c,e ol Cirunty Adrn111im.t.0<>
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor# 1206, Waln ut Creek, CA 94596 Page 125 430

BERKELEY SEARCH
---CONSULTANTS---
CoordinaJion,
Oversigijt-ati.d
Support. of''
Cou nt,;,,
(
:Gepartm er1t~ .·
•.
' t' •
RapolU To Pmlllan: Commissioners Court
~P'olltloi'a; Dii= lur:,,, Md lldl!:"' •• Su~"'"i:.u,,.

Oirects res.earch that promotes efficiency, economy, or the public welfare in Harris Countv. and ll!l/erages that research to make recommendations to the Commissioners Court coocerning anv matterwithm the scope of the Co•.1rt's authority; may require any County offic« or head many County off.ice, department, and agency to report upon or a~ist in such research, studies, or in1Jestigatioru; as directed by the C:ornmissione.rs Court. • Makes hrgh-il!l/el operational decisions [e.g., decisi!X\S to dose County facilities), particularly between Commissioners Court dates or uncler emergency conditions.
• Assists newly elected and appointed officials with their trans:1 llJn into office through training aod interdepartmental support.
• Serves as fiarson between Harris County and ot!-ie· goc;ernment eru ities private sector groups, and non-profit e>r an •
>•J c'. """'' •ndtoon:lio,at-,, lhe adm .. ,t Lmn and°""'""' , . <111 t.Jullll' of'ict!S, departm•rru, ~ ,asp;l:..~:. Q\ all fNl'l~rs tM!'f' ·wflit:h t.f",e- C.anmlfli0Mt1(1;,Jrf. rffli the- re.sponsibUi'l.y and ~ra:1.
• C.Dt.l, .. ,p.cn•. diret1.i., Slit,."'P"tt':. J'' :f ~~ci!it:~e~ t:~.ata::u111liting the Commi5.1ione1s Court"s *fmed gs::ai.11~ an:f ;;,1'1erth,,es byu>unty ""tr.-: e-:., dr~ir~r.:enb,.a11d agencies tc ::iid wiLh ens&alng WCOl!':!.'Sr'lJI imp1eme11utmri or the- Court•s vis.tu:.
• D>mtl> the pn,cs11 a!"'" GI the 1Mual bu~; tonier. 'MU! the Olftte al Manqom51t a nil Bu¥! •lid depsrtment he,d, on tho, b<Jds<,l .and budg,,'1. requ .. 13; recammondis thl, total 1:,.idJld'. lo Ille CD!1lf111Ssionen (Qwt; i!r~. 39h!f iU adop1..t:ln. ecercises CDn'l.lnuaus administratiW! coni,c..i to eM.we f"Ct>et iet:pendt:l..'fe!. Or m.1lhtnited !unds.. ,~~rei rflrctift" a,Ualxwauor A?TXJn& County ~1.lff. induding inl'tnmation s.i't.u1ng.. seU.ing st-•red <i,tc, dc,l1ni~ ,c,1.., fficl re>pansibilirie., ame1Yin&- • ',w1>~arutt1c c• ,u-mir..a,.tm ol inlortnabon wit""" the County"" !hat •II Counl'f ..,-IJlloy,,M h.,.., .a u.ner ur>cl,..,.111;i1illo!I ol tile C.OmmiHion"" Court'• stai,,gic goals. t>bjecliv-e, s,ras,-arns, ar,d lhe -k af O(her d<!partme11t• ""d agencies.
• ~ .. .., •ppointv,g authority fer certain di,.,.runer..t h9d, as specified bv the Carnmio,io""" Court ~oo i!t rH1JQn.scible- for lke OJH!l'ation of web admir.iUnitive sentic.es., the Commis.sioner..

Court m.t'( detl!'f'~e;reviews .100 m;,lrzos ,emmm~r-4Cfatians on apPOiriitmenl!J:, ,usperuiom, °' remawl> from any office or eml>ID)ffl<,r,t ....ui re.pee! 10 whidl tbe Commi,>ior,er> Court acts., £/IPO.,Li~ &uthcmty.
• ~1.1:r Human R.-..ru,~ .. .and Risk 1,,4..,,agernent 1D re,:ruil .,.,d retain 1/11, t,..._,t im"-'ibl!! ""'1klorc• ior 1he Count1·.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor li1206, Walnut Creek_, CA 94596 Pag e 126 431

BERKELEY SEARCH
---CONSIJLiANTS---
• M,SSIOll·<!<l..-11. W?tvKt .. o·<t•1ted, ~-d11ven
N'IM1ll8ement flJ<l)el1enu,.
• All nu,, ...«\Ing ll\CNfl~e 01 pv,iii,c polity, IOClll tp,,efnmtnl futl(t,ons arid ptO,r ams and b~ p,aW, e 1, fot county_,_
• lxl)e'fiet>ce leadlnJ! - d(l\'ltlf! irwwati..e and be,(! org.inlz.lllOOi,l Cha~ "' ,1 t'.x.'lnple>. or;anl2iUloo. tracking pertorrrw,ce related tc th~! chanee. report;~ results, alld•eUil'II tOidbloci<>. t'k. • 1>,we,, tr~ recoro of lmpro.•ns JuSJ,c<' a,1d OllPortun,'t,'. • Oemomtrated l)(()fel.Sioo&t ro,,11!\itm!!nt ro ~ traLk rKOfft to dftllil
.LE1N,tit maMgenal ,;,M InieIpe1
on c.ip.io1y fO<' <1,0ft.""'1~•-
• [11(:e,l~,t a Mt , ,cJ, deciSiOn-m.il ,g ~,xi ll(Obi,em-sc,,w. ·" l.l<lll1 .lllillty to direct 'lliJll2<1tiOi\al un,itjs\ that re-ovut{ li@'llfil.an:
,ci,rnel and e1tt, n,1 illterac!ions.
t o • .e tne Judgment d&6'Vfll>l!Ss and cie•tMt~
rtequlreu cu,· ., lllVOMnQ 1~ d,rect.0n. LO<'ltfol, 11ftd pla1111>r,i ol p,u • , •m~. 111"1 ,e,w...,~
Abiltty to !d>l!dule, ~. 1)110frtilt!, - wort! "4tt' multillle :•tk activities to mttl deadlinH
A!>,lity to ~,ate w,!h the highest 1e-,e1 of ethies 111tegrtty. •no ti .. ,,soa,~l'ICV
• Sl:1111!4 ,n plat1nmg, .mple-mflntinl, imi>r°""'C, .ind e,illuat1ng programs, polieie-s, 1t>d l>!«edur.s.

Skflle<l ,n ~10!),r~. <ldMlntstt!l'iflg. .wi mar\otg,c,c budgets. • Slill1'd ,n p!,,rmu1g, ona ,r, ·., .:•'6 Naluat , ope.,•tion., needs "~ S - s, and Abilities
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd. , 8th Floor #1206, Walnut Creek, CA 94596 Page 127 432

BERKELEY SEARCH
---·CONSUi fANTS---
Ideal Candidate Characteristics
rtse {oUftty Adlrr•·n~trataf pas. w.a~ cre-.ated b,. LY H•ms C.tu1,t.,, (Otf¥'r.,l';u;orart,.

COWi ,n lune 20l I n, .. c.....,,ty A<fm,rnttaior" usbd W1\tl supo,rviSMJ dl,-10..i.., oi:,,or1111,.-,1 •• - a, """'"""' •lratqi,c pfa,nln(l t'ftott,. lat Harm Count, • fhr '°"'"ty AdrrnnuJ.tKO-· :,o,,,t101\ lhol.dd h.we' t!'xprttrnci: tn izuDk •d'nlnatt.-1~ m.-,ag,,me111 Ind k,.td,n~.., Tu.v .t,auld aha t,a.,., PJ1Ceilen1 commuru:ation ..._, and be obi, to .... ~ collab011~vei,, "'11h aectod 01f1CJAb .anc! ,1.alf tn ldditcn. Ill<!' 111 .... 1 cal>ddau: "1ould bee c:omm,ntd to er-e,cy .111<1 .aca,ul'l!Abd11w anIM!d.nt ol 1hr d,.,lrng,,s laonr H,mi• Count.
• The County Adm1mstr.au,it IS tt:"ipc:,Mt~ for 1mpw,tnent1~ th, v1~..on. ,..,.., :.. pea:.. ot>,,,rtrves and l>-Jdftu,V ~l\10nl al c.cmm..»oflerl c .... ,t n .. ,., ~"' ., ... ,npanMblt lar cocrdJI\IIJOn rw:I OW!f"11ght cf the a..rr ID dil\l o:,e-11100<>1 lo< thr of'"~ .,d I untl=, th11 lit with It d·~ off'ttt of UIUl'\t~ Attnwustratc,n ltw-- idnl c.af!d1C..,tf" ~Dold thettforr h..., ""~••,c:r in \l.1at,gic p!oan,~ and tNdftt mtNC"111<'nl •• we!• u ••p,1il,nce ir man l!f"i ta,,, u.am,
• 1r 1ddttt0f'lO t~er Qt.W,:t1UOOtU. the de-Jl((M'llo.c:l.ac." ,t-GJICbe cc,.m,rrutt~ to prCtrlOt!"I equev •nd 1t1c.h,m~ H.et, u. Co..tnt,.· a. a citw-crie, commvn1ty wrth • pop~1 or of"""' • 7 million people The Caumv Adm1Mtrator ,haul:! 1he,r1c,,., b.-~" to bu,ld ~trons r,,l,1t1anst.p, wrtll cornmuncy '"""""' .,,1 sl.lll,hotd"" and t,,.. ror-imrtt~~ I<' promo(J"f oa..cv an~ ,nd1.t<l<>'I '" t. "'p<'CU of <t1U11ty ~"'"'"' 1 II
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Requirements
• 11.ac helor i. degree with academic
tOUfSe work 'Mlldl d11ectly relater.
to the requited knowledge and
abitrues 11!QUtred: Mastet's or other
Postgraduate degree Dreft'ffed.
• N. least te-n (lOt ye.a~ of relevant
wor• e,cper,eoce. mdud,ng public
s.,,c10r apenence.
• 11-1 le.ast f111e (S) ve.ars of relevaot
e .. penence ,n a senior manage,lal
rolt>, 11'dudmg public sectot
ex~1encE
• !>(ndiunt exper1enc.e with .a large
orpru1ation.

Pa ge 128
433

BERKELEY SEAR H ---CONSULTANTS-- -
• Ha" County"' ubdil,1s10 ol the State ix lellai and th<' Cornn iss..'-Oners Court 1s 1 " E•'.)•;enm body of 1he Courity It is compo!.f>d of the Count·,· 1c: ;;. elected from ti C, , at large. and four Commissioners. each e1ec.te-d from a separate precinct. au e ected tor lour-year terms The County Judge is the presiding of/icer a, ti:-.e CommisStOners Court Harris County conl ,nues to be the nat,on's thud l;irgest county in terms ot population and one ot the fastest growing counties with 36% growth since 2001 Over a 20-vear period, Harris County's populauon has grown more tt,an twice as fa~t a, the nation's popul:a:10n
ms .eunty ts uni,qtM? among all counties in the nation for having af\ J ncorporatea .;·ra population in excess ot two millron residents. Co ... mv 1:ovemment is the primal"\' prOYider of ro~s. oarts, facilities. ;and 1;iw enrorcement t;y the unincorparatl!d a,ea;
• Hams County hai a land area greater than 1,700 square miles .1nd •l klcateo in the uppe, Gulf Coast in ~heas.t Taas approximately 50 mitez from the Gulf o! Mexico
• ihe Citv of Hou5ton I!. the Countv ~eat tor Hams County.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Page I 29 434

BERKELEY SEARCH
---CONS ULTANT S---
• Houston w.as touncled on August 30, 1836. by brothers Aug\.l\tus Ctiapm.in Alien aod John Kirbv Allen on land near the banks of Buffalo Bayou. • Greater Houston i:s the most ethnically dM!fse metropolitan area in the \Jn1tea States. At leas1 145 languages are spoken by aty resideou. and 90 nations haYe consular rl!l)lesemation in the city. Wallett-tub named Houston as the Most DiYerse City in Amet'lca in 2021.
• The Houston-The Woodlands-Sugar t.and MSA covers 9,444 square miles. an area shghtly smaller than Massachusetts but li,fger than New Jersey • Houston ·s size ts 665 square miles.
• In the l.ist thirty vears, sel/eral Houston sports teams have won national championshlos:
• The tloustonAstros woo the World Series in 2017 ar.d 2022 • The Houston Dynamo V.'O!I the MI.S C.up m 200& and 10<J7 • The Rice Owls won the College World Ser1es in 2003
• I he ttouston Aeros hoc my team won the 2003 Calder Cur, ,me ( he Turner C.upin 1999
• The Houston Comets won the WNBA Ch:;rnpions r, four years ma, ;. from 1997 to 2000
• The fiouston Rockets won the NB.:,. t ampionship 1994 and 1995.

HarrisCountyCom~'
,taHu {.'.)urtl ', Corr.mU' I~ (0Mm1.S.5.10itefS court i~ tom~f·.., ~nd lei;· Cumtn,n,or.e s.
p,.,L,flCt l Con,r,,,s,,.,,,., Ro,Jri;,y til l!.

Pteeinct 1 c:o,.,,.,.ssic,ner u.i,,;,., G3• M
Precincr 3 Cor , ,,iooei Tom S. ·""'
Preclr,tt , Con,r ,sionEt Le-sh!y Brl'11, ,
lhEe County Judge ,s the Co..'1'·, ; <1,,et e..r,cut, ,.· ~n<1 .i YOt"'ll n :,ml;e. ot co .. ~mssioneli t
Attording to sate-rutote, theCo ... ty Judge IS atio tti.e eo.r.:v·s !Me<tor ot tme,ge-oc\· t.tiln~etr,ent. The Harri; County llJCl!:o: and COmrniSslone,s IM!T"See b $4.3 b,11,o,, buc!flet th•l •ielps fund ke,v ,ou~t;· !A!fvi<:es and instilutioo,.

Ai rt,e 111ctri S,L''tl~i rHtt~ lJLtdv Ct~ M.ctni!. COuri!v. Cort1mi~~or,1;11s Coutt 's: ,e~pon5.!btf,tte'\ ,rc.1uch• adopt,r,ia ., lNdget. s~ ta. fates; callmf for bond ~ecuons; build"'f! an(! ma,nt.runlf!g <.<)utll'f 1nftastruc1ure such a. r.;~d. ar,d bt.d!;.-l • and wer,e..,ng coul\ty courthou,es 1atk ~b,ar.es. part.5, .1nd the H~r"s c:o,"-fy n , .. -::.: Co!\ttO( DiWl!l Executive Retained Search and Recruiting Excellence Since l 989 1990 N. California Blvd ., 8th Floor #1206, Walnut Creek, CA 94596 Page 130 435

BERKELEY SEARCH
---CONSUL !ANTS-- -
Harris Courity Judge Una Hidalgo
... .......,,, U.,, h<ea:! ol Harra Coi.-m{• t1,0Wm1nt tally. She,. 1hr fin!...,.,. • ., lo be <ie,ted C,:itr1tv 1 .. ~ and onlv I.ti .. se<:cnd to b<-.-lec!ed ID the"""""''"""" Court ~r.t11 C0"'11~ h ll1e 11,,.,j 1ar1...t cOUllly u, our Nlmn IU papulahon of more lhan 4 !, mi.'°""""" that of U..-entff ,i.i,, ol C.Olor»do. Tho H•rm C.0.ntv hldgol, lnCI loor CwntvCoonmoU>Men °""""" • S4.) boll""1 b<ldfet llwll lietlo> lund b,\- munto, 2mcn - lf\<l!!utton> .,..~ ~c,1..<ttt", .h~e> IS the P(es.d1~ of11cer on t..,.e <..omm1'-'d'IN'S ,oun . .t.,,. lhe main ~rn ng body o! , "'"• Cm,nt:v. Che c.,,,.,,.,,..,,ontn eo .. 1 pl"" • mtx:ahal .. thot " part adm,nosttat,... aa•11.,gill;t11"" a'lll pan ,.,dlCMI' 1tt m.ant' ..,_Mlbolo:.,,,, 8'dud., .ado~ a budf.-1; lel!tflS t.a,o r1k'S, calltn@ !er bone ~le-dtod'H,: bu.Jc!~ And n,a,;nlail\1"1JCOUnty 1'l!ti1.itTUC1VR' suer, H rl»lb Mt"tebfldift; .tnd ~,see,ns counlva>urthausn.jlih liilrar,e. parb, .-.d the Harri,Ccuntv floodControlO.,tric\ l!, !.tat,,,..,. 1hr lounty la.Gl!J" u .,.., !h<e CD<lnl)'·• (loredor ct Emel!rnc,, Man•ll""'<"l, ..,,d,,.. lh<- •,arri,Coun!• Oft'tt ol Hc,,nrbrn, S«-unty &. Em~r,cy Man.a,.,.,,.,,! (HCOHSl:Ml ln•Od1tionto n,,- -du1to,,, l ,,;Fl' H,ulf;<l p&r.~ 1n >maorlant ,d11(lC,Ky rclr for ti•• loum.

J...:I~ ll>dal!lC brl,.,_ ttiot cw '"II"'" .,11 rffl!MI ~tt, ... on~ lh~ p,O¥trve M>!! u".111""' ,...,....,nh,p or,"'""' lokr!' flood control 11-,;;,ortalian. cum1NII iuitote n,lc,r,,. and odutai.orL Stw, i, a,mtr,tlt'anlr So"t'fnm.-nl" tr.arur,ar...,t, acr:,,uibl,. and ac:cour,i.l,le lo ......,,~ r"1ident. She.....,,_, HJH11•County tot,., a plau whr<e evr,rwrw can r.ta,o thr American o, •• .,., lu:lft Hrdal!I). le.odt!nhlp hU - ·•~n.N!II """"S" r,umc,,ou, _.,.,,. ar,d nlll!onal honor. ~-ie rr,,ce"""1 U,.,j!!ftt,g,o,J\ John F. t<.<!nnr,f\,,.._ r-r A•sd lo<~ swdt rttpon,Pto 1tw, CCMO·l9 pandrmit and WIIS tt<Ol!fltaed ..;th the .i.:, &,o.._. Found~on leader,~,,c, Award 11,r ~ •ark to protr,,ct ...,..., ~tunchcuu 10 ~ ballot bo1 li>:IJ" Hldalr.o ~1 •l.o.,...., Nr~"' IN '1£ ¼µ,1ne 'lOO Nrxt litl. a, _II as '"l'u·bn lOUnd., 30" Harris County Precinct 1 Commissioner Rodney Ills
ltlnllc..ilfQ.£ Jidll •hMnlr••"' ""'n~na n oed ,. •~. "' • ,.,.,oene1t1b<>Jhooc1 'lo, p,au:hon al• v,rnm:n and~ nad f .;(Wldt<> """' pu • ·>ab from gµ "'!iacl 11,rouah Ltw u:two .,... rolds, b.athekM''t d~rtt fmm le-us SO:.Jthttn U. a'!f •;: .i nurtt-r .s. d • frDl'TI t~ t..,dCh '"'"""" W-oo ol l'llb,t Alfa ..... ,., ·-~·· from lhe Lht.1: v a' 1 ..... ~ QI L> ,aa t.omnm.s..onn rt~,~ f"reor.::t ~ i.lil!. h,a~ o~ a aj,ai re-le c,n the-<.:Dtlt b'f SC:C.Jf<lllf ~t b,111 re-form ftooc equtQ' luc>e'bx°s. stront;er wonser pr'Otecttoru. 1.nd ecorxurn o~rh.mit'f """"'""'._ l11nc11•1f1 lor tl!GJl('rt -.,,,. and Cl'.l','ID 19 """"""' funchng. r,ot.dins drr...-. ••1"'1 lor .......S.,,t,,. ""'• i:..r..n.-. emffll<'IICY ,.,,,,,.1 "'" • a, shelleol for !how, ••Pffl••t"'ll bomeleu.r1"u, ., wd ,as othf'f 1nnowr:,~ ~1.rns, i!'!dudmg pn;,,nil'!:'18 cof1'"4Jut-ers ,o IOA· lf"ICOffle s.1udents. •rnonG ether ~~l"f'lf'('lti.

BffoN!' ~ .as; ~C,aUfflYCommrzoner, ¼tu was eftt"°~toHnnl':lnt.2"; CO-Jnll!! ;ari.:,sentedVtrtt tetf"'II bftarl'tl!~ ~le.cted to, thefe.~5-enztrt~l'90. f'.-oc 26\'t'C sh ,~r FTt~•d1~111, 1 13tti state leNU rllstnctnh<,1>,>SS<'d"""'lro~""°'of ,;~lln100 DnNave-m. g .zo;i li!~IYU......C..d<XNn!~ .:CMtrntutonef and swcrn tntG oifi01e on Jil,-,.Jtl'): l. l'Ol 1 i\.' {au,u,,· Can-.m1m~r, lU;,,. gr10m1:s av:.h!s.crrt eooncnuc growth ltlal uphfts low 1na:>mre ciarnr-,unttfl "M~ ra a,:~u to p.arb ,a,nd g~tm -sp..iu, .-,nu"""' serYCa r~hoarhood1,. athitnte-s. Ulf'nn.al t'4htt rrcm.

C ;n Pl'Olect> tt,o ~ af .u ~, and pn>,. "'"'· 1ffo,ml:/Jo tr .... 1portatbn oc,r,oru. I OIIOW"lf "1lrriane fi1Nry, w,. su«=fu!lv .,:h<>Qtfll for «iurt.1.l>le _,,..,.,I"' flood r:ont-.:,11nhstn,:t"" and d·~•utt"f-r«aYl:T\'n 'wl.lller.lbie cOf"'ll'Ttunt"~es- th.:o::#, :.i $2.~B bond ~""'°"~ llt \Ot~,,., 1'01! tf!" l M~,c
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Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 P age i3 1 436

BERKELEY SEARCH
---CONSULTANTS---
Harris County Precinct 2 Commissioner
Adrian Garcia
Plfflr,( : ,.,, h:>. ., ...... t,,,e., "°""" tofflntla.ierca IIWlM A.tllllGlrdl•M hi\ ~amilt• He ha, a )S.~ ~~r CNN'f ,n p.abhc ser.'ice that ~'.!n ~ ~ fltr,uston ~ Of'rit~· ""' •--• -•rl!H by M.a,o- l.t'!' 81crwn u [lore<.101 D1 <t><, M->,,,r • Anl1 {..J/lf Olf1ce. -• !hen t!lrc.1'<1 to H.,.,,ton uh touncil and appainteo a> du.r al two CllV Counc • cO'WM\tt1 - 2,. P\lllht Sal.-ty and Homeland !,ea,,,ty c.o,n,,,;,iee ani! lht M-10< 1t, .' Womt<1 8us1ne1> £ ,itrroriw Comm,ntt
With tu •-1 of In l>t'en. o" u.v Couno< 11 .. -.,Jot,,: conf1m,e<1 .,. M,w Pro-fem ll't M...,, Bdl INh,ti, Adr.an tontu,,,<d I,,,, ... IV~ by becJg rit-elec to the dfa,"' H•"" County 91,,ull - tho! ~I lMnPh oll1c•"' Teu, 1nd tM 3,d l•!U'"-' 1r lh• UMNI SIJ'.ts (.om-r. i.Mal'W't Uolr::ia', uubltt $et"tltr.wtmmptuhmenblftdude • Lrl<l,ns it... cfft"110 a .. Jl• lht- 14ooston Pok1' O..aartm""t 's Rtal r....., CJ ,me ~•:
• u•ating Uieu,n>tru<ben M•til!,llliori P,,,g,..,, that s-.:1 man> ,.m,!~ ""'"~ 1:u-.
• Sa'11'1f mon: than $200 m,lhcn ,n ..,...:>ON! mots du11"1 h,s tr"""' n sh.,,H • £~1ng dtttV1c: ~l'Cf'OIIJ'd1ng .n the µd anr. lLYM"fe,c cnm~ Nery yPa • • ann • Addctf JtliJ IJ,lt·al Cl<'p,brs to loetSI bu•'""'""" _,d ne,g~1hoods ,ah..

Harris County Precinct 3 Commissioner
Tom S. Ramsey
HlrltsCiau!W011MIINb•1bla....,hl'l a long t.-• ck n,r.o, "' '"' · ,,.,., • h!t,•, 1nlr•muc h"·•bfht\', It'd f-,anao1i he.11th of t~ cornmun1tiet he .ser,c-.. • ·, :tWard' l'liru11ng:r. " ~.;r,-..e-tt r::2aet11 r and p.bhts~ nt iOM-huled camp.,...'1ies.. ;, c1t\', t:~acti[41 .... ~ow.is. aro .It ye,1t Catft't
I-Jr. MIi>.,, al '..!>r1ni; va;.;.,-, \'ill>g• lram .!012 10)0. Tum ~ced the'" y • t,n rale t,,,· ;t,i, ,n..,.t,,d 1nor, t!, 'Ht m1Uian n ,nfraurua,...., and""""""' 5(,rmg \/alle<i'• .a'"'11 to- .al""t nei;:t,-ood in lurffl Ultmt\', ;>ca,rc!<,g to n,f.,.,nt fBl -•~<>- A IN'11!<1 e-rtcften called- upon by re, """" and ether cOIT'l>YYJl>t\' l1'on .,.. .........ion i,,, 1<.v.,, Cau,it,• St"'"' Willl1!:t T.ask Fan:e ind tl1e !meld.! • ,.,ttnu fund fl<md tom·s pr,iat.t' :.mor e~.e sruM more tt'l.an i:iur deca~s. ~served.as ~f'!f!KJt Vr.t! P.-es•de:rt af t:lou AUOl:IIIH b,fc,,~ •elllllfl the mrn:,Of>)· m WI 7
lom1 """'II projecl portloho u,dudi,, tt1e lhn11• 1olf f\oad. 8,~,,,,.,. (ount¥Mas..., !lr--. Pl.an, i;..,.,.tor. •~c-JntY Ma!ler C>r•iNII" Man."""" Cc,-.mtv lln,n.,p.~ Plan'- ctl. . H<>·J,tO'!I s.!e Scttocl Sd...,,t< P-1,gtair f>nocnct 1 mad 1mpr"""1lmt~ mi:l1pc ib:.and bike tail• ior he t1e>am,a brb l!o•rd ...,.i ..,su-sslu. 1?'1frU1.rU:1:U~ orctect:. for more- tl'wt ~ 1~ atr. and 10 cc:Jn11e-:..

Mud• of hi:. work h.aSc~inctuil:d ~1:nr. :.usUIX'IW,eo K4ubon~ fM s.'!.~t,z,d dfa"'a,r u111r:rre'!'l't! -.tua1..i~Jc-1.1l Harris (01.11tv adud6\41 tM Id..[( Aware -wmnine. kn.arnwood Ro.~ un~c,, .. ~t, rc--\,.n riat,Ye,~ 'IDm ~ uc ll'l C.rocloc1t, and ii'r.t.c:uatC'dfrom Te,a.s: A&.M Unfr"e"S.ll., W111tt-. • ~-~ 1n (..n,r , . ~•r=nng. Tom •nd hi, wh, M,rsha, ra,:ed L'ieir thrNe chiidren m lf>nnc llnll\Ch ISO . ..-.cl h•«' ......t-, 30 1e..1rs ,n Yrttmct !. H1, famiy now 1ndudes ~v~n srt~ndch.idren, ~I of whom s-t/ lw sn t.ht ~ HOt..1$1011 ,,.,.,.. r,,,., 1n ~n,onct l 'lc-m', ,.,.,., for tt,,.. county •n<f 11,s p,,<1P'<-.allo d,,..,, hi• ...,.h, t~ churm. wh<n he h~• weg;,l .odu'! llibli,,1udi..,i0< =~than 40v,,ar,. ><e currt'rtlly 1eactir,. .,...,d.,.,..u\ ~a:ond ll1pt,1.I l·f.:H,r.ila W1¼e-~ ~,,~-.1-!tiJ d---. •• nndisTre.1wrct cntht-bo..-do(LtM~~C:.. •\:>ul,rut..rt"'\al1elaU?'cti«i tL1 h!'lp urt.dt-r~"'f'Yed HoJs.ton ttliHir-e-·1
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Page I 32 437

BERKELEY SE A RCH
---CONSULrANTS---
Harris County Precinct 4 Commissioner
Lesley Briones
Hlffllc:o.&\'CimMIIIIIDI• ,....,._ COmrM, lOl'tef 8111:ine;. ,s ~ natt.e Tt..n 4nd C)tOIJd Utini 1'11ti0 gu,w ui, c,,, ~ U.5,-Menco bot~ She 1> lht dl!LJ!lhlN 01 te.achtt~. ,. -· tot.11\'ht t.t,1 u,e 1,npona,.c.- cf llduut1«l!,. hard wo,1; ond u1..i,,g 01he<',-v~s tllit ha'l'I:
d'.!'fil'M!d ~, ana whkh sht! Niw b""II' to the- llfb(e o' CDuntv Co!tu'h <>il<lf,et for Pr,wnct 4 Upo,111aa..,11ng lz~'m !la•v.itd ll~'\'t!r:.,ty st,f> 1>e1,an l~r uo,,,,r 4> Jf'I Sit, ar'ld IOl~r~e t;;adlt,, at two of the lowest-,nro11 ... Pub t >-Choal, Int~ count,v She lhen auef'lded n1e uw SChool whtre. she led the Uta'la Law :Students publ>t ;,e,,lce inltl.lt,Ve\ af'ld p10.tded pro-bone assl1tanu- to 1Mw1s of dorneu..: abuse aoo ju.•l'flf~ offenders. Br~ returned IO le.a, to pur.tit.- liw at Vmson & Elk,ns UP, then ~-.ed a1 ~al COLlnsei •nd Chief Ol)er.aling Off.ut ai the La.:ta & John 1'11oCWJ Jwfld.ahon, 1 m.tj(>I phHa~t,10p,c ..oru,1af,1. $"4! went°'' to b«ome the JLC'8~ or Hittis Caw,t-,. Ovil Court at Law No 4 Judge BrlOtles was lhe hlg1ie1t-1ated Harm County Ovi! Court at uw ~dge'" the 2019 Hou!.tOn l\lr Ai>OC®OI\ IHBA) Ju;kial £11• tk:to Poll and""'"' ti"' 20!0 HM Juchdal Pie<e,enc~ Poll. e,,o,,es als.o ~r,;e~ a~ a11 a 0<\ p,ofes.scr at tile Uni~,t~ <>1 llou\ton Law Cent~, She and ht'1 htill>ilnd. Ad•n 1,... ~• Hs,um, .,, I 1! thtN! caugt,ter\ •n<l .. 11,1.i-.o ~t St.

Arnt.1011> ulhol,, °"-"' h.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1 206, Walnut Creek, CA 94596 Page I 33 438
Delano Smith
3800 Malibu Dr., Sherman, Texas - (682) 302-0388 - [email protected] February 19, 2025

PROPOSAL
City Manager Recruitment Services
for the City of Los Banos
Re: Proposal for City Manager Recruitment Services (Cover Letter) To Whom It May Concern at the City of Los Banos:

I, Delano Smith, confidently confirm that I will abide by and comply with and exceed the minimum service requirements and expectations of the City of Los Banos.

As it pertains to the City Manager Recruitment Services RFP, I have read the scope of work and feel very confident in the provision of recruitment services. I am a former city manager and well versed in operations of city government - and identifying top leadership talent needed to effectively manage. Prior to my role as a city manager, I served as a director for a governmental entity, where identifying high level talent was crucial to organizational success. If selected as the successful candidate, I would be able to perform the majority of the contract deliverables in a remote capacity if possible. I have performed contractual activities successfully for other entities, therefore that would not be an issue in terms of work being effectively executed. That said, I also believe in face-to-face visits during any contract period, as that is also a vital component of this proposed type of partnership.

I would like to visit the onsite location at the beginning of the contract to meet with the City Council and all pertinent stakeholders. All other communications would occur via phone, Microsoft Teams, Zoom, or some other agreeable communication tool. If more in-person time is needed, I will make the necessary accommodations and commitments to make this occur; while also being flexible with scheduling and availability. The City Council of Los Banos may be tempted to enlist the services of a large recruiting firm; however, I solemnly confirm that you will not be disappointed with my services, dedication, follow-up, timeliness, and professionalism. In working with the City of Los Banos, I will ensure that your city is my only recruiting client so that I may dedicate as much time to your vision of hiring an effective, topnotch city executive!
Sincerely,
Delano Smith
Consultant
439
III. Scope of Work
If selected as the successful consultant, the recruiter will be expected to perform the following tasks:

Tasks Recruiter/Consultant Response
Meet with the City Council and/or If selected as the successful stakeholder groups as necessary to facilitate recruiter/respondent, the consultant will meet the development of an appropriate candidate with the City Council and other pertinent profile and list of priorities for the new City stakeholders to discuss candidate profile and Manager. list of priorities. The consultant would like to meet with the City Council as a whole, but
also on the individual level for deeper
insif!hts on exoectations
Develop and administer a search for A candidate database will be developed appropriate candidates. whereby candidates are ranked with the top candidates being extracted for first and final
round interviews. The database will include
items such as their career details, skills,
experience, impaciful achievements, and
contact information.

Answer questions from candidates and collect Candidates will be engaged and directed application materials. through a streamlined process that will be captured in the candidate database. All
questions asked by candidates will be
recorded in the database, and application
status reports will also be captured.

Questions will be submitted via email and a
website inquiry form.

Review the applications received, comparing Applications will be reviewed, assessed and them to the candidate profile, performing scored for screening interviews. Scoring will screening interviews as needed. be done at each level before candidates progress to next stages. The City Council will
be involved in all stages of the recruitment
process and updated accordingly (the Los
Banos City Council will be updated on the
first and third Wednesdays of the month at
their re~ular meetin~s).

Select the most qualified candidates to be The candidate database will include built-in interviewed by the City Council; provide a tracking mechanisms to assess the overall written report summarizing the overall candidate pool along with qualifications. The candidate pool and the qualifications of those respondent will generate weekly reports for to be interviewed. the Los Banos City Councils and appropriate stakeholders. All reports must be reviewed by
City Council members before candidates
advance to interview stages of the process.
440
Advise the City Council on interview
strategies and appropriate questions to ask
candidates; attend the interview sessions and
assist the Council narrow the candidate pool
to finalists.

Conduct complete background check on
finalist candidates and advise City Council of
the results.

Facilitate the final interview process and
assist the City Council to make a selection.

Assist with employment contract negotiations
The recruiter will advise the City Council
appropriately on strategies and appropriate
questions to ask candidates. The recruiter will
develop a tailored recruiting plan specific to
the needs of the City of Los Banos, inclusive
of JS1 and 2nd round interview questions,
effective marketing strategies, techniques to
narrow the candidate field, impactful
communication methods, and other strategic
guidelines. Note: The aim is to attract at least
6 - 10 highly qualified candidates for the JS1
round of interviews. Should the council wish
to have a larger number of candidates, the
recruiter will adjust recruiting strategy as
needed.

The respondent will utilize one of the three
background check companies in completing
the all background verifications:
• Checkr
• GoodHire
• USAFact
The respondent will notify the City Council of
all back round check results.

The respondent will use the candidate
database and JS1 round of interview
Additionally, the recruiter will prepare robust
questions for the final interview round (to be
reviewed b the Ci Council .

All contracts and city instruments to which
the City is a party should be reviewed by the
City Attorney, William A. Vaughn. The
respondent will communicate with Attorney
Vaughn and the City Council while assisting
with employment contract negotiations.

City Attorney, William A. Vaughn
The respondent will be productive by helping
to create clear understandin or all • arties
441
to agree on terms and conditions of
employment. The recruiter will aim to:
• Ensure that all parties understand and
agree to the terms and conditions
• Protect the interests of all parties
involved
• Reduce the risk of misunderstandings
and disputes
• Establish fair and enforceable
agreement with via the guidance of the
Cirv Attorney
IV. Proposal Requirements Each proposal should include the following information:

A. Background information on the firm, including details of the firms experience with similar recruitments, including the number of City Manager searches and placements; a brief resume of the individual(s) assigned to this project; contact information for references; and sample work products including recruiting brochures, candidate questionnaires, candidate reference reports, etc.

RESPONSE:

The respondent (consultant) has great experience in hiring talented individual for public/governmental work, including program managers, directors, and other impactful employees. As a fresh and dynamic recruitment consultant, the respondent understands the challenges of navigating today's competitive talent landscape. The consultant is not just a representative of a recruitment agency, but rather will be a dedicated partner committed to deeply understanding your culture and specific hiring needs, utilizing innovative strategies to source the highest caliber candidates who perfectly align with your vision.

Through initial research, the consultant is aware that the City of Los Banos has had its fair share of turmoil in recent years regarding budget and leadership. With a keen focus on your City's needs, the respondent (consultant) will leverage a strong network and innovative recruitment techniques to deliver exceptional talent, saving you valuable time and ensuring a seamless hiring process. A tailored approach will be utilized in collaborating with the City of Los Banos, one that will aid in confirming a new leader for your municipality.

The respondent has also conducted research and written a research paper on the impact of occupational stress on human service workers. Therefore, having that experience and observing executive employees and subordinates in their natural environments has provided the respondent with a keen insight on executive leadership, morale, and organizational success. Moreover, the recruiter has delivered motivational speeches to executives and their team members in terms of 442
honing in on teambuilding and innovative leadership. Identifying talented executives and recognizing their unique skillsets has become second nature to the respondent.

Finally, the respondent is in partnership with a certified bilingual translator, who will assist in providing translation services for recruiting brochures. The translator is also equipped with graphic design skills which will be used in the creation of brochures and marketing materials.

With over 15 years of leadership experience, the respondent looks forward to assisting the City of Los Banos in your recruitment search and fulfilling your unique and challenging needs.

Sample Questions
Budget Management and Prioritization:
"Describe a situation where you had to significantly reduce a city budget due to financial constraints.

What criteria did you use to prioritize cuts, and how did you communicate these decisions to stakeholders?"
"How would you approach identifying potential cost-saving measures within different city departments without compromising essential services?"
"What strategies would you implement to increase revenue sources for the City of Los Banos in a challenging economic climate?"
Financial Analysis and Decision-Making:
"How do you analyze financial data to identify areas of concern and potential solutions?" "Can you give an example of a difficult financial decision you made in a previous role, and how did you justify it to the City Council?"
"How would you balance the need for immediate cost-cutting with long-term strategic planning in a financially distressed city?"
Community Engagement and Communication:
"How would you approach communicating difficult financial news to the Los Banos community to build trust and understanding?"
"For transparency purposes, what strategies would you use to involve Los Banos citizens in the budgetmaking process during a financial crisis?" "How do you plan to address concerns from residents who may be impacted by necessary service reductions?"
Leadership and Change Management:
"How would you lead a team of department heads through a period of significant budget cuts and operational changes?"
443
"Describe your experience in negotiating with labor unions during a financial crisis to achieve cost-saving measures."
"What steps would you take to build consensus among the City Council when faced with tough financial decisions?"
Specific to the City's Situation:
"Based on your understanding of City's current financial challenges, what are your initial priorities for addressing the situation?"
"How would you leverage existing partnerships with other government agencies or non-profit organizations to mitigate financial pressures?"
"What are your thoughts on the potential for exploring new revenue streams specific to the City's unique characteristics?"
Brochure Example
An example of the type of brochure that will be created by the consultant may be viewed here (it will also be provided as an attachment). A brochure similar to this will be prepared for the City of Los Banos, with one main addition - the brochure will be in English and Spanish. Given that 73.2% of the Los Banos population is Hispanic, it is only prudent that a bilingual brochure approach is taken.

Reference Information
The respondent has not recruited independently, rather has innovatively recruited and hired individuals while being a top leader of organizations. Therefore, no specific references may be listed in terms of utilizing the respondent's services directly. However, one reference has been listed below to attest to the respondent's character, personnel assessment skills, and experience as a City Manager in identifying the needs of a city.

Respondent's Personnel Related Accomplishments while at Abernathy:
• Met with all individual employees to assess skills, talent, and contributions to the city • Conducted a Salary and Compensation Study for the City Council to review • Started a Recruitment and Talent Development program to attract new talent to the City • Managed the Recruiting and Hiring process for the Public Works Director position • Created a new director position: Code Enforcement and Animal Control Dir. • Managed the Recruiting and Hiring process for the new CEA C Director position • Created all interview questions and handled all final contract negotiations • Led the much needed revamping of the City of Abernathy's website, with one feature enabling it to accept online iob applications
Note: These accomplishments all occurred during my first year with the City of Abernathy. 444
Reference Name Contact Information Notes
Mayor Ron Johnson Phone: (321) 720-6923 Mayor for the City of Abernathy, Texas. He can speak to my detailed
nature when implementing
processes and executing tasks. He
can also speak to my unique
assessment and management of
personnel.

B. A proposed schedule for each phase of the process, including development of the recruitment profile, search, background evaluations, interviews, and selection. Be aware that the Los Banos City Council meets on the first and third Wednesdays of the month. The proposal should include information about the firm's current engagements and an affirmation of the firm's ability to focus on this project.

The timeline below illustrates the respondent's plan for executing all tasks. The respondent will not focus on any other recruitment projects if contracted with the City of Los Banos.

Tasks Consultant Response
Meet with the City Council and/or Assuming that the respondent is selected as a stakeholder groups as necessary to facilitate recruiter by the March 19th City Council the development of an appropriate candidate meeting, the respondent will endeavor to meet profile and list of priorities for the new City with the City Council in person and Manager. stakeholder groups prior to the month of
April to discuss and develop the candidate
profile and list of priorities for the new City
Manager. The respondent would also like to
interview each stakeholder individually and
as a f(roup.

Develop and administer a search for The following tasks will transpire between appropriate candidates. March 19th -April 3(/1
', 2025:
• Create a list of your candidate
criteria.
• Develop Client Database
• Find potential candidates
• Follow up with candidates
• Update Council accordingly
• Receive any necessary approvals from
Council
Answer questions from candidates and collect The following tasks will transpire between application materials. May pt -May 3P', 2025:
445
• . May pt: Release City Manager job to
public for potential candidates to
apply
0 Respondent will list job on
website, via professional
groups, Indeed, via the City 's
website, social media, and
other platforms
• May 3JS': Close application window
Review the applications received, comparing • June pt_ 1Jlh: Initial Review of all them to the candidate profile, performing applications
screening interviews as needed. 0 Compare candidates to one another
0 Screen candidates by
completing interviews
0 • June 18th: Bring recommendations for
JS1 Candidate Interviews before the
Los Banos City Council at the council
meeting
• June 19th - 24th: First Interviews will
be conducted
• July 2nd - Bring recommendations for
Final Candidate Interviews before
Council (final three candidates)
• July 3rd -15th : Final Interviews,
background checks will be conducted
• July 16th - Bring Final
recommendation to Council for
approval based on City Council Input
0 Once approval has been made,
final contract negotiations will
commence
• August 4th -Bring.final contract to
the Council for approval.
• August 5th - New City Manager is
announced to the City of Los Banos
C. Provide information about the firm's approach toward either unsuccessful recruitments or the premature dismissal or resignation of the selected candidate.

RESPONSE:

If for some reason there is an unsuccessful search or a premature dismissal/resignation of a selected candidate, the recruiter's approach would involve conducting a post-mortem analysis to 446
understand the root cause, offering support to the City in navigating the transition, potentially providing a replacement candidate from the top pool of candidates and reviewing the recruitment strategy to prevent similar situations in the future; this may also include discussing contractual obligations with the City regarding guarantees or fees depending on the nature of the premature dismissal/resignation.

D. Provide a cost proposal for the City of Los Banos City Manager search, including not to exceed consulting fees and reimbursable expenses. Payment terms should also be addressed.

Cost Proposal
The consultant will encounter costs for job board postings, website fees, candidate screening costs, background checks, travel expenses, assessment tools, professional network memberships, legal fees for compliance, marketing costs for branding, and other costs associated with the recruitment process. The consultant will require an initial payment to assist in commencing the search; a proposed payment schedule may be found below.

The retained consultant fee will be 25% of the estimated first year salary for the candidate hired.

Payments are expected to be made in three installments:

1. The first payment, one-third (1/3) of the total fee shall be paid to begin the search.

2. The second third shall be paid 60 days into the search.

3. The final third shall be paid once the chosen candidate is hired.

Not To Exceed Amount: Total executive recruiting fees shall not exceed $50,000. The consultant is also prepared to negotiate lower fees with the City so that budget needs are met. 447

CURRICULUM VITA
Office Telephone: (682) 302-0388
E-mail: [email protected]
Academic Degrees
Delano Smith
3800 Malibu Dr.

Sherman, TX 75090
Cell Telephone: (682) 302-0388
Home Telephone: (682) 302-0388
MS. in Management, Texas A&M University, Commerce, TX, 2009 B.S. in Economics, St. John's University, Queens, NY, 2003 Professional Experience
2023-Present Independent Grant Writer
• Responsible for researching, applying for, and managing grants for public, non-profit, private, and other entities
2022-2023 City Manager, City of Abernathy, Texas:
• Represented the City's interests
• Responsible for planning, directing, managing, and reviewing all activities and operations of the city
• Coordinated programs, services, and activities among city departments • Ensured the financial integrity of the City of Abernathy • Developed and maintained positive working relations with other local governments and state/federal agencies
• Responded to and resolved sensitive inquiries and complaints 2017-2022 Client Services Director, Texoma Council of Governments:
• Managed and provided oversight to four Client Services Program • Responsible for budgets, strategic planning, and personnel oversight • Prepared and submitted grant application (housing, veteran, children, etc) • Interviewed and hired employees
• Managed TD HCA home rehabilitation grant for residents • Continuously researched low-cost utility resources for residents • Assigned and managed work schedules
• Assigned duties and responsibilities within the agency • Managed staff and program evaluations
• Managed funding in excess of $4,000,000
2016-2018 2-1-1 Texas Program Manager, Texoma Council of Governments:
• Delivered numerous presentations to various communities • Provided oversight to the 2-1-1 Texoma Program
• Managed and motivated team to enhanced and innovative productivity • Reduced cost of local 2-1-1 newsletter during first year as manager 448
Smith, Curriculum Vita
• 2 employees under supervision were recognized with the Texas Alliance of Information and Referral Services (TAIRS) I&R Specialist of the Year Award (2016 & 2017)
• Managed funds in excess of $396,000
• Prepared and submitted successful grant applications
2012-2016 Family Self-Sufficiency Coordinator, Texoma Council of Governments:
• Provided resources to lower income clients on the Section 8 Housing Choice Voucher Program
• Conducted HUD HQS Inspections of houses, apartments
and mobile units
• Taught Homeownership and life skills courses to clients • Coordinated events and interfaced with public officials and various communities
• Coordinated coat drive during winter season for low-income residents, 2012 - 2015
• Coordinated annual Parents Day event for low income parents at public parks 2012 - 2015
2010-2011 Hall Director, Texas A&M University-Commerce:
• Promoted, supervised, and advised on student development themed programming, community building, hall council and leadership development
• Planned and coordinated the Annual Residence Life
Award ceremony in 2010 and 2011
• Assisted hall staff in promoting and maintaining a safe environment conducive to studying
• Assisted and supported residents in their growth and identity through providing support, mediation, crisis intervention and follow-up through a culturally competent lens
• Created an inclusive community in the residence hall
through educating and challenging RA staff
Professional Association Memberships (current and past) • International City/County Management Association
• Texas Alliance of Information and Referral Systems Board of Directors • Salvation Army Advisory Board
• Leadership Sherman Group
• Kiwanis International
• Phi Eta Sigma National Honor Society
• 4 H International
• Sigma Phi Epsilon Fraternity/ New York Rho
Smith, CV 21Pa ge
449
Smith, Curriculum Vita
Professional Presentations
Bonham Independent School District, Teamwork makes the Collaboration Dream Work, Bonham, TX, July, 2021
TMC Hospital's Seniors, Senior Fraud and Abuse, Bonham, TX, September, 2019 AIRS Conference Presenter, Ingenuity of the Small I&R, Dallas, TX, June, 2018 CASA Conference Presenter, Information & Referral in the Texoma Region, Sherman, TX, April, 2018
Home Hospice Clinical In-service Presenter, Information & Referral Operations:

Trends During Disaster Times, Sherman, TX, August, 2017 Caregiver Luncheon Keynote Speaker, Self-care for the Hardworking Caregiver, Sherman, TX, March, 2017
TAIRS Conference Presenter, Teamwork makes the Collaboration Dream Work, Lubbock, TX, October, 2016
Cooke County Outreach Presenter, 2-1-1 Texoma Resources & Referrals, Gainesville, TX, February, 2016
Kiwanis Weekly Meeting Presenter, Positivity in the Workplace, Bonham, TX, August, 2015
Children of Positivity Family Program Presenter, Inserting Positivity in the lives of your Children, Bonham, TX, August, 2015
Area Agency on Aging Meeting Presenter, Secrets of The Bahamas: Positivity through Travel, Bonham, TX, October, 2014
Fannin Partners in Education Presenter, Secrets of The Bahamas: Positivity through Travel, Bonham, TX, July, 2014
Awards
TCOG Employee of the Year Award, 2016-2017
Better Leader Manager Award, 2016-2017
Certifications
Managing Emotions in Times of Uncertainty & Stress, Yale University, 2021 Smith, CV 3j Page
450
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451
The Community
Located along the Gulf of Mexico, Corpus Christi is a vibrant coastal city with a population of approximately 320,000. Known for its stunning beaches, warm climate, and rich cultural heritage, it is one of Texas' largest cities, offering a dynamic mix of urban amenities and small-town charm. The community boasts a strong economy driven by industries such as energy, tourism, and maritime commerce, along with a growing focus on sustainability and innovation. With an affordable cost of living, excellent schools, and a variety of recreational opportunities, including water sports, nature preserves, and a thriving arts scene. Corpus Christi is an ideal place to live and work!
Government
Corpus Christi has a Council-Manager form of local government.

The City Council is composed of the Mayor, one Member
from each of the five Council Districts, and three At-Large Councilmembers. The citizens elect each Councilmember to a two-year term. Five Council members constitute a quorum, which is required to conduct City business. The Council appoints the City Manager, City Secretary, City Auditor, and Municipal Court Judges.

The City Manager serves as the organization's chief executive officer and is responsible for the city's day-to-day management, operations, and hiring of City employees, including the executives (Assistant City Managers, Directors, Assistant Directors).

The City Manager is tasked with implementing the council's decisions, managing a $1.8 billion operating and capital budget, and overseeing 4,100 employees.
452
The Position
The City of Corpus Christi is looking for two Assistant City Managers. Under general administrative direction, the Assistant City Managers will be responsible for planning, directing, managing, and overseeing the activities and operations of multiple City departments. The AC M's will coordinate assigned activities with other City departments and outside agencies, and exercise direct supervision over management and
professional staff.

Education and Experience
Qualified applicants will have a bachelor's degree from an accredited college or university in public administration, political science, finance, business administration, or a related field, and a minimum of ten (10) years of increasingly responsible experience in municipal management with at
least five (S) five years of senior management experience in municipal government or public administration; a master's degree is preferred. Previous experience as an Assistant City Manager or similar position is preferred.
453
Essential Functions and Responsibilities
• Serves as a member of the Executive and Leadership teams • Serves as a liaison with outside entities, local, state, and federal agencies, universities, and the Chamber of Commerce on diverse issues • Coordinates and participates in providing responsible staff assistance and professional analysis and advice to the City Manager, City Council, and other City boards and commissions as assigned • Attends City Council meetings and other public meetings to assist or represent the City Manager • Assumes full management responsibility for assigned functions, services, and activities of the City by assisting the City Manager in coordinating and directing the activities and operations of all assigned departments • Directs and participates in long-range planning; recommends goals for a unified program of economic, community, and business development
• Develops new policies in consultation with the City Manager for City Council consideration of approval • Provides direction and supervision on key projects, reviews and evaluates work methods and procedures and meets with key staff to identify and resolve problems
• Participates in the preparation, coordination, and presentation of the City's annual budget, capital improvement budget and internal fiscal control measures by participating in the development and presentation of financial forecasts and historical information, including reviewing expenditures and revenue
• Supervises and manages studies and surveys on operational and administrative problems by analyzing findings and preparing reports of practical solutions for review
• Monitors federal legislative changes and develops strategies to overcome the changes that will affect the City • Keeps the City Manager, Deputy City Manager and City Council informed on critical issues 454
The Ideal Candidate
The ideal candidates for both Assistant City Manager positions will be dynamic and experienced leaders, prepared to collaborate closely with the City Manager to implement City Council initiatives and drive the vision and mission of the City of Corpus Christi. Both individuals will possess deep knowledge of public administration principles and a proven track record in fiscal planning, strategic planning, and organizational development. Experience working in coastal communities and tourism-driven economies is highly desirable, as is the ability to navigate the complexities of a vibrant coastal city with a strong focus on economic development, sustainability, and innovation.

To succeed in this role, the ideal candidates must be strategic thinkers with exceptional coordination and relationship-building skills. They will inspire trust and confidence across all levels of the organization and community, setting a high standard of professionalism, integrity, and work ethic. As skilled communicators, they will excel in both written and oral communication, fostering collaboration and consensus across departments, external partners, and stakeholders.

A dedicated mentor and team builder, the ideal candidates will demonstrate a commitment to developing talent within the organization, empowering staff, and cultivating a culture of excellence. The ideal candidates must be adaptable and solutions-oriented, capable of managing complex projects, driving efficiency, and responding to the diverse needs of a large and growing city. Advanced leadership skills, a collaborative mindset, and a passion for public service will be essential to thrive in this pivotal role. 455
Salary
The City of Corpus Christi is offering a target hiring range between $230,000 -$270,000, commensurate with experience, and a comprehensive benefits package that includes TMRS, health, dental, etc. More information regarding the employee benefits can be found here. Relocation assistance will be available for the successful out of area candidate
How to Apply
Interested applicants should forward a cover letter and resume to:
[email protected]
Reference: CCTXACM
Affion Public
PO Box 794
Hershey, PA 17033
717-214-4922
www.affionpublic.com
IJ City of Corpus Christi - Government
;( @cityofcc
~ cityofcc
. SEin Antonio
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The City of Corpus Christi is an Equal Employment Opportunity Employer.

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Land.
456
Proposal to provide
Professional
Executive Search
Services for the
Position of City
Manager for Los
Banos, California
FEBRUARY 7, 202S
Provided to Lucy Mallonee, City Clerk/Human Resources Director of the City of Los Banos, CA, by Government Professional Solutions (GPS) GPis•

GOVERNMENT
PROF£SSIONAL

SOLUTIONS
457
Table of Contents
Approach ............................................................................................................... ................................................... 4 Experience ................................................................................................................................................................ 9 Demonstrated ability to complete a thorough and detailed report .. ................................................................... 11 References ............................................................................................................................................................ .. 12 Agreement to use Los Banos's contract ........... ..................... .... ...... ............................................ ................. ... ...... 18 Agreement to complete project according to project schedule .. ........................... .............................................. 19 Overall cost and value of project ........................................................................................................................... 20 Appendix ...................................... ............ .. ................................................................................................ ... ......... 21 Government Professional Sol~tions (G_.. Ps..,·)--=G:..:ao .. ve""rn..,n_1e.;..n'-"tpcc.r .. os;.;,.c""o.;..;. m:.-.. ___ ~~------------P;..:a""ge;;;..:;;... -., 458
February 7, 2025
Lucy Mallonee, City Clerk/Human Resources Director
520 J Street
GPis♦ GOVERNMENT
PROttSSIONAL
SOlUTfO,;s
Los Banos, CA 93635
Dear Lucy Mallonee,
Government Professional Solutions, LLC (GPS), welcomes the opportunity to submit our proposal for executive search services to help the City of Los Banos find and hire the best candidate to serve as its next Cit y Manager.

GPS offers you a distinct alternative to the traditional executive search firm. We are a government consultancy comprised of only senior level, former city managers with MPA degrees. Our services are based on best practices built from a combined 30+ years of experience in the public sector and city management. Our firm philosophy is rooted in the highest ethics and integrity, and relationships are at the core of everything we do.

We believe, and hope you will agree, that we are the best partner to guide you through this very important executive search process for several reasons:
♦ Our ability to leverage an extensive network of public officials across the U.S. Throughout our decades of public service, we have developed and continue to grow long-lasting relationships with countless public executives, managers, and staff.
0 Our insight into what it takes to be successful in the Public Sector. As former city managers, we are very familiar with the types of discussions to have and questions to ask of candidates as we have been in those positions ourselves and tackled the same types of opportunities and challenges they most likely will face.
♦ Our commitment to giving you customized and personal service of the highest quality. GPS Partner, Bret Bauer, will be the only consultant working on this project and will work closely with you to customize a search approach that best serves your specific objectives. This means you know exactly who you are working with from start to finish, that you can count on receiving senior level expertise, and that the process will be seamless.

Bret Bauer prepared this submittal and can be reached by email or phone (info below).

Thank you very much for your consideration of our firm and proposal.

Sincerely,
Bret Bauer; Partner and Co-Founder
104 Harbor Haven St.

Gun Barrel City, TX 75156
(316) 207-0688
[email protected]
Chris Lowe, Partner and Co-Founder
18605 Arrowwood Dr.

Monument, CO 80132
(785) 766-9104
[email protected]
Gov_~rnment Professional Soluti~.,(.G..,.P_.S....,_I. _G,.. ov_.e_rn_m_e ... n_.t ... r... o~ .. -c.._o_rr_1 ~------------------P~~ 3 __ 459
Approach
Government Professional Solutions (GPS) does not operate like most national search firms. Our approach is collaborative, customized, personal, and relationship based. As former city managers who have served fullservice cities and their elected officials, we understand first-hand how the executive search function must fit within the larger mission of the local government and the community. We are passionate about public service and we know at the core, that means our focus is about getting to know people - those in your community, and those wishing to serve your community.

City managers who know how to hire managers
As former city managers, we know how to get in front of top candidates. We are connected to modern, accomplished candidates, both directly and indirectly through our extensive network of public officials. We have worked with many of them as colleagues and have personally networked with them at industry association and other events. We have served with them on boards and held leadership positions in the same organizations. We are connected to them through the university MPA programs. Most importantly, we know both the seasoned veterans AND the young up-and-coming professionals who are highly sought after by cities.

We also know the newsletters, publications, and websites these professional candidates subscribe to because we subscribe to them ourselves, and we understand which sources are trusted most.

Finally, because of our lengthy and direct experience in the public sector, we are also able t o screen candidates quickly and efficiently. An initial conversation by one of our senior level partners quickly yields an accurate assessment of capability and fit. This enables us to focus the majority of our energy and resources on those candidates who have the highest probability of becoming semi-finalists in the search.

A single dedicated senior level consultant by your side Because our recruitment searches are conducted start to finish by one of our partners, you get an extremely efficient process. A single senior level person dedicated to every step of your project means no gaps or delays in information transfer among multiple staff members and consultants. It means that both you and the candidates get a very direct and responsive line of communication. And, it means you get a level of experience and personal service you know you can count on .

GPS Partner, Bret Bauer, will be the consultant on this project.

G9vernment Professional Solu_~£.'l!. GP~__,I_G_o_ve_r_n_m_e __ nt_,_p_ro_s_.c_om ____________________ Pa_.g.__e __ 4_ 460
GPS will customize a search process that best serves your specific objectives and situation. Below is the general workflow we will follow
Foundational
Elements
•Community
understanding
•Selection
criteria
•Candidate
profile
•Job description
Search
Strategy
•Recruiting
brochure
•Outreach to
network
•Regional and
national
postings
STEP 3
Find Top
Candidates
•Screen
applicants
•Recommend
semi-finalists
•Select
finalists
STEP 1: DEVELOP FOUNDATIONAL ELEMENTS
Understanding you and the community
Verify &
Check
Finalists
•Reference
reports
•Background
checks
•Academic
verifications
The first, and most important step of our process is to spend time getting to know you and your community.

In our experience we have found that too often the process of finding the next leader for an organization is a cookie-cutter process focused on developing a community profile and quickly finding a candidate. As public executives, we understand how important it is to understand your community and to have a complete, professional, and thorough process to find top level talent for your future leaders. That is why we structure time to spend in your community to experience its amenities, economy, people, and infrastructure, and to get to know your organization and community, both individually and as a collective group.

Developing the ideal candidate profile begins with a survey sent to you, City Council members, and/or designated staff prior to our first meeting. Members individually complete these surveys to help begin to paint the picture about what you want to see in your next City Manager.

We then meet on-site with you, the City Council, and/or designated staff to discuss the required background, professional experience, and management and leadership characteristics for your position. We work with you to thoroughly understand (or help identify} the position's requirements, current challenges, strategic priorities, and expectations.

Information obtained from these efforts, coupled with our review of any provided resources, is used to prepare selection criteria, a job position (if needed}, and a candidate profile, all of which will be approved by you before recruitment begins.

Spending time getting these items right is critical to ensuring an efficient and effective process to follow.
. - - .. - . . . . . - • •
STEP 5
Interview &
Hire
•Set up &
confirm
interviews
•Schedule
travel logistics
•Negotiate
offer
Timeframe:
1 week
Deliverables:

Community
understanding
Selection criteria
surveys
Job position
Candidate profile
·-.:-
461
STEP 2: DESIGN A CUSTOM SEARCH STRATEGY
We work collaboratively with you to develop a comprehensive outreach strategy to notify potential candidates about the vacancy and conduct an open recruitment that encourages applications from a talented and diverse pool of candidates. We will recommend a strategy that includes national, state, regional, and local elements.

Leveraging our network
Central to that strategy is to leverage our extensive network of public officials. Often, we know qualified candidates who are not actively seeking new employment and will not necessarily respond to an advertisement.

One ofthe tools we leverage is a comprehensive recruitment brochure that can accompany all networking and outreach efforts. This brochure typically includes the candidate profile defined in Step 1, a summary of challenges and priorities, and information that positions your location as a highly attractive place to live and work. (Please see example provided in the Appendix)
Leveraging the ICMA & other professional organizations
From our decades in city leadership and as candidates ourselves, we depend on the International City/County Management Association (ICMA), as do the type of candidates you want for this position. Most managers are members, and it is the first stop for anyone in the industry looking for a new job.

We use our extensive networks at the state level to ensure we are adequately marketing to in-state candidates through the League of California Cities (LCC).

We value diversity and our recruitment process reflects that. We work with the National Forum for Black Public Administrators (NFBPA) and the Local Government Hispanic Network (an affiliate of ICMA).

STEP 3: FIND TOP CANDIDATES
Upon approval of the custom search strategy and marketing tools, we promptly begin the search process, starting first and foremost with our network.

Application packets will be received and categorized according to the rating criteria established by you and your team to ensure that the candidate pool has the matching skills and background. You will receive weekly updates on the development ofthe candidate pool. Information on all applicants will be retained and organized for recordkeeping purposes and will be transmitted to you upon completion.

Each candidate submitting an application packet is sent a timely acknowledgement, including an approximate schedule for the recruitment. Throughout the process, Government Professional Solutions GPS) I Governmentpro~.com Timeframe:
1-2 weeks
Deliverables:

Timeline
Recruitment
brochure
Advertisement
Timeframe:
5-6 weeks
Deliverables:

Custom
questionnaires
10-15 semi-finalist
recommendations
462
communications are maintained with each candidate regarding information about the recruitment progress and their status.

We will screen candidates against the position and criteria defined in Step 1 and recommend a list of 10-15 semi-finalists to you.

Two important tools we use during this process are a candidate questionnaire and a due diligence questionnaire, both customized to your unique position and situation (please see examples of each in the appendix). The candidate questionnaire goes to all semi-finalists and provides additional information about their background and experience. The due diligence questionnaire goes only to finalists.

We also ask semi-finalists to engage in video storytelling where they are given an opportunity to tell us about their journey in public service. This is intended to help us, and you better assess who they are as people and as leaders. This approach can help in developing a more comprehensive understanding of the candidate's ability to think on their feet as well as their personal and professional demeanor.

We will provide you with a semi-finalist report that includes copies of all marketing media, the master applicant list, as well as a cover letter, resume, completed questionnaire, and videos for each semi-finalist.

From there, we will review semi-finalist information with you and ask you to select finalists for interviews.

STEP 4: VERIFY AND CHECK FINALISTS
When you approve a group of finalists for on-site interviews, we will begin the process of conducting reference checks, background checks, and academic verifications. A confidential reference report is prepared for each finalist to complete our understanding of his or her management and leadership characteristics and professional work perform a nee.

For the background checks, we will collect information on the candidates in the following areas:
♦
♦
♦
♦
City/County/State Criminal
Federal District Criminal
Employment Verification
Reference Verification
STEP 5: INTERVIEW AND HIRE
♦
♦
Federal District Civil Litigation
City/County/State Civil
Litigation
Motor Vehicle Driving Record
Educational Verification
Timely and regular
communications to
candidates
Regular updates to
you and your team
Semi-finalist report
Timeframe:
2 weeks
Deliverables:

Reference check
results
Background check
results
Academic
verification results
Governm1:nt. Professiondl Solutiom (~S I Government ros.co~~~------------------Pa_ge 7 463
Upon completing the candidate verifications and checks, we will work collaboratively with you to develop the final interview process.

We will provide you with a Final Candidate Report prior to commencement of interviews. This report will include a copy of the recruitment brochure and interview schedule, as well as cover letter, resume, completed questionnaires, and reference/background results for each finalist to be interviewed. It will also include our individual analysis of each candidate compared to the ideal candidate profile developed with you (e.g., our evaluation of minimum professional qualifications, responses to questionnaires, etc.). Note: A minimum of one week is required to develop the packet of information for your review once finalists have been identified.

Accompanying the final report will be guidelines for interviewing the finalists, suggested interview questions, and a customized interview grading tool for your interview panel(s). We will attend finalist interviews to support continuity of the process.

We will work with you to develop an interview process that is thorough and inclusive of your organization and community. Successful options we have used in the past include: a community meet and greet (this allows community members, elected officials, and staff to meet and visit with the finalists), community interview panel to serve as one of the events for finalists during the in-person interview process, and/or a community dialogue event.
*Additional options available to you are:
♦
♦
♦
Participation in deliberation of candidates.

Assistance with developing a compensation package and related employment considerations.

Assistance with employment agreement negotiation.

Finally, we will notify candidates of the final decision and will confirm final process close out items with you.

Timeframe:
2-3 weeks
Deliverables:

Interview and
travel itinerary
schedules
Final Candidate
Report
Interview
guidelines
Suggested
interview questions
Interview grading
tool
Candidate
notifications
[Government Profession_aJ..?.~utions (G'-'P-S,) __ G~o_v_e_rn_m_e_n_,tp_ro_s_.c_o_m ___________________ Pa_ge 8 464
Experience
30+ years combined experience in city management
GPS is comprised of only senior level, former city managers with MPA degrees. Our partners share a passion for serving the public and bring a combined 30+ years of experience in leading communities. Their public service careers include serving as City Manager, Town Manager, and Assistant City Administrator throughout the country, including Kansas.

Resumes of Partners, Chris Lowe and Bret Bauer, are included in the appendix. Bret Bauer will be the consultant assigned to this project and will execute all tasks involved. No outside consultants are expected to be used.
19 years of successful recruiting history

RECENT RECRUITMENTS
City Manager-Junction City, KS
Chief of Police-Alliance, NE
City Manager-DeSoto, TX
Director of Finance-Duncanville, TX
City Administrator-Grand Island, NE
Public Utilities Dir.-Grand Island, NE
Town Manager-Prosper, TX
City Manager-Janesville, WI
City Manager-La Grange, TX
Public Utilities Director-DeSoto, TX
Chief of Police-Hutto, TX
At GPS, we have been conducting executive level recruitments for 19 years. We believe the perspective we bring as former city managers and candidates, combined with the principled approach we developed based on decades of combined experience, enables us to help you find and hire the right candidate for the job the first time around.

As former city managers, we are very familiar with the types of discussions to have and questions to ask of candidates as we have been in those positions ourselves and tackled the same types of opportunities and challenges they most likely will face.

More than an executive search firm
GPS was founded with one central objective: to use our industry experience and decades of public service to help cities and counties improve their communities. Since 2006, GPS Partners Bret and Chris have been expanding their government experience and network in cities across the country to position themselves to be the best trained public servants available to serve cities and counties on a diverse range of projects, challenges, and opportunities.

Gover~ment Professional Solutiom (G~S) I Governmentpros.com Page9 465
Our breadth of services includes:
0 Executive Search
♦ Budgeting
♦ Human Resources (Class & Comp.

Studies)
0 Leadership Development
0 Strategic Planning
0 Project Management (Interim Services)
The compass in our logo depicts our goal of providing guiding direction to our public clients and we strive to be a steady partner throughout that journey. We firmly believe in the value of trusted relationships, and want to be your trusted partner, not just another vendor.

The GPS Guarantee
While others in the industry may offer a 1-year guarantee, we are confident in our process, and offer a 24- month guarantee against resignation or termination for any reason. Any subsequent search will be done for actual cost.
"GPS did a great job throughout our search for a new city manager. Their time line was clearly laid out. They wanted our input for the type of qualified leader we were looking for and carefully screened the candidates with a nationwide search. Bret provided consistent and clear communication of the steps throughout the process. Additionally, GPS helped us find an interim city manager until our position was filled. The candidates were also pleased with how they were treated during the interviews. GPS was always available to assist with any questions or concerns. I would highly recommend GPSI" - Pat Landes, Mayor of Junction City, Kansas Government Professional Solution;, (GPS) Governmentpros.com Page _1_0 466
Demonstrated ability to complete a thorough and detailed report
We hope the steps outlined in the Approach section of this proposal have demonstrated that our process is highly thorough and detailed. Additionally, we trust the background, experience, and reputation presented about our firm, and in particular the partner assigned to this project, Bret Bauer, have demonstrated the accountability and integrity we bring to this important effort.

Likewise, we are confident the final candidate reference report we provide to you will be comprehensive and detailed, and will equip you with everything you need to carefully and thoroughly interview final candidates and make a sound and supported final decision. The report will include:

Information on each finalist:
0- Cover letter and resume
♦ Completed questionnaires
♦ Reference/background results
0 GPS analysis/evaluation
♦ Video Storytelling (if used)
Additional supporting information:
0- Recruitment brochure
-0- Interview schedule
♦ Interview guidelines
0- Suggested interview questions
-0 Customized interview grading tool
G<;>'!_eri:iment Professio_nal_S.9iution~ {GPS) Gov~rnm_e_n--'tp'---r_os_.c_o_m __________________ Pa.~~ ;,1 467
References
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
City of Junction City, KS /Pat Landes, Mayor
700 N. Jefferson, Junction City, KS 66441
(785) 223-6091, [email protected]
Pop. 25,000, Annual Budget $141.9M
Executive recruitment for City Manager
Performed national executive recruitment services to recruit for a City Manager to be a part of Junction City's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
City of Alliance, NE /Seth Sorensen, City Manager
324 Laramie Avenue, P.O. Box D, Alliance, NE 69301
(308) 762-5400, [email protected]
Pop. 9,000, Annual Budget $3. 75M
Executive recruitment for Chief of Police
Performed national executive recruitment services to recruit for a Chief of Police to be a part of Alliance's Executive Team.

GPS Partner, Chris Lowe, served as Project Manager for this recruitment
None
City of DeSoto, TX /Mayor Rachel Proctor
211 East Pleasant Run Road, DeSoto, TX 75115
{972) 274-2489, [email protected]
Pop. 56,583, Annual Budget $181M
Executive recruitment for City Manager
Performed national executive recruitment services to recruit for a City Manager to be a part of DeSoto's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
Gove1nmentRrO~.<:O_f!_1 __________________ Pa=g~ 12
468
Owner/address/telephone contact
Project name ················-·······················-··· ,,. ········-········-··········-······ Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
···-··--···········-······ .. ·· .. ···· .... ·--- ···················-·············· ........................................ _ Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
.......................... _ ................ -...... .. ................... , .... ..

Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
City of Duncanville, TX / Todd Siegel, Director of Human Resources 203 E. Wheatland Road, Duncanville, TX 75116
(972) 780-5095, [email protected]
Pop. 40,706, An nual Budget $94M
Executive recruitment for Director of Finance
Performed national executive recruitment services to recruit for a Director of Finance to be a part of Duncanville's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
City of Grand Island, NE / Aaron Schmid, Director of Human Resources 100 East First Street, Grand Island, NE 68801
(308) 385-5444, [email protected]
Pop. 52,335, Annual Budget $273M
Executive recruitment for Public Utilities Director
Performed national executive recruitment services to recruit for a Public Utilities Director to be a part of Grand Island's Executive Team.

GPS Partner, Chris Lowe, served as Project Manager for this recruitment
None
City of Grand Island, NE / Aaron Schmid, Director of Human Resources 100 East First Street, Grand Island, NE 68801
(308) 385-5444, [email protected]
Pop. 52,335, Annual Budget $273M
Executive recruit ment for City Administrator
Performed national executive recruitment services to recruit for a City Administrator to be a part of Grand Island's Executive Team.

GPS Partner, Chris Lowe, served as Project Manager for th is recru itment
None
Town of Prosper, TX/ David Bristol, Mayor
250 W. First Street, Prosper, TX 75078
(972) 965-0446, [email protected]
Pop. 37,746, An nual Budget $102M
Executive recruitment for Town Manager
Performed national executive recruitment services to recruit for a Town Manager to be a part of Prospers Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
Governm~nt _ __l)_rotessional SolutiClns GPS) I Government res.com Page 13 469
Owner/address/telephone contact
Project name ................... ._ .......

Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
City of Janesville, WI / Paul Benson, Council President 18 N. Jackson Street, Janesville, WI 53548
(608) 352-8010, benson p@ci. janesville.wi.us
Pop. 65,942, Annual Budget $128M
Executive recruitment for City Manager
Performed national executive recruitment services to recruit for a City Manager to be a part of Janesville's Executive Team.

GPS Partner, Chris Lowe, served as Project Manager for this recruitment
None
City of La Grange, TX/ Jan Dockery, Mayor
151 S. Banner Street, Elizabeth, CO 80107
(979) 968-5805, [email protected]
Pop. 15,978, Annual Budget $18M
Executive recruitment for City Manager
Performed national executive recruitment services to recruit for a City Manager to be a part of La Grange's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
City of DeSoto, TX/ Brandon Wright, City Manager
211 East Pleasant Run Road, DeSoto, TX 75115
(972) 230-9644, [email protected]
Pop. 55,913, Annual Budget $129M
Executive recruitment for City Manager
Performed national executive recruitment services to recruit for a Public Utilities Director to be a part of DeSoto's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager tor this recruitment
None
City of DeSoto, TX/ Brandon Wright, City Manager
211 East Pleasant Run Road, DeSoto, TX 75115
(972) 230-9644, [email protected]
Pop. 55,913, Annual Budget $129M
Executive recruitment for Library Director
Performed national executive recruitment services to recruit for a Library Director to be a part of DeSoto's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
Govern~nt Professional Solutions (GPS) I Goy~n__:_r.:.:.ne::c.nc.ctP,ccr_;:__os:c:..c:;o'-'-' n_l __________ ..._ ______ _:P~~e 14 470
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name -···-·······-· .. ·········--·········· .......... __ Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Owner/address/telephone contact
Project name
Project description
Position or capacity on the project
Related litigation, administrative
proceedings, or claims
Government Professional Solutions (GPS)
None
City of Hutto, TX/ Stacy Schmitt, Assistant to the City Manager 500 West Live Oak Street, Hutto, TX 78634
Pop. 40,943, Annual Budget $315M
Executive recruitment for Chief of Police
Performed national executive recruitment services to recruit for a Chief of Police to be a part of Hutto's Executive Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
Aubrey Municipal Development District, Aubrey, TX / Jesse Auer, President
107 S. Main Street, Aubrey, TX 76227
(940) 440-9343, [email protected]
Executive recruitment for Executive Director
Performed national executive recruitment services to recruit for a Executive Director to be a part of Aubrey's MDD Team.

GPS Partner, Bret Bauer, served as Project Manager for this recruitment
None
Town of Elizabeth, Colorado/ Megan Vasquez, Mayor
151 S. Banner Street, Elizabeth, CO 80107
(303) 646-4166, [email protected]
Pop. 2,500, Annual Budget $16M
Executive recruitment for Town Administrator
Performed national executive recruitment services to recruit for a Town Administrator to be a part of Elizabeth's Executive Team.

GPS Partner, Chris Lowe, served as Project Manager for this recruitment
None

Page 15 ends

471
Testimonials
"GPS did a great job throughout our search for a new city manager. Their timeline was clearly laid out. They wanted our input for the type of qualified leader we were looking for and carefully screened the candidates with a nationwide search. Bret provided consistent and clear communication of the steps throughout the process. Additionally, GPS helped us find an interim city manager until our position was filled. The candidates were also pleased with how they were treated during the interviews. GPS was always available to assist with any questions or concerns. I would highly recommend GPS!" - Pat Landes, Mayor of Junction City, Kansas "When we needed to hire a search firm for our next City Manager, our HR director recommended several firms. What initially attracted me to GPS was their track record of working with communities of different sizes and different areas of the country. We really wanted to find the best candidate and didn't want to limit ourselves. Next, I really loved that the two partners were both former city managers and had been through this process before on the other side. Chris and his team at GPS exceeded my expectations. First, they worked with us to create a process that worked for our City Council. They were very organized and kept us up to date on their work. Then they brought us a really strong group of candidates. And when I compared our candidate pool to some other local communities who were also going through the hiring process, I was very impressed. Finally, when it came to do the interviews and final negotiations, Chris's expertise and advice was instrumental. He helped us hire the right person and served as a liaison to make the negotiation process go more smoothly. I give Chirs and GPS the absolute highest recommendation." - Paul Benson, Council President of Janesville, Wisconsin
"Government Professional Solutions {GPS) and specifically Bret Bauer exceeded my expectations during our search for a new Town Manager. Bret brought years of experience in municipal government as well as a vast network of potential candidates to the search. Not only did he accomplish the task, he did it in a professional, expeditious and cost effective method. His attention to detail and clear sense of the urgency of the need was critical to our council and to the candidates. I strongly recommend GPS and will utilize them if needed in the future." - David Bristol, Mayor of Prosper, Texas
"As a Trustee of the Town of Elizabeth, Colorado, I am pleased and honored to write on behalf of Chris Lowe and his partner, Bret Bauer, of Government Professional Solutions. GPS was chosen to conduct the search effort for a permanent Town Administrator who could restore confidence for the staff and the community within an atmosphere of doubt. The decision to engage Chris and Bret was easy, given their individual backgrounds in city management and boots on the ground experience. Almost immediately upon their selection, our currently serving Interim Administrator accepted a permanent position closer to his home, and the Town was once again without daily leadership. Chris offered GPS' services to serve in this role while they continued the search for a permanent Administrator. My personal view is that this was an unexpected blessing, as in this way Chris could not only utilize his professional expertise in the search effort but would also come to know the subtle nuances of our Board, the organization, and the community to identify the perfect pool of candidates. Additionally, the Board engaged GPS to conduct the search effort to fill the vacant position of Community Development Director.

Chris led us on a remarkable journey of discovery as to how to function at our highest level as a Board of Trustees, beginning with a series of strategic planning workshops to identify first: who we are as a community; and secondly: what are the values we embrace and how can we best preserve and protect them.

Chris allowed us to explore myriad ideas while sharpening the focus on how those ideas reflect our values and goals. Never had we participated in such an important exercise, and the experience established unity and helped build consensus among Board members that had earlier struggled with distrust and dissonance. Chris and Bret shepherded us through the process of evaluating the many highly qualified candidates they attracted 472
for us to consider, and we selected someone whom I believe will be not only a neighbor but an exceedingly engaged contributor serving our community of residents and business owners. This of course signaled a conclusion to the tremendously productive time spent with Chris, but it is my hope that we will maintain our relationship with future engagements, especially with respect to strategic planning and budget workshops that were invaluable and frankly life-changing for our Board and staff I wholeheartedly recommend Government Professional Solutions for their firsthand professional expertise and experienced understanding of the unique challenges facing municipalities. They truly create the solutions needed for those striving to do their best for the communities in which they serve." - Tammy Payne, Trustee of Town of Elizabeth, Colorado "Chis Lowe, with Government Professional Solutions, was professional, enthusiastic, and showed great dedication to the Town's search for their next Town Administrator, while taking on the role as the Interim Town Administrator. He provided team management skills and a hands-on approach to ensure the sustainability of the town, staff and board." - Megan Vasquez, Mayor of Town of Elizabeth, Colorado "I'm writing this letter of recommendation on behalf of Bret Bauer, Partner & Co-Founder of Government' Professional Solutions ("GPS") who I have had the pleasure of working with over the past 7 months related to our Chief Financial Officer placement with the City of Hutto, and our most recent placement for a Director of Public Works & Engineering. Bret (along with his colleague Chris Lowe) have been extremely thorough with the recruitment process from inception to negotiating and extending the offer. Bret's experience of serving in city management roles has been extremely beneficial, as he understands the needs of city government experience for these types of placements, which is most valuable during the screening process. This streamlines my time as the City Manager to focus on City issues, as I know we are in good hands, as Bret takes the time needed to figure out exactly the type of background and personality we are in search of for any given position, and only presents those top-notch candidates meeting our criteria. GPS creates the hiring brochure, which is necessary to initially attract potential candidates, and is meticulous in their overall screening process and always carves out time to answer any questions I might have during the process. They have great attention to detail, and a great pool of candidates. This is the reason I have continued to use GPS for other placements within the City of Hutto. I would highly recommend Government Professional Solutions to any City or Government entity looking to recruit for executive-level positions." - Warren Hutmacher, City Manager of Hutto, Texas
"As the former mayor of Gun Barrel City, Texas, it was my pleasure to work with Bret Bauer, our city manager, for over four years. Bret had the experience and background to immediately work on and solve problem areas within our city infrastructure. It took no time at all for Bret to gain the trust and admiration of the city employees. Cities are faced daily with problems that require outside professional help. These professional(s) must have firsthand knowledge of how municipalities operate. Mr. Bauer and Mr. Lowe have that knowledge from their years of working for and with cities. GPS is the company any city can depend on for help when help is needed." - Jim Braswell, Former Mayor of Gun Barrel City, Texas "In government, there are two types of leaders; those that are interested in getting the job done, and those afraid to tackle the tough problems. In my twenty plus years of work with governmental entities, I can say that Chris Lowe was among the best and most committed to getting the job done. Chris has a keen ability to find the right tool and the right path to solve a variety of problems, whether negotiation with an employee group, transition of the City to an updated or automated process or responding to a politically charged community issue. Strength of character and integrity are hallmarks of how Chris approaches his work. His research and presentations to elected officials are thorough, data driven, and effective. I have watched him build consensus Government Professional Solutions (GPS) I Government ros.com Page 1_? 473
around difficult problems and implement solutions that have carried his communities forward through tough challenges. If your community has a problem in search of a solution, Chris Lowe can navigate those waters with your organization and help you find your port in a storm." - Douglas B. Harris, City Attorney, Harris, Harris, & Sommer, LLC
11 / had the pleasure to offer Chris Lowe the position as City Administrator for Baldwin City, Kansas early on in my term as Mayor. I felt that the experiences and energy that he could bring to our community would be extremely impactful, but I had no idea on how impactful it would ultimately be. Chris was so eager to learn so much about our community. He jumped into our utility enterprise, which included electrical generation as well as water and wastewater treatment. He handled all the challenges that those entities bring to City Management, very effectively. He developed personal relationships that lost to this day. He built and developed a great team of professionals that carried out the combined vision that he and the City Council had for the community. One can drive around our community and in a very short distance, can see the enormity of the projects that have Chris's imprint. When you communicate the vision to Chris, you can be assured that he will bring that vision to life. He also is a consensus builder and works effectively to build relationships with other governmental agencies. I am proud that we had Chris in our community and so proud of the work he Jed to make our community even better." - Ken Wagner, Former Mayor of Baldwin City, Kansas "Chris Lowe hos the unique ability to identify and attract key individuals in any organization and knows how to best utilize their skills to achieve the best results possible. His outstanding leadership abilities ore very wellsuited for any team environment, and he is a proven leader in all areas of municipal government. I highly recommend Chris and his team to lead and guide any community forward through the unique problems that constantly present themselves." - Jeff Kaiser, Former Mayor & Trustee, Town of Monument Agreement to use Los Banos's contract
GPS is happy to execute a standard contract form provided by the City or if preferred, we can provide our standard engagement agreement. GPS further acknowledges that our firm maintains, or will acquire, the minimum or greater of the insurance limits required.

GovernmentProfessional Solution~ (GP~) ... '.,.Ga.;;o..c. ve ... r.c.cn_m_.c;. e;.;.. nt:,;;.;.., ro.c.s .... c.om.__ _________________ --'-P=>age 18 474
Agreement to complete proiect according to proiect schedule The timeline at right provides a general breakdown of
tasks, milestones, and timeframes to support a
thorough and successful recruitment process.

This timeline is a suggestion only and we will work
with you to finalize and approve an exact timeline.

SUGGESTED TIMEUNE
City of Los Banos
City Manager
Executive Search Services
WEEKS2-3
Foundational Elements in Place
(selection criteria, job position,
candidate profile)
WEEKSM
Initial Screening Completed,
Sem~finalists recommended
WEEK12.

Comprehensive Final Candidate
Reports submitted and reviewed,
interview process defined
WEEK14
Negotiations Concluded
1~e Crty wdl be asked to approve a final
umehne beFore any recru,tmem begins. ~
11mel1ne may be lengthened. Ho des1rec
WEEK1
Fully executed contract in
format acceptable to the City
WEEKSJ.8
Search Strategy Approved,
Recruiting Brochure Approved,
Search Process Begins
WEEKS9-11
Finalists selected, Background
checks, verifications completed
WEEKSU-14
Finalists interviewed, begin
final contract negotiations
GPis♦• '\l~
GOV£RNM£NT PllO~ESStONAl

SOLUTIONS
Government Professional Solution~ (!?~_S....,,.I _G_ov_e_r_nm.__en_t..,_ro_s_.c_o_m ______________________ P_, a&e 19 475
Overall cost and value of proiect
GPS offers a firm, fixed fee of $24, 500 to conduct each professional executive search, which includes all our expenses and costs.

In other words, the only thing you will pay GPS is the agreed upon fee. This includes costs for professional graphic design, background and academic verification, and consultant travel and expenses. This means the only other costs you will be responsible for are the costs associated with the candidates' (and spouses, if invited) travel, accommodations, and meals for the interview process.

The advantage to you is you know exactly what you will pay and do not have to worry about reviewing costs associated with the project.

We will bill the fee as the phases are completed and according to the following schedule:
♦ $12,500 upon execution of contract
♦ $8,000 upon selection of group of semi-finalists
0 $4,000 upon completion of negotiations with final candidate 476
Appendix
Appendix includes:

Sample City Manager search report (Final Candidate Report) Sample recruitment brochure
Sample questionnaire (candidate and due diligence)
Resumes (Chris Lowe & Bret Bauer)
Certificate of insurance
Government Professional S<?lutions (GPS....:.f-..G_o-ve_r_nrr_1_en_t'-pr_o_s._co_m~ _________________ ........._, Pa~e 21 477
Final Candidate Report for GPS,~ ............................................................................................................................................... ________________ _ Below are the documents in this Final Candidate Report:

Ideal Candidate Profile
Recruitment Brochure
Marketing Media (Job Advertisement)
Master Applicant List (Selection Grading Criteria Matrix) Interview Schedule
Cover Letter
Resume
Candidate Questionnaire
Due Diligence Questionnaire
Zoom Video Recording (already provided)
Background Summary
Internet Research
YouTube Research
Email Correspondence
Government Professional Solutig_n_s-'{G_P_S_..,. ) .,__G_ov_e_rn_m_e-n_,_tQ_ro_~_.c_m_n _________ ~-----' 478
Town of Prosper, Town Manager
Candidate Profile
The Town Manager shall be someone with confidence borne from expertise and experience in Texas, possessing a calm and approachable demeanor. He/she will have outstanding leadership skills, a management style who can work as an active part of a team, be a strategic thinker and listener, is trustworthy, and dependable. He/she will be a servant leader and always demonstrate honesty, integrity, fairness, and diplomacy. The Town Manager will be friendly, humble, calm and collected, even during chaos, and will desire to immerse themselves in and be a part of this community. Someone who is an expert in being a good person.

The Town Manager will be a motivator who will work collaboratively with staff and empower them. This person will possess a positive and supportive management style who can build staff up. He/she will be the voice for staff with Council and the public. He/she will be respectful of all, mentor, set priorities, provide resources, have high expectations and ensure accountability.

This person will encourage teamwork and is comfortable getting in the trenches to get the job done. While this person will be a leader of the staff he/she will also be a hands on project manager.

He/she will be professional, but also friendly and outgoing with a sense of humor. This person must have outstanding communication skills, both verbal and written. Will be gifted in making clear and concise presentations to the Town Council and public. The Town Manager must be able to lead and guide the Council without taking sides or playing politics, always providing their best professional recommendations. He/she will have a strong financial and budgeting background and will ensure the financial data is accurate every time, all the time. Experience managing a growth environment in residential and commercial development. Including planning, growing, and meeting infrastructure needs. He/she must have the skills to, in coordination with the economic development, develop, negotiate and implement incentive and development agreements.

The Town Manager will have a Bachelor's degree from an accredited college or university in Public Administration, Business Administration, Public Policy, or related field and a minimum of 7 years of progressively responsible management and supervisory experience as a city/town or county manager for a similar size population base or as an Assistant or Deputy in a larger community. A Master's degree in Public Administration or Business Administration or related field is preferred. Current member of ICMA and TCMA in good standing. 479
p
The Town of Pr osper, Texas is hir i n g a
480

WELCOME TO THE TOWN OF

PROSPER, TEXAS
--community
The Town of Prosper is a fast growing community
offering a high quality of life, where neighbors
know each other and kids can play in a safe,
friendly community,
With its proximity to the Dallas/Fort Worth area,
the Town of Prosper has been an especially
attractive place to put down family roots for CEOs
and executives, and top tech and medical talent.

The Town's annual growth rate has been between
9% and 13% for the past five years.

Location
North of Dallas, Prosper is located less than 30
minutes from 2 major airports: Dallas Love Field
and Dallas/Fort Worth International. The Town is
just 35 miles from Downtown Dallas and 55 miles
from Fort Worth. Prosper's land area is 27 square
miles.

Demographics
Population: 35,430, with a total buildout
projection of 70,000 residents by 2040
Median Household Income $153,7n
Median Earnings/Worker S85,56o
- Median Housing Value $436,600
Median Monthly Owner Cost with Morr gages $2,921/monrh
Median Monthly Rent $1.482/month
Owner-Occuvied Housing 86.5%
Prosper Residenb with Health Insurance 95.4%
History
The Town of Prosper began as a farming
community in Collin County in the early 1900s. In
its early years, the town was also a central stop
for the railroad between Dallas and Sherman.

Prosper was incorporated in 1914 with a
population of 500.

Entertainment and recreation
Prosper prides itself on having parks and
recreation facilities that promote healthy lifestyles
for all ages and enhance property values.

The Town is home to more than 350 acres of park,
including open spaces, recreational venues,
athletic facilities, and tennis courts. More than 30
miles of hike and bike trails weave throughout
Prosper with plans for additional trails.

Frontier Community Park features a major sports
complex with lighted natural and turf fields for a
variety of sports. Other features include tra ils,
pavilion, concessions, catch and release pond,
splash pad, and Windmill Playground .

With Prosper's signature, historical grain silos
adjacent to an impressive Town hall, inviting Food
Truck Park, and welcoming outdoor space,
Downtown Prosper is home to one-of-a-kind
boutique stores, restaurants, and services.

Downtown Masterplan was recently adopted and
is currently being implemented.

Prosper also offers a wide array of nationally
recognized retail stores and restaurants.
481
Business and Commerce
The Town of Prosper is a fast growing community
with a strong pro-business mindset. The area's top
employers are:
• Prosper ISO • Lowe's
• Kroger • Cook Children's
• Town of Prosper • Dick's S.G./Field & Stream
• Walmart • Longo Toyota
• Chick-fil-A • Texas Health Resources
•
.,-, -

PROSPER, TEXAS I TOWN MANAGER
Education
Among Prosper residents 25 and older, 58% have earned a Bachelor's degree or higher level of education. Another 27% of the 25+ population have an Associate's degree or at least some college, and 98% are high schoo l graduates.

Most of Prosper's geographic area is located in the
boundaries of the Prosper Independent School District
(PISD). Prosper ISO is located in both Collin and Denton Counties and serves students living in Prosper, Celina, McKinney, Frisco, and Aubrey.

Prosper ISO is a top rated public school system, ranking #10 on Niche.corn's 2023 Best School Districts in Texas. As an accredited district, PISD develops and graduates
motivated, academically prepared individuals with the
strength of character to make contributions to a rapidlychanging society through an educational system that maintains high expectations, provides quality instruction, and establishes a safe, orderly learning environment.

Prosper ISO continues to be one of the fastest-growing
school districts in Texas. In 2021-2022, the district had more than 22,000 students and more than 2,600 staff
members serving 14 elementary schools, 4 middle schools, and 2 high schools. By buildout, the district is expected to have 28-30 elementary campuses, 9-10 middle schools, and 4-5 high school campuses.

Support for Prosper ISO is strong. A school bond election in May 2019 was approved by 85% of those who voted. The
majority of the $1.337 billion bond - specifically 84% - funds the building of new school facilities.

Prosper ISD is among only 250 school districts in the
United States and Canada, and only 17 school districts in the State of Texas named to the College Board AP District Honor Roll. 29 Advanced Placement (AP) courses, 20 Pre-AP courses, and 10 dual credit courses are offered at the high school level.

Prosper is home to championship teams, and to Children's Health Stadium. Opened in August 2019, the $52 million
facility houses the football stadium, natatorium, and
meeting facilities.
482
Government
The Town of Prosper is a home rule town with a mayor
and six co uncil members who are elected at large for
three-year terms. The Town Manager serves as Chief
Administrative Officer to Prosper and is responsible to the council.
"Prosper is a place where everyone matters. " The Town of Prosper strives to be a place where every resident has
a voice, where decisions are made in the best interest
of everyone, and where government is open and
transparent. The municipal departments each play a
role enriching the Town and supporting the residents.

Prosper Community Vision
Prosper is a community committed to excellence. It is a high-quality, family-oriented community maintaining a
visually aesthetic open feel with job-producing,
economically sustainable commercial development
directed to the Town's major transportation corridors,
all while maintaining strong fiscal responsibility, and meeting the infrastructure needs of the Town.

Prosper Strategic Vision 2036
• Prosper 2036 has a small town relationship/feeling
that is a family-friendly community.
• Prosper 2036 is a beautiful and safe community.
• Prosper 2036 is a high-value residential community
with a quaint and cool downtown and a dynamic
tollway corridor.
• Prosper 2036 has leisure experiences for all.

PROSPER, TEXAS I TOWN MANAGER
Fiscal Year 2021·2022 Budget Highlights
• First year accelerated implementat ion of $210
million bond program ($40 million versus $21
million)
• $0.01 decrease in property tax r ate
• No increase in utility rates for Town customers
• Continued growth in property tax and sales tax
• Continued staff additions to public safety
Fiscal Year 2022-2023 Appropriations Highlights
• Total Appropriations-Operating Budget:
$95,616,751
• General Fund: $51,833,412
• Debt Service Fund: $12,911,163
• Water & Sewer Fund: $28,112,759
• Drainage Utility Fund: $2,500,000
• Capital Improvement Fund: $58,295,000
• Capital Dedication Levy: $6,700,000
Current Project Highlights
• Many road projects
• Water and sewer infrastructure
• New fire stations
• Downtown Masterplan implementation
• Raymond Community Park and other park
projects
• Implementing town-wide ERP systems
• Updating Comprehensive Plan
483
TH E p OS IT I O N PROSPER, TEXAS , TOWN MANAGER
Under the direction of the Town Council, the Town Manager serves as Chief Administrative Officer of the Town and oversees the daily operations of the Town. The Town Manager is responsible to the Town Council for administration of all the affairs of the Town, with only those exceptions that are named in the Town Charter. Example duties include:

Town Council
• Attend all Town Council meetings, with the right to
take part in discussion.
• Keep Town Council fully advised as to financial
conditions and future needs, and make
recommendations.
• Prepare agenda items for, and give presentations
to Town Council and Boards and Commissions.
• Inform Town Council of all work-related activities.

Administration
• Direct and supervise administration of 347 total
number of town employees, all departments,
offices, and agencies, except as otherwise
provided by law or the Town Charter.
• Consult and direct all Town employees in solving
administrative and operational problems, and
developing and implementing changes in
organizational structure, policies, or procedures to
meet operational and fiscal goals.
• Make reports concerning the operations of Town
departments, offices, or agencies.

Economic Development
• Develop and negotiate Town economic
development agreements as needed in
coordination with the Prosper Economic
Development Corporation.
• Oversee, through various departments,
construction projects designed to enhance Town
infrastructure effectiveness and support economic
development projects.
• Promote Town programs, activities, services, and
business opportunities.

Financial
• Oversee preparation of and recommend the
annual budget and capital program, and
administer the budget as adopted
• Administer operating and capital budget duties,
including establishing policies for carrying out
budget directives and reviewing operating and
capital budgets periodically to analyze trends.
• Assure Town operations are performed within budget;
prepare cost control activities; monitor revenues and
expenditures to assure sound fiscal control; and
ensure efficient use ofTown budget funds, personnel,
materials, facilities, technology, and time.

Human Resources
• Appoint, suspend, and remove all Town employees
and appointive administrative officers, except as
otherwise provided by law.
• Provide guidance and support to all departments
regarding employee development and furthering
the organizational culture of the Town.

Planning
• Develop long and short-range plans for all Town
operations.
• Identify more efficient and effective ways of
accomplishing Town service delivery.
• Plan, coordinate, and direct the work of Town
departments through delegation of authority and
responsibility to department executive directors
and directors.

Policy and Procedure
• See that all state laws and Town ordinances are
effectively enforced.
• Review applicable federal, state, and local laws,
ord inances, and regulations for compliance and
make recommendations.
• Administer policies and procedures within the Town
and ensure that appropriate linkages exist between
budget goals, purchasing procedures, and funding
limitations and service levels adopted to meet
specific departmental and Town Council goals.
• Adhere to personnel, safety, and other policies and
procedures.

Public Relations
• Develop positive relationships and coordinate
Town affairs with federal, state, and local entities
and agencies, civic and private groups, and
residents .
• Working with staff, respond to and resolve resident
and development inquiries and concerns and
negotiate and resolve controversial issues.
484

TH E I D EAL CAN D I DATE PROSPER, TEXAS I TOWN MANAGER • Bachelor's degree from an accredited college or
university in Public Adm inistration, Business
Administration, Public Policy, or related field
required (Master's degree preferred).
• Minimum seven years experience of progressively
responsible management and supervisory
experience as a city/town or county manager for a
similar size population base, or as an Assistant or
Deputy in a larger community.
• Current member of International City/County
Management Association (ICMA) and Texas City
Management Association (TCMA) in good standing.
• Strong financial and budgeting background with
ability to ensure financial data is accurate every
time, all the time.
• Strategic thinker.
• Experience managing a growth environment in
residential and commercial development,
including planning, growing, and meeting
infrastructure needs.
• Skills to develop, negotiate, and implement
incentive and development agreements (in
coordination with economic development).
• Gifted at making clear and concise presentations
to Town Council and the public.

HOW TO APPLY
• Outstanding communication skills, both verbal and
written.
• Outstanding leadership skills.
• Servant leader who always demonstrates honesty,
integrity, fairness, and diplomacy.
• Motivator who works collaboratively with and
empowers staff.
• Positive and supportive management style that
builds staff up, is respectful of all, provides
mentoring, sets priorities, provides resources, has
high expectations, and ensures accountability.
• Hands-on project manager who encourages
teamwork and can wo rk as an active part of a
team.
• Able to lead and guide Town Council by providing
options and bu ilding consensus; always providing
the best professional recommendations.
• Calm and approachable demeanor, active listener,
and remains cool and collected.
• Trustworthy and dependable.
• Professional, while also friendly and outgoing with
a sense of humor.
• Desire to immerse oneself in and be a part of the
community
For additional
information about the
Town of Prosper, please
visit:

Compensation Annual base salary will depend on qualifications but is expected to be in the range of $230,000 to $260,000. Position also includes a car allowance, TMRS with a 2 to 1 match as well as a generous contribution to a health, dental, vision, and life insurance package.

Prospertx.gov
Face book.com/pros p e rtx
.gov
To apply, please email your cover· letter an d resume in .pdf ormat by Friday, November 18, 2022, 5 pm CST, to [email protected]. Position Is open unt il f illed. Fa xed and mailed submissions will not be considered Direct quest ions to Bret Bauer at 316-207-0688 or [email protected].

Prosperedc.com
Prosper-isd.net
The Town of Prosp er 1s an Equ al OpportUf1Jty Emp loyer ona does not discnmurnr e 0n the basis of race, color, ref1gron, rot/o·ror 0flg(n, sex, age drsobtl'/ y, geneti c informatton, or any 0 her stxm15 prri teued ~Y low or regul ation. it is th e Town's Intention thal all qualifi ed app l1coms be g,ven equal opportunity and that se/ecUon deos1 ons are based on j ob 1e /01ed facc or s 485
Town of Prosper, Texas
Town Manager
The Town of Prosper is a fast growing community offering a high quality oflife, where neighbors know each other and kids can play in a safe, friendly community.

With its proximity to the Dallas/Fort Worth area, the Town of Prosper has been an especially attractive place to put down family roots for CEOs and executives, and top tech and medical talent. The Town's annual growth rate has been between 9% and 13% for the past five years.

The Town Manager is responsible to the Prosper Town Council for maintaining and operating the Town in a professional manner and administration of all Town affairs. This position manages and directs the day-to-day operations of the Town based on the ordinances and policies established by the Town Council. The Town Manager oversees operation of the Town's departments, including Building Inspection, Communication & Community Engagement, Economic Development, Engineering, Finance, Fire, Health & Code Compliance, Human Resources, Library, Municipal Court, Parks & Recreation, Planning, Police, Public Works, Purchasing, Stormwater Management, Town Secretary, Utility Billing/Trash & Recycling, and Water Conservation. This position is responsible for a $95.6M operating budget.

This position also works closely with community members, local school members, and is highly visible at community events.

Please use the following link to apply: Please Click Here to Apply For more information about this position, please reach out to Bret Bauer, GPS Partner at [email protected]
(316) 207-0688
486
Town of Prosper, Town Manager
Candidate Selection Criteria (Matrix)
Evaluator: Bret Baue r
Scoring: 1-10 with 10 bei ng the highest
Cat egories are weighted & equal 100
Experience: Relevance Eduntion: Relevant Philoso phy& Accomplishments: Versatility: Broad Longevity: Candidate's Presentation:
of pr~ io us Ed ucat ion and/ or Approach: Candidate's Previous organizational pr~i ous record of Candi date's overall management Training abili ty to manage and accompli shments knowledge (including servi ng an organization resume/ appli cation experience & success Implement Council demonstrating budgeting, managing long-term approach wit h asimilar obj ectives leadership, teamwork, grow lh & economic (organization, organization empowering staff & develo pment, strategic legibili ty, literacy) in novation plannin g & leadership TOTAL Semi• devel opment) SCORE Finalist Finalist ,'lS1; r.o~ (101il 1°'4 (!,K ~If)
• ,,, 'ro -" 1,0 10-0

5.0 5.0 6.0 6.0 10.0

0.0 3.0 4.0 3.0 9 .0
II- "' 10 '" • o ., 0 10.0

0.0 3.0 5.0 3 .0 3 .0 10. 0

7.0 7.-1 8.0 7 .0 90 10.0
9 .0 8.0 8 .0 9.0 9 .0 10.0 Yes Ye,

7.0 8 .0 7.0 80 7 0 10.0

5.0 6.0 7.0 5.0 6.0 10.0

4.0 4.0 5.0 3.0 6 .0 10.0
6 .0 6.0 6.0 6.0 5 .0 10.0

6.0 4.0 4.0 4.0 9 .0 9 .0
H .. 0 80 ~o JO 0 10.0

6.0 6.0 7.0 6.0 7.0 9 .0

5.0 5.0 6.0 5.0 6.0 10.0
0 .0 3.0 4 .0 3.0 5 .0 10.0
10 8.0 30 70 10 ()

6.-" •.o ,.a 1,0 9.0 ID C
5 .0 5.0 5 .0 7.0 6 .0 10 .0
0 .0 0.0 0.0 0.0 3.0 9.0

0.0 o.o 0 .0 0 .0 0 .0 9 .0
:HI ·,i.c, 8 .0 8.0 7.0 10.0
9 .0 8.0 8 .0 9.0 8 .0 10.0 Yes No
9 .0 8(1 ~.ll 80 BO 10.0

5.0 4.0 4.0 3 .0 7.0 10.0

7.ll LO ~.o ?,o '3'.0 10,D

7.(! ,,r,i So 8 .0 10 0 10.0
0 .0 0 .0 0 .0 0 .0 8 .0 10.0
9 .0 8 .0 8 .0 9 .0 8 .0 100 Yes No
9 .0 90 8 .0 9 .0 9 .0 10.0

5.0 5.0 7 .0 5 .0 6 .0 10.0
•.v ~,. 7.0 .M '·" ID.O

5.0 6.0 5.0 6.0 6.0 10.0

0.0 0.0 2.0 o.o 5.0 9 .0
/ 0 7.0 1 0 M J ,O 10 0
7 .0 i;H1 ' ·'"' 80 8 .0 10.0 Yes No
0 .0 0 .0 4.0 0 .0 7 .0 10.0
5 .0 6 .0 5.0 7.0 7.0 10.0
0 .0 0 .0 2.0 0 .0 4.0 10.0
7 0 6.0 UI u ,o 100
BO 80 7 .0 8 .0 ' 0 10 a
fi.O 6.0 .. ;7 0 .. ro o 7 0 ' 110 7.0 7 1b.O

0.0 0.0 5.0 0.0 9.0 9 .0
80 80 ·:,(.I 7.0 8 ll 10.0
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0 .0 0 .0 3.0 0 .0 5.0 10 .0
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0.0 0.0 4.0 0.0 6.0 9 .0

0.0 0.0 3 .0 0.0 4.0 10.0

7.tr 70 ••• 1 0 7 ,0 JO.Cl
"" •• 7 .0 80 8 0 10 0

0.0 0.0 4.0 4.0 3 .0 9.0
'" '0 ,.o !O 80 10.0
7 .0 7.0 7,0 ) .0 50 J0.0
'1,0 u, 7.0 lJl 70 10.0 Yes No

5.0 5 .0 7.0 6 .0 6 .0 10.0

6.0 0 .0 7. 0 5.0 6.0 10.0
70 70 Gil- ,.., 7Q 10.0
R.O 7 .0 7.0 :i.o 10.0 10.0
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1 .. 0 ,,. . ... l.O S\O ID.ll

5.0 0.0 6.0 3. 0 6 .0 10.0
7 .0 • o ' 7,ll 1 0 10

5.0 4.0 5.0 4.0 5.0 10.0
6 .0 5 .0 5.0 5.0 6 .0 10.0
0 .0 0 .0 2.0 0 .0 5 .0 10.0
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6 ,0 710 -• 1.0 1 ,0 iJl.O

0.0 0.0 0.0 0.0 0 .0 10.0

6.0 6.0 5.0 5.0 6.0 10.0
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7.0 ~.a 6.0 $0 0,0 l O,O'
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487
Friday, January 6, 2023
Town of Prosper, TX
Town Manager Interview Schedule
Meet at Prosper City Hall Lobby - 250 W. First Street, Prosper, Texas 75078 Participating Team Members Meet at 8:30 a.m.

Time
9:00 a.m. - 11:15 a.m.
11:15 a.m . - 11:30 a.m. Break
11:30 a.m. - 12:30 p.m.
12:30 p.m. - 1:00 p.m . Break
1:00 p.m. - 2:00 p.m.
2:15 p.m. - 3:15 p.m .
3:15 p.m. - 3:30 p.m. Break
3:30 p.m. - 4:30 p.m.
4:45 p.m. - 5:45 p.m .
5:45 p.m. - 6:15 p.m.
6:30 p.m. - 8:00 p.m.
8:00 p.m. - 8:30 p.m.
*Town Tour/w **Candidates
Designated Town Lunch/w Town
Staff {Meet@ Staff {PD MultiTown Hall) Purpose Room)
All Finalists
All Finalists
***Presentation Town Council & Staff
Exercise (Town Presentation Debrief
Hall Council (Town Hall Council
Chambers) Chambers)
Finalist A
Finalist B
Finalist C
Finalist D
Staff, GPS
****Community Meet &
Greet (Town Hall Lobby &
Chambers)
All Finalists
*****Council End of
Day Debrief (Town
Hall Executive
Conference Room)

TC, GPS, ITM
NOTES: • Tour bus and routing planned by Robyn and team; Staff tour guides will be Stuart, Robyn and Hulon. (Bob to do a ride along only)
** Lunch provider/ menu ... TBD; Robyn has lead on coordination. *** Presentation is to be 20 minutes plus Q&A time; Subject - "Describe the tools, actions and infrastructure required on the part of the Town to prepare the ONT commercial corridor for development." ***Presentations to be recorded by Leigh and posted with to TC SharePoint Site within each candidates folder; post not later than 6:00 p.m.
**** Invitation only; invitees list by TC; e-mail invite to be desinged by Communications team; e-mail invite to go out NLT December 21st; candidate spouses invited; use 4 hight top tables in lobby (2) and chambers (2) for the candidates and let invitees move to each area to meet candidates.
*****Michelle - Post meeting with executive session for Town Manager search.

Hotel - OMNI @ The Star; Ron has called Marla for rate/ reservation assistance.

Saturday, January 7, 2023
Meet at Prosper City Hall Lobby- 250 W. First Street, Prosper, Texas 75078 Participating Team Members Meet at 8:00 a.m.

Time
8:30 a.m. - 9:30 a.m .
9:45 a.m. - 10:45 a.m.
11:00 a.m. - 12:15 p.m.
12:30 p.m. - 1:30 p.m.
2:00 p.m. - 3:00 p.m .
3:00 p.m. - 4:00 p.m.

Meet/w *Candidates
Meet/w Town Interim Town Lunch/w Town
Council (Town
Hall Executive
Conference
Room)
Finalist A
Finalist B
Finalist C
Finalist D
Manager
(Town
Manager's
Office)
Finalist D
Finalist A
Finalist B
Finalist C
Council (Town
Hall -
Community
Room)
All Finalists
**Council Interview
Debrief (Town Hall
Executive Conference
Room)

TC, GPS, ITM
NOTES: • Lunch provider/ menu ... TBD; Robyn ha s lead on lead on coordination. ** Michelle - Post meeting with executive session for Town Manager search.

Tuesday, January 10, 2023
Town Council Meeting - Selection of Town Manager
Finalist A -
Finalist B •
Finalist C i
Finalist D •
NOTES: Michelle - Post regular meeting with executive session for Town Manager search.

Have employment contract ready for review.
488
November 15, 2022
Mr. Bret Bauer
Co-Founder
Government Professional Solutions
Dear Mr. Bauer:

I am providing this letter and enclosed resume to show my interest in becoming the Town of Prosper Town Manager. I have over twenty-six years of progressive experience in city management, and I believe my background would be a positive fit for the Town of Prosper.

Currently, I am serving as the Nacogdoches City Manager and previously served for over three years as the Deputy City Manager in Denton, Texas and then over eight years as Deputy City Manager for the City of Coppell, Texas. From 2003 to 2009, I worked for the Town of Addison as the Assistant to the City Manager and then Assistant City Manager.

The following are excerpts of why I would be a good fit for Prosper:
• I currently serve as the City Manager in a diverse, full-service city of 33,000 residents that is the County seat and home to Stephen F. Austin State University {SFASU}. • The city budget is $77 million, with 325 employees. Nacogdoches provides all city services including water, wastewater, and solid waste utilities and a general aviation airport with a flight school for SFASU.
• Prior to Nacogdoches, I served for 24 years in cities located in Dallas-Fort Worth. The most recent was with the City of Denton, which is a fast-growing, full-service, municipality of over 136,000 residents, 1700 employees, and $1.2 billion operating and capital budget. • My experience with economic development in fast-growing DFW and delivering excellent city services to a sophisticated and demanding citizenry. • Years of experience working to bring reinvestment and activities to historic downtowns and working with Main Street and CVB groups.
• My expertise in capital planning and delivery with strategic planning for future growth. • Working with several Mayors and City Councils over the years and having fostered a cohesive and positive Council-Manager-Staff rapport.
• My resourcefulness and collaboration with the business community, other cities, counties, school districts, universities, non-profits, Councils of Governments, transit authorities, and state agencies.
• Having an enjoyment and personal yearning for civic involvement and volunteerism. • I deliver organizational excellence by building a city staff that responds with a sense of urgency, is solutions-oriented, is responsive to the City Council and resident's needs. 489
My philosophy is that municipal service delivery is customer-centric, while promoting a positive organizational culture that cares for each other and fosters professional and personal development.

The challenges cities face is enormous, the high-service demands, economic development growth, and infrastructure needs all with limited resources. I believe that my background working in close knit communities, my personality and work ethic, has prepared me to lead the Town of Prosper into the future.

Enclosed, you will find my resume so that you and the City Council can learn more about my background, work experiences, and qualifications. I welcome the opportunity to discuss further the Prosper Town Manager's position. Please do not hesitate to contact me at . Thank you for your time and consideration.
-
490
SUMMARY OF QUALi FiCA TIONS
■ A purposeful leader with over 26 years of service in municipal government, with twenty-two years of executive/senior leadership.
■ An approachable and community-centered person with an emphasis on customer responsiveness. ■ An open communicator that has developed an excellent rapport with Mayors & City Council Members, other government policymakers, community, and business leaders. ■ Municipal government experience serving in areas including:
-Budget/Finance -Policy implementation -Public/Private/Non-profit partnerships -HR/Employment relations -Parks & Recreation -Public Safety -Communications -Organizational leadership -Economic development -Strategic planning -Town & Gown relations -Planning & Development -Public Works/Utilities/Engineering ■ Exceptional in a collaborative environment with an emphasis on leadership development and mentoring. ■ Enjoys spending time with family, physical fitness, a foodie, travel, and music, all with a sense of humor.

PROFESSIONAL EXPERIENCE
CITY MANAGER AUGUST 2020 - PRESENT
CITY OF NACOGDOCHES, TX (POPULATION 33,000)
■ Serving as the Chief Executive Officer for a diverse, full-service organization with 325 employees, $77 million annual budget.
■ One of two City Council appointed employees.
■ Provides the direction and leadership for all operational aspects of a complex organization. ■ A change agent that develops a culture of excellence for residents, customers, business, and fellow employees.
■ The final negotiator for economic development recruitments and retention projects. ■ Redirected organization and resources towards City Council priorities and initiatives. ■ Advanced the strategic review for long-term development for the city and historic downtown. ■ Established an emphasis towards community connectedness and collaboration.

Key accomplishments:
■ Directed the concept of establishing organizational core values. • A fully integrated executive team with positive chemistry and shared leadership model with the CMO. ■ Maximized City's financial resources towards re-staffing of key positions in Police, HR, Finance, Engineering, and Planning to enhance operations.
■ Refocused resources towards the prioritization for infrastructure investment, neighborhood services, public safety, and quality of life.
■ Increased sense of urgency on transparency in staff reporting, delivery of projects, increased citizen responsiveness, and service delivery.
■ Negotiated Chapter 380 agreements for a new flight school at the Airport, new housing subdivision, and water park amenities.
■ Re-established and fostered positive relationships with community partners: Stephen Austin State University, Nacogdoches ISD, TXDOT, Nacogdoches County, United Way, and Chamber of Commerce. ■ Established listening and speaking tours to share city initiatives with the community and city employees. • Directed the formulation of the City's first Capital Improvement Plan. • Directed the initiation process for a Comprehensive Land Use Plan and Downtown Master Plan. • Encouraged the initiation for private investment of downtown buildings and directed the support for evening and weekend entertainment activities.
• Maximized opportunities to re-establish special events with an emphasis towards community spirit and fun.
491

DEPUTY CITY MANAGER

ASSISTANT CITY MANAGER
CITY OF DENTON, TX (POPULATION 136,000}:

Core Responsibilities include the following:

APRIL 2019 -AUGUST 2020
MAY 2017-APRIL 2019
■ Second in charge of a large, fast-growing, full-service, and diverse organization with approximately 1,700 employees and a $1.2 Billion annual budget.
■ Collaborated closely with City Council. Maximized a flow of communication between City Council, CMO, and operating departments.
■ Supervised the Water/Wastewater Utilities, Solid Waste, Public Works, Engineering/Capital Projects, Fleet Services, Airport, and Transportation.
■ Directed and assisted in the management and oversight of all operational aspects within the city. ■ Strategized organizational needs to develop action plans to change organizational culture, enhance service delivery, and correct customer service deficiencies.
■ Participated in economic development recruitment and negotiation efforts for major commercial and residential projects within the city.
■ Served as the Staff liaison to City Boards and City Council Committees Key accomplishments:
■ Served as a lead in the City's COVID-19 Pandemic response. ■ Served as a key participant in the city's largest General Obligation bond program ($221M) in November 2019. ■ Contributed as a negotiator in the city's largest economic development deal: Hunter & Cole Ranch ■ Formulated a culture of accountability, customer service, transparency, and a sense of urgency for the city. ■ Re-established and fostered positive relationships with key partners: University of North Texas, Texas Woman's University, Denton ISO, North Central Texas Council of Governments, TXDOT, and Denton County. ■ Reformatted the Capital Improvement Program into a communicative, understandable, and accountable format.
■ Led the negotiations for the Civil Service Meet & Confer agreement between the city and the Denton Police Officers Association.
■ Negotiated professional contracts for engineering, architectural services, and pre-construction services. ■ Established a Mid-Level Management Development Series that was co-facilitated by City Department Directors.
■ Restructured departments to better serve citizens, eliminated duplicative efforts and outdated practices. ■ Utilized business-based principles to recommend the elimination of unsustainable programs in Solid Waste. ■ Established better relations with downtown businesses and new service delivery models.

DEPUTY CITY MANAGER JANUARY 2009- MAY 2017
CITY OF COPPELL, TX (POPULATION 40,000}
■ Served as second in command of a medium-sized, diverse organization that comprises approximately 425 employees and a $110 Million annual budget.
■ Directed all City Departments which included: Human Resources, Engineering/Public Works, Parks & Recreation, Information Services, Finance, Police, Fire, Library, and Planning until July 2012. From July 2012 until May 2017 directed half of the organization with the hiring of a second Deputy City Manager. ■ Led and participated in several quality of life and private development projects and efforts within the city.

Key accomplishments:
■ Implemented and communicated the Coppell 2030 Vision goals and objectives. ■ Advanced the city's re-imaging campaign through the Bold Vision/Big Impact Initiative. ■ Resolved citizen complaints and other service issues. ■ Collaborated for the successful deployment of a combined public safety dispatch system that serves the Metrocrest cities (NTECC).

Page 2 of 4 ends

492
• Implemented and deployed several enterprise-wide technology systems. • Recruited and mentored executive-level employees.
• Recommended and implemented policy directives towards all city operations. • Collaborated in the sales tax re-authorization referendums. • Re-engineered the City's Information Technology Department. • Assisted in the formulation of a combined public safety radio system and fire training facility. • Spearheaded the City's Living Well in Coppell wellness initiative. • Managed the contract transit services for seniors and disabled citizens. • Oversaw the successful implementation of city facility and infrastructure construction projects. • Directed the City's Annual Employee Conference.

ASSISTANT CITY MANAGER/CITY SECRETARY

ASSISTANT TO THE CITY MANAGER
TOWN OF ADDISON, TX (POPULATION 15,000)
OCTOBER 2006 TO JANUARY 2009
SEPTEMBER 2003 TO SEPTEMBER 2006
• Managed the Parks & Recreation, Visitor Services, Conference Centre, and Municipal Court Departments including the Town's top-rated Internship Program.
• Managed municipal elections, council agenda postings, minutes, and public information requests. • Coordinated the Addison Citizens Advisory Committee process. • Developed and managed the Town Manager's and City Council operating budgets. • Acted as the staff liaison to the Dallas Area Rapid Transit (DART). • Performed all legislative affairs for the Town .
• Responsible for the bi-annual Citizen Academy program. • Project manager for public affairs campaign to secure passenger rail service into Addison.

ASSISTANT DIRECTOR - COMMUNITY SERVICES JUNE 1999- SEPTEMBER 2003 CITY OF HURST, TX (POPULATION 35,000)
• Reported to the Deputy City Manager.
• Oversaw the day-to-day functions within the Department. • Prepared all staff reports for City Council, Library, Historical, and Park Boards. • Developed and monitored the Community Services Department annual budget. • Oversaw the Community Development 48 sales tax and miscellaneous project funds . • Conducted project and contract management for departmental projects.

MANAGEMENT ANALYST

INTERIM PURCHASING MANAGER

FLEET ANALYST
CITY OF CARROLLTON, TX (POPULATION 105,000)
• Coordinated entire City budget process.

FEBRUARY 1998 TO MAY 1999
OCTOBER 1997 TO FEBRUARY 1998
MARCH 1996 TO OCTOBER 1997
• Conducted reports related to cost accounting, water/sewer rates, and cost of service studies. • Supervised Purchasing Division staff and operations.
• Developed and managed equipment replacement schedule and coordinated equipment bid specifications and procurement and administered Alternative Fuels Program for compliance.

ADMINISTRATIVE INTERN JANUARY 1995 -SEPTEMBER 1995

CITY OF LUFKIN, TX
• Conducted special projects for the City Manager's Office and other departments.

Page 3 of 4 ends

493

EDUCATION

PROFESSIONAL AND COMMUNITY ACTIVITIES
Professional Memberships:
• International City/County Management Association (ICMA) • Texas City Management Association (TCMA)
• East Texas City Management Association (ETCMA)
• Texas Municipal League (TML)
Professional Activities:
• UMANT President (2002); Vice-President (2001); Treasurer (2000); Membership Co-Chair (1999) • ICMA Workplace Diversity Conference Scholarship Recipient (2001) • ICMA Emerging Leaders Task Force (2005)
• Graduate of the Senior Executive Institute (SEI) Program at the University of Virginia, July 2006 • ICMA Local Government Management Fellow, Board Member (2006-2019) • Leadership ICMA Graduate, September 2007
• TCMA Committees: Public Relations, Membership, Mentoring, and Professional Development • NTCMA At-Large Board Member (2005-07 and 2017-2019)
• 2012 Recipient of the UM ANT Joy Sansom Mentor Award
• Participant in the Commandant's National Security Program at the US Army War College, July 2013 • Graduate of the North Texas Commission's Leadership North Texas Class VII • 2016 Recipient of the Alumnus of the Year University of North Texas, Master of Public Administration Community Involvement:
• Nacogdoches Rotary Club Member (2020-present)
• Nacogdoches Booster Club Member (2020-present)
• Nacogdoches Charitable Foundation (2021-present)
• Dallas 15D: Site-Based Committee: Anne Frank Elementary, DISD (2003-09) • Coppell YMCA Board of Managers (2012 to 2017)
• Coppell Rotary Club Member (2010 to 2019)
o Club Secretary (2012-13), President-Elect (2013-14), President (2014-15) • Coppell !SD:
o Mentor to students at Austin Elementary (2011 to 2017) o Facilities Visioning Committee: (2015)
o School Bond Committee: (2015-2016)
o Band Volunteer: (2016 to 2018)
o Site-Based Committee: Coppell High School (2016-2018) • University of North Texas
o Public Administration Advisory Board (PAAB), Member (2010-2022) o Public Administration Advisory Board, Chair (2013-2016) o Latino Alumni Network Leadership Group (2019-present)

Page 4 of 4 ends

494
Candidate Questionnaire
Town Manager
Town of Prosper, Texas
Candidate Information
Full Name (First, Middle, Last): Phone/Email Information Cell:

Nicknames: Home:

N/A Email:

Please answer each of the following questions completely and thoroughly.

How many employees and what size budget do you oversee? There are 325 employees at the City of Nacogdoches.

The current budget size is a total of $82,357,000.
(Operational funds: $51,956,000; Capital $30,401,000)
Please explain why you left your last three positions.

I left Addison to become the Deputy City Manager in Coppell. I left Coppell to become the Assistant City Manager in Denton. I left Denton to become the City Manager in Nacogdoches.

Are there any gaps in your employment history? No, there are no gaps in my employment history.

If so, please explain in detail. N/A.

What is your proudest professional accomplishment?
Becoming a first-time City Manager in Nacogdoches which is also the community of my undergraduate alma mater and where I chose to get into the city management profession.

Briefly describe your experience and skills in developing/maintaining community partnerships.

At every leadership position where I have worked, I have developed a good rapport with the local entities such as the school district, the County, the universities, and Chambers of Commerce. My approach is to learn who are the active groups to engage and reach out proactively to understand their mission, their names and faces, and stay connected. I join civic and business organizations, maintain active memberships, and serve in leadership roles. I serve on various community boards/committees, enjoy volunteering, and speak at events when called upon.

Briefly describe your experience and skills in economic and community development.

In Coppell, Denton, and Nacogdoches I have played an influential role in economic development and community development. Each of these communities had different funding structures for these efforts.

Government Professional Solution~ (GPS) Government ros.com 495
Coppell: We relied on sales tax rebates, tax abatements, and land banking for incentivizing economic development. We created a robust tax base as Coppell landed several high-profile businesses in the city.

This increased the tax base significantly which leveraged the use of the 48 sales tax for crime control, street maintenance, and parks & recreation amenities. Coppell through the use of land banking created Old Town Coppell which is their version of a small downtown setting with Charleston style homes, a performing art center, a farmer's market, city facilities, a central park, cottage style businesses, and successful restaurants. The 48 sales tax was expanded to allow the full renovation and expansion of the city's park system for active and passive recreation use. I worked directly with the Billingsley Company in the formation and operation of the Cypress Water Municipal Management District which is a 940- acre master planned community of multi-family, retail, office, a lake amenity, and DART rail stop.

Denton: In Denton, we relied on sales tax rebates, tax abatements, tax increment financing {TIF}, and impact fee credits for economic development. Staff also incorporated an expedited development review process where developers paid extra fees for a quicker turnaround. We worked closely with UNT and TWU on small area plans to ensure that adjacent neighbo'rhoods were enhanced and protected from student traffic and parking. We boosted historic downtown Denton through the promotion of weekend and evening activities with pubs, restaurants, and the music scene. We worked collaboratively with business owners and the County on a Downtown Master Plan to plan for the future while respecting the historic characteristics of the area and adjacent neighborhoods. A downtown TIF was created to bank revenues for future capital projects which could include a parking garage.

The continual construction on Denton streets and other major roadways such as /-35, SH 380 required staff to work with TXDOT to ensure proactive messaging was clear and timely. As a result, businesses and commuters affected by construction could be informed of travel disruptions. An entire communications plan and team was created just for informing the public and businesses regarding construction. We facilitated a bond committee that reviewed and recommended projects to the City Council. In November 2019, the citizens of Denton overwhelmingly approved a $221M bond program for street repairs, public safety facilities, and porks.

The city also embarked on a large economic development project by the combining of the Hunter and Cole Ranches into a 6500-acre master planned community. This involved the formation of a municipal management district (MMD) to ultimately build 15,000 single family homes, 5,000 multi-family units, 400 acres of commercial, and 100 acres of industrial developments. We negotiated land banking for the future expansion of city facilities, cash commitments from the developer held in escrow for their prorota share of building city facilities, open and recreational space for the public, and guaranteed impact fee rates for utility expansions.

Nacogdoches: In Nacogdoches, the city relies on an economic development fund that has accumulated monies from contributions from the General, Utilities, and Solid Waste funds. The City's economic development efforts are served by the Nacogdoches Economic Development Corporation (NEDCO).

NEDCO's President and the City Manager work closely as they occupy office space in City Hall.

Nacogdoches does not have a 48 sales tax.

During my time as the City Manager, we have revamped the economic development policies to make it more transparent and protect these funds from unrelated uses. The city negotiated a public private partnership for the creation of a new undergraduate degree aviation program between the city and the airport, with Stephen F. Austin State University, and HCH Aviation LLC to build a state-of-the-art hangar, purchase multiple planes, and a simulator. The city created a housing incentive program to encourage single family development by offering a rebate for each home built after the City issued the certificate of occupancy. The program is zero-risk to the city and designed to bridge the cost gap of public infrastructure that serves the development. The city renegotiated a post incentive agreement with a Government-Professional Solutions (GPS) I Governmentpros.com 496
water park operator to ensure that performance measures were incorporated to guarantee amenities are built as promised to the public. We are currently in three-way negotiations with a large land owner in the County to voluntarily annex so that a prospective industrial user can obtain city utiUties for their future de·velopment. This development deal once completed will be a major contributor to the City's tax base and a large utility user.

Upon my arrival in late 2020, the staff has embarked on strategic community planning and investing in infrastructure for the future. The city is currently working on an update to the Comprehensive Land Use Plan and Downtown Master Plan. The Comp Plan scope is also comprised of an Interstate 69 corridor study and housing analysis. The Downtown Plan will ensure that the historic downtown is preserved while taking a critical look at housing, pedestrian access, landscaping, traffic flows, parking, lighting, and other infrastructure needs. The city is very fortunate to have the Hotel Fredonia, a full-service hotel, as an anchor in Downtown. The hotel has been successful from its complete renovation as a result of the Qualified Hotel Project incentive program that allows the city's portion of the hotel tax and the state's hotel tax and sales tax to be rebated to the hotel for a 10-year period.

Over the course of the last 18 months, the city created its first Capital Improvement Program that identified a full review of its capital needs for the next 10-12 years. The City Council held several dedicated workshops to review this material in preparation to address deferred infrastructure investments. The plan is a proposed General Obligation bond program in November 2023 and the issuance of revenue bonds in 2024.

Briefly describe your experience and skills in preparing, monitoring, and adhering to a budget.

My entire career in city management has involved working with the budget. In the executive roles I have had over the past 16 plus years, I have relied on the finance and/or budget staff to organize and coordinate the budget. We hove established internal service funds to address fleet and other capital equipment needs. While budgeting is done on on annual basis, it is imperative to financially pion 3-5 years into the future. This demonstrates the long-term effects of decisions especially given the stringent revenue cops for cities.

Based on the priorities set by City Council, I work to ensure these ore well communicated to the departments at the budget kickoff The departments are informed of the nature of the revenue situation in advance as they prepare their budgets for the following year. The budget team, City Manager's Office, and departments collaborate on establishing the recommended budgets for the City Council. Council budget workshops are scheduled to allow departments to present a brief overview of the budget by sharing their goals and accomplishments, the issues facing the department, and next year's budget requests. This provides the Council a review of operations to ensure transparency and accountability of the departments.

Regarding the monitoring and adherence of the budget, the city has adopted a number of financial policies. While the City Manager has broad authority, I fully respect and adhere to these policies to ensure there is integrity in our systems and processes. For example, we will never fall below our 25% fund balance policy. In fact, I prefer to maintain extra cushion for contingency purposes. Budget to actual reports is reviewed monthly by Finance and available to the CMO and departments. If there is an outlier, the Finance Director will report it. On a quarterly basis the City Council is sent a recap of the budget and budget amendments are taken to City Council for their approval. All expenditure items taken before the City Council are scrutinized and approved by Finance prior to action being token. The Annual Comprehensive Financial Report (ACFR} is completed in a timely manner with little to no management findings. The outside auditing firm will validate cash balances from bank records and financial reports.

Government Professional Solutions (GPS) I Governmentpros.com 497
In summary, my recommended budgets to City Council are balanced as we budget conservatively for revenues and budget aggressively for expenditures. We will live within our means, we maintain healthy reserves, and we do not use one-time monies for recurring expenditures and hope for the best.

Briefly describe your experience in providing written and verbal communication to employees and elected/appointed officials?
In my role as City Manager and past positions, I have presented quite often to a myriad of groups as a representative of the city. On a regular basis I send out written communications to our employees. As part of an employee newsletter, I write a "Manager's Message". I enjoy meeting with employees to share what is happening in the community and organization. I have a monthly Manager's meeting which is comprised of 25+ management staff for them to share about any ongoing issues and projects within their operations. As part of the recent Police Chief recruitment, I met with over 50 police department employees to seek their input on the attributes of a new chief I personally met one on one with employees and surveyed them to get more specific feedback as well.

I meet privately with the Mayor and City Council to review any issues they may need addressing and/or provide them updates. I have extensive experience presenting items before City Council and do present on a regular basis depending on the matter. I speak regular/}' to community groups, civic organizations, and sit on panels representing the city. The City Manager's Office produces a weekly Friday Update which is a brief recap of recent activities for the week and an outlook for upcoming activities and events.

What do you feel are your greatest strengths as a public servant? Problem solving skills and my quest to find workable solutions to issues.

I am a participatory manager.

I employ a shared leadership style.

What areas do you perceive you need to be working on to become a better leader? I can be inpatient at times.

I can lose sight to celebrate successes and mourn our losses.

I should try to have more fun at work and do need to let my guard down at times.

Describe your philosophy and approach to building a strong team environment? As the new Town Manager, I would take the time to learn the organization and develop relationships across all levels. It is important to establish a rapport with the staff and develop a sense of trust.

I encourage an organizational culture that is servant minded, that exceeds expectations and delivers on its commitments. We establish core values and/or guiding principles (our non-negotiables) where everyone regardless of stature is treated with dignity and respect.

I want to be surrounded with people who have the aptitude to learn but more importantly have the positive attitude to serve others. I provide the team with the tools and resources to allow them to do their jobs well. This can be accomplished by taking the time to vision and to think strategically and broadly. Then work towards building the support systems to set the goals, objectives, and outcomes for success.

Government Professional Solutions (GPS) I Governmentpros.com 498
I am approachable and a good listener so others feel welcome to seek assistance and bring issues when they arise. I challenge people to make decisions and recommendations while also holding them accountable, and incorporate teachable moments when decisions do not go the right way.

Finally, I prefer to work in an environment where we as a group can get to know each other on a personal level. We would learn together and from each other through group book readings, attending trainings/seminars, and enjoying each other's company by socializing together during and after work hours. I enjoy fostering a mentor/mentee relationship as we all can learn from each other through our interactions and experiences.

Briefly describe the role of City/Town Manager's in this day in age? Today's municipal organizations are very complex with many issues happening at once and subject matter experts on staff dealing with these issues. The Manager needs to be less technical and more conceptual with their skillset. The Manager needs to be adaptive to a constantly changing environment, as they seek input and options on difficult issues, and work to build consensus on competing interests in a political environment without being political. The Manager has to be a skilled communicator that tailors the message to resonate with their audience.

Also, in a small/medium size organization, the Town Manager is the culture leader by setting the tone for the organization. The Manager influences the organizational culture and how employees are treated and services are delivered to the community. If the tone set by the Manager is incongruent with culture of the organization, then there needs to be alignment or there could be difficult times ahead.

As a part of our overall application process, we may conduct social media, on line presence, news, biogs, or similar inquiries or reviews, using Google or similar search engines. Is there any information you have not disclosed, addressed, in this or any other document relating to this search, or which you have not discussed, shared or disclosed with the GPS search consultant, that someone may construe as negative or consequential as it relates to the position for which you have applied? No, there is nothing that I am aware of that has not been disclosed.

The established salary range for this position is $230,000 - $260,000, with a great benefit package. Do you have any concerns about agreeing to a salary in this range? There are no concerns on my part.

How did you hear about this position? (Please be specific) I saw the posting in the ICMA weekly newsletter and contacted Mr. Bauer to inquire more information.

Around the same time, I was contacted by colleagues in the DFW area about the posting. Before I considered applying, I did reach out to Bob Scott to hear more about the organization and he was very complimentary.

Have you interviewed, over the past six (6) months, with any other employers, or are you a finalist in any recruitment processes for similar position at this time? If yes, what is the status of any current search processes in which you are involved?
I was a finalist for the City Manager in Addison, Texas but was not named. I am not involved in any other searches.

Government Professional Solution$ GPS) I Government res.com 499
Due Diligence Questionnaire
Town Manager
Town of Prosper, TX
Candidate Information
Full Name (First, Middle, Last):

Nickn _ mes: N/ A
Phone Inf ormation
Cell:

Home:

Office:

Please answer each of the following questions completely and thoroughly.

Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance, or misfeasance in the performance of duties? No If so, please explain the circumstances.

Have you ev•r been the subject of an investigation, or censured by a grand jury, board of inquiry or similar body? No
If so, please provide details, explain the circumstances and final outcome.

Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? No
If so, please provide relevant details, explain the circumstances and the final outcome.

Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? No If so, please provide relevant details, and explain the circumstances. N/A
If you have been in your current, or most recent or.anization, f'or less than two years, please describe why you are interested in a career move at this time? N/A Have you ever filed for bankruptcy, or taken similar adverse financial action, tha'I may limit your ability to be in a position of fiduciary responsibility, including being bonded? No Is there anything, in your personal or professional background history that our Firm, an employer or citizen could possibly, or perceive, view, or interpret as factually or potentially embarrassing to anyone? No
Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? No If so, please explain, provide details of the circumstances and current disposition. N/A
Pl ase list all your '-Ocial media outlets and the usernames for those social media outlets.

Facebook:

Snapchat:-
Government Professional Solutions (GPS) I Governmentpros.com 500
Reddit:

Do you understand that we may disqualify your candidacy from I his search if valid, verifiable, and rreli,,-blp information emerge1·, contrary to any information you provide us during this proces _? Yes Government Professional Solutions (GPS) I Governmentpros.com 501
Internet Research for
·•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• .. ······················································---------- www.sfasu .edu
Leading the way: Career in city management brings back to Nae When walked the SFA commencement stage in 1995, he had a small U-Haul trailer packed and connected to his Chevy Blazer, and he was ready to drive back to the DFW area and begin his career. He wasn't sure he would ever return to Nacogdoches, but he was positive about the career he wanted to pursue. "As a 20 year old, I knew I wanted to work in city management," said. confidence was based on his interactions with Dr. Richard Herzog, an SFA faculty member who encouraged him to consider a career in public administration and introduced him to the Lufkin city manager in neighboring Angelina County.
went on to work for several Texas cities, including Denton, Coppell, Addison, Hurst and Carrollton.

He earned a master's degree in public administration from the University of North Texas and became involved in professional organizations that include the International City/County Management Association and the Texas City Management Association. And, in the midst of a pandemic, he returned to Nacogdoches as city manager in August 2020.
"Coming back to Nacogdoches has been so rewarding," said. "I was excited and humbled that the city council had the confidence to appoint me as city manager. Everyone I have met has been friendly and extremely supportive. I am proud of what has been accomplished in our community and on campus during the past 25 years. It has blown me away."
In addition to his academic coursework,
served as valuable career preparation.
said his participation in the Student Activities Association "Having a leadership position during my junior and senior years allowed me to work with fellow students and faculty members to coordinate bringing concerts and other entertainment options to campus," he explained. "The opportunities taught me the collaborative nature of working with other employees and volunteers to meet expectations and execute a successful event."
said the challenges cities face are enormous, with high service-delivery demands and minimal and declining resources. But the day-to-day stresses of the job prepared him well for his first months in Nacogdoches, when in addition to the COVID-19 pandemic, he led the city through hurricane preparation in August and two of the largest winter-weather events in recorded history. "Regardless of how much you plan, each day is never the same," he said. "We have emergency plans in place to deal with inclement weather, and with Hurricane Laura and the snowfalls and winter storms." However, said COVID-19 was a different story.
"Through the devastation of the pandemic, we've learned that good and effective leadership is vital in making it through tough times," he said. "Local governments have finite resources, so working across jurisdictional boundaries is imperative when budgets are squeezed and resources evaporate. The role of the city manager is -------~---..Government Professtonal Solutions GPS <,overnmentpros.com 502
to be flexible in approach, clear hurdles, advocate for resources, create avenues for communication and get out of the way so that the subject matter experts can do their jobs. Along the way, the manager should be encouraging and motivating to an exhausted staff, because all of this work is in addition to everyone's normal duties. I can't imagine myself in any other career."
Once again is using the skills he learned at SFA to ensure that the city, the university, the Nacogdoches Independent School District and Nacogdoches County bring collaboration to a new level to accomplish goals that may previously have seemed out of reach. "The leaders of each ofthese entities are meeting regularly and have formed great friendships," he said. "We have set a positive tone and will work together to better our community. I have no doubt that, as a group, we can accomplish so much more than we could on our own."
One of those goals in 2021 is to bring back, within the safe parameters of health guidelines, many of the special events and festivals for which Nacogdoches is known. "I know many people are ready to get out and travel again, so I encourage alumni to come and see what is going on in Nacogdoches and the exciting changes that are happening on the SFA campus. That charm and hospitality of our community has never been more appealing." Government Professional So~utions (GPS) GovernmentRrOs.r.om 503
YouTube Links for
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1. Government ProfessionalSolu_~m (~PS) Government ro~.co~ ""---------~--.....J 504

SUMMARY
Bret Bauer brings more than 15 years of
public sector experience and best
practices to his work with public clients.

Serving in city management roles in
Missouri, Kansas and Texas gave Bret
significant experience in utility and
budget management, human resources,
and economic and community
development. Bret's ethics and integrity
have also earned him widespread
recognition and trust.

EDUCATION
Master of Public Administration (MPA),
Bachelor of Science, Criminal Justice
Wichita State University, Wichita, KS

CONTACT
{316) 207-0688
[email protected]
LINKEDIN:
https://www.linkedin.com/ in/bretba ue r-mpa-i cma-cm-b89a b3b3/

ASSOCIATIONS
International City/County Manager's
Association (ICMA)
Government Finance Officers
Association (GFOA)
Texas City Managers Association
(TCMA), Ethics Committee 2019-2020,
Membership Committee 2017-2019
East Texas City Managers Association
{ETCMA), Board VP 2019-2020
G~s•
GOVEANMEtO'
PAOl=r.:SSIOt-tAl lOI.UTIONS

BRET BAUER
M .P.A.

Partner and Co-Founder

SPECIFIC EXPERIENCE
Executive Recruitment & Human Resources
• Personally recruited and hired more than 25 employees, including executives and department heads
♦ Conducted classification and compensation studies
• Developed and managed training exercises for county staff and residents on emergency preparedness and the National Incident Management System
♦ Conducted ethics training
Budgeting & Finance
♦ Managed multi-million-dollar municipal budgets, both
departmental and annual
0 Developed capital improvement programs and strategic plans ♦ Managed and oversaw payroll processes
Community Strategic Planning
0 Created fu ll scope community strategic plans
♦ Led extensive com munity engagement efforts
♦ Conducted multiple stakeholder interviews
0 Conducted counc il retreats with goal setting priorities Economic & Community Development
♦ Led numerous economic development successes in new
development and redeve lopment
♦ Led successful negotiations with developers
Project & Program Management
0 Managed and oversaw Publ ic Works and Parks Depa rtments • Streamlined department s to operate more efficiently and effectively, includ ing a Build/Code Enforcement department Utility Management
♦ Developed, maintained, and managed National Pollutant Discharge Eli mination System permits
0 Recommended to se rve on the Kansas Municipal Energy Agency 505

SUMMARY
Chris Lowe Is a dynamic leader and
creative problem-solver with a deep
affinity for public service. He draws
upon 15 years of experience in city
management and over 20 years in the
public sector to help guide public
clients through myriad opportunities
and challenges, from economic
development and funding, to human
resources and utility management.

EDUCATION
Juris Doctor, Marquette University,
Milwaukee, WI
Master of Public Administration (MPA),
Bowie State University, Bowie, MD
Bachelor of Arts, Political Science and
Government, University of Kansas,
Lawrence, KS

CONTACT
(785) 766-9104
[email protected]
LINKEDIN:
https://www.linkedin.com/in/ chrislowe-823bb4173/

ASSOCIATIONS
International City/County Manager's
Association (ICMA)
Government Finance Officers
Association (GFOA)
G~s•
GOY[l>tlHit,ll
P~$SIOH-'l

SOLUTIONS

CHRIS LOWE
J.D., M.P.A.

Partner and Co-Founder

SPECIFIC EXPERIENCE
Executive Recruitment & Human Resources
0 Personally recruited and hired more than SO employees, including executives and department heads
0 Conducted classification and compensation studies
0 Developed and implemented performance measurement
programs
0 Developed and implemented compliant personnel policies, procedures manuals, and employee handbooks
0 Negotiated collective bargaining agreements with unions Budgeting & Finance
0 Developed and managed more than $75 million in municipality annual budgets
0 Supervised competitive bond sales to finance public infrastructure improvements
0 Led efforts to refinance bonded indebtedness, saving mi llions in debt service
0 Created and implemented accounting manuals and investment policies
Community Strategic Planning
0 Created full scope community strategic plans
0 Conducted council retreats with goal setting priorities 0 Led extensive community engagement efforts
0 Conducted numerous stakeholder interviews
Economic Development
0 Developed public private partnerships and negotiated economic development agreements, resulting in new community services, financial savings, and local business expansion
0 Secured grant funding for various community improvements, from city lighting to transportation infrastructure
0 Administered multi-million capital improvement programs 506
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JGCONSULTING
Dear Los Banos City Council:

JG Consulting welcomes the opportunity to serve the City of Los Banos ('City') as the firm to manage the executive search process for the purpose of identifying the City Manager. Our firm will manage the recruitment process in collaboration with the City. Our mission is to provide an equitable process while maintaining the City's standard of quality. We aim to accomplish this objective in a timely and cost-efficient manner with a benchmark of professional achievement and integrity. JG Consulting represents the City and not the individuals seeking the executive level position.

JG Consulting works with organizations to recruit City Managers, Superintendents, CEO's, Directors, executive-level administrators, regional-level administrators, and principals. We are committed to the longterm success of our organizational partners. Our commitment begins with successfully matching candidates and our organizational partners upon the completion of the position profile. JG Consulting acknowledges the importance of supporting the executive search needs to ensure a strong intersection of talent.

Our recruitment efforts will span the country among various sectors. The business methodologies implemented during the recruitment process will equip the the City with access to every facet of our country's utilities ecosystem to achieve the objectives of successfully identifying qualified candidates. JG Consulting will be a dedicated partner of the City and will make every effort to communicate accordingly with everyone involved in the executive search process.

Our firm's expertise is perfectly aligned to serve the City of Los Banos during the executive search process.

We understand the goal is to recruit best in class talent, and we welcome the opportunity to partner with the City to achieve this goal.

Respectfully,
~
0 James Guerra
President & CEO, and Lead Consultant
JG Consulting I a "One-Fourth Consulting, LLC" company
0: (888) 765-3731 I C: (214) 934-5537
E: [email protected]
W: ~jgconsulting.us
605 E. University Ave., Ste. 101
Georgetown, TX 78626
JG CONSULTING I WWW.JGCONSULTING.US I A ONE-FOURTH CONSULTING, LLC COMPANY 2 510

JGCONSULTING

CONTENTS
FIRM SUMMARY, EXPERIENCE & QUALIFICATIONS ................................................................................................. ~ PROPOSED TECHNICAL APPROACH ........................................................................................................................... ~ PROPOSED TECHNICAL APPROACH : TIMELINE ........................................................................................................ ~ EXECUTIVE SEARCH REFERENCES .......................................................................................................................................... ~ COST PROPOSAL .................................................................................................................................................... 10 JG CONSULTING I WWW.JGCONSULTING.US I A ONE-FOURTH CONSULTING, LLC COMPANY 3 511

JGCONSULTING

FIRM SUMMARY, EXPERIENCE & QUALIFICATIONS
Founded in 2014, Texas-based JG Consulting partners with school systems, school boards and city municipalities to lead executive-level searches, and provide leadership development and organization support.

JG Consulting, a minority-owned small business, has worked with nearly 100 organizations and successfully managed over 180 executive searches nationwide during the past decade. With deep expertise in the field, our leadership team of four (4) and 36 faculty practitioners operate a full suite of search and professional development offerings-helping you find, place and develop leaders who are prepared to make an impact.

Our vision is to be the intellectual resource for city municipalities, school systems and other organizational partners, infusing prescriptive actions and tools that produce results and maximize the development of our partners. The following are specific attributes unique to our firm:

JG Consulting focuses on human capital.
• Our firm has diverse and rich relationships with the education ecosystem including the communities we support. We strive to develop new relationships with each new partnership . • JG Consulting promises ongoing communication with the City Council and candidates to ensure a seamless recruitment process.

JG Consulting represents school systems nationwide .
• Our success has strengthened our relationships with many officials across the country and we have vast access to a great talent pool that has made professional commitments to working in various markets . • The executive search will be managed onsite and remotely during each phase of the process. JG Consulting has Faculty members across the US who are readily accessible to support the City.

JG Consulting has integrated a unique technology platform for recruitment efficiency . • Our firm is connected to rising talent in government roles across the country and we need to effectively connect with everyone in real-time .
• We have integrated a unique technology platform, a Zoho feature unlike any other firm in the country that will allow the City Council to review candidate interviews and profiles on-demand. This tool enables us to efficiently recruit candidates while saving the City additional costs.

JG Consulting is accessible .
• Our team is accessible anytime during each phase of the executive search process . • James Guerra will serve as the Principal Consultant through the executive search process. He is the President & CEO of JG Consulting. James has worked with government entities since 2003 serving the nation's largest economies in various capacities. He currently leads all aspects of the business' operations.

JG Consulting is committed to working with any partner seeking to recruit talented leaders . • We pride ourselves in supporting specific partners with intentional focus. We aim to support every executive search opportunity because we want to build long-term relationships with partners committed to seeking the most qualified candidates for their organization.

Testimonials Our Services Editorials
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JGCONSULTING

FIRM SUMMARY, EXPERIENCE & QUALIFICATIONS

MEET THE TEAM
James Guerra
President & CEO
C: (214) 934-5537
E: [email protected]
James has served education systems in various roles since 2004. He recognized early in his career that human capital is the driving force for sustaining and improving all school systems. James believes that teachers and executive-level leaders are equally responsible for providing every student with an opportunity for postgraduation success.

Since founding the company in 2014, James had one goal in mind: to support any school system in the country with a clear focus of retaining the best-in-class educators while supporting a select group of educational partners that offer a unique blend of products and services to ensure that every learner has the necessary tools to achieve academic success.

James graduated from Texas State University in 2004 with a BA in Public Relations. He proudly serves on the Austin Ed Fund Board, and he is also a representative of the Leadership Council with Texas State University.

He resides in Georgetown, Texas where our company headquarters is located.

JG Consulting Staff
Jacob Wilson
Administrative Chief
C: (407) 484-8937
E: [email protected]
Lisa Goodell
Senior Project Manager
C: (512) 789-8902
E: [email protected]
Robert Renaud
Chief Technology Officer
C: (972) 898-7320
E: [email protected]
JG CONSULTING I WWW.JGCONSULTING.US I A ONE-FOURTH CONSULTING, LLC COMPANY 5 513

JGCONSULTING

PROPOSED TECHNICAL APPROACH
PHASE I : PLANNING & PROFILE DEVELOPMENT
Stakeholder Engagement:
• Conduct interviews with City Council to understand expectations for the new City Manager. Facilitate meetings with staff, community members, and other stakeholders to gather input on leadership qualities and identify City priorities. Launch an anonymous online survey in multiple languages for broader community feedback.

Job Description & Recruitment Strategy:
• Collaborate with the Council to refine the job description, ensuring alignment with City needs and legal requirements. Develop a comprehensive recruitment timeline with key milestones.

Compensation & Announcement Planning:
• Provide guidance on a competitive salary and benefits package to attract high-caliber candidates.

Develop a multi-channel marketing strategy, including postings on government platforms and publications, and national organizations. Secure Council approval for the advertising plan.

Selection Procedures:
• Outline a structured and transparent search process from candidate recruitment to final selection.

Establish criteria for screening and evaluation based on the leadership profile. Define the interview format, ensuring broad stakeholder involvement in the assessment.

Communication Protocols:
• Establish consistent communication with City Council, providing regular updates. Ensure all marketing efforts align with City goals and maximize visibility for the City Manager position.

PHASE 11 : RECRUITMENT & OUTREACH
Customized Search Strategy:
• Implement a proactive search strategy beyond job postings by engaging candidates through direct outreach and leveraging professional networks.

Active Candidate Engagement:
• Develop and distribute a detailed position profile, conduct direct outreach via phone and email, and connect with industry leaders who can recommend top talent. Identify candidates who may not be actively seeking new roles but align with the City's needs.

Cast a Wide Net:
• Seek candidates from both traditional governmental and non-traditional sectors with strong leadership experience.

National & Local Networks:
• Utilize JG Consulting's extensive networks across government, non-profits, and private industries to attract a wide range of qualified applicants.

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PROPOSED TECHNICAL APPROACH
PHASE 111: SCREENING & EVALUATION
Screening & Shortlisting:
• Screen applicants to verify they meet the established leadership profile and minimum qualifications.

Request additional documentation for further evaluation. • Present the most qualified candidates to the Council, ensuring alignment with City needs.

Fair & Transparent Evaluation:
• Maintain a non-discriminatory screening process, ensuring candidates are assessed solely on qualifications, leadership ability, and fit with the City's goals.

PHASE IV : INTERVIEW COORDINATION & FINAL SELECTION
City Council Deliberation & Candidate Comparison:
• Provide City Council with a structured evaluation of top candidates, offering insights into their strengths, leadership styles, and potential challenges .
• Conduct thorough background checks on finalists, including reference verification and compliance with federal hiring regulations.

Candidate Site Visits (if requested):
• Arrange community engagement opportunities for finalists to interact with key stakeholders and gain familiarity with the City.

Interview Process Support:
• Assist in structuring and coordinating interviews, including question development, assessment criteria, and scheduling logistics for virtual or in-person sessions.

Job Offer & Negotiation (if requested):
• Support the Council in finalizing the job offer, structuring the employment package, and facilitating contract negotiations to ensure a smooth hiring process.

PHASE V: REPORTING AND CLOSURE
Candidate Communication:
• Notify all candidates of the search outcome, ensuring a respectful and professional conclusion to the process.

Final Reporting (if requested):
• Provide a detailed report summarizing the search process, candidate evaluations, and insights gathered throughout the selection.

Public Announcement & Contract Support (if requested):
• Assist the City in drafting and disseminating an official announcement of the new City Manager's appointment. Support contract finalization to ensure a seamless transition.

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PROPOSED TECHNICAL APPROACH

PROPOSED TIMELINE
Activities Timeline*
PHASE I : PLANNING & PROFILE DEVELOPMENT
• Initial Consultation and Stakeholder Engagement MARCH • Profile Development
• Communication Protocols and Search Strategy
PHASE II : RECRUITMENT & OUTREACH
• Candidate Application Portal is Open
• Marketing and Recruiting Activities
MARCH - o Local, state, regional and national publications, other government publications APRIL and websites
o Campaigns: E-mails, calls, virtual meetings and in-person recruitment at national conferences (if applicable)
PHASE Ill : SCREENING AND EVALUATION
MARCH-
• Resume Screening and Preliminary Interviews APRIL • In-Depth Evaluation and Reference Checks PHASE IV : INTERVIEW COORDINATION & FINAL SELECTION
• Interview Process Management
• Background Checks on Selected Candidates TBD
• Post-Interview Debrief and Additional Candidate Identification • Job Offer and Employment Package Assistance
PHASE V: REPORTING AND CLOSURE
• Candidate Communication TBD
• Final Reporting and Announcement
*All dates will be aligned to meet the deliverables of City Council JG CONSULTING I WWW.JGCONSULTING.US I A ONE-FOURTH CONSULTING, LLC COMPANY 8 516

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EXECUTIVE SEARCH REFERENCES
City of Cibolo (TX)
Stosh Boyle, Mayor (former)
P: (210) 219-0002
E: [email protected]
City Manager Search, 2021: Population 20,500
Lemon Grove School District (CA)
Dr. Javier Ayala, Board President
P: {619} 825-5600
E: [email protected]
Superintendent Search, 2024: 3,100 Students
Washoe County School District (NV)
Katy Simon-Holland, Board President (former)
P: {775) 232-7077
E: [email protected]
Superintendent Search, 2020: 64,000 Students
More references provided upon request.

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COST PROPOSAL
Analysis
The City Manager Search services will be available upon award. JG Consulting will adjust to the timeline goals set forth by the City.

The firm will work diligently onsite with the City Council as often as requested. The team of consultants will also engage in various remote activities to ensure maximum productivity.

There are no additional publishing and advertising fees associated with the executive search. The firm will incur all costs. We rely on various outlets but primarily engage with our national network and affiliates.

Total Cost for All Services Rendered (All-Inclusive & Not to Exceed): $30,000 Payment terms are half upon execution of the contract. The final half will be due upon the completion of work. Payment is due net 30-days for each installment.

Client Satisfaction
With JG Consulting, your satisfaction is guaranteed. Using proprietary tools and processes, JG will identify and present the most qualified, highest quality candidates for the City Council's consideration. If the City Council selects a candidate who is terminated for cause within one year of the date of hire, JG will conduct an additional search at no additional cost, other than properly documented costs and expenses for advertising and travel. If the City selects a candidate who resigns or retires, or who is terminated without cause/for convenience within one year of the date of hire, JG will perform an additional search for half the fee as the original search.

Bid Contact Person:

James Guerra, President & CEO
E: [email protected]
0: (888) 765-3731
C: (214) 934-5537
Office Address:
605 E University Ave., Ste. 101
Georgetown, TX 78626
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EXECUTIVE RECRUITMENT SERVICES

CITY MANAGER

CITY OF LOS BANOS
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February 21, 2025
Lucy Mallonee, City Clerk/Human Resources Director
City of Los Banos
520 J Street
Los Banos, CA 93635
Dear Ms. Mallonee,
Gallagher
Thank you for the opportunity to submit our proposal to assist the City of Los Banos with Executive Recruitment services. We are excited about the possibility of continuing this partnership and supporting the City with the search for its next City Manager. Koff & Associates (K&A), a Gallagher company, is uniquely qualified based on over 38 years of assisting public agencies with finding and placing candidates dedicated to public service.

Our unique selling proposition lies in K&A's experience supporting public sector clients in California and throughout the USA. Through our investment in modern recruitment technology, we offer forward-thinking services that not only provide advanced extensive sourcing and outreach but allow us to tell the story of each project through easy-to-understand data.

Conducting countless executive search efforts has made K&A an expert in identifying, targeting, recruiting, and successfully placing women and minority candidates in many of our recruitments. Diversity recruiting is an area of focus, and our firm has a vast pool of resources at our fingertips to provide outreach on an industry-wide basis to the public and private sector for qualified candidates nationwide. We pride ourselves on transparency, flexibility, and quality work.

As K&A's Recruitment Manager, I am available to answer questions about this proposal, as well as our team and recruitment services. You can reach me at (510) 495-0448 or Frank [email protected].

Sincerely,
Frank Rojas
Recruitment Manager

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Table of Contents
Business Information
Experience and Qualifications
Recent Successful Recruitments
Project Team
Project Approach / Methodology
References
Pricing Proposal
Professional Services Agreement Acknowledgement
Signature Page
Attachment: Sample Brochure
Gallagher
2 6
7 11
12 13
14 2835 Seventh Street, Berkeley, California 94710 I 510.658.5633 I KoffAssociates.com 521
'J r" Koff & Associates Im A Gallagher Company Gallagher BUSINESS INFORMATIOt'1
Koff & Associates ("K&A") is a full spectrum, public-sector human resources and recruiting services firm founded by Gail Koff in 1984 and has been assisting cities, counties, special districts, other public agencies, and non-profit organizations.

As of April 30, 2021, we merged with Arthur J. Gallagher and are now officially a Gallagher Division. Our headquarters are in Berkeley, CA, and we have satellite offices in Southern California, the Central Valley, the Sacramento Region, and the Western US Region. GALLAGHER BENEFIT SERVICES, INC. is our legal name. It is a Delaware company, and the FEIN is 36-4291971.

EXPERIENCE AND QUALIFICATIONS
With nearly 40 years of HR experience, Koff & Associates knows public sector employment inside and out. We are familiar with public sector organizational structures, agency missions, operational and budgetary requirements, and staffing expectations. Our team is ready to support you at any level you wish - providing sourcing expertise, full-cycle recruitment at the start of your search through the start date of your newest employee, and everything in between.

We build enduring
relationships
We value strength in
diversity
We leverage innovative
search technology
K&A provides personal attention to and creates long-term relationships with our clients. Because we care about and understand your organization's people, culture, leadership, and unique needs, we identify highly qualified candidates to support your goals.

With our focus on inclusion, networking, and advertising with minority-based associations, we source top talent and our placements reflect the Agencies we serve.

K&A identifies candidates which traditional recruiting strategies may miss.

We leverage innovative sourcing methodologies and technologies for a robust and advanced sourcing strategy that will attract hard to find passive job seekers.

Our long list of clients indicates our firm's reputation as a quality organization that produces comprehensive, sound, and cost-effective results. K&A is "hands on" and responsive with the ability and expertise to identify the ideal candidate(s) for the City of Los Banos.

K&A uses its vast network to leverage recommendations and referrals of past clients in combination with modern sourcing techniques and technology to build the best candidate pools in the market. We are a team of true recruiters with over 60 years of combined experience. Our work speaks for itself, and our primary goal is to provide professional and technical consulting assistance with integrity, honesty, and a commitment to excellence.

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RECENT SUCCESSFUL RECRUITMENTS
Following is a partial list of recent executive recruitments conducted by the K&A recruitment team:

Agency Title
City of East Palo Alto Assistant City Manager, Chief of Police, City Manager City of Oceanside Director of Human Resources & Risk Management, City Manager, Risk Manager
City of Palm Springs Airport Deputy Director, Planning & Engineering; Senior Civil Engineer; Fire Chief; City Manager
City of Sanger City Manager
City of San Bernardino City Manager, Deputy Director of Human Resources (Risk), Director of Human Resources, Chief of Police, Director of Public Works City of Santa Fe Springs City Manager
City of Signal Hill City Manager
City of Soledad City Manager
City of Calexico Chief of Police, City Manager
City of Chula Vista Deputy Director of Development Services, Deputy City Manager City Engineer, Director of Finance, Assistant City Manager, Assistant City of Rialto Director of Finance, Director of Community Development, Director of Engineering Services/City Engineer
City of Tulare Assistant City Manager, Chief Financial Officer City of Vista Director of Engineering, Director of Community Development, Assistant City Manager, Fire Chief
Bakersfield-Kern Regional Executive Director Homeless Collaborative California Utilities Executive Director Emergency Association California Assoc. - Local
Agency Formation Executive Director
Commissions
Bay Area Water Supply and Chief Executive Officer/General Manager Conservation Agency West Valley Water District Chief Financial Officer, Director of Engineering, Assistant General Manager, General Manager
South Tahoe Public Utility General Manager District
Valley Sanitary District General Manager
East Valley Water District General Manager/Chief Executive Officer

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
Year
2024- 2023
2024, 2022
2024-2023
2024
2023 - 2021
2023
2023
2023
2022
2024
2024-2022
2024
2023
2025
2024
2022
2024
2024-2023
2023
2023
2022
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Greater LA County Vector General Manager Control District Stinson Beach County General Manager Water District
City of Commerce Public Works Director
City of Gilroy City Engineer/Transportation Engineer, Public Works Director, Utilities Director, Fire Division Chief, Finance Manager, Fleet Superintendent City of Glendale Water Engineering Manager
City of La Mesa Assistant Community Development Director, Risk Manager, Director of Human Resources
City of Lawndale Director of Public Works/ City Engineer, Director of Finance/ City Treasurer
City of Lomita Public Works Director, Water Systems Superintendent City of Los Banos Finance Director, Assistant Public Works Director, Assistant Fire Chief City of Manhattan Beach Fire Chief
City of Menlo Park Assistant Administrative Services Director (Finance}, Human Resources Manager
Accounting Administrator, Budget Administrator, Accounting Supervisor, City of Ontario Investments & Treasury Officer, Assistant Community Development Director
Library Manager, Associate Traffic Engineer, Chief Financial Officer, Environmental Resources Division Manager, Safety Training Officer, City of Oxnard Planning & Environmental Manager, Budget Manager, Senior Planner, City Traffic Engineer, Assistant Director of Housing, Assistant Public Works Director (Water Utilities), Controller, Public Works Director City of Palmdale Director of Community & Economic Development, Finance Manager, Deputy Director of Human Resources
Assistant Director of IT, IT Project Manager (Senior Technologist), Water City of Palo Alto Treatment Plant Manager, Water Quality Control Plant Assistant Manager
City of Patterson Fire Chief, Director of Recreation & Community Services, Director of Finance
City of Pomona Development Services Director
Human Resources & Risk Manager, Principal Engineer, Associate City of Rancho Palos Verdes Engineer - Utilities (Capital Projects), Associate Engineer - Utilities (Operations), Senior Engineer - Transportation/Traffic (Operations), Senior Engineer- Civil/Roadway (Capital Projects)
City of Redlands Director of Human Resources

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
2022
2022
2024
2024- 2021
2024
2024
2024,2022
2024
2024
2025
2024-2023
2024-2023
2024- 2021
2024
2024
2024-2022
2024
2024-2023
2024
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Senior Civil Engineer, Director of Finance, Information Technology City of Richmond Manager, Deputy Director of Community Resources, Employment and 2024- 2021 Training; Budget Administrator and Accounting Manager
City of Riverside Utilities General Manager, Deputy Finance Director, Debt & Treasury 2024-2022 Manager, Budget Manager City of San Leandro Assistant Finance Director 2024
City of Scottsdale, AZ Economic Development Director 2024 City of Stockton Chief Financial Officer 2024
City of Visalia Administrative Services Director 2024
City of Woodland Deputy Director of Public Works - Utilities 2024 Coachella Valley Water Associate Engineer- Stormwater and Sanitation, Director of 2024-2023 Dist. Environmental Services Director of Animal Services, Director of Human Resources, Department County of Riverside Public Information Officer I, DEi (Diversity, Equity, and Inclusion) Officer, 2024-2022 County Counsel
County of San Bernardino County Labor Relations Chief, Chief of Homeless Services 2024-2023 Golden Gate Bridge Senior Electrical Engineer/Construction & Facilities 2024 Highway & Trans. District Irvine Ranch Water District Collections Manager, Accounting Supervisor, Senior Human Resources 2024-2023 Analyst, Human Resources Analyst Marin/Sonoma Mosquito & District Manager 2024 Vector Control District Metropolitan Water District Controller, Conveyance and Distribution Group Manager, Integrated of Southern CA Support Services Group Manager, Treatment and Water Quality Group 2024 Manager
Mid-Peninsula Water Dist. Administrative Services Manager 2024 North County Transit Dist. Chief People Officer, Chief Executive Officer 2024 Ontario Municipal Utilities Utilities Customer Service Director 2024 Company Port of Long Beach Director of Security 2024
San Bernardino County Chief Financial Officer 2024 Transportation Authority San Bernardino Superior Human Resources Business Partner 2024 Court Santa Clarita Valley Water Controller 2024 Agency
Solano Transportation Finance and Budget Manager, Director of Projects, Senior Accountant, 2024,2022 Agency Program Coordinator State Bar of CA Operational and Digital Transformation Lead, Chief Information Officer 2024

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
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Westlands Water District General Counsel
California Association of Manager of Association Services Sanitation Agencies City of Avalon Public Works Director
City of El Monte Director of Human Resources, Chief of Police City of Long Beach Data Center Officer, City Treasurer
City of Los Altos Housing Manager
City of Millbrae Director of Community Development, Public Works Director City of Modesto Engineering Division Manager - Utilities, Wastewater Division Manager City of Pasadena Director of Parks, Recreation and Community Services; Director of Library & Information Services; Chief of Police; Controller City of Pittsburg Water Utilities Manager, Assistant City Engineer City of Salinas Planning Manager, Assistant Finance Director, Senior Civil Engineer, Chief of Police, Finance Director
City of San Jose Assistant Chief Information Officer, Chief Information Officer City of Santa Monica City Engineer, Director of Transportation City of Seaside Senior Civil Engineer, Assistant Public Works Director, Assistant Civil Engineer, Associate Planner, Assistant Planner
City of West Hollywood Economic Development Director
Assistant General Manager {Water Resources, Operations, & Contra Costa Water District Maintenance), Assistant General Manager {Engineering & Construction), Director of Finance
East Bay Regional Park Dist. Chief of Interpretive & Recreation Services, Chief of Design & Construction, Chief Information Officer
Fresno Irrigation District Senior Civil Engineer
Mtn. House Community Utilities Manager Services District Mtn. View Sanitary Dist. Chief Plant Operator/Wastewater Operations Manager Orange Co. Mosquito & Director of Human Resources Vector Control District South San Joaquin Telemetry System Supervisor, Finance and Administration Manager Irrigation District Transportation Corridor Chief Capital Program Officer Agencies Yolo Transportation District Director of Finance & Administration Alameda Housing Authority Administrative Manager

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
2024
2023
2023
2023-2022
2023-2022
2023
2023- 2022
2023-2022
2023-2022
2023
2023 - 2021
2023-2022
2023
2023-2021
2023
2023 -2022
2023-2022
2023
2023
2023
2023
2023 -2022
2023
2023
2022
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PROJECT TEAM
Frank Rojas
Recruitment Manager
Gallagher
Frank brings more than thirty (35) years of recruiting experience from the highly competitive direct placement and contracts labor industries and the corporate environment. He has significant experience placing corporate leaders, executive, professional, and technical staff, including individual contributors for the government sector, non-profits, aerospace, architectural and engineering, information technology, petroleum and chemical, energy, power, civil/structural, transportation, and private industry.

Frank began his career in Contract Labor. Over the next 30+ years, he launched seven start-up offices in several states and locations, providing direct placement and contract support to hundreds of clients in virtually all industries and levels of talent. He continued his career in the non-profit environment, managing and building talent acquisition support during significant growth periods. Having been a speaker at several networking and career coaching venues, Frank believes in utilizing traditional recruiting methodology with social media.

In addition to recently completing recruitments for the City of Vista, County of Riverside, City of Riverside, City of Pasadena, and West Valley Water District, recent successful efforts include positions of Economic Development Director, City Manager, Finance Director, County Executive Officer, Director of Human Resources & Development, City Treasurer, DEi Officer, Chief of Police, and Director-level hires for Information Technology, Social Services, Public Works, Community Development, Community Services, Animal Services, and Division/Site General Managers.

Frank has been named in the top 1% viewed profiles on Linkedln and has established a strong client and customer base through trust, effective recruiting, relationship building, and teamwork.

Chelsea Freeman
Recruiting Supervisor
Chelsea's professional experience includes almost 20 years in Human Resources which includes both the public and private sectors. She began her HR journey in private-sector manufacturing and then later transitioned to the public sector. Her previous role was as the Classification, Compensation, and HR Operations Manager at California State University, Monterey Bay, where she was responsible for developing and implementing a compensation philosophy for staff and faculty, as well as implementing process improvement efforts within the HR operations. She provided ongoing consultation to executives relating to organizational effectiveness, recruiting, and best practices in hiring which included Diversity and Inclusion training and properly classifying and compensating employees.

Since joining K&A, a Gallagher company, Chelsea has partnered her classification and compensation experience, marketing skills, and recruitment experience to bring a full-service experience to all clients. She currently manages full-cycle recruitments for California public sector agencies including cities, counties, and special districts. She provides supervisory oversight for technical, professional, and management recruitments.

Chelsea earned her B.A. degree in Communications from Sonoma State University.

Ember Plummer
Recruitment Coordinator/Project Support
Ember supports the Koff & Associates team as a Recruiting Coordinator/Project Support. Since joining K&A, they have helped to develop efficient processes to streamline recruiting services. They support the recruiting team in a broad range of administrative needs and in preparing reports and documentation for clients. Ember earned their B.A. in English Language & Literature and World Literature from Smith College in Northampton, MA.

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PROJECT APPROACH/METHODOLOGY
Our philosophy ensures thorough, thoughtful, and strategic sourcing, evaluation, selection, and vetting of candidates. We reach out directly to potential candidates, referral sources, professional associations, and user groups, etc. by using business media, outreach emails, general advertising, and most importantly picking up the phone and actively calling passive applicants. This strategy also includes focused advertising on websites and in publications specific to women and minority candidates.

K&A will provide weekly progress reports to the City and participate in conference calls and onsite meetings as requested.

We are responsible for ensuring compliance, adhering to, and maintaining all legally mandated documentation throughout the process.

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Step 1: Ideal Candidate Profile
Developing the profile for the ideal job candidate for the position is crucial for a successful search process.

We will coordinate with the City in identifying and developing:
■ The various organizational needs, vision, mission, goals, strengths, challenges, opportunities, and culture of the organization;
■ Position competency requirements, i.e., knowledge, skills, and abilities; ■ Personal and professional attributes required of and priorities for the new incumbent; ■ Type of working relationship senior leadership desire with the new incumbent; ■ Advertising strategies in conjunction with a national and/or regional outreach campaign; ■ Compensation levels; and
■ Schedule of deliverables from K&A.

After meeting(s} with the City, there will be a consensus of the key qualifications and characteristics of the position and the process, action plan, and timetable to be utilized for the recruitment process.

Brochure Design & Posting
Following the development of the candidate profile, an eye-catching recruitment brochure will be professionally produced in coordination with the City's feedback. The brochure will highlight the strengths of the City of Los Banos and the surrounding community. The brochure will feature the organizational structure and services of the City, its mission and goals, pertinent facts regarding the position, and necessary and desirable candidate qualifications.

Step 2: Five Week Window of Application & Sourcing
K&A can, at the request of the City, facilitate community surveys or community outreach forums to encourage feedback from residents. A report of resident comments will be provided to the City prior to first-round interviews.

Our effort will include a variety of activities designed to build the best available candidate pool. Our techniques and methodologies allow us to source from extensive pools of potential candidates and referral sources.

In coordination with the City, K&A will:
■ Identify prospects;
■ Provide each potential candidate with access to the recruitment brochure; ■ Capture interested candidates in our recruitment project database; and ■ Provide representative data to the City, including candidate documents, interview notes, and an outline of the recruitment process.

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Step 3: Recommendation of Candidates
K&A will provide the City with a report of the leading candidates to further narrow the pool to the most highly qualified and establish the best organizational fit of each potential finalist. This screening process is specifically designed to assess the personal and professional attributes the City has identified and will focus on each candidate's ability, technical competency, and fit with the City's values, culture, and needs. Our assessment will consist of:
• Experience and qualifications;
• Cultural fit based on our understanding of essential intangibles; • Clarity of any issues identified in the submitted documents; • Reasons for position interest,
• The level of commitment to the position and the organization; and • Other issues, including salary requirements.

Step 4: Interview Facilitation
We will advise and develop interviewing strategies and a menu of questions that will help analyze candidates' qualifications and management/work styles. We will facilitate all necessary communications with the City and candidates to ensure everyone is well prepared.

Interview questions will elicit information about each candidate's technical skill set, experience, leadership skills, adaptability, political astuteness, self-awareness, and other important aspects of the ideal candidate profile.

Questions, evaluation tools, and additional materials will be assembled in intuitive and user-friendly interview packets. We will use evaluation criteria agreed to by the City.

The Project Manager will coordinate interviews, interview schedules, and finalize the process. We will provide oversight during the panel interview process and facilitate a focused discussion with the City at the beginning and conclusion of the interviews to identify the most qualified candidate{s) for final interviews.

Step 5: Background, References, and Offer
K&A provides a thorough and quality reference and background check process for our clients. We start by calling candidates' employment and professional references and having an in-depth discussion, covering their strongest business characteristics, work style, interpersonal skills, and position-specific knowledge. All references will be documented and presented in a concise, user-friendly manner.

Background checks are conducted in coordination with a third-party firm to verify educational degrees and employment records and confirm clear driving records, criminal records, and financial history/credit. Reports can be tailored to clients' needs upon request. Safety for clients and their communities is our priority, so rest assured that we, as well as our background contract firm, meet or exceed relevant reporting requirements.

K&A can facilitate and lead the negotiations of the final terms and conditions of employment, such as the compensation package, benefits, and other perquisites {perks). We will notify all candidates not selected as finalists for the position.

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Project Schedule
The following is a typical schedule for conducting recruitment efforts. Search efforts for executive recruitments generally take twelve to fourteen (12-14) weeks to complete, allowing enough time for all steps of the process and client schedules.

Weeks
Step 1
Step 2
Step 3
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Step 5
K&A Diversity Statement
In 2024, 72% of our placements were women or people of color. We source candidate pools that are representative of our clients' communities, and we present highly achieved slates of finalists with the same diversity. We use a variety of industry-specific diversity advertising to source a diverse and representative population of candidates. For example, a Fire Chief advertising campaign included posts to International Association of Women in Fire & Emergency Service - Women in Fire, International Association of Black Professional Fire Fighters, Inc., National Association of Hispanic Firefighters, and International EMS & Firefighters Pride Alliance.

This statement serves to reaffirm our commitment to providing equal employment opportunities to all employees and applicants for employment in accordance with equal opportunity and affirmative action laws.

We affirm our personal and official support of these policies, which provide that K&A is committed to implementing the affirmative action policies, programs, and procedures included in this plan to ensure that employment practices are free from discrimination. Employment practices include but are not limited to the following: hiring, promotion, demotion, transfer, recruitment or recruitment advertising, layoff, disciplinary action, termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. We will provide reasonable accommodation to applicants and employees with disabilities.

RECRUITM ENT SERVI CES FOR CITY OF LOS BANOS
10 531
'J Koff & Associates Im A Gallagher _Company Gallagher

REFERENCES
We are proud of our past recruitment work with clients to successfully place candidates to meet their organization's needs.

Recruitment & Agency
City of Riverside
DEi (Diversity, Equity, and Inclusion) Officer, Debt & Treasury Manager, Budget Manager
City of Palm Springs
Fire Chief, City Manager
City of Pasadena
Director of Library & Information Services, Chief of Police, Controller, Director of Parks Recreation and Community
Services
West Valley Water District
General Manager

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
Contact
Edward Enriquez
CFO
(951) 826-5972
[email protected]
3900 Main St,
Riverside, CA 92501
Stephanie George
Director of Human Resources
(760) 323-8217
[email protected]
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Tiffany Jacobs-Quinn
Human Resources Director
(626) 744-4126
t jocobsguinn@cit~ofQasadena.net
Haydee M. Sainz
Human Resources & Risk Manager
100 Garfield Ave,
Pasadena, CA 91101
(909) 820-3712
[email protected]
855 W. Baseline Rd.

Rialto, CA 92377
11 -
532
m l!''J Koff & Associates
A Gallagher Company _ Gallagher

PRICING PROPOSAL
Project
• City Manager
• Total not-to-exceed professional fee of $25,000, which includes all professional services and expenses, including brochure development and design, advertising, printing and shipping, associated consultant travel if required, and background.
• Invoices will be billed monthly in four equal increments of $6,250.

Note: Expenses do not include candidate travel.

Optional: Recruitment Video
In addition to the standard recruitment brochure, K&A can develop a Recruitment Video to better highlight the positive elements of the organization and community. These videos have proven to attract more job seekers and effectively expand the talent pool. Videos run approximately three-minutes in length and highlight the workplace environment, local landscape, and include interviews with selected staff. This video is optional and costs $4,000.

Placement Guarantee
K&A is committed to recommending only the most qualified candidates who meet all the necessary requirements and qualifications and are also a cultural fit for the City. We proactively recruit for each search effort until a successful candidate is placed.

Therefore, we promise to present to the City a selective pool of candidates that met or exceeded our standards during the thorough screening processes and have been identified as ideal matches for the position. Should the City disapprove of all final candidates or should none pass the final interview and reference check process, we will work to find a new slate of candidates at no added cost, with the possible exception of necessary advertising.

In addition, for full recruitments for executive and mid-management positions, should the incumbent leave the position or be terminated from employment within 12 months of hire due to performance issues, we commit to conducting a one-time additional executive search to identify a replacement and only charge related expenses as described in the Pricing Proposal.

Overall, K&A's retention rate during the first 12 months of hire is robust and has been above 95% over the last several years.

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
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PROFESSIONAL SERVICES AGREEMENT ACKNOWLEDGEMENT
We will be pleased to sign the City's professional services agreement for recruitment services, however we respectfully request that the City will allow for a period of negotiation of certain terms in the professional services contract related to liability, indemnity, insurance, and other terms. We have found that we have always come to an agreement with all of our clients in the past and appreciate the City's flexibility in reviewing certain terms in a collaborative fashion between our legal counsels.

INSURANCE ACKNOWLEDGEMENT
Gallagher shall at all times during the term of this Agreement and for a period of two (2) years thereafter, obtain and maintain in force the following minimum insurance coverages and limits at its own expense:
► Commercial General Liability (CGL) insurance on an ISO form number CG 00 01 (or equivalent) covering claims for bodily injury, death, personal injury, or property damage occurring or arising out of the performance of this Agreement, including coverage for premises, products, and completed operations, on an occurrence basis, with limits no less than $2,000,000 per occurrence; ► Workers Compensation insurance with statutory limits, as required by the state in which the work takes place, and Employer's Liability insurance with limits no less than $1,000,000 per accident for bodily injury or disease. Insurer will be licensed to do business in the state in which the work takes place; ► Automobile Liability insurance on an ISO form number CA 00 01 covering all hired and non-owned automobiles with limit of $1,000,000 per accident for bodily injury and property damage; ► Umbrella Liability insurance providing excess coverage over all limits and coverages with a limits no less than $10,000,000 per occurrence or in the aggregate;
► Errors & Omissions Liability insurance, including extended reporting conditions of two (2) years with limits of no less than $5,000,000 per claim, or $10,000,000 in the aggregate; ► Cyber Liability, Technology Errors & Omissions, and Network Security & Privacy Liability insurance, including extended reporting conditions of two (2) years with limits no less than $2,000,000 per claim and in the aggregate, inclusive of defense cost; and
► Crime insurance covering third-party crime and employee dishonesty with limits of no less than $1,000,000 per claim and in the aggregate.
► All commercial insurance policies shall be written with insurers that have a minimum AM Best rating of no less than A-VI, and licensed to do business in the state of operation. Any cancelled or non-renewed policy will be replaced with no coverage gap, and a Certificate of Insurance evidencing the coverages set forth in this section shall be provided to Client upon request.

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
13 534
'J m "-' Koff & Associates
A Gallagher Company Gallagher

SIGNATURE PAGE
We thank you for your consideration of our proposal. We are committed to providing high-qua lity service and investing in a long-term partnership.

This proposal is valid for ninety (90) days.

Respectfully submitted,
By: KOFF & ASSOCIATES
State of California
Frank Rojas
Recruitment Manager

RECRUITMENT SERVICES FOR CITY OF LOS BANOS
Date: February 21, 2025
14 -
535
536

THE COMMUNITY
The City of Sanger is located in Fresno County, 13
miles east of Fresno along California State Route 1 80.

Covering 5.7 square miles with a population of 26,897,
Sanger is the third largest City in the County. Sanger is the gateway city to two of America's greatest National
Parks and is the last city before passing through the
west gates of both the Sequoia National Park and
Kings Canyon National Park. Kings Canyon is home
to the world-renowned General Grant Giant Sequoia,
which provides Sanger's designation as the "Nation's
Christmas Tree City." A one-hour drive to the Sierra
Nevada Mountains, or three hours to the Pacific Coast,
the city provides residents with a great place to call
home and enjoy a good quality of life.

GOVERNANCE
The City of Sanger is governed by a five-member
City Council under the council-manager form of
government. Council members are elected from
districts, while the Mayor is elected at large. In addition to appointing the City Manager, the City Council retains legal counsel from a private firm.

THE ORGANIZATION
Sanger is a full-service City with a staff of approximately 125 full time employees and managed through the
City Manager. The mission of the City is to provide
vision for the future and enhance the quality of life for the community. The City is strategically prepared and
poised for tremendous economic development and
housing opportunities, to serve the growing population
of the City, and the growing needs of adjacent
communities. The City has adopted its North Academy
Corridor Master Plan to guide urban development
within an approximate 300-acre planning area on
Academy Avenue extending to State Route 180.

Annexation and development of this corridor has been
a generational goal of the community and the Sanger
City Council.

To learn more about the city, go to:
https://www.ci.sanger.ca.us

THE POSITION
The City Manager of Sanger serves at the pleasure
of the City Council and is responsible for planning,
directing, and managing all activities and operations
of the City, ensuring that all public services are
delivered in an efficient and effective manner. This
position is responsible for coordinating City activities with other agencies and organizations; facilitating
the development and implementation of City goals
and objectives; implementing policy decisions made
by the City Council; and providing highly complex
administrative support to the City Council.

The Office of the City Manager is responsible for
a wide range of activities, including managing and
directing budget and operations, facilities and asset
management, public safety, economic development
initiatives, legislative analysis, intergovernmental
relations, grant administration, employee relations and strategic planning. As the City is in the midst of several exciting new programs including residential and mixeduse development, past experience in annexation projects is desirable.
537
Key responsibilities of the City Manager include,
but are not limited to the following:
► Create a culture of effective communication
throughout all levels of the organization as well as
with the community.
► Lead efforts to create a strategic plan for the City
of Sanger to guide its initiatives, resources, and
projects for the coming years.
► Provide options and alternatives on a variety of
complex topics and programs so that the City
Council may consider alternatives guided by expert
advice, staff recommendations, and fiscal impacts.
► Drive efficiency and effectiveness across all City
programs and activities including public works
maintenance and infrastructure, economic
development, and budget and financial stability.
► Ensure the overall fiscal health of the organization
through resource management, revenue
enhancement, and succession planning.

THE IDEAL CANDIDATE
The ideal cand idate will be a motivated, collaborative, and dynamic leader who can work with City Council,
staff, and key stakeholders to achieve economic growth
and improve the quality of life for the community.

The successfu l candidate will have well-rounded skills in all facets of public sector governance, a proven
track record in successful community development,
and solid financial acumen. This individual will lead
with vision and inspiration and have the ability to
follow through on project implementation. The next
City Manager will be required to manage the City
as it moves to improve its infrastructure, promote
new and upscale business ventures, and build and
maintain effective and collaborative relationships with .. regional and national business partners. A passion
for public service and desire to work with and build
a high performing staff focused on customer service
is required, as is a willingness and openness to
understand the heritage and local dynamics of the
community.

Key Competencies and Characteristics:
► Must be politically astute, while remaining apolitical; a manager that brings options and solutions for City
Council to allow for the best policy decisions and
consensus; respects each voice of City Council. The
ability to deliver information and comprehensive
research to City Council in a clear, balanced, and
unbiased manner.
► Strong communication and interpersonal skills
necessary to build positive professional relationships
with City Council, staff, business leaders, key
stakeholders, and residents.
► An individual with the highest personal and
professional integrity who is responsive and
approachable and is able to build trust.
► A dynamic leader who shares the vision of the
Council and community, and can advocate,
articulate, and implement that vision.
► Provide options and solutions with different sides to an issue with strengths, weaknesses, opportunities,
and risks for each alternative.
► An entrepreneurial mindset with the ability to work
effectively with business leaders, developers, and
elected officials.
538
► A strong leader able to use sound judgment, wisdom
and maintain flexibility.
► A solid, optimistic leader and role model with a
positive presence; demonstrate initiative, be action
oriented, treat others with respect, be collaborative
and accessible.
► A demonstrated record of building an environment
of responsiveness, follow through, and strong
customer service in the delivery of public services
and project deliverables.
► Sanger values diversity and the incoming City
Manager must be culturally competent and
appreciate the value diversity adds to the
community.
► A 'bridge-builder' who is able to create and grow
positive business relationships.

QUALIFICATIONS
► Bachelor's degree from an accredited college
or university with major course work in public
administration, business administration, or a related
field.
► Master's degree is desirable.
► Seven (7) years of increasingly responsible
experience in city government including five (5)
years of experience as a city manager, assistant city
manager or department head.
► Bilingual English-Spanish helpful.

SALARY AND BENEFITS
The annual salary range will be $170,194-
$212,760.

Executive benefits currently include:
► Benefits include participation in CalPERS, with 2.5%
at 55 years of age for classic members, or 2% at 62
years of age for new members.
► Vacation
► Nine (9) days of management leave annually
► 11 paid holidays
► Eight (8) hours per month of paid sick leave
► Life insurance
► Health insurance is provided at no cost to the
employee and only $45 monthly for dependent
coverage. Sanger offers a monthly reimbursement
for those that opt-out of City health coverage.
► The City of Sanger participates in Social Security.
► 5% Bilingual Pay
► Longevity Pay: 2.5% for 15 years and additional 2.5%
for 20 years
► $400/month auto allowance

APPLICATION PROCESS AND

RECRUITMENT SCHEDULE
The final filing date is Friday, November 10, 2023.

To be considered, please electronically submit your
resume, cover letter and a list of five professional
references (references will not be contacted in the
early stages of the recruitment) to:
https://koffassociates,com/sanger-city-manager/
Resumes should reflect years and months of positions
held, as well as size of staff and budgets you have
managed. For additional information, please contact:
~ Koff & Associates Im I- •.nll,,qhrr (om.- ,v
Frank Rojas
(51 0) 495-0448
frank [email protected]
Website: https:/ /koffassociates,com/
Resumes will be screened based on the criteria
outlined in this brochure. Candidates with the most
relevant qualifications will be given preliminary
interviews by the executive recruiter. Koff & Associates will report the results to the City. The City will then select candidates who will be invited to participate in a formal interview process. Extensive reference and
background checks will be completed on the selected
candidate.

The City of Sanger is an Equal Opportunity Employer.
539

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CITY OF LOS BANOS

RFP I CITY MANAGER RECRUITMENT
FEBRUARY 21, 2025
Table of Contents
COVER LETTER ....................................................................................................... 1 BACKGROUND OF THE FIRM ................................................................................. 3 FIRM PROFILE ... ............................................ ........................................................... 3 EXPERIENCE WITH SIMILAR RECRUITMENTS ..... ................................................. 8 NUMBER OF CITY MANAGER SEARCHES AND PLACEMENTS ......................... 10 OUR TEAM AND RESUME OF INDIVIDUAL(S) ASSIGNED ................. .................. 10 CONTACT INFORMATION FOR REFERENCES .................................. .. ................. 13 SAMPLE WORK PRODUCTS .................................................................................. 13 PROPOSED SCHEDULE ........................................................................................ 28 PROJECT APPROACH & METHODOLOGY .......................................................... . 28 OUR CURRENT ENGAGEMENTS .............................................................. ............. 34 AFFIRMATION OF OUR ABILITY TO FOCUS ON THIS PROJECT ........................ 35 APPROACH TOWARDS UNSUCCESSFUL RECRUITMENTS ........... ..................... 37 OUR GUARANTEE - FULL SCOPE RECRUITMENT .. ........................................... . 37 COST PROPOSAL .... .................................................................................. ........... 38 FULL SCOPE RECRUITMENT ............................... ................................................. 38 OPTIONAL SERVICES ..... ......................................... ... ................... ...................... . 39 MGT MGT.US
542
Cover Letter
February 21, 2025
Lucy Mallonee, MMC, City Clerk/Human Resources Director Los Banos City Hall
520 J Street
Los Banos, CA 93635
Dear Ms. Mallonee:

MGT
As the nation's leading provider of executive recruitment and selection solutions, MGT Impact Solutions, LLC (MGT) is uniquely well qualified to partner with the City of Los Banos (City) to exceed all your expectations on this City Manager Recruitment project. As outlined in the Scope of Work of this Request for Proposals RFP, the City seeks a consultant to facilitate the development of a candidate profile and priorities by meeting with the City Council and stakeholder groups, conducting a comprehensive search, and managing the application and screening process. MGT brings unparalleled expertise in executive recruitment with 1,500 completed engagements across 45 states, a 94% outstanding performance rating, and advanced social media outreach and video interview techniques. MGT's extensive experience ensures an efficient and effective search process that attracts high-quality candidates aligned with the City's priorities.

HOW CAN WE SUPPORT YOU?
Based on the City's RFP, we understand you are seeking a qualified executive search firm to assist the City Council in the selection of a new City Manager. Following are the keys to our successful methodology:
• Industry Leadership: With 1,500 completed executive recruitment engagements in 45 states and a diverse range of communities, we're a proven leader in local government recruitment. Over 40% of our clients are repeat customers, and 94% rate our performance as Outstanding.
• Subject Matter Expertise: Our team includes former local government leaders, human resources experts, and industry veterans, ensuring that we understand the specific challenges and opportunities in government, education, and nonprofit sectors. We leverage our deep understanding of organizational culture and sector-specific needs to identify top-tier candidates who align with our clients' goals. • Top Talent, Guaranteed: We use advanced recruitment strategies, including social media outreach and video interviews, to thoroughly vet candidates. Our Recruitment Brochures showcase in-depth knowledge of your community, and we conduct extensive reference checks and background searches to ensure we recommend the best fit. • True Partnership: From start to finish, we collaborate closely with you. You'll have full access to candidate resumes, and we'll offer honest assessments to ensure the perfect match. Whether evaluating internal candidates or exploring non-traditional talent, we're committed to your complete satisfaction.

MGJ CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT PAGE1 543

COVER LETTER
• Flexible Solutions: We offer customizable recruitment services to suit any budget, from Full Executive Searches to Limited Scope and Virtual Recr.uitments. Our proposal _ outlines the service scope that best meets your needs.

Our comprehensive and tailored executive recruitment services are designed to meet the unique needs of your organization. With a proven track record, a focus on quality, and a commitment to partnership, we ensure that every step of the process is handled with expertise and care.

Whether you're seeking top-tier talent, exploring non-traditional candidates, or working within a specific budget, we are here to deliver the best fit for your organization. We look forward to working with you to find the ideal candidate who will drive success and elevate your community's leadership.

MGT CONTACT INFORMATION
MGT Impact Solutions, LLC
MGT HEADQUARTERS 4320 West Kennedy Boulevard I Tampa, Florida 33609 _FEIN: _81-0890071 I www.mgtus _ ···-----···· _ __ _
Michele Morawski, Client Services Manager
PROPOSAL CONTACT 790 Frontage Road, Suite 213 I Northfield, IL 60093 22~.41 ?.·3??1J 1T11Tlora".':'_S.~i@mgt._~_5. _____ .... .. _ __ The following proposal has been tailored to your specifications and provides a detailed plan of how we will partner with you to meet your objectives. Thank you for the opportunity to present our qualifications to the City of Los Banos. Should you have questions on any aspect of this proposal, please contact Michele Morawski at 224.415.3791 or [email protected].

Regards,
Patri . Dyer, Vice President
Authorized to bind the firm
MGf CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 2
544
B.ackground of the Firm
Firm Profile
Impacting communities for good.

MGT brings 50 years of experience driving positive
social change and performance in education,
government, nonprofits, and critical
infrastructure/private industries through assisting
clients to strengthen their foundation, change
systematically, and enable resiliencies for longlasting change. Since inception, MGT has significantly grown in size and capacity - working
with state and local governments and education
partners. Today, we bring a team of over 900
professionals who offer in-depth market
knowledge and understanding so we can hit the
ground running.

MGT is a privately held, employee-owned and
financially stable limited liability company with a
deep roster of staff and a commitment to serving
the public. Our clients care about addressing the
world's most-pressing problems, and so do we.

MGT I FIRST LOOK
Name: MGT Impact Solutions, LLC (MGT)
Locations: Headquarters in Tampa, FL;
branch offices nationwide.

Cooperative Contracts:

ASC 20-7359, 24-7484
OMNIA LS4612
TIPS 220601, 220802, 230105
TX Share 2024-019
Structure: Privately held, employee-owned,
client-driven Limited Liability Company.

Lines of Business: Strategy and
Implementation, Performance and
Operations, IT Infrastructure, and Cyber
Security and Resilience for public sector
and commercial companies.

Their "why" is our why. What sets us apart is our ability to customize and offer individualized support but also the resources of a larger infrastructure to enable flexibility in impacting toscale. Throughout our history, MGT has successfully delivered more than 30,000 projects through a thoughtful balance of balancing the "immediate" needs while changing systems to plan for future resilience and success.

Our Commitment
MGT embraces the most complex challenges on the leadership agenda, with deep commitment, agility, and local expertise to make a measurable and profound impact. Simply stated, We are impacting communities for good.

MGT
MGT
Magls1e•
Expertise
Gratia r alentum
Service Ta•ent
CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
-I- 900
consultants
+ 30,000
projects
PAGE3
545
BACKGROUNDOFTHEFlRM
Why Choose MGT?
✓ Unparalleled Expertise and Level of Service. With 1 ;soo completed executive recruitment engagements in 45 states and a diverse range of communities, we are a leader in the field of local government recruitment and selection. More than 40% of our clients are repeat clients, and 94% of surveys show our overall performance rating as Outstanding - indicating a plan to use our services and/or highly recommend us in the future.
✓ Delivering the Best. We conduct comprehensive due diligence on candidates. Our state-of-the-art process includes extensive use of social media for candidate outreach and video interviews with potential finalist candidates, ensuring successful recruitment for the City. We will provide important information to potential candidates by developing a high quality, thorough Recruitment Brochure reflecting the knowledge we will have about your community and your organization. Before we recommend a candidate to you, we ask probing questions that will verify their expertise during video interviews, reference calls, and news and social media searches.
✓ A Partner from Start to Finish. We are your partners in this important process. We welcome you to review all the resumes we receive, and we will share our honest assessment of the candidates. Our goal is your complete satisfaction. We can strategize with you on a variety of approaches for meeting your recruiting needs, including evaluation of internal candidates, identification of non-traditional candidates who meet your recruitment requirements, succession planning, and mentoring options. We are committed to working with you to find the candidate that is the best fit for your position.
✓ Services for Any Budget and Any Search. We strive to meet the specific needs of our clients by offering several options for recruitment services to meet your budget. Our services range from Full Executive Recruitments to Virtual Recruitments and even simply Professional Outreach for those who want to reach a broader network. In the following proposal, we have provided the scope we believe best fits your needs.

Success Stories
"We were very Impressed by how
efficient they worked, their
methodology, their insight, and their
professionalism.

I would highly recommend MGT and
hope to do business with them again
for our next study.•
MGJ CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT PAGE4 546

BACKGROUND OF THE FIRM
A Social Impact Commitment

DEFINED BY IMPACT
Making a profound impact on society is at the heart of who we are and what we do. As specified in the Scope of Work of this RFP, the City requires support in selecting and interviewing candidates by receiving reports on the candidate pool, guidance on interview strategies, attendance at interview sessions, and assistance in narrowing down candidates to finalists. MGT's proven track record in local government recruitment, including strategic candidate assessments and comprehensive evaluation methods, positions us as a trusted partner. Our honest assessments and strategic guidance empower the City Council to make informed decisions, ensuring the selection of the most qualified candidates.

MGT's Expertise
Our firm includes more than 900 professionals, structured into the following primary groups, along with various internal infrastructure groups to support our operations and growth. -4)- Strategy & Implementation 'o"
Working alongside an organization's Csuite, we help leaders co-create strategy through organizational reviews
and data analytics to create actionable
roadmaps for success.
@ Cyber Security & Resilience
From real-time, 24/7 monitoring to
proactive threat detection and rapid
incident response, we can give you the
tools to heighten your network's
security posture and keep it there.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
3€ IT Infrastructure & Digital
We provide engineering expertise to
modernize IT infrastructure and ensure
your technology implementation is
properly designed, integrated,
modernized, and maintained.
~ Performance & Operations
Bridging the gap between strategy and
enduring change, we support efficient
revenue allocation, promote economic
development, and create fairness in
hirinq and contractinq systems.

PAGE 5
547

BACKGROUND OF THE FIRM
Our MGT Vision
To achieve our mission of being the social impact and performance leader in our industry, we are continuously improving to earn the privilege of being selected as our clients' partner of choice in the mission-critical domains we impact. By elevating education systems, managing and securing critical networks, solving complex human capital and fiscal problems, and advancing equity as a performance imperative, we can impact communities, for good through client partnership.

Markets we serve:
• Higher Education
• Prek-12
• Government
• Nonprofits
• Commercial Industries
We deliver these solutions through our "three-point stance" of technology, education, and performance offerings. With our long-term vision of creating profound social impact through client performance, we seek out the "best of the best" to join us in our work supporting clients' top priorities.

PEOPLE
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connecting peoplt Ind t<k!u which
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connection with our clienti. . .fo, ire.

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Ind solutioN designed to l)l'OV!dt
tndurino opportunitle& fo, prOs,,tnl)'
and wel-oting.

MCif CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT

PERFORMANCE
We partner With dients to ldvanct
ltamin9 outcomn. reduce
op«ational tolls. rtcO'l'tr ~.
impfoYt w«fdlows, and prO'tlde
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PAGE 6
548

BACKGROUND OF THE FIRM
MGT's Differentiator: Full Suite of Services
•
Cyber & Network Solutions
Our Cyber Security and Network Security
Solutions team offers a deep technical
engineering bench of seasoned, certified experts,
working in the "security trenches" in complex IT
environments. For the Managed Detection and
Response (MDR) solution, our Security Operations
Center (SOC) doesn't sleep so our clients can. Our
flagship, best-in-class managed firewall services
are unparalleled. We detect, respond, and recover
from cyber incidents proactively and harden our
clients' security posture.
:::. 100 in-house certified engineers
,::• 24x7 NOC and SOC I
I
I Education Solutions
We create recommendations for our educational
clients that are reliable, actionable, and based on
proven research and a thorough understanding of
each district or system's program needs and longterm goals. Our team is led by former state education commissioners, district
superintendents, school board members,
principals, and teachers. Our partnerships have
allowed clients to reinvest hundreds of millions of
dollars back into the classroom.
::. 50 million students served .... ::· 38 state DOEs as clients •
Diversity, Equity, & Inclusion (DEi)
Solutions
We help public sector clients address issues and
challenges related to policies and practices which
adversely impact DEi. We are one of the largest
providers of disparity studies and other DEi
solutions designed to increase equitable and
inclusive organizational outcomes.
• 225 disparity studies
:::. DEi assessments & training •••
:· Equity Audits
Human Capital Solutions
Our experts are former local government and
school leaders who understand the challenges
facing today's public sector organizations. We
offer consulting, recruiting, and staffing solutions
that include a full suite of human resources and
management studies; executive recruitment
services; and interim, managed, and outsourced
staffing options. Our experts can assess your
organizational culture, permanent and temporary
staffing needs, and evaluate your systems and
structures, all to maximize efficiency and
effectiveness.
• 1,725+ interim employees placed ••
:::· 1,500+ executive recruitments
:· 500+ consulting studies
•
In 48 states!
Financial Solutions
Public agencies face increasing pressure to
improve effectiveness and efficiency, while
operating in a transparent and sustainable
manner. We partner with government
organizations, school districts, higher education
institutions, and not-for-profits to help them
achieve long-term success.
:::. 50+ years of trusted relationships
:=• Proprietary software
Public Affairs Solutions
Our team of former nationwide leaders in policy
development and education leadership partner
with our clients to provide business advisory and
public opinion architecture solutions which lift up
and evolve education ecosystems and impacts
public policy programs.
::. Global clientele
::=· Staff are former policy makers
•
MGf CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT PAGE 7 549
BACKGROUNDOFTHEFlRM
Experience with Similar Recruitments
State Client _ Position Title _ _ ~ _ Year Population
Alaska ·, Bethel City M~nager 2024 6,500
Homer City Manager (Professional Outreach) 2024 5,300
Arizona ,Buckeye City Manager 2021 69,744
Kingman City Manager 2023 34,669
California Antioch City Manager 2024 115,264
Colorado Loveland City Manager 2024 82,460
Connecticut . Bloomfield Town Manager 2024 21,301
Enfield Town Manager 2022 45,246
Granby , Town Manager 2023 11,375
Manchester General Manager 2021 59,710
Simsbury Town Manager 2023 25,517
Delaware Milford City Manager 2024 12,272
Florida ·Apopka City Administrator 2024 55,496
Deerfield Beach City Manager 2024 80,000
. Fort Lauderdale City Manager 2024 184,255
Lakeland City Manager 2020 110,000
. Miami Beach City Manager 2024 88,000
Ponce Inlet Town Manager 2022 3,411
Georgia ~lbany City Manager 2021 77,434
Illinois Centralia City Manager 2020 13,000
Crest Hill City Administrator 2021 21,169
Farmer City City Manager 2024 1,828
Forsyth Village Administrator 2021 3,490
Fox Lake Village Administrator 2021 10,550
Galesburg • City Manager 2022 33,706
Galesburg City Manager 2023 33,706
Greenville City _Manager 2021 7,000
Kenilworth Village Manager 2024 2,562
La Grange Village Manager 2022 15,610
Lake Barrington Village Administrator 2022 4,879
Lisle Township Township Administrator (Virtual) 2024 119,040 Long Grove Village Manager 2023 8,153
Maryville Village Administrator 2024 8,316
McHenry City Administrator 2023 27,135
Morton Grove Village Administrator 2024 23,500
Mundelein Village Administrator 2020 31,385
-Niles Village Manager 2021 30,001
North Chicago Chief of Staff 2021 30,020
Northbrook Village Manager 2021 35,000
Northfield Village Manager 2023 5,400
Oak Brook Village Manager 2021 8,058
Oak Park Village Manager 2021 52,000
Oak Park Township Township Manager 2023 51,774
Palos Heights City Administrator (Virtual) 2021 12,480
Pingree Grove Village Manager 2020 10,000
Pingree Grove Village Manager 2023 10,000
Plainfield Village Administrator 2021 41,734
River Forest Village Administrator 2021 11,635
Rock Island City Manager 2021 39,6~4
Savoy Village Administrator (Virtual) 2020 8,607
MGf CITY OF LOS BANOS I FEBRUARY 21, 2025 PAGE 8 RFP I CITY MANAGER RECRUITMENT 550
BACKGROUNDOFTHEFlRM
State -~ __ Client _ _ _ Position Title Year Population Indiana
Iowa
Kentucky
Maine
Maryland
Massachusetts
Michigan
Minnesota
Missouri
Nebraska
Nevada
New York
MGT
Schaumburg ToJJnship
Sycamore
Vernon Hills
Villa Park
Washington
Wauconda
St. John
Indianola
Indianola
Knoxville
Marshalltown
Muscatine
Urbandale
Windsor Heights
Paducah
Paris
Bangor
Takoma Park
Westminster
Wayland
Williamstown
Adrian
Elerkley
Charlotte
Clawson
Laketown
Rochester
Royal Oak
Troy
Becker
Blaine
Breezy Point
Fairmont
Golden Valley
Hibbing
Lindstrom
Minnetonka
Scandia
St. Joseph
St. Louis Park
Waconia
Ballwin
Cape Girardeau
Frontenac
Jackson
Ozark
Warrensburg
Webster Groves
Nebra~ka City
Boulder City
Mamaroneck (Town)
New Rochelle
Township_Admin[strator (Virtual) _
City Manager (Professional Outreach)
Village Manager
Village Manager
City Administrator
Village Administrator
Towri Manager {Professional Outreach)
City Manager
City Manager
C::ity Manager
City Administrator
City Administrator
City Manager
City Administrator
City Manager
City Manager
qty Manager
City Manager
City Administrator
Town Manager
Town Manager
City Administrator
City Manager
City Manager
City Ma!:)ager
Township Manager
City Manager
City Manager
City Manager
City Administrator
Director of Administrative Services
City Administrator/Clerk/Treasurer
City Administrator
City Manager
City Administrator
City Administrator
City Manager
City Administrator
City AdminisJrator
City Manager
City Administrator
City Administrator
City Manager
City Administrator
City Administrator
City Administrator
City M,mager
City Manager
City Administrator
City Manager
Town Administrator
City Manager
CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
2021 140,000
2021 18,557
2021 25,911
2022 22,038
2021 15,700
2021 14,125
2020 18,047
2022 15,833
2025 15,833
2021 7,300
2024 27,338
2020 23,819
2024 45,580
2023 4,860
2021 24,850
2021 9,846
2021 33,039
2023 17,629
2021 18,522
2022 13,882
2021 8,400
2020 20,676
2024 14,970
2020 9,100
2021 11,946
2024 6,192
2022 13,017
2020 59,112
2024 83,181
2021 4,874
2024 67,939
2024 2,396
2024 10,477
2024 22,715
2021 15,855
2023 4,888
2022 53,953
2023 4,149
2022 7,342
2021 48,662
2021 13,500
2020 30,181
2020 38,000
2024 3,640
2024 15,702
2024 21,284
2021 20,2(!_0
2020 22,800
2022, 7,200
2021 16,207
2021 29,156
2022 79,067
PAGE 9
551

BACKGROUND OF THE FIRM
Number of City Manager Searches and Placements
MGT has conducted 134 City Manager recruitments in the last five years and 320 since 2010.

Our Team and Resume of lndividual(s) Assigned
The success of a consulting engagement is founded on the qualifications of the project team and the way in which it is structured and managed.

MGT employs a team of professionals with backgrounds in local government and the not-forprofit sector. With the City's staffing needs in mind and due to the significance of this recruitment, we have identified our highly knowledgeable and experienced consultants, Mary Jacobs and Sarah McKee, as potential candidates for this project, subject to their availability at the time of the contract award. One of them will be assigned to best meet the project needs and will act as your Recruitment Lead and the primary point of contact for this project. All Recruitment Leads are supported by the Vice President of Human Capital Solutions, a Recruitment Coordinator, and Reference Specialist. Depending on availability at the time a contract is awarded, MGT reserves the right to assign another Recruitment Lead to ensure the recruitment is completed within an appropriate time frame.

Recruitment Lead & Main Point of Contact

MARY JACOBS SARAH MCKEE
Director - Human Senior Consultant
Capital Solutions 847-867-5151
847-380-3240 [email protected]
[email protected]
Proposal Inquiries

CHARLENE STEVENS MICHELE MORAWSKI
Vice President - Client Services Human Capital Manager Solutions 224.415.3791 847.380.3240 x124 [email protected] [email protected] Resumes of Individuals Assigned to the Project
Resumes of our proposed consultants are provided on the following pages.

MGf CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE10
552
Areas of Expertise
• Strategic Planning
• Organizational Assessments
• Succession Planning
• Economic Development
Strategies
• Process Improvement and
Innovation
• Community Partnership
Development
• Financial and Capital Planning
• Leadership and Team
Development
• Training and Facilitation
• Public Administration
• Municipal Services Negotiation
• Employee Engagement and
Development
Education
• M.P.A., University of Arizona
• Senior Executive Program,
State and Local Government,
Harvard Kennedy School
• B.A., Political Science,
University of Arizona
Training & Instruction
• Presenter, Various Conference
and Training Sessions for
ICMA, ACMA, Arizona League
of Cities and Towns, Arizona
Women Leading Government,
State Associations, &
Community Groups
• Regular Guest Lecturer at
University of Arizona MPA
Classes

BACKGROUND OF THE FIRM
Mary Jacobs
Director
Mary Jacobs is a Director at MGT, where she leads with a focus on strategic planning, organizational assessments, and succession planning. With nearly 30 years of leadership experience in local government, she has served in various high-profile roles, including Town Manager of Oro Valley, Arizona, and Assistant City Manager of Sierra Vista, Arizona. Mary is renowned for her strategic advisory skills and her ability to develop and implement comprehensive economic development strategies, foster community partnerships, and drive process improvement initiatives.

Throughout her career, Mary has demonstrated a commitment to supporting women and young professionals in the field, earning her a reputation as a respected executive. She has a robust network of professional connections across the U.S. and internationally, bolstered by her involvement with the International City/County Management Association and other professional organizations.

Mary is also a trained facilitator and skilled communicator, adept at leading both government and non-profit organizations in developing strategic plans and organizational strategies.

Mary is a trained facilitator, excellent communicator, and skilled at leading both government and non-profit organizations in developing short- and long-term strategic plans, organizational strategies, and financial and capital plans.

Memberships & Affiliations
International City/County Management Association (ICMA), Current Member and Past Regional Vice President/Board Member.

Arizona City/County Management Association (ACMA), Past President and Board Member, ACMA Coach/Mentor and
Recipient of the Catherine F. Connelly Outstanding Assistant City Manager Award in 2008
Campus Research Corporation, Current Chair and Board Member.

Wildland Fire Executive Council, Member. Appointed by the U.S.

Secretaries of Interior and Agriculture to Serve as the National League of Cities' Representative
Professional Experience
MGT Impact Solutions, LLC, Director, 2023-Present
Town of Oro Valley, Town Manager, 2017-2022
City of Sierra Vista, Assistant City Manager, 2000-2017 Town of Barnstable, Assistant Town Manager, 1994-2000
Maricopa County Manager's Office, Administrative Support Manager, 1991-1993
Maricopa County Office of Organizational Development,
Management Analyst, 1989-1991
MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE11
553
Areas of Expertise
• Local Government
Management
• Non-Profit Management
• Recruitment and
Organizational Analysis
• Performance Evaluations
• Classification and
Compensation Studies
• Community and Economic
Development
• Public Works Administration
• Strategic Planning and Fiscal
Management
• Solid Waste Management
• Community Association
Governance
Education
• M.P.A., Organizational
Communications, Murray State
University
• B.S., Business Administration,
Management, Murray State
University

BACKGROUND OF THE FIRM
Sarah McKee
Senior Consultant
Sarah McKee is a seasoned professional with over 25 years of experience in local government and non-profit management. As a Senior Consultant at MGT, she has led recruitment efforts and organizational analyses across 23 states, specializing in performance evaluations and classification and compensation studies. Her tenure in city management roles in Johnstown, OH, and Rolling Meadows, IL, highlights her strategic leadership, including successful community growth initiatives, comprehensive planning, and fiscal management during economic downturns.

Ms. McKee's extensive public works experience includes innovative cost-saving measures, such as the establishment of Kentucky's first biosolids waste composting facility. Her international expertise through the ICMA's program includes developing Bulgaria's solid waste management program and contributing to Lebanon's
economic development plan. She also served as the Executive Director of the Issaquah Highlands Community Association, managing a large-scale urban village and enhancing community services and infrastructure.

Memberships & Affiliations
International City/County Managers Association's (ICMA), Coach Illinois Government Finance Officers Association
Indiana Municipal Managers Association
Illinois City/County Management Association
Professional Experience
MGT Impact Solutions, LLC, Senior Consultant, 2015-Present Issaquah Highlands Community Association, Executive Director, 2011-2014
City of Rolling Meadows, City Manager, 2008-2011
Village of Johnstown, Village Manager, 2003-2008
City of Paducah, Public Works Director, 1999-2003; Solid Waste Superintendent/Fleet Superintendent, 1994-1999
MGT CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT PAGE12 554

BACKGROUND OF THE FIRM
Contact Information for References
A leader in local government recruitment and selection.

More than one-third of the organizations served by MGT have contracted for multiple projects; we feel repeat business is the greatest testament to our commitment to customer service and client satisfaction. We encourage you to contact any of our references to learn of our professionalism, ability to meet timelines, and the expertise of our staff.

ANTIOCH, CA
Ana Cortez, Human Resources Director
200 H Street I 1st Floor of City Hall I Antioch, CA 94509 925-779-7021 I [email protected]
MGT provided recruitment and selection services for the City Manager in 2024.

LOVELAND, CO
Julia Holland, Human Resources Director
500 E. 3rd Street I Loveland, CO 80537
970-962-2372 I [email protected]
MGT provided recruitment and selection services for the following positions:
• City Manager, 2024
• City Attorney, 2024
• Presiding Municipal Judge (Virtual), 2024

KINGMAN, AZ
Krista Toschlog, Human Resources/Risk Management Director 31 O North Fourth Street I Kingman, AZ 86401
928-753-8119 I [email protected]
• MGT provided recruitment and selection services for the City Manager in 2024.

Sample Work Products
Brochures are included on the following pages.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE13
555

BACKGROUND OF THE FIRM

MIAMI BEACH
MGJ CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
GovHR usA
, GovTEMPS USA
••••+MGT
PAGE14
556

BACKGROUND OF THE FIRM
Miami Beach Empl.OyM
Demographics ' Hispanic-tso.i,;
Black·U.6X
Miami Beach Residehl
Demographics (2oul •
Hispanic - 48->'!
Blllck- J.G%
MGT CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
C l or "4N,18fiM OR..:lA • CITY~
About the Community
Wttt"tlfholti. saodybcac~.~se-uatc,'$,,11,noa.,
,ccnc o.,U:.,rals«:ne. M11tin. 8o8ch lills,. !"Ch ~.:.to,y ~"IQ oa,clt h)M Ille W1r,ofllle20lh<:e!'lt.,II)'
e'olOi..,;rig O\lt!'tltleye,trJ.intoam.'J(r ~<YI
~n61:a,lnd111teMabOnatresorta~Wth&
ix,pu~ d 80.ooo and 3"I aw•age dafly pcp:.J!a(,on
c:c-Ger le, 100,000. J,,l!-.,mi Oe«.h -e-mM'IS a ll:e'St 'W~ form:~ofv.s,kr..toil!.~-,~~eitc"I
yeiit. ttsl!W:..itlOO(r(V,l\&/eb~c.or,~lyto a
dw-...e rnutl:1-<:U!tul'il!. eo--itronly\11/herel--.e~'Cf'"Qt bge IS 40 ~ ib trardormaL'O!'I to a yru~1
~her il1a)me wor\,,.,ng Corn"l"ILM1ty.
v.-am&stch~ao:>S..-.o,oo:>1.11n.l-op.al i~c.,ly
~,cs:oents1¥ea:;.diverseasbv~it~ T~
C;(yi:loa$t::(!WfSe'tl'Ci1rt'\-:IX,ol~~M
•• fromO"'lt'endoll'\CC1ly
toth<!-Olhef twopuU • .icgo{fco:JtSCl'S 44pa:'kv 2
~ CC<'lli!'l"5 art. iYKI ~\liJ'(I-. c,n,"' •nd "'!S"lliifo. 'MY.W·cl.2!iGshopp;ng 3ndC'MC'lM:CCfl:'l,. 1t·.:...,,;1"11r, «>?'C(malely 7squarem!~dtand. lhe-C1ly15'.a'.So
U)C'l'M.ttcdto~~-,w,g t!..!rstonc b.i.lo.r,gs•~c.i,W"<' ~•trc."f'IO-sell,'lQ artsanc.e-ntetta1n~r'II. mMC.6.a:"ICI • -si'lopp,flQ•"tdCJJ.ifal~ :.it""teci bt.-1.,wel"ISi~ne. 8"Y r.dt~t>;.uewak!rsoltheAI.La:i.lC.Ocoin M;.a""\ lk-«.li ~ei,o,-edby wiors wo-id bavelors. teiebrilies a'1d \.oca{s a:"'°. he C ty is hCYne-to MUSC!'.r"!W MC a,t ~:;eri8'$. aswoil M the ~\MV·.o Syrnphoi,y OrC'\G&I:• fnCltr,eM,.,'nCtyO.,::t.-1 W~ng lhcst~il"'ICJ~dM-3<'!rAo.k:i\ ~a'IIOl'ldd9!1ist,et,oozu,e:.. Wtf".'llltioroe: e-1 bool too ear~ ndw-nit a'ld rooo fo'Jiw,~ meie lnei' ~ hete a.'O')I yoa• whli~ ~I\W'ts socn ,II$ Ll"lt<>ln Road F.$f:)l~W.ny. OcoMOriw: ancsCoti;r,-_~:"l.tieptO'lldc-awidevN.t:tydbC.Jl1q_~ ~:a,~~.al1Ci r~aur¥1l~
T!teC,ly ~t.f~bel'IQp.'lrtdag!.ooaih1:"1:op0"4,tiot'\~a-t""·t~CCl'Wleel~ WWO'lc·<.a~dnY.JrlX'.W'~ sucn~two!W!tV"O-(,n&«MIO'lal.&rPO:t~. ~Pot-W.tarTI!. ,'"lGW<1'1'--or.a'llr.tiettS trieC·ulseClip.taldltle ~O::d 6'10 we.c.om.MQ mo~oa--::e P8!:SC.119E1Slo 11.-$let>n"lal$l"la.nMrfolhefoort. ,-..lhe'-"O':.d.

PAGE15
557
CJT'ta'Ml-"M!"J:AC.l l FlOO.flfl, • C!'fY~
The
Position
TheC.lty Comm~t1~t acapabtll and
talented Cfty ManagerWI\O can f.6Ne Ma
tStitying folce r; imp1$nwn:ing me v!Sjon
of ::I-Mt new[:,, sa.5t.d Comr:,i:;slon Tlw
!.uoce-.s.fu\ candkl.n-& rr..Js: be an ethtcat
ar.d iMOV,j!t-16-le~-.uho is no: .ifr&D
to :hir,k outsido tt,0, l:::c( ThiiJY M~ havo
bothCOWag&1md....,~OOl"'\c\Adbeeapabl'(r
o<rtanagr.ger.tensi.-&IJl'ogre,nsand
projt,c:i;whlleen1Uring :op-tierrw-..idtnt -.. The Commfzlon I'.; COrntl'\!~ :0 enhancing ,e,--Aen:!.' q.iality of ure rn
tandttm"11!:hboosllng c0Mr1erdat
opportunities m &ctor.ion ;o 0\-"9r/i4ttll'ng
r-1ajorcapltalln~:.rnen:s U-..:newC.i:y
Maoaget MJ!.I IWU!t.11\r'ltlrllY,jngdoily

BACKGROUND OF THE FIRM
opora-JoM: Ul\fl !;::tee!~h. pBV u~
and....,,~ ~gM"len: Thay~! bet
A :.am butaer and nwn:ortha: ~pies:
rr.lp,K! and loyl<lty while- proMOttng
b,.,OIY. 911~1/0f?TTIQOf ,hza:er-,~
k'l'lploy&<ef, to ,eaen tfl&lt tull pc.!ertiat
T~ n:il:eohri;aunlQtMcippor-.unify :o
fll''!1bl<Y..b<::hall&t\ge'!Ofof\lle~ ln
•'Ofld-do$!. ~M to J'lt•rac: cl,,.,,ly
•,-..Ith ,) ¥ibu1rr. and clivvrff rrill of rec;iden~.
bl.m:~. eol'!"l.'nUni:ygioup!>. ald
~o~ hlgh-preftl-&glob.?.lnfl.u.enc;ti~
lhe ~.ii conclid.t:& w1U be oplln tc.
dl,'Or..e pe1~:i\'M .and new ldeA!. of
Crt'1 lffder.iwtllle(;l:ll.erci~ngp!'Of~
fortttude to pro-Ji,;1G- in:.igh:fu! gllid.Joea ~
the fiUIC:ecl bod\,·. o .. "t,11'1..-hen Uf'fl'OFUlal
City Government lnc:c,poiai.d lo 1915, th. Otyof ""'-• Bffch opwatff rnd« • C«nm!MJ.on/Oty ~
fam of pemm..,t. Th. Oty c..,ii.on
CO"lfk\J of dw Ml')'Cr and 1lx Comml•lcnw•
who un-. u th. pohcyofflaling l>ody of~
City. The Ml)"OI' 110d CCMffl>ialon .,. •l«titd
0h I c:lt)'wtd•, ~!Sin bati, Ind they
itppOWlt tht Oty Menege,f, 01}1' Attonty,
0ty Cl..-k, nf lncpKtu ~t1I. All oth.r
dtipatm«1th+ad1a,1~1tdbythe
City M..,,.g:«wkh thf ~ of tht Ot)'
Ccmmtakn. The Clty M81~ Is rffPOll'lb~
fc:w mplll'l1fotlog Ccn,mlHlcn pclleit-1 and
dt<:lllors, picMdmg IKKllti-1 ....... l lNdt,ishlp,
Ybloo, and ~Q to theoigai~tton, •Mi
fa tht, dail~ opf,ltkm ol ~ Oty.

Tht-CttyofMiaMl!kKhiaaU-s.rYlc•
9or.«rm1nt prO'o'kf!ng • blo.d 1w,ge of
MIVQII tOlfS fffldenttand IIIIIIJIII VllltOII.
tuEX.2Dl~icSl29mllkln,
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mtllloh TM Oty Hhlbn,. "°''IQ "*ldal
st.ndlli, hlghl!)ht.ed by tubstwrtloll rn~w,
• P"*~ Mt G«itiral Oblig.tion Bond
a edit 1atng, and an FV 24 Bodgtt th.et hu
giownbydostto1U.frcm tt..prlOI y.tt
tu.i.d by conth.fng hcfenN In property
"11kM•Jd .. 'lhlJKO<ftu .. id,..,...
c:cri.ct1et-. In 2018 and 2022. M~I &..ch
vot.t,~tigly.appu,,,..-:1 ~
~ ~ P't9fts. toc.fhg r-ly
5600 m~ 1o1nh:stn.1ct1.r• twfffflllrlts.
that•• tJ..-fmn'wlg th!$ k:cnlc Oty Imo•
ttiMUtnt,. trtl end oJu1 dfltlnltion lnllb
eoyoth9!-,
Wttn1 t~ard~edi..s.5twp
t"'1"1 (C\t)' ~~». ttw Oty his
tlll~~pcog,,-1.,pi~OK.and
f~ that pu11•-id•both _..,...UH Ind
cw«tu'ffiN btndt~f~,bl.t.....S.L
and...tsltcf'l:alllu-. Tlw,Otv~M'ldap.at.s
thl Miarnl 8"ch eor-nc.1on c.tt• C6fflflUI-,
which rtc«ldy Utid.,...,.., -.rd-wirmingi
s.64~ 1t11t1cn, .. .._.t.on"nd •~--,
~lc!Oi'HS MOC• thin 60),000 vltltoi'S IUn)llly.
.~ two r~.-..kipMtnt 1g,IOdec ("'N.l.iftd!. ......... ....., ~~~ ~ -· to 1.-.mlla. U... c:otMltJtOy. SJspvil':atlt .Hotts .. ......_:,,oerlwioCClnltAlnty
p..ibficMMt)',imp~ ltMltpCll'it.lUon~
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hoosJng .-.IU.tiva, .id fflP'o-'9S.:vica foi lh
)'Nl'-IO,,,id1Hkitl\U.Th. 2')j0Kt1Mia..t:b
~.,,..._l'tM)~tlM-dttdorlof
th. City h I broad rtnpe of att.tes, ft-om
landUM#lO~--IOh!a01k
pt'tst!"vatf«I~ C41pi\ll~«4S.MIWrli
hachr.adtntl •• highly~ M::I
cOMt<tlld whh theft 0ty!1(M!l'l'IMffl. writh
OVIM 40 ,...,ta boa/cfs lltd (ll)ffllftittff,sl)fo,1dng W1M lod-s,.trnents and riMoloctod body. i:•riorit-J
Opportunities and Challenges
lha~loionitcon.-'i.ied
lo~len.;i,tgCllylf'!~
1Mtt-..1r«u:;on.ipgedlr,gp.rttc
safMybndpcttikiwt,,•ht'p.'ICt._'IQ
ta 1etlde.i.\ q.w.~tyol'li'e
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ltiOdooordlMIU't~.tloi>p,1orl\'
fi:lttheCtyCorr,TNlon
t. • 1 ... • - ,.,( ... ~
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~ pLwwlng ~ «:tlontor bet/I~
W1'6't,UdUN.-.c!p,'-"poc,pe!'tyTo.tClyli. t.11Cldirg~tMlild-c:ln11.-thankUgtc'll«1 ~IO~IN'cr.wLyt,llilelDday,O.
lhC'conrullly~.&aiMllyi'vbe1nakUl'ldW1fhapocaa.~~.lfldatligl W«a'llble.ttieCltyt.~vA-.blltf.OtlW>tr'PICt.idSIH
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thofltgr1UChtnll1SirlJonoharocflhoCtyhes.co-r'ClodtollM)St1n .' "91'lQ•"trll.tf\JCWJ-.,i,lOD ........ Y~"lgtaaotkMltnM on:, V5inotht~ .... ..»l/:llble~end~
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MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE16
558

BACKGROUND OF THE FIRM
• QT'rM;.WAGUt
Minimum
Qualifications
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CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
Key Leadership and
Professional Characteristics Allc,ptfl, nt>IJ!Hl. t
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PAGE17
559

BACKGROUND OF THE FIRM
CITY.OF MIAMI BEACH. FLORIDA • CITY MANAGER
Application Process and
nticipated Sched e
Candidates must apply electronically with a resume. cover letter. and contact information for five professional references at Y£:lCi1,.

GovHRJobs com by June 14. 2024 Candidates are advised that the City Commission expects to receive a briefing on the top six to eight candidates from the consultant on July 10. when they expect to choose three to four finalists. Final in-person interviews are expected to be conducted in public with the City Commission on July 24.

For questions or more information contact MGT's GovHR
Executive Consultant Jim Dineen at 386.846.2612 or Senior Vice President Joan Walko at 410.499.9586.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
Government in the Sunshine
Information contained in the
Floncta Sunshme Law assists
the public and governmental
agencies in understanding the
requirements and exemptions to
Florida's opeh government laws.

The Attorney General's Office
compiles a comprehensive guide
known as the Government-inthe-Sunshine manual Candidates are advised to be aware that all
aspects of this recruitment are
open to public records requests
throughout the process.

GovHR USA
1 Gov TEMPS USA
MGT
PAGE18
560

BACKGROUND OF THE FIRM

ANTIOCH, CALIFORNIA

CITY MANAGER
MGf CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
GovHR usA
-·
1 GovTEMPS USA
••••• MGT
PAGE19
561

BACKGROUND OF THE FIRM
Antioch, CA (pop. 115,264) is conducting a national search for City Manager. Antioch was incorporated in 1872, making it one of California's oldest cities with a burgeoning population of professionals and skilled workers.

The community is located on the banks of the Sacramento-San Joaquin River Delta in Northern California, just off Highway 4, in the heart of eastern Contra Costa County, northeast of San Francisco. Antioch offers a variety of employment, shopping, and recreational activities. Antioch is the second largest city in Contra Costa County and is one of its most diverse communities. The City of Antioch is committed to cultural awareness and continued investment in being an inclusive community. •

THE COMMUNITY
Antioch is located forty-five minutes from Oakland International Airport, San Francisco and Silicon Valley is nearby. Antioch is one hour from Sacramento and just over two hours to Lake Tahoe. Antioch is served by the Bay Area Rapid Transportation System (BARTI. Antioch offers a multitude of outdoor adventures including boating, sailing, windsurfing, paddleboarding, fishing, kayaking, golf, hiking, and nearby skiing, as well as numerous cultural arts experiences. Residents enjoy the natural beauty of Mt. Diablo State Park and Black Diamond Mines Regional Preserve. Experiencing an average of 260 days of sunshine a year, residents have access to the beaches along the California coast and numerous pick-your-own fruit farms where abundant fresh peaches, apricots, sweet cherries, blueberries, raspberries, and pumpkins are grown.

Many residents are young families, while others have historic roots in Antioch. Land remains plentiful and affordable. Individuals who identify as Latino/Hispanic make up Antioch's largest ethnic group at 35%, 20% are Black or African American, and 12% are Asian. Families with dreams of home ownership come to Antioch for its neighborhoods, parks, and natural beauty. In many ways, Antioch is a traditional community with multiple participatory events, including the popular and well-attended July 4th parade, for example.

There is always something to do for everyone who lives, works, and plays in Antioch.

MCif CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
PAGE 2
PAGE 20
562

BACKGROUND OF THE FIRM
ANTIOCH. CALIFORNIA • CITY MANAGER

QUALITY OF LIFE
Antioch's location is near beautiful mountains and the Delta and is ideal for outdoor activities. Antioch is home to thirty-one (31) parks covering a total of 310 acres with an additional 600 acres of city-owned open space for passive recreation. Eleven (11 miles) of walking paths connect neighborhoods to parks and schools. Antioch has a municipal marina, along with other private marinas, boatyards, and yacht clubs. There is a public fishing pier in the city, and another one nearby. The City offers numerous recreational programs including unique programs like Aztec dance, skateboarding, kayak sunset paddles, and hoola hoop fitness.

Children and adults enjoy turf field soccer tournaments, baseball, and multiple other competitions. The Antioch Community Center is newly renovated with basketball, karate, martial arts, and a multitude of youth programs. The Antioch Water Park includes a wave pool and is also newly renovated.

Contra Loma Regional Park, the Antioch/Oakley Regional Shoreline, Black Diamond Mines Regional Park, and the Mokelumne Coast to Crest Trail and Delta de Anza Regional Trail are within Antioch's boundaries and make up 38% of Antioch's total land area. The Antioch Dunes National Wildlife Refuge was the first national wildlife refuge In the country.

Just outside Antioch city limits is the 2,024-acre Round Valley Regional Preserve.

Public schools within the Antioch Unified School District consist of three high schools, four middle schools, and numerous elementary schools. The three high schools are: Antioch High School, Deer Valley High School, and Dozier-Libbey Medical Hig.h School. The four middle schools are: Antioch Middle School, Park Middle Schoon, Black Diamond Middle School, and Dallas Ranch Middle School.

Antioch includes three private high schools, consisting of Heritage Baptist Academy (K-12), Delta Christian High School, and the Promised Land Christian High School. The private primary and middle schools consist of Holy Rosary Elementary School, Hilltop Christian School, Kinder Care Learning Center, Antioch Christian School, Golden Hills Christian School, and Great Beginnings Elementary School.

Charter Schools include Antioch Charter Academy and Antioch Charter Academy II. Antioch is also home to Contra Costa Medical Career College for medical and nursing certifications.

The Arts & Cultural Foundation of Antioch administers the Rivertown Art Center and hosts graphic arts, sculpture, pottery, and performance arts education for all age groups. Community events include the Saturday Summer Concert Serles, the Delta Blues Festival, and Holiday De Lights.

Antioch has four Historic Places or buildings on the National Register of Historic Places: the Black Diamond Mines, Roswell Butler Hard House, Riverview Union High School Building and the Shannon-Williamson Ranch.

The Antioch Historical Society Museum is located in the Riverview Union High School Building. Antioch hosts the Contra Costa County Fairgrounds.

Antioch is home to multiple community improvement groups such as the Delta Veterans Group, Reimagine Public Safety Antioch, and activist youth groups, many of whom regularly participate in City Council meetings.

MGf CITY OF LOS BANOS I FEBRUARY 21, 2025

RFP I CITY MANAGER RECRUITMENT
PAGE3
PAGE 21
563

BACKGROUND OF THE FIRM
ANTIOCH. CALIFORNIA · CITY MANAGER

ECONOMY
The Antioch economy is enhanced by its medical,
financial, insurance, and other service-oriented
businesses. The two Antioch hospitals are the largest
employers and provide a high level of health care
services. Recent new developments provide increased
employment. The largest employers include:
• Kaiser Permanente Hospital, 2,166 jobs
• Antioch Unified School District, 1,900 jobs
• Sutter Delta Medical Center; 972 jobs
Nearby colleges and universities include California
State University, East Bay, University of CaliforniaBerkeley, and Cal Maritime, as well as multiple others, including Contra Costa Medical Career College.

ANTIOCH BYTHE NUMBERS
Housing Units: 36,639
Homeownership Rate: 61.5%
Household Income, Median: $81,008
Home Sale Values, Median: $616,000 (Redfin)
Rent, Median: $2,200
Total Employers: 1,087
Race and Ethnicity: 25.4% White; 35.5% Hispanic
or Latino; 13,T'/4 Asian; 19.5% Black or African
American; 5.9% Other
Foreign Born: 22.5%
High School Graduation Rate: 86%
Bachelor's Degree: 23%
Poverty: 12.1%
RECOGNmONS, AWARDS, AND

RECENT ACCOMPLISHMENTS
• Certificate of Achievement for Excellence in Financial Reporting, Government Finance Officers Association
(GFOA)
• Commercial Infill Overlay District Award, California
Planning Association and Cal EPA
• $2.2 million Antioch Community Center Grant
• $4 million Bicycle Garden Grant million, Safe Streets and Roads for All, Contra Costa Transit Authority
• $12 million grant for reconstruction of L Street
• Implementation of a Model Transitional Shelter
• Implementation of a Community Crisis Response Team
• First city to apologize to Chinese immigrants
• First city to approve a Public Labor Agreement (PLA) to ensure building trade living wages
PAGE 4
CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 22
564

BACKGROUND OF THE FIRM
ANTIOCH. CALIFORNIA· CITY MANAGER

CITY GOVERNMENT
The City of Antioch is a full-service general-law city
operating under a Council-Manager form of government.

The Mayor and four members of the City Council are
elected to serve four-year terms. The Mayor is elected
at-large; the Mayor Pro Tern is elected annually by the Council.

Under policy direction of the City Council, the City
Manager serves as the Chief Administrative Officer
of the City; assuming full responsibility for planning, administering, directing, overseeing, and evaluating
the activities and operations of all City departments;
providing policy guidance to and coordinating the
activities of management staff; facilitating the
development and implementation of long and short
range plans, policies, goals, objectives, and programs
to provide the City with technical and administrative
direction in meeting and maintaining City services
standards; ensuring public services are delivered in an efficient and effective manner; and providing highly
complex administrative support to the City Council.

Yiewjoh D~~g:i~tiQO
The City Manager serves as the City's Chief
Administrator and is responsible for providing policy
recommendations to the City Council as well as acting
as the Council's representative to meet with citizens,
employees, or businesses to present the City's position or to implement its policies. Antioch is organized into nine departments: Community Development, Economic
Development, Finance, Human Resources, Information
Systems, Public Safety and Community Resources, Parks
and Recreation, Police, and Public Works. The City has a FY 202425 total general fund budget of $100.9 million
and a Capital Improvement budget of $46.8 million and
is supported by a workforce of 411 full-time employees, not including seasonal and part-time. Fire services are provided regionally by the Contra Costa Fire Protection District. A new and unique organizational feature
enables the City Attorney to provide support to the City Clerk's office while overseeing a new rent stabilization and housing program also.

ANTIOCH'S VISION AND

STRATEGIC PLAN
P.ntiQS;.h'.s. Y'.i.i;IQn ~oo _S_tr.?Jtegis;_Plan is aspirational and includes the goals to realize, enhance, and transform
Antioch.

MISSION
To <iel1ve1 y11c1lity seIvIces with 11Ite911t),
excellence nrt<i ir1110, ;;11011
New and upcoming challenges include updating the
general plan, code of ordinances, economic development
plans, and the personnel plan, increasing public
involvement, potential bonding for infrastructure
improvements, implementing police and other
departmental structural improvements while reducing
crime, employee retention and recruitment, creating
governance strategies for evolving community policy
solutions, orienting new Council Members after the
fall election, team building and goal prioritization, and addressing desired land use changes.

PAGES
MGf CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 23
565

BACKGROUND OF THE FIRM
ANTIOCH. CALIFORNIA · CITY MANAGER

THE IDEAL CANDIDATE
The ideal candidate will have strong values and a
big heart. City Council seeks stability in the City
Manager's office and wants a City Manag,er who can
create meaningful and cooperative relationships and
commitments t o Antioch. The City Council seeks an
experienced professional with a broad and progressive
background that understands what it takes to effectively lead a, talented team and support a vibrant and cohesive work culture. The next City Manager should be engaged
and become part of a community and deploy a blend of
forward thinking, fiscal responsibility, and collaboration.

One-on-one communication is appreciated.

The next City Manager needs to exercise strong,
consistent, values-based. and principled leadership
through u·sing a diptomatic, personable and relatable
approach to build trust of employees and with the
City Council to move Antioch proactively forward. The
next Antioch City Manager needs to be energized,
bold, take the initiative, have the courage to speak up, and welcome the challenge of leading a competent
and dynamic city team as a strong, principled leader,
as well as recruiting and filling three Department
Director vacancies. The next City Manager must be an
accomplished verbal and written communicator with
superior interpersonal skills.

The next City Manager needs to work effectively with
the City Staff, City Attorney, and each of its elected
officials yet provide appropriate buffering between the City Council and the Department Directors. The next City Manager needs to be a patient and effective coordinator of new policy ideas while operating according to sound
management principles and be able to communicate
options in a persuasive, yet trusted, manner by
understanding multiple perspectives and employing a
variety of approaches to meet the elected official, staff, or community member where they are at. The next
City Manager needs to provide a comfortable working
environment and create departmental accountability
while also refereeing elected offical involvement,
revisiting existing administrative and policy guidelines as needed, and ensuring compliance with the California's Brown Act.

The ideal candidate will be driven by values and realize that their leadership can create outsize meaning and
desired social justice outcomes. The ideal manager will act with principled conviction and confidence in their
professional pursuits yet possess humility. Being an
ICMA Credentialed Manager would be a plus.

PAGE6
MC:,T CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 24
566

BACKGROUND OF THE FIRM
ANTIOCH, CALIFORNIA· CITY MANAGER
THE CITY MANAGER'S OFFICIAL DUTIES INCLUDE:
• Assuming full management responsibility for all City operations; assessing ongoing operational needs through department heads and determining the best organizational structure to meet goals and objectives; and developing, recommending, and administering policies and procedures. • Assessing and monitoring workload, administrative support systems, and internal reporting relationships; identifying opportunities for improvement and implements as appropriate; and recommending organizational development plans to the City Council.
• Selecting, motivating, and evaluating personnel (not otherwise selected by the voters-City Clerk and City Treasurer or the City Council or City Attorney) and coordinating and resolving personnel concerns. • Overseeing the annual budget process to ensure an efficient and equitable delivery of City services while keeping the City Council advised of financial conditions, program progress, and present and future needs of the City.
• Conferring with department heads and managers concerning administrative and operational problems, work plans, and strategic plans; making appropriate decisions or recommendations; overseeing the preparation and implementation of long-range plans for the City.
• Managing the City's inter-governmental relations and public information functions. • Directing major economic development projects.

The Ideal candidate will ~sess the following knowledge, ablUUes, and skills:
• Knowledge of principles and practices of program
development, administration, and collaboration
• Knowledge of local government, and state
and federal legislative processes, codes, and
regulations
• Knowledge of principles and practices of fiscal and
strategic planning
• Knowledge of municipal finance practices and
budget preparation and administration
• Knowledge of innovative municipal practices and
improved City Council communication, partnership
and mutual good government outcomes
• Demonstrated experience in motivating teams and
enhancing accountability
• Demonstrated skills in recruiting and developing
talent
• Demonstrated skills in economic development and
local and regional governmental collaboration
• Demonstrated skills in interpersonal relations and
supporting staff with professional and city council
boundaries
• Ability to be progressive and move the community
forward together on responsible social justice
solutions in partnership with non-profits,
philanthropic institutions, and the City Council
• Ability to connect with lobbyists at the state
and federal level for greater funding and grant
opportunities
• Ability to reimagine public safety in the greater
sense involving crisis management approaches with
increased transparency and public partnership
• Capability in coordinating unbiased information to
the City Council and the public using principled,
and ethical judgment
PAGE7
MGT CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT PAGE 25 567

BACKGROUND OF THE FIRM
ANTIOCH, CALIFORNIA · CITY MANAGER

CANDIDATE REQUIREMENTS
• A bachelor's degree with major course work in
public administration, business administration,
or related field
• Ten (10) years of progressively responsible
experience in municipal government
including five (5) years of management and
administrative experience.

COMPENSATION & BENEFITS

PREFERENCES
• A master's degree in a related field is highly
desirable
• Experience with police matters and evolving
approaches
Antioch offers an excellent opportunity for an experienced professional looking to make a difference in a robust region. The salary range is $251,328 - $305,460, DOQ/E. Antioch has a strong collaborative culture. Antioch offers a generous compensation and benefits package. Residency is preferred yet not required. The City Manager enjoys an employment agreement.

Application deadline is March 18, 2024. Apply here: Careers Page GovHR - GovHR USA Submit cover letter, resume, and five professional references (who will not be contacted without prior notice).

For questions, call 847-380-3240, Ext 114. Save the date for interviews: May 15, 16, and 17. Applications are confidential until permission is given. Position open until filled. Equal Opportunity/ADA Employer. Q!y_Qf_ Antioch California iantiochca gov>
MGT CITY OF LOS BANOS I FEBRUARY 21, 2025 RFP I CITY MANAGER RECRUITMENT PAGES
PAGE 26
568
BACKGROUNDOFTHEFlRM
Sample Questions
City of Los Banos - City Manager
Candidate Questions - Please Respond by Month Day, Year Please prepare written responses to the following questions. Retype the questions at the top of each page and limit your response to the remaining space on that page. Be sure to put your name on the document and keep the question responses in one document. Please email the document back to me by the end of the day on Month Day, Year. Thank you.

Questions Chosen

1. The City has an interest in increasing commercial development and expanding the property tax base to ensure future affordability for residents. What efforts or strategies have you implemented in past organizations to achieve a similar goal?

2. Los Banos will be undertaking a significant expansion of a sewer treatment facility shortly.

What has been your experience in providing oversight to a large capital improvement project and how will you ensure the project is completed on time and within budget?

3. Los Banos continues to expand its resident population and there is an increasing demand for new services, particularly recreational offerings accessible to all residents. What information and considerations would you explore as the City Manager to consider if expansion of new services is financially viable?
MGf CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 27
569
Proposed Schedule
Project Approach & Methodology
A detailed plan specifically designed for you.

Project Understanding
A typical recruitment and selection process takes
approximately 175 hours to conduct. At least 50
hours of this time is administrative, including
advertisement placement, reference interviews,
and due diligence on candidates. We believe our
experience and ability to professionally administer
your recruitment will provide you with a diverse
pool of highly qualified candidates for your
position search.

Our clients are informed of the progress of their
recruitment throughout the entire process. We are
always available by mobile phone or email should
you have a question or need information about the
recruitment.

Furthermore, As highlighted in the Scope of Work
of this RFP, the City requires comprehensive
Success Stories
•The coordination by the consultant
helped to alleviate the workload of
Internal staff. Consultant was willing
to customize the process based on the
City's needs.•
background checks on finalist candidates, advisement on the findings, facilitation of the final interview process, and assistance with employment contract negotiations. MGT's rigorous due diligence process, including in-depth background checks, social media reviews, and verification of candidate expertise, ensures the credibility and integrity of the selection process. Our thorough approach and strategic support in final interviews and contract negotiations provide the City Council with confidence in selecting the best-fit candidate for the City Manager position.

Proposed Work Plan
PHASE 1

POSITION ASSESSMENT, POSITION ANNOUNCEMENT, & BROCHURE
Activities
MGT treats each executive recruitment as a transparent partnership with our client. We believe in engaging with stakeholders early in each recruitment process to fully understand the challenges and opportunities inherent in the position. Understanding the organizational culture is critical to successful recruitment. We gain this insight and information through meetings (one on one and in small groups), surveys, and a review of relevant information. This information is reflected in a polished marketing piece that showcases the organization and the area it serves.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 28
570

PROPOSED SCHEDULE

INFORMATION GATHERING
• One-on-one or group interviews with stakeholders identified by the City. • Community forums (in-person or via video) can be used to gather input and feedback. • Surveys can be used for department personnel and/or the community to gather feedback.
• Conversations/interviews with department heads.

A combination of the items listed above can be used to fully understand community and organizational needs and expectations for the position (this proposal includes 12 hours of meetings - additional meetings can be added for a fee of $195/hour plus actual expenses if incurred). One organizational survey is included. A Community Survey can be conducted for $2,500. Community Forums are conducted as an optional service.

Development of a POSITION ANNOUNCEMENT to be placed on websites and social media.

Development of a thorough RECRUITMENT BROCHURE for the City's review and approval.

Agreement on a detailed RECRUITMENT TIMETABLE - a typical recruitment takes between 90 to 120 days from the time you sign the contract to the appointment of the finalist candidate.

PHASE 2

ADVERTISING, CANDIDATE RECRUITMENT, & OUTREACH
Activities
We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. Our website is well known in the local government industry - we typically have 17,000+ visits monthly to our website and career center. Additionally, our weekly jobs listings are sent to over 8,000 subscribers.

Phase 2 will include the following:
• MGT consultants will personally identify and contact potential candidates. • Develop a database of potential candidates from across the country unique to the position and to the City, focusing on:
- Leadership and management skills.
- Size of organization.
- Experience in addressing challenges and opportunities also outlined in Phase 1. - The database will range from several hundred to thousands of names. An email campaign will be sent to each potential candidate.
• Placement of the Position Announcement:
- Public sector online Career Centers.
- Social media: Linkedln (posted on MGT Executives Linkedln news feeds to reach over 50,000 connections), Facebook, and lnstagram.
- MGT will provide the City with a list of advertising options for approval.

MGT CITY OF LOS BANOS I FEBRUARY 21 , 2025 RFP I CITY MANAGER RECRUITMENT PAGE 29 571

PROPOSED SCHEDULE
PHASE 3

CANDIDATE EVALUATION & SCREENING
Activities
Phase 3 will include the following steps:
• Review and evaluation of candidates' credentials with consideration to the criteria outlined in the Recruitment Brochure.
• Candidates will be narrowed down to those that meet the qualification criteria. • Candidate evaluation process:
- Completion of a questionnaire explaining prior work experience. - Live Video Interview (45 minutes to 1 hour) conducted by consultant with each finalist candidate.
- References provided by the candidate are contacted.
- Internet/Social Media search conducted on each finalist candidate.

All resumes will be acknowledged and inquiries from candidates will be personally handled by MGT, ensuring the City's process is professional and well regarded by all who participate.

PHASE 4

PRESENTATION OF RECOMMENDED CANDIDATES
Activities
Phase 4 will include the following steps:
• MGT will prepare a Recruitment Report presenting the credentials of those candidates most qualified for the position.
• MGT will provide an electronic recruitment portfolio which contains the candidates' materials along with a "mini" resume for each candidate so that credentials are presented in a uniform way.
• The City will receive a log of all applicants and may review resumes if requested. • Report will arrive in advance of the Recruitment Report Presentation.

MGT will meet with the City to review the recruitment report and provide additional information on the candidates.

PHASE 5

INTERVIEWING PROCESS & BACKGROUND SCREENING
Activities
Phase 5 will include MGT completing the following steps:
• Develop the first and second round interview questions for the City's review and comment.
• Coordinate candidate travel and accommodations.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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PROPOSED SCHEDULE
• Provide the City with an electronic file that includes:
- Candidates'. credentials.
- Set of questions with room for interviewers to make notes. - Evaluation sheets to assist interviewers in assessing the candidate's skills and abilities.

Background screening will be conducted along with additional references contacted:

MGT BACKGROUND SCREENING
✓ Social Security Trace & Verification ✓ County/Statewide Criminal ✓ US Federal Criminal Search ✓ Civil Search
✓ Enhanced Verified National Criminal ✓ Bankruptcy, Liens, and Judgements - National Sex Offender Registry ✓ Motor Vehicle Record - Most Wanted Lists: Federal Bureau of
Investigation (FBI), Drug Enforcement
Agency (DEA), Bureau of Alcohol,
Tobacco, Firearms and Explosives (ATF),
Interpol
✓ Education Verification - All Degrees Earned
Optional: Credit Report - Transunion with score
(based on position and state laws)
Optional:
- Professional License Verification
- Office of Foreign Assets Control (OFAC)
Terrorist Database Search
- Office of the Inspector General (OIG),
General Services Administration (GSA),
System for Award Management (SAM),
Food and Drug Administration (FDA)
- All felonies and misdemeanors reported
to the National Database
- Drug Screen
- Employment Verification
MGT will work with you to develop an interview schedule for the candidates and coordinate travel and accommodations. MGT consultants will be present for all the interviews, serving as a resource and facilitator.

MGT will coordinate a 2-Step Interview process. The first-round interviews will include four to five candidates. The second-round interviews will include two or three candidates. MGT will supply interview questions and an evaluation form.

In addition to a structured interview, the schedule can incorporate:
• Tour of the City's facilities.
• Interviews with senior staff.

Activities
PHASE 6

APPOINTMENT OF CANDIDATE
• MGT will assist you as much as requested with the salary and benefit negotiations and drafting of an employment agreement, if appropriate.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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PROPOSED SCHEDULE
• MGT will notify all applicants of the final appointment, providing professional background information on the successful candidate.

Project Timeline
Based on our experience in conducting similar projects, we anticipate the proposed project can be completed within 14 weeks of project initiation as illustrated in Exhibit 1.

WORK PLAN TASKS
Exhibit 1. Proposed Schedule
WEEK
I Phase 1: Position Assessment,
Position Announcement, &
Brochure
1 2 3 4 5 6 7 8 9 10 11 12 13 14
r Phase 2: Advertising, Candidate
1 Recruitment, & Outreach
I Phase 3: Candidate Evaluation &
Screening
Phase 4: Presentation of
Recommended Candidates
Phase 5: Interviewing Process &
Background Screening
Phase 6: Appointment of
L Candidate
l
Commitment to Diversity, Equity, & Inclusion in Recruitments MGT is a leader in diversity, equity, and inclusion (DEi) consulting services, strategic planning, and organization transformation. MGT's experience working in diverse communities across the United States and working with organizations seeking to change organization culture is critical to the success of all our projects. We have a track record of building awareness, solutions, and direction for systemic change by generating transformative ideas and solutions, information, and practices into operational strategies, which help us stand out in all our projects.

MGT is also one of the original and premier disparity research firms in the country. Disparity studies were the first instance of bringing principles of diversity, equity, and inclusion into the public sector, through the procurement process, and since 1990, MGT has conducted more than 230 public sector disparity studies. These studies are designed to improve procurement departments, promote and advance equity, and improve economic outcomes for diverse communities that have been historically marginalized by analyzing policies, practices, and programs to increase the utilization of minority- and women-owned businesses. Clients that have conducted a disparity study are in the unique position to increase and improve systematic equity through procurement and contracting, which can ultimately promote economic empowerment by creating strong business and employment pipelines in communities of color.

MGT also has a long-standing commitment to DEi. Since the firm's inception they have supported, with their time and financial resources, organizations that advance underrepresented populations in local government. These include the National Forum for Black Public Administrators, the Local Government Hispanic Network, The League of Women in Government, and CivicPride. Our Team Members have moderated and spoken on DEi topics at the International City and County Management Association conference and state conferences. Our MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
RFP I CITY MANAGER RECRUITMENT PAGE 32
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PROPOSED SCHEDULE
employees and consultants have undergone Implicit Bias Training, and we are frequent speakers on incorporating equity and iriclusion into all levels of local government. Additionally, we provide a list of DEi resources on the homepage of the website at mgt.us.

MGT has formally partnered with the National Forum for Black Public Administrators' consulting arm, i4x, and in several recruitment and selection processes throughout the country including Toledo, OH; Fort Collins, CO; Ann Arbor, Ml; Oakland, Ml; and Arlington, TX. Our partnership reflects our mutual commitment to advancing DEi values and increasing the diversity of local government leaders at the highest levels of local government organizations.

MGT's Recommendations to RECRUIT and Retain Top Talent
RESPONSIVE: ROLL OUT THE WELCOME MAT! Candidates may struggle with relocating for a new position as well as being concerned about the "fit" with a new team. It is important to include costs for your top candidate(s) to travel to your location for the final interview process.

Our team will work with you to create a welcoming, informative experience for both you and the candidate(s).

ENCOURAGING: Employee development is a must-have in today's market. Candidates appreciate their employer investing in them as much as they are investing themselves in the job.

Consider "up and coming" candidates who may lack one or two preferred skills and assign a mentor or invest in a course to encourage their professional development. A mentor/training program will also help establish a peer-to-peer connection and make them feel more comfortable about the transition to a new job.

COMPETITIVE: Our team will guide you in offering a competitive market rate compensation and competitive benefits package attractive to today's candidates. Competitive employers must include relocation expenses and should consider signing bonuses and temporary housing.

RESOURCEFUL: Review your job description - do you need public sector experience? Are the years' experience you list essential, or can that be preferred? Consider a more resourceful approach when reviewing candidates' experience. Carefully assess requirements such as Certified Public Accountant (CPA), Professional Engineer, and others that will limit your talent pool - consider using the word "ideally" or "preferably." UNDERSTANDING: These past few years have, without a doubt, changed the work environment.

Competitive employers have recognized this and are offering flexible/hybrid/remote work options. Those positions that offer this type of flexibility consistently receive a better candidate response rate.

INNOVATIVE: Think about what is unique and attractive about your community and organization and highlight that in your recruitment efforts. Talk about organizational culture and what your values are with respect to your employees. MGT will assist you in being as innovative as possible in your outreach.

T RANSPARENT: Some states now mandate listing salary ranges in any job advertisements or postings. More and more companies are showing at least a salary range in their postings to promote pay transparency and equity. Post the salary range you will use for hiring - it is public information. If we make it too difficult for candidates to find out the salary, they will move on to the next opportunity.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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PROPOSED SCHEDULE
Our Current Engagements
C lient
r Decatur, AL
I International City/County Management
Association, DC (ICMA)
Position _ _.,...] -P-lanning Director ·--- - - ---- -1 Assistant to the CEO/Executive Director and Board
Liaison
Milford, DE Q_!ty Manager
Director of Public Works
Utility District Executive Director
Transportation Engineering Manager (Limited)
Fire Chief c---
Assistant City Manager
Kent County! DE
Riviera Beach, FL
Tampa, FL
Clearwater, FL
Clearwater, FL
Miami Beach, FL
Indianola, IA
Economic Development Director -~-
East Central Intergovernmental Association
(ECIA), IA
Johnston, IA
Central Lake County Joint Action Water Agency,
IL
Tinley Park, IL
Lake Count}'., IL
La Grange, 11-
j Metra, IL
Cary, l_h__
Winnetka, IL
Lake Forest, IL
Park Forest, IL
I Glenview Park District, IL
Joliet, IL
Lindenhurst, IL
Wheelin9, IL
Wheeling, IL
Cary, IL
Lawrence, MA
Westminster, MD
Westminster, MD
Grand Rapids, Ml
Rochester Hills, Ml
League of Minnesota Cities, MN (LMC)
Blaine, MN
Breezy Point, MN
Buffalo, MN
Frontenac, MO
Gallatin County, MT
Mecklenburg County, NC
Gastonia, NC
Omaha, NE
Cleveland!. OH
Fountain Inn, SC
Dallas, TX
City Manager
Executive Director
j ::~~ Chief - Johnston-Grimes Metropolitan Fire
~ trict, IA
Operational and Information Technology Manager
Assistant Finance Director
• ector of Finance/Chief Financial Office-r ----
blic Works Director
ef Human Resources Officer
Permit Assistant (Custom/Virtual)
Community Development Director
Finance Director
Village Manager
[ Deputy Executive Director
Director of Planning (Limited)
Chief of Police
Deputy Finance Director
Human Resources Director
Assistant Village Administrator
Chief of Police
Director of Human Resources
Director of Public Works
Deputy City Comptroller
Chief of Staff
Finance Director
Assistant Finance Director
City Administrator/Clerk/Treasurer
Finance Director/ Assistant City Administrator
City Administrator
Chief Human Resource Officer
County Manager
City Attorney
Streetcar Operations Manager
Executive Director, Community Police Commission
Director of Public Works
Library Director
MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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Client
Austin, TX
Alleghany Cou__11ty, VA
Pittsylvania County, VA
Fairfax County, VA
Bellingham, WA
Lake Geneva, WI

PROPOSED SCHEDULE
Position
Director, Housing
County Administrator
County Administrator
Director of Information Technology/ Chief
Information Officer
Human Resources Director
1 City Administrator (Extended)
Affirmation of Our Ability to Focus on this Project
Firm Capacity
Our current workload is diligently managed with experienced project directors, allowing them the ability to dedicate the necessary resources to fully engage in this collaborative process. We are positioned to dedicate the necessary resources capable of dedicating the time to facilitate a collaborative process.

Having multiple simultaneous projects in different parts of the company is a frequent phenomenon and we have established effective procedures for ensuring all client engagements are successfully managed. Most notably, our procedures include:
• Scope management. As part of our project initiation process, we reach a shared agreement with our clients around the requirements and extent of a project. We also monitor and control our work tasks to ensure all required work is delivered on time and meets or exceeds client expectations. Our Recruitment Consultants are supported by a Recruitment Coordinator and a Reference Specialist, who help achieve key deliverables while adhering to the recruitment timeline. Our project initiation also includes communication planning and expectations, as workload management can be impacted from the client side as well.
• Effective use of project management technology tools. We deploy business software that allows project managers to develop and track key components of each project, such as the project schedule, resources, timelines, risks, and milestones. Alerts and other systems are programmed into the software so if any aspects of the project need to be adjusted, project managers can quickly and easily affect those changes to ensure the project stays on track. This visibility enables us to communicate with our clients on the project's progress accurately and realistically.
• Flexibility and ability to adjust to changing conditions. Our project managers and personnel understand even the best-laid plans go awry due to unforeseen circumstances, and all these individuals have the flexibility and adaptability to think through alternatives that would best meet the challenges caused by these changes. Our responses to the COVID pandemic are great examples of this as we had to make changes to accommodate virtual meetings when in-person meetings and travel were not options. We adjusted several aspects of our normal scope of work to ensure completion with minimum disruption to processes or timelines.

MGf CITY OF LOS BANOS I FEBRUARY 21, 2025
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PROPOSED SCHEDULE
Project Team Capacity and Availability
This project teani has the availability and bandwidth to successfully complete this project. The personnel described in our proposal are the professionals who will provide the services for this project. The key staff will be available and actively engaged in this project for the duration. No key person will be removed or replaced without the prior written concurrence of the City.

MGT understands time is money and is committed to providing responsive service. Our current workload will not hinder our ability or commitment to provide the City with the same quality and timely service as received by all of our clients. Each proposed team member is available to begin your project upon receipt of a signed contract.

Should additional resources become required throughout the course of providing services, or should the project schedule become accelerated, MGT can draw from the expertise and resources of our entire firm of 900+ employees to help meet your needs. We will commit the resources necessary to get the job done.

We have thoughtfully brought together a team to provide outstanding services in a responsive, cost-effective, innovative, and creative manner to the City. This high-powered team provides the City with the local knowledge and experience needed to cover the scope of services under this contract.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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Approach. Towards Unsuccessful
Recruitments
Our Guarantee - Full Scope Recruitment
MGT is committed to assisting our clients in the selection and appointment of a suitable candidate. In today's competitive hiring market, it is critical to move expeditiously to interview candidates and make key hiring decisions; failure to do so may result in the loss of desirable candidates. If the client has not responded to multiple requests for decisions and/or guidance within six weeks of candidates being presented for interview or following finalist interviews, MGT may choose to cancel the contract and bill the client for work completed to date.

It is MGT's goal to provide the client with well-qualified candidates for their hiring needs. If the client rejects the list of qualified candidates and/or fails to negotiate in good faith and come to terms for hiring a candidate and instead chooses to readvertise the opportunity, MGT reserves the right to charge additional consulting fees commensurate with the additional work requested.

Upon appointment of a candidate, MGT provides the following guarantee: should the selected and appointed candidate, at the request of the City or the employee's own determination, leave the employ of the City within the first 12 months of appointment, we will, if desired, conduct one additional recruitment for the cost of expenses and announcements. Reimbursable expenses may be incurred should the recruitment process require the consultant to travel to the City. To engage in this guarantee, the request must be made within six months of the employee's departure.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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Cost Proposal
Defined by Impact. Driven by People.

Dedicated to the Community.

We take pride in customizing our client's needs - and we will work with you to ensure our fees are aligned with your expectations and budget.

Full Scope Recruitment
Summary of Costs
Recruitment Fee
Recruitment Expenses (not to exceed)
Expenses include candidate due diligence efforts ••·-··--- ···-·-·---·- ··---·-•·· ···········- ---------··· • • , ... , . ··-- -· ···-- · - -·-· Advertising
*Advertising costs over $2,000 will be placed only with client approval. If less than $2,000, client is only billed for actual cost.

TOTAL:

Price
$26,500
$1,500
$2,000*
$30,000-k-k
**Consultant travel expenses are not included in the price proposal. If the consultant is requested to travel to the client, travel costs will be estimated at time of request. Only actual expenses will be billed to the City for reimbursement.

Possible in-person meetings could include:
• Recruitment brochure interview process
• Presentation of recommended candidates
• Interview Process
Any additional consultant visits requested by the City (beyond the three visits listed above) will be billed at $195/hour. The additional visits may also result in an increase in the travel expenses billed.
*This fee does not include travel and accommodation for candidates interviewed.

Payment for Fees & Services
• pt Invoice: Contract Award (40% of the Recruitment Fee). • 2nd Invoice: Presentation of Candidates (40% of the Recruitment Fee & expenses incurred to date).
• Final Invoice: Completion of Recruitment (20% of the Recruitment Fee plus all remaining expenses).

Payment of invoices is due within 30 days of receipt.

MGT CITY OF LOS BANOS I FEBRUARY 21, 2025
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Optional Services
The Nation's Recruitment Leader.

Having a solid plan in place is the only way to reach your long-term vision and goals, and we want to see you thrive. Our variety of services can be personalized to make the most of your strengths and give you an extra layer of support where you need it. We offer the following additional service offerings:

GOVTEMPSUSA
Need an Interim? GovTempsUSA, a division of MGT, specializes in the temporary placement of positions in local government. The firm offers short-term assignments in addition to long-term and outsourced arrangements. Our placement professionals at GovTempsUSA have typically enjoyed distinguished careers in local government and displayed a commitment to public service throughout their careers.

RECORDED ONE-WAY VIDEO INTERVIEW OF CANDIDATES
Candidates we recommend for your consideration can complete a one-way video interview with three to five questions that will be recorded and which you can review electronically at your convenience. This can occur prior to making your decision on which candidates to invite for an interview at a cost of $100 per candidate.

LEADERSHIP/PERSONALITY TESTING
MGT has experience working with a wide variety of leadership and personality assessment tools, depending on the qualities and experiences the City is seeking in their candidates. These include but are not limited to Luminaspark, Caliper, DISC, and others. Depending on the evaluation type, selected fees can range between $1 00 to $500 per candidate. 360° EVALUATION
As a service to the City, we offer the option of providing you with a proposal for a 360° performance evaluation for the appointed position at six months into their employment. This evaluation will include seeking feedback from both elected officials and department directors, along with any other stakeholder the City feels would be relevant and beneficial. This input will be obtained on a confidential basis with comments known only to the consultant. If you are interested in this option, MGT will prepare a proposal for this service.

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582
( "- RalphAndersen t1 & Associates
February 21, 2025
Mayor Michael Amabile and
Members of the City Council
City of Los Banos
520 J Street
Los Banos, California 93635
Via Email: lucy.mallonee Josbanos.org
RE: Proposal for City Manager Recruitment
Dear Mayor Amabile and Members of the City Council:

We are pleased to submit this Letter Proposal to recruit for the position of City Manager for the City of Los Banos. We will facilitate this recruitment process and professionally add value to the entire recruitment and selection process.

The City of Los Banos is seeking an executive search firm to assist in the search and selection of a City Manager. If selected to conduct this search, Mr. Fred Wilson will serve as Project Director. As a former City Manager with over 3 5 years of experience, including 20 years serving as a City Manager in different communities, Mr. Wilson is highly qualified to lead this search. Mr. Wilson is readily available to start the project while also ·attending on-site client meetings as necessary.

Our proposal outlines the firm's experience in conducting City Manager recruitments, the methodology/work plan and timeline to accomplish the search tasks, and the cost to conduct a comprehensive search. If selected, Mr. Wilson will be available to begin work on this project within 10 days (or sooner) after the City provides a contract or an official notice to proceed.

Ralph Andersen & Associates offers the industry standard guarantee when a placement is made. Please see Page 10 for specifics. Also if a recruitment is unsuccessful in bringing candidates for consideration in the first round, we will augment the search for a second round of the original search for no additional professional fee. The City will be required to pay for all additional ad placements.

Additionally, we are providing sample work product as follows: Sample Recruitment Brochures for City Manager recruitments conducted for the City of WatsonvilleArtesia, City of Artesia,Foster City, and City of Foster City City Manager,Watsonville; Candiate Screening Interview Questionnaire, and our Candidate Report, that includes sample reference summary.

We are proud of how we market and represent our clients. All of the design and graphics of our marketing material are done in-house so we can control the quality and production timing. To see samples of our recruitment brochures and learn how we market our clients digitally, please visit the Career Opportunities page of our website at www.ralphandersen.com.

Should you need any clarification, please feel free to call Mr. Wilson at (916) 630-4900 (office) or (714) 421-3258 (cell).

Thank you very much for your consideration of this proposal.

Respectfully Submitted,
~/.v,s~
Heather Renschler
President/CEO
S e r ,, i 11 g I' 11 h I i c S e c t n r C I i e II t s S i 11 c e 1 9 7 2 5S(}fl Sra11/im/ //am I, 1/IJlul, S11ilc-/ 111, Rock/111. ('ulifim1i11 95 i65 f'hm1£'' 916 6311-./9110 Fax: Y 16 630-./9/ I Website, 1nn1.ral1>hc111dersc11.co111 583
City of Los Banos
Page2
Approach to Executive Search
The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 52 years.
• Developing a comprehensive position profile based upon information obtained in various meetings with the City Council, Human Resources staff, and other designated City staff and stakeholders.
• Reviewing current compensation and recommending changes based upon market and competitive conditions, if desired by the City.
• Extensive personal outreach, via telephone and through internet technology, to qualified candidates throughout California, the Western Region, and selectively beyond, if desired. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process, uses the Internet and social media, and also uses our already established professional contacts throughout the region.
• A screening process that narrows the field of candidates to those that most closely match the needs of the City and is based on screening interviews with the top candidates. Candidates' education, experience, and credentials are matched to the criteria established in the position profile.
• Delivering a product in the form of a search report that recommends a top group of candidates and provides the City with detailed information about their backgrounds and experience. • Conduct final background and verifications, including references, on the top candidate. • Assist in negotiations of offer of employment.
• Close out the search and notify all candidates not selected.

Ralph Andersen & Associates has an outstanding reputation for being thorough and professional in the approach it takes in recruitments. Each candidate's match with the position is based on the individual's own set of professional experiences, management style, education and credentials, and overall fit with the organization and executive leadership.

Search Work Plan
This section describes the usual steps in the search for a new City Manager for the City of Los Banos.

This recruitment will be under the direction of Mr. Fred Wilson, Project Director/Search Consultant.

Task 1 - Review Project Management Approach
The Project Director, Mr. Wilson, will begin work on this project within 10 days (or sooner) after the City provides a contract or, alternatively, an official notice to proceed. The first task will include established individual and/or group meetings with the City Council, Human Resouces, or key City staff, as appropriate, to finalize the recruiting and selection process (preference to be done using Zoom Video Technologies application). This will include discussion of the project management for this search, review of the work plan, confirmation of timing, and communication methods. Working collaboratively with the City Council, Human Resouces, and key City staff, this task will result in a more definitive timetable.
584
City of Los Banos

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Los Banos City CouncilApril 16, 2025

Los Banos City Council
April 16, 2025