As part of our overall approach to this project, the Project Director will deliver regular updates (typically done orally) throughout each stage of the search. In addition, Mr. Wilson will be highly accessible and responsive to client requests and inquiries.
Task 2 - Develop Position Profile
The position profile for the City Manager is the guide for the entire search process. The development of the profile includes the collection of technical information and recruitment criteria.
Technical Information
Mr. Wilson will conduct video meetings with the City Council, Human Resources, key staff members, and others as directed by the City to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings will also help the Project Director gain an understanding of the work environment and the issues facing the City of Los Banos. In-person meetings can be arranged with sufficient advance notice.
Recruitment Criteria
The recruitment criteria are those personal and professional characteristics and experiences desired in the City Manager. The criteria should reflect the goals and priorities of the City of Los Banos.
Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in an information brochure prepared by Ralph Andersen & Associates. The brochure will be reviewed by the City in draft format, revised as appropriate, and published for use throughout the search.
Optional Service (Communitv Survey) - The City Council may desire obtaining input from the Community on the qualities they would like to see in the new City Manager. To facilitate Community input, the Project Director can conduct an on~line survey. Additionally, our process can allow for email comments to Ralph Andersen & Associates relative to the desired qualities in the next City Manager. See Cost Section for more details on pricing.
Task 3 - Outreach and Recruiting
This task is among the most important of the entire search. It is the focus of the activities of the Project Director and includes specific outreach and recruiting activities briefly described below.
Outreach
An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as Western City Magazine, International City/County Management Association (ICMA), and other professional publications. Specific Internet sites related to government will be used as a method of extending the specific outreach in a short period of time.
Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates' website, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an on-going basis.
Candidate Identification
Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort. In making these contacts, the Project Director will target those individuals who meet the criteria set by the City. Each of the candidates identified through the recruiting efforts will be sent an 585
City of Los Banos
information brochure. Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered.
Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged, and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received.
Task 4 - Candidate Evaluation
This task will be conducted following the application closing date. It includes the following specific activities:
Screening
All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate's current organization as compared to the candidate profile.
Preliminary Research and Internet Review
The research staff of Ralph Andersen & Associates, under the direction of the Project Director, will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research will be done on a limited number of candidates to learn more about each candidate's public profile and related information that is available on the internet.
Preliminary Interviews via Video Technology
The Project Director will conduct preliminary interviews with the top group of candidates identified through the screening and preliminary research and Internet review processes. The interviews are extensive and designed to gain additional information about the candidates' experience, management style, and "fit" with the recruitment criteria. Interviews will be conducted using video technology.
The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately four (4) to six (6) individuals. Those individuals will be reviewed with the City prior to proceeding with the individual interviews.
Task 5 - Search Report
After completing Task 4, all documentation will be supplied to the City electronically. No hard copies will be supplied to the City for any phase of this search engagement. Mr. Wilson will prepare detailed information for review including resumes uploaded to a file sharing system (i.e., OneDrive or ShareFile). Mr. Wilson will conduct a video conference call or in-person meeting with the City Council or other designated representative to review the search report on the top candidates. The report divides all of the candidates into four groups including 1) the top group of candidates that are recommended to be interviewed via video by the City Council; 2) a backup group to the first group; 3) no further consideration group; and 4) lacks minimum qualifications. The search report will include candidate resumes and cover letters. The results of preliminary media research will be included. This meeting will result in a confirmed group of top candidates for the City to further consider.
Important to note, we typically do not conduct references on all of the finalist candidates. The more standard process is to do a partial background on the top 2-3 candidates with various verifications, internet search, and limited references ( outside of current employer). References for current employers are often not released by candidates until the final stage of the search process when they are assured of 586
City of Los Banos
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being the candidate of choice. Verifications such as credit check, DMV Report, and civil/criminal are typically conducted once a contingent offer is made to the selected candidate unless the finalist candidate(s) give explicit approval and sign a release to proceed. Education checks are conducted before the slate of candidates interviews with the City Council.
The results of the Search Report will be a confirmed group of finalist candidates that the City Council will interview.
Task 6 - Selection
The final selection process will vary depending upon the desires of the City Council. The typical services provided by Ralph Andersen & Associates in the selection process are described briefly below:
• Mr. Wilson will coordinate the selection process for the finalist group of candidates. This includes handling the logistical matters with candidates and with the City. • Ralph Andersen & Associates will prepare an electronic interview booklet (uploaded to a file sharing program such as OneDrive or ShareFile) that includes the resume, cover letter, and preliminary media research for each candidate. In addition, this electronic information will contain suggested questions and areas for discussion based upon the recruitment criteria.
Electronic copies of the interview booklet will be provided in advance of the candidate interviews. No hard copies of material will be provided. Should the City desire hard copies, it will be the responsibility of the City to produce and distribute all hard copy materials needed. • Mr. Wilson will facilitate the Interviews to assist the City through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Additionally, verifications will be made on the top two candidates and will include education verifications, Department of Motor Vehicle check, and credit check. Due to legislation, criminal checks ("Ban the Box") are only permissible when a contingent off er of employment is made. The results of these verifications will be discussed with the City at the appropriate time.
• Reference checks will be conducted on the top candidate. The results of these reference checks will be discussed with the City Council at the appropriate time during a closed session. • As needed, the Project Director is available to provide assistance to the City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision.
Task 7 - Negotiation
The Project Director is available to assist the City Council in negotiating a compensation package with the selected candidate. This includes recommendations on setting compensation levels.
Additionally, if desired by the City Council, Ralph Andersen & Associates will coordinate with the City Attorney to prepare a draft employment agreement and work with the City Council on the finalization of this document. As required by the Brown Act, the employment agreement for the new City Manager will be required to be approved and voted on in a public meeting at a regularly scheduled City Council meeting.
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City of Los Banos
Task 8 - Close Out
After the City has reached agreement with the individual selected for the position, the Project Director will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone.
Recent Related Search Engagements
Ralph Andersen & Associates conducts a wide array of searches in the public sector. Our experience spans populations of all sizes, from the largest in the country to small and mid-size municipalities.
While we have a strong focus in California, we also conduct recruitments on a national scale.
Expansive network of City Manager Searches - We have one of the strongest track records of conducting City Manager searches, placing 100s of City Managers over our 52 years in business. The following listing represents contracts that were awarded to Ralph Andersen & Associates, staffed by a member of our search team, and resulted in a successful placement. We are providing only recent recruitments conducted in California from 2020 to Present:
• Artesia, CA- City Manager (2022) and (2024) (Sample Attached) • Calabasas, CA - City Manager (2021)
• California City, CA - City Manager (2022)
• Calistoga, CA - Assistant City Manager (2024)
• Carpinteria - City Manager (2023)
• Cerritos, CA- City Manager (2023)
• Colma, CA- City Manager (2023)
• Commerce, CA- City Manager (Partial Search) (2024)
• Compton, CA - City Manager (2022 & 2024)
• Coronado, CA
Assistant City Manager (2022)
City Manager (2021)
• Costa Mesa-Assistant City Manager (2023)
• Eastvale, CA - City Manager (2022)
• El Segundo, CA - City Manager (2022)
• Emeryville, CA - City Manager (2022)
• Encinitas, CA - City Manager (2020)
• Fairfax, CA-Town Manager (2021)
• Foster City, CA - City Manager (2022) (Sample Attached) • Goleta, CA
Assistant City Manager (2024)
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City ofLos Banos
City Manager (2022)
• Grand Terrace, CA-City Manager (2021)
• Gustine, CA - City Manager (2022)
• Highland, CA- City Manager (2024)
• La Palma, CA - City Manager (2020)
• La Verne, CA - City Manager (2022)
• Laguna Beach, CA - City Manager (2024)
• Loma Linda, CA - Assistant City Manager (2025)
• Los Altos, CA - City Manager (2021)
• Mill Valley, CA-City Manager (2020 & 2022)
• Modesto, CA- Deputy City Manager (2022 & 2023)
• Montebello, CA - City Manager (2023)
• Nevada City, CA - City Manager (2022)
• Norco, CA - City Manager (2022)
• Oakland, CA- City Administrator (2020 & 2023)
• Ojai, CA- City Manager (2024)
• Palm Desert, CA - City Manager (2021)
• Palm Springs, CA - Assistant City Manager (2021)
• Palos Verdes Estates, CA- City Manager (2023)
• Pismo Beach, CA-City Manager (2023)
• Riverside, CA - City Manager (2022)
• Rossmoor, CA (Golden Rain Foundation) - General Manager (2022) • San Bernardino, CA - City Manager (Current Search)
• Santa Monica, CA-City Manager (2021)
• Sierra Madre, CA- City Manager (2021)
• Solvang, CA-City Manager (2023)
• South Pasadena, CA - City Manager (2025)
• Stockton, CA- Deputy City Manager II (Two Placements) (2020) • Upland, CA- City Manager (2021)
• Watsonville, CA- City Manager (2024) (Sample Attached) • Whittier, CA - City Manager (Current Search)
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City of Los Banos
Project Staffing
The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates' search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients' behalf.
The City of Los Banos will have Mr. Fred Wilson, Senior Consultant of Ralph Andersen & Associates, as the Project Director on this engagement. Mr. Wilson will have all the resources and full support of our firm fully dedicated to ensuring the highest quality outcome during this important recruitment process.
Fred Wilson, Project Director
Mr. Wilson, Senior Consultant with Ralph Andersen & Associates, brings more than 35 years of experience as a local government executive, including 21 years serving as City Manager in two California cities. Working in full-service cities, he brings a strong background in identifying and recruiting top quality executive staff. His skills in identifying, recruiting, and retaining high quality employees and talent management, coupled with succession planning, have contributed significantly to the successes of those organizations. This experience gives Mr.
Wilson a unique perspective to identifying high quality candidates that "fit" the organization.
Since joining Ralph Andersen & Associates, Mr. Wilson has completed many successful recruitments and brings a vast network of contacts throughout the region. He has successfully completed searches for executives and professionals for local government organizations including City Managers, Community Development Directors, Public Works Directors, Finance Directors, and other General Managers.
Mr. Wilson's clients have found his knowledge of city management, experience working with City Council members, and expertise in recruitment and selection an asset.
As a long-tenured local government executive, Mr. Wilson has extensive experience in all aspects of governance including organizational development, succession planning, municipal finance, community development, information technology, and general management. His experience includes serving in multiple leadership roles in various organizations including the League of California Cities and has been active on various advisory boards throughout his career.
Mr. Wilson holds a Bachelor of Science degree in Urban Planning from Cal Poly Pomona, and a Master's degree in Public Administration from California State University, Northridge.
Mr. Wilson may be reached at (916) 630-4900 or directly on his cell at (714) 421-3258 or via email at [email protected].
Paraprofessional and Support Staff
Paraprofessional, graphics, and support staff will provide administrative support to the consultant team on recruitment assignments. These may include Ms. Diana Haussmann, Ms. Hannah Jones, Ms. Karen AllGood, and Ms. Christen Sanchez.
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Project Timing
We anticipate a time frame of approximately 90 - 120 days ( or less) from the execution of the agreement between the City and Ralph Andersen & Associates to when the finalists are presented for an interview.
Negotiation with the top candidate will take an additional week after finalist interviews.
A brief overview of the recruitment schedule is presented below (schedule does not include transition time by Selected Candidate to join the City).
Task
Task 1 - Review Project Management Approach
Task 2 - Develop Position Profile and Recruitment
Brochure
Task 3 - Outreach and Recruiting
Task 4 - Candidate Evaluation
Task 5 - Search Report
Task 6 - Selection
Task 7 - Negotiation
Task 8 - Close Out
References
• City of Watsonville
Recruitment: City Manager
Project Timing: Start - May 2024 / End - August 2024
Maria Orozco, Mayor
(831) 768-3010 / [email protected]
• City of Artesia
Recruitment: City Manager
Estimated Week
of Completion
Week One
Week One - Week Two
Week Two - Seven
Ongoing Throughout Process
(typically more focused during
Week Six and Week Seven)
Week Eight - Week Nine
Week Nine - Week Ten
Week Ten- Week Eleven
Week Twelve
Project Timing: Start - June 2024 / End - September 2024 Ali Sajjad Taj, Mayor
(562) 865-6262 I ataj(@.ciLvofartesia.us
• City of Pismo Beach
Recruitment: City Manager
Project Timing: Start - April 2023 / End - October 2023 Jorge Garcia, City Manager
(805) 773-4657 / [email protected]
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Project Cost
The recruitment effort for a new City Manager for the City of Los Banos will be a comprehensive search process with a focus in California and the Western Region. The review of resumes and qualifications will be conducted on all candidates that submit giving the City the ability to select from a broad field of qualified candidates. The professional services fee to perform this search will be a fixed fee of $29,500 for recruitment services and all related expenses. *Note - Expenses included in this fixed fee include such items as adverti~ng, consultant interaction (anticipated to be done primarily through videoconferencing except for finalist interviews), clerical, graphic design, research, and long-distance telephone charges. On top candidates, Internet and Lexis/Nexis searches will be conducted. Additionally, education verifications, DMV check, wants and warrants, civil and criminal litigation search, and credit check will be conducted on the top two candidates. Detailed reference checks will be conducted on the top candidate.
Invoicing for Services - Ralph Andersen & Associates will bill the fixed fee to the City in four installments as follows:
• Following kick-off and finalization ofrecruitment brochure - $8,250 • After the closing date - $8,250
• After finalist interviews - $8,250
• Upon placement - $4,750
Progress payments will be due upon receipt.
Brochure - A full color electronic brochure will be developed for the City Manager recruitment. All pictures will be the responsibility of the City. The City will also be responsible for ensuring that there are no copyright restrictions on the photographs supplied to Ralph Andersen & Associates and that the City will agree to pay any and all related charges or fines if a copyright violation is incurred either during the search itself or subsequently.
Optional Service (Communitv Survey) - Should the City choose to conduct a Community Survey with summarized results, this would be conducted for an additional $3,500.
Exception -Any candidate travel is the full responsibility of the City.
Guarantee
Ralph Andersen & Associates offers the industry-standard guarantee on our full search services. If, within a one-year period after appointment, the City Manager of the City of Los Banos resigns or is dismissed for cause, we will conduct another search free of all charges for professional services. The City would be expected to pay for the reimbursement of all incurred expenses.
If a placement is not made in the first outreach effort, the Consultant will conduct a second outreach effort with no charge for Professional Services. The City would be expected to pay for all incurred expenses.
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SAMPLE CANDIDATE REPORT
CITY OF Los BANOS
CITY MANAGER.
JAMESDEAN
CONFIDENTIAL REPORT
Candidate Report prepared by Fred Wilson
Current Position Previous Position
Any City 2020-Present That City, California
City Administrator City Manager
Any City, CA
Big City, California
Assistant City Manager
City of Anywhere, California
Assistant City Manager
Assistant to the City
Manager
Education and Backe:round Check
Education Verification
• Bachelor of Arts, Political Science, Harvard University, Awarded 6/16/1972. • Master of Public Administration, University of Southern California, A warded 5/25/1 980.
Background and Credit Check (for last 10 vears)
1995-2020
1985-1995
1974-1985
1980-1985
1974-1980
• Criminal Record - No criminal records found in Yolo County, California, Los Angeles County, California or Placer County, California. SSN has been verified.
• Federal Civil Search - No Federal civil records found in the California Northern District or the California Southern District.
• County Civil Search - No County civil records found in Yolo County, California, Los Angeles County, California or Placer Count, California.
• County Federal Search - No Federal County records found in the California Northern District or the California Southern District.
• National Criminal Database - No wants or warrants found. • National Sex Offender Database - No record found.
• Driver's License - Mr. Dean possesses a valid California driver's license, Expiring 5/23/28. The record is clear.
• Credit Reuort - Mr. Dean's credit report shows 15 trades, no current negatives, no previous negatives, no collections, and no public records.
Internet Records Search
• Lexis-Nexis - See Summary of Articles attached.
• Newspaper Search - See Summary of Articles attached.
• "Google" Search - See Summary of Articles attached.
• State Ethics Commission Search - No records found.
Prepared by Ralph Andersen & Associates
© Copyright 2025, All Rights Reserved
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Candidate Report
James Dean
Page2
Mayor Jones
City of Any City, CA
References
Length of time known the candidate: approximately 4 years Overall assessment of candidate for this position
• Summary of Reference Comments
Top 3 to 4 Strengths
• Summary of Reference Comments
Weaknesses/Areas for improvement
• Summary of Reference Comments
Aware of any judgment or integrity lapses or issues
• Summary of Reference Comments
Anything else that would be helpful for our client in making their decision • Summary of Reference Comments
594
D Quick Google Search Conducted
CANDIDATE INTERVIEW
CITY OF Los BANOS
CITY MANAGER
Name of Applicant: _____________________________ _
Phone: Home ________ Work ________ Cell __________ _
Recruiter: __________ Candidate's E-mail Address ____________ _ Date of Interview: __________ Location of Interview: ___________ _ Type of Interview: □ Phone □ Personal □ Video
Release Form Signed? □ Yes □ No
Reviewed Reference List? □ Yes □ No
□ Declined □ Not provided to candidate
□ Will Send
Able to Contact Current Employer? □ Yes □ No NIA-Self-Employed Any change in employment status since submittal of resume? □ Yes □ No Current Position Education
□ See Resume - No changes Bachelor
Population: Master
Other Advanced
Reports to: Certification( s)/Licenses( s)
Budget responsibility Which State(s)
Issues/Complaints?
Comments:
Staff Size:
Functional oversight responsibility:
Provide Org Chart: D Yes No Availability
Transitions (Clarify each career move): Upcoming Time Constraints:
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Candidate Interview Report
All years of employment verified with no lapses? 0 Yes No If no, please detail: ______________ _________________ _ Consultant's Notes and Detail on Employment
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Candidate Interview Report
Page3
INTERVIEW OBSERVATIONS
Interest and Reason for Career Move
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Candidate Interview Report
Candidate's Self-Assessment of Management Stvle
Candidate's Self-Assessment of Strengths
Greatest Career Accomplishment
Candidate's Self-Assessment of Shortcomings
598
Candidate Interview Report
Consultant Observations
Is there anything in your background that would be problematic or prove to be an embarrassment to yourself, our client, or Ralph Andersen & Associates that we should address now? □ Yes □ No D Have you ever been fired or asked to resign?
D Has your agency ever been the focus of an audit or review by your internal organization, a grand jury, or other regulating authority?
□ Are there any lawsuits/litigation in the past or pending we should know about? D Have you ever been accused of creating a hostile work environment? D *Do you have a valid driver's license and are there any issues relative to your driving record? D.L. # and State of issue: _______ ____ _____ _______________ _ *This question should only be asked if having a driver's license is an essential function of the job. □ Has there ever been sexual harassment allegations brought against you? □ Has a tax lien or other collection procedure ever been instituted against you by federal, state or local authorities? □ Have you had any credit related issues in the past (i.e., bankruptcy)? □ Please discuss your current relationship with employee union(s); □ *Area member of any social networking site (i.e., FaceBook, Twitter, Linkedln, Instagram, etc.)? If yes, please provide the address( es):
* Do not ask this question for a California position.
D Will we find any negative press articles about you?
Detail: - - ---- ----------- - ----- -------- --- -
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Candidate Interview Report
Recommendation
D Further Consideration
D Further Consideration with reservations by Consultant D No Further Consideration
Consultant's reservations centered around: _ ___ ______ _ _ _________ ___ _ D Candidate has concerns and will respond to Ralph Andersen & Associates by ____________ _ Candidate's concerns centered around: ______________________ ____ _ D Candidate has withdrawn from consideration due to: __________ ________ ___ _ I Candidate's Salary Expeeladons: ____ _____________________ _ Candidate voluntarily stated current salary was: ________ ____ _________ _ Severance Clause? - --------------------------------- - Contract? D Yes No
Contract Term: - - ------------------------ - --------
Separation Clause/Notification Required? _ _______________________ _ 600
Candidate Interview Report
Auto Provided: 0 Yes □ No
Auto Allowance: 0 Yes □ No
Retirement Benefits:
Currently in CalPERS? D Yes D No
Previously in CalPERS? (Relates to California Pension Reform) D Yes D No Other:
Vesting Schedule?
Other Benefits:
Deferred Comp: Yes No
Employer Contribution: D Yes No % Contribution:
Health Insurance: Yes No
Family Paid: Yes No Monthly Amount: $
Dental Insurance: Yes o
Family Paid: D Yes No Monthly Amount: $
Vision Insurance: Yes No
Family Paid: D Yes No Monthly Amount: $
Vacation Leave: Yes No
Annual Days:
Administrative Leave: Yes o
Annual Days:
Sick Leave: Yes No
Annual Days: _____ _
Conversion to Cash at Separation: Yes No
%
Detailsifneeded: ______________________________ _
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602
The City Council of Artesia, in Los Angeles County, is seeking an energetic and enthusiastic professional to join this organization. This talented professional will be an effective hands-on manager for a staff of 35 full-time employees and 10 part-time employees with a General Fund budget of $15.4 million. Ideally, the top candidate will be a generalist with emphasis on community development, complemented by a strong working knowledge of finance, revenue generation, and quality customer service. The selected City Manager will also need to have an inclusive management style combined with a hands-on approach to day-to-day operations.
Artesia, California I City Manager Page 2
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The City of Artesia is located in southeast Los Angeles County, California. Artesia was incorporated on May 29, 1959, and is one of Los Angeles County's Gateway Cities. The City has a population of 17,000 and is renowned for its peaceful atmosphere, good neighborhoods, quality schools, diverse ethnic restaurants, and safe streets. Artesia is surrounded on the west, south, and east sides by Cerritos, with Norwalk to the north. Artesia is the home of the East West Ice Palace, an ice rink which is co-owned by Michelle Kwan. It was also the childhood home of former First Lady Pat Nixon, who lived the re from 1 91 4 to 1 9 31 .
The City of Artesia traces its beginning as a community and retail trade center in Southeast Los Angeles County in the mid1800s. Nearly every farm had an artesian well, giving the area its name. By 1923, those who had settled in Artesia formed the Artesia Chamber of Commerce to improve business and to build a better community. In 1959, the City of Artesia was incorporated. Over the past 65 years, Artesia has become an eclectic, unique City among its neighbors. Located near the intersection of the 605 and 91 Freeways, Artesia offers a small-town feel for its residents. Businesses can thrive in the City's busy, multicultural downtown, while residents enjoy tight-knit communities, exciting public events, quality public services as well as big-city amenities. Artesia's easy accessibility makes it desirable for businesses and residents and provides businesses with a chance to reach millions of potential customers. Several developers are taking advantage of what the City has to offer - Brandywine Homes is nearing completion of 30 new townhomes along Artesia Blvd., City Ventures is launching the Eginhouse mixed use project along Arkansas St. with commercial, live/work, and townhome units, and the City's three retail cannabis permittees are gearing up to open by the end of 2024 just to name a few.
Artesia's residents are diverse, well-educated, very engaged in the community, and are consistently looking to support local businesses. Community events are well-attended in Artesia, helping to create the tight-knit City that exists today.
The City has received over $5 million dollars in grant funding to develop the Artesia Botanical Garden project, creating even more recreational opportunities for the residents. Traditional events like the International Street Fair and Diversity Festival help bring people together and celebrate the vibrancy of Artesia's Downtown.
Artesia is a well-balanced City that prides itself on a responsive municipal government and a strong sense of community.
The City's small-town character allows residents to live in quiet and friendly neighborhoods. Artesia is a place where residents can rest easy and enjoy hometown living.
For more information about the City of Artesia, please visit their website at www.cityofartesia.us/.
Artesia, California I City Manager Page 3
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The City has operated under a Council-Manager form of government since incorporation. Policymaking and legislative authority are vested in a City Council consisting of the Mayor and four other Council Members. The City Council is responsible for, among other things, passing ordinances, adopting the budget, appointing committees, and hiring the City Manager. The City Manager is responsible for carrying out the policies and the ordinances of the City Council, overseeing the day-to-day operations of the City, and appointing the heads of the various departments.
The City of Artesia contracts for a wide range of municipal services, including police and fire services, which are contracted with Los Angeles County Sheriff and Fire Departments.
In addition to the City Manager's Office, the City has the following departments:
+ Administrative Services
+ City Clerk
+ Community Development
+ Finance
+ Human Resources
+ Parks and Recreation
+ Public Works
The City has a total 2024-25 General Fund budget of approximately $15.4 million and a full-time staff of 35 as well as 10 part-time staff. The budget continues the City's commitment of resources to public safety. Public Safety remains the largest expenditure in the 2024-2025 budget, totaling over $5.4 million. 88]3
1- -39.3 FTE $15.4 million
Artesia, California I City Manager Page 4
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The ideal candidate will be a generalist with local governmental experience. Technical strengths for the new City Manager will be best served in the areas of community development and finance. A well-rounded candidate would also bring other skills including knowledge of revenue generation, customer service, and intergovernmental relations. The new City Manager will also embrace the culture of the organization and continue to promote the values held by the community for highly ethical, responsive, and efficient delivery of services. Approachability, attention to detail, patience, responsiveness, and follow-through are essential keys to success in this community.
A critical aspect of this role is establishing rapport and a positive relationship with the entire City Council, community, and staff. An effective working relationship will be the result of proactive and regular communications with all constituents. It is expected that the individual selected will be a strategic and proactive thinker with the ability to articulate a vision and foster creativity. A proven ability to deliver successful projects, programs, and initiatives will be essential to success in this role. Artesia's City Manager needs to also be approachable and inclusive. It is expected that the City Manager will be excited to engage the community to participate in civic affairs and will enthusiastically reach out to local businesses.
The top candidate will be an outgoing leader with a hands-on management style who will actively involve the small team of Department Heads/Managers in support of the City Council's goals.
The ideal candidate will possess the following personal characteristics and attributes:
+ Results driven approach to the successful management of an organization including a key understanding of municipal finance, community development, public safety, and all aspects of municipal service delivery; + Confident style that will promote collaboration and encourage diversity of thought;
+ Ability to provide leadership to both the City Council and staff with the ability to set goals and objectives, be able to motivate others of varying levels, and contribute effectivelytotheirtimely achievement and successful performance; and
+ Strategic thinking and problem-solving skills with the ability to understand the long-term impacts of management decisions.
Artesia, California I City Manager
-~
~
606
The new City Manager will provide strong leadership and be primarily involved in:
+ Securing the City's long-term financial future. The new City Manager will need to be a highly strategic thinker to help the City identify opportunities for generating new revenues including consideration of a sales tax measure while still delivering high quality services and tackling the long-term needs of the City; + Implementation of a voter approved commercial cannabis program that allows taxes to be collected from the sale of cannabis in the City;
+ Identifying economic development opportunities related to the construction of a light rail line that will connect Downtown Artesia with Downtown Los Angeles;
+ Balancing an array of community needs including continuing the high-level of transparent, frequent, and open communications;
+ Addressing ongoing infrastructure needs, service delivery, public safety, and overseeing overall enhancements through effective planning and community development; and + Establishing constructive relationships among the City Manager, staff, Council, and the community.
Artesia, California I City Manager Page 6
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The full City Council will be actively involved with Ralph Andersen & Associates in the initial screening and evaluation of resumes to determine the appropriate match of professional experience and education.
Experience: Ten (10) years of progressively responsible municipal management experience. This is an ideal position for an energetic and high-energy mid-career professional to assume the top position in a municipal organization.
Candidates with applicable experience in a comparable size organization are encouraged to apply. Experience working with an engaged elected body is strongly desired. All highly qualified candidates from existing City Manager to aspiring professional are strongly encouraged to apply. The City Council will consider a broad spectrum of talented individuals with a preference for municipal service in a contract City in California.
Education: A Bachelor's degree from an accredited university or college in public administration, political science, economics, finance, urban planning, or a closely related field is required. An advanced degree is preferred.
Artes ia, Ca liforn ia I City Man ager Page 7
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This is a confidential recruitment and will be handled accordingly throughoutthe various stages of the process. Candidates should be aware that references will not be contacted until mutual interest has been established. To be considered, candidates must apply by Monday, July 22, 2024, with the review of resumes in early August. Electronic submittals are strongly preferred via email to [email protected], and should include a compelling cover letter, comprehensive resume, and five professional references. Ralph Andersen & Associates will work in concert with the City to conduct the initial evaluation of submitted materials to determine the best overall match with the established criteria as outlined in this recruitment profile. Confidential inquiries welcomed to Mr. Fred Wilson, Ralph Andersen & Associates, at (916) 630-4900.
The City of Artesia is an equal opportunity employer.
www.cityofartesia.us
Artesia, California I City Manager Page 9
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611
A Unique Opportunity
Known for its outstanding quality of life, the City of Foster City is seeking an experienced local government executive to become its new City/District Manager. The City Council/EMID Board is looking for a candidate who would be a good fit for the community, a strong leader for City staff, and a successful partner with the City Council/EM ID Board. This top professional is expected to have strong leadership skills, effective interpersonal and communication skills, and a commitment to delivering high quality services. The selected City/District Manager will also need to have an inclusive management style combined with a hands-on approach to dayto-day operations. A thorough understanding of municipal finance, budgeting, community planning, and public works is of high importance to the City Council/EMID Board. 612
The Community
Foster City is located midway between San Francisco and San Jose on the western shoreline of the San Francisco Bay, east of U.S. 101, which provides convenient access to the San Francisco Airport with San Francisco to the north and Santa Clara County to the south. The City encompasses approximately 16 square miles of water, of which includes part of San Francisco Bay and Belmont Slough, and 4 square miles of land area with an estimated population of 34,000.
Based on the idea of a planned community on the San Francisco Peninsula, Foster City was incorporated in 1971. The Estero Municipal Improvement District (EMID) was created in 1960 and granted most of the governing powers associated with an incorporated municipality. EMID provides water and sewer service to Foster City and water service to Mariner's Island and is a separate legal entity with the City Council serving as its Board of Directors. During the initial stages of Foster City's development, new growth was mainly residential or residential serving in nature. Since 1980, several major commercial and research and development uses have been completed, adding a substantial daytime work force population to the City and providing employment opportunities to Foster City residents. The largest employers today include VISA and Gilead Sciences.
Foster City prides itself on its well-planned neighborhoods, which includes a wealth of recreational amenities, activities, shopping centers, and public spaces, alongside an engaged local government that recognizes the importance of public safety, fiscal responsibility, and sustainability to provide a high quality of life for the community.
Learn more about Foster City in the Community Annual Report here: https://www.fostercity.org/ annualreeort.
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-~ IT--, -
i ' I = I - • ~ - . ~- · ~ • ~ • •• -- ~ -
. ~ _ ;: ~ .. _ _ -:202:l :Str:ategic Prioritiesi - I ■■, . i._~_~,.. --------; __ -- 1___1__!___ - - ~-. - ·"- - - - - --I - -·--- - - _____J__ ■ - ---=-
VISION:
Create a sustainable Foster City through smart, inclusive, and efficient actions to enhance our quality of place for current and future generations.
MISSION:
The mission of the City of Foster City is to deliver equitable services that are customer focused with an emphasis on public safety, neighborhood livability, smart planning, a vibrant economy, infrastructure innovation, and sustainable environment. In pursuit of this mission, we use community engagement and data to make decisions and measure progress based on economic, social, and environmental factors.
Facilities and Infrastructure
Smart Planning, Development, and the Local Economy
City Council Operations and Improved Community Engagement Innovation and Sustainability
Public Safety and Social Equity
Staff Empowerment and Operational Excellence
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The Organization
Foster City is a General Law City and operates under the Council/Manager form of government. The five members of the City Council/EMID Board are elected to four-year overlapping terms, with the Mayor selected among his/her peers to serve a one-year term. The City Council appoints the City/District Manager, who in turn, serves as chief executive of the municipal organization. The City also utilizes several standing Citizen Advisory Committees/Commissions. The City relies upon these as well as Ad-Hoc Committees to advise the City Council/EM ID Board on community issues. The City of Foster City is a full-service city with a total 2021- 2022 budget of $167.48 million ($48.65 million operating budget), $64.32 million FY 2020-2021 CIP. Current staffing includes 164 benefited FTEs and 12.6 part-time non-benefited FTEs.
Seven departments and two contracted services report to the City/District Manager, which include:
► Four line departments, so-called because they provide direct services to the public: Community Development, Fire (contracted service}, Parks/Public Works Department, and Police.
J.. The Fire Department has transitioned to the San Mateo Consolidated Fire (SMC Fire) Department, serving Foster City, Belmont, and San Mateo. This process has taken place over the past several years, culminating on the effective date of January 13, 2019.
► Five support departments, which primarily serve to support the efforts of the line departments: City Manager/Community Services, Communications/City Clerk, Financial Services/City Treasurer, Human Resources, and Legal Services (contracted service).
Notably, the City is financially stable with over $52.9 million in General fund reserves. The City Council/EM ID Board has a long-standing policy to hold at least a 33 1 /3 to 50% general reserve in accordance with best practices in local government.
615
City of Foster City Organization Chart
I
ADVISORY COMMITTEES
Audit Committee
Parks & Recreation
Committee
Planning Commission
Traffic Review
Committee
Youth Advisory
Committee
FOSTER CITY RESIDENTS
CITY COUNCIL
Qty Attorney Oty M anager
Deputy City Manager
Community Services Division _J
Community Development Department
Communications/City Clerk Department
Financial Services/City Treasurer
Department
Human Resources Department
Police Department
Public Works/Parks Department
San Mateo
Consolidated Fire Department
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The Ideal Candidate
The City Council/EM ID Board is seeking a strategic, experienced, and innovative manager to employ a team approach to proactively address issues that impact the community. The new City/District Manager will also embrace the culture of the organization and continue to promote the values held by the community for responsive and efficient delivery of services. Approachability, attention to detail, patience, responsiveness, and follow-through are absolutely key to success in this community.
The City/District Manager will need to effectively develop and propose initiatives and creative solutions.for the City Council/EM ID Board's consideration and adoption. The City Council/EM ID Board desires a manager who enjoys working in the public sector and appreciates contributions from all sources within the organization as well as the engaged community. Additionally, the City/District Manager will be expected to foster an open dialogue and strong lines of communication with staff and City Council/EMID Board. Having a City/ District Manager who is respectful, collaborative, inclusive, and professional is also very important to the City Council/EM ID Board. The City/District Manager should have unquestioned personal integrity, honesty, and strong ethics.
617
The Ideal Candidate continued
A well-qualified candidate will have knowledge of municipal government, applicable federal and state laws, and
regulations regarding local government operations including goal setting, program development, and principles and
practices of public administration in a municipal setting. The ideal candidate will be personable, collaborative, and will have a humble attitude and willingness to listen to others and the community.
The ideal candidate should also possess:
► Genuine concern and appreciation for preserving the
quality of life presently enjoyed by residents of Foster City;
► Results-driven approach to municipal finance, public
safety, and all aspects of municipal service delivery;
► Open and accessible style that promotes candid
discussions among Staff, Council/Board, and Commissions and encourages the review of options and alternatives
for the City Council/EM ID Board's consideration; and
► Ability to provide leadership to both the City Council/ EMID Board and staff with the ability to set goals and
objectives, motivate others, and contribute effectively to their timely achievement and successful performance. 618
Experience and Education
Review of Qualifying Experience and Education: The full City Council/EMID Board will be actively involved with Ralph Andersen & Associates in the screening and evaluation of resumes to determine the appropriate match of professional experience and education.
Experience: Candidates should demonstrate successful performance and advancement through progressively responsible experience in an administrative, managerial capacity in a public agency setting as a City Manager, Assistant City Manager, or in a related management capacity. Experience working with an engaged elected body and community is strongly desired. All highly qualified candidates are strongly encouraged to apply.
Education: Ideally, candidates will have a Master's degree or other advanced degree from an accredited college or university with major course work in planning, public, or business administration, or a closely related field.
Compensation
The City of Foster City will negotiate a highly competitive salary and benefits package with the selected candidate. Compensation may include relocation bonus, deferred compensation, and a retention/ performance bonus in future years. The City participates in CalPERS with a 2.7%@ 55 for classic members.
Further discussion on anticipated base or the total compensation package may be directed to Ralph Andersen & Associates.
619
To Be Considered
Interested candidates should apply by submitting a compelling cover letter, comprehensive resume, and five professional references via email to [email protected] no later than January 21, 2022.
This is a confidential recruitment and will be handled accordingly throughout the various stages of the process.
Candidates should be aware that references will not be contacted until mutual interest has been established.
Confidential inquiries are welcomed and should be directed to Fred Wilson, Ralph Andersen & Associates, at (916) 630-4900. •
620
The City of Foster City is an equal opportunity employer.
The City values diversity and encourages all qualified
candidates to apply for consideration.
www.fostercity.org
621
City of Watsonville
invites your interest in the position of
Watsonville 1ty anager --CALIFORNIA
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The Community
Watsonville, California is located in beautiful Santa Cruz County, five miles inland from the scenic Monterey Bay. The City has a total population of 52,500 and a land area of nearly 6.2 square miles.
The community is located just 26 miles from world famous Monterey and only 18 miles south of Santa Cruz. Watsonville's location is topped only by its ideal climate and rustic, small-town charm of a close-knit community.
Watsonville and the Pajaro Valley boast pristine beaches and a Mediterranean climate. Miles of trails surround the wetlands of Watsonville. Adjacent to Watsonville, the Elkhorn Slough National Estuarine Reserve is one of California's last undisturbed coastal wetlands and provides numerous opportunities for spectacular year-round hiking and bird watching. Within Watsonville, the City Parks and Community Services Department operates 28 beautiful and well-maintained parks on 184 acres, utilized for both active recreational and leisure activities.
Watsonville has a long tradition as an agricultural center. In the late 1800s, the area harvested staple crops such as wheat and sugar beets. In 1868, Martinelli's Sparkling Apple Cider was founded and led the change for Watsonville to become a major food processing center. Agriculture has remained at the heart of the Pajaro Valley through today, boasting agricultural businesses such as Driscol l's and Martinell i's, which are known throughout the world.
Over the last several years, several light manufacturing firms have expanded Watsonville's economic base to include electronics, high-tech, marine supplies, and construction. Economic conditions in Watsonville are heavily influenced by agriculture. Watsonville is a proving ground for entrepreneurs and businesses from all types of industries and emerging technologies. Its central location, nestled between the Monterey Bay and the Santa Cruz Mountains, offers growing companies quick and easy highway access. Watsonville is also served by several nearby institutions of higher learning, including the University of California, Santa Cruz; California State University, Monterey Bay; and Cabrillo Community College. The heart of Watsonville is its Historic Downtown. It hosts an eclectic mix of old and new, where burgeoning local shop owners and national retailers share charming sidewalks, pocket parks, and historic facades. Downtown Watsonville is also home to a number of historic houses and commercial buildings designed by the famous Victorian Era architect, William Weeks. The larger buildings lining Main Street, constructed in the late 1 BOO's and early 1900's, give downtown a traditional "Main Street USA" character.
To learn more about this dynamic city, visit the City of Watsonville's website at IAn~1nA1. watsonville. ovl
City of Watsonville, California I City Manager Page 3
624
Amenities
16 playgrounds
~ ,,.,,, ..... ,..,,, __,,.,. . ___... ...... ~ - Sunset State Beach, ---- Palm Beach State Park, Manresa Beach
8 tennis * courts
15 basketball &
volleyball courts
7 miles * of trails with
29 trail entrances
1 skate
~ park &
1 pump track
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800 acres of
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10 municipal
parking lots
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626
The I deal Ca11didate
The City Council is seeking a strategic and experienced managerto employ a team approach to proactively address issues that impact the community. The new City Manager will also embrace the culture of the organization and continue to promote the values held by the community for responsive and efficient delivery of services.
Approachability, attention to detail, patience, responsiveness, and follow-through are absolutely key to success in this community.
The City Manager will need to effectively develop and propose initiatives and creative solutions for the City Council's consideration and adoption. The City Council desires a manager who enjoys working in the public sector and appreciates contributions from all sources within the organization as well as the engaged community.
Additionally, the City Manager will be expected to foster an open dialogue and strong lines of communication with staff and City Council. Having a City Manager who is respectful, collaborative, inclusive, and professional is also very important to the City Council.
The City Manager should have unquestioned personal integrity, honesty, and strong ethics.
The ideal candidate will also possess the following characteristics:
♦ Genuine concern and appreciation for preserving the quality of life presently enjoyed by residents of Watsonville;
• Results-driven approach to municipal finance, community development, and all aspects of municipal service delivery; • Appreciation for exceptional customer service, effective and efficient operations, transparency, service delivery that exceeds community expectations, and overall community access;
• Open and accessible style that promotes candid discussions among Staff, Council, and Commissions and encourages
the review of options and alternatives for the City Council's consideration ;
City of Watsonville, California I City Manager Page 6
627
♦ Ability to provide leadership to both the City Council and staff with the ability to set goals and objectives, motivate others, and contribute effectively to their timely achievement and successful performance; and
♦ Have unquestioned personal integrity, honesty, and impeccable ethics paired with excellent communication skills.
The new City Manager will provide strong leadership and be primarily involved in:
♦ Focusing on identifying economic development opportunities including overseeing the implementation of the Downtown Specific Plan;
♦ Exhibiting creativity in addressing housing and affordable housing issues including homelessness, ongoing infrastructure needs, public safety, and overall enhancements through effective planning and community development;
♦ Providing a collaborative approach with the City Council, department directors, and staff fostering an open dialogue;
♦ Involvement in civic, business, community-wide social gatherings, and inter-governmental activities on a local and regional basis;
♦ Decision-making that is committed to organizational effectiveness, fiscal accountability, and continuous improvement of a municipal organization; and ♦ Being comfortable in an environment that constantly strives for high quality work product, strategic planning, financial acumen, exceptional customer service, and timely responses to public inquiries.
City of Watsonville, California I City Manager Page 7
628
Experience and Education
Experience: Candidates should demonstrate successful performance and advancement through progressively responsible experience in administrative, managerial, and/or staff positions. Experience working with an engaged elected body and community is strongly desired. The minimum qualifications include at least one (1) year of experience as a City Manager or three (3) years of experience as an Assistant City Manager or equivalent in a city of comparable size.
Education: Ideally, candidates will have a Master's degree or other advanced degree from an accredited college or university with major course work in planning, public or business administration, or a closely related field. Candidates are required to possess a Bachelor's degree with major coursework in public or business administration, public policy, finance, or a related field.
City of Watsonville, California I City Manager Page 8
629
Compensation
The City Council is prepared to offer a highly competitive salary for the region consistent with recent practices; salary appointment will be made depending on qualifications and experience of the selected candidate. The City offers an excellent benefits package including:
♦ Retirement: The city participates in the California Public Employees' Retirement System (CalPERS) under a 2% @ 60 formula for Classic Members (employee pays 7%}. A 2%@ 62 formula applies to New/PEPRA Members(employee pays 6.25%). City Management Employees also participate in Social Security at 7.65%.
♦ Deferred Compensation Contribution: Negotiable.
• Medical/Dental/Vision Insurance: The City offers generous medical, vision, and dental benefits. + Life Insurance: City provides $50,000 coverage.
• Vacation: Vacation accrual of up to 22 days per year dependent upon length of service. ♦ Holidays: 14 total paid holidays per year (includes 1 floating holiday). ♦ Sick Leave: 15 sick leave days per year.
♦ Administrative Leave: Up to 15 days of administrative leave per year. • Tuition Reimbursement: $1,000 per year
♦ Bilingual Pay: $75 or $250/month dependent upon Bilingual level. 630
The City of Watsonville is an equal opportunity employer.
The City values diversity and encourages all qualified
candidates to apply for consideration.
www.watsonvi/le.gov
City of Watsonville, California\ City Manager Page 10
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Proposal - Consultant Services for Executive Search
City of Los Banos, California
City Manager
LOsBanos
At the Crossroads of Calif orni.a
Spano Pratt
An LAK Group Company
633
February 21, 2025
Lucy Mallonee, NNC
City Clerk/Human Resources Director
City of Los Banos
520 J Street
Los Banos, California 93635
Dear Lucy:
Thank you for considering Spano Pratt to be your trusted executive search partner. We are truly honored to have the opportunity to collaborate with the City of Los Banos to assist in finding your next City Manager. This document will provide you with a comprehensive overview of our firm, previous experience, our staff and their qualifications, references, sample work products, timeline, and our fee proposal.
With over 20 years of experience specializing in the recruitment of strategic leaders, we have built an unwavering reputation for success in similar endeavors. Rest assured, our team possesses the expertise and resources necessary to effectively meet your needs in terms of identifying, assessing, and securing the very best talent. We understand the criticality of finding exceptional leaders who align with your organization's mission, goals, and values.
Firm Information:
Spano Pratt
15800 W Bluemound Road
Brookfield, WI 53005
www.spanopratt.com
414.283.9533
We genuinely appreciate the opportunity to present our information and demonstrate the value we can bring to the City of Los Banos.
Best regards,
Lindsey Kriete
Executive Search Practice Leader
Spano Pratt
( 414) 234-9033
[email protected]
Diana Kreiling
Senior Executive Search Consultant
Spano Pratt
(847) 710-0060
[email protected]
2I Page
634
Executive Search Solution for the City of Antioch
This proposal includes the following:
Section 1
Section 2
Section 3
Section 4
Section 5
Section 6
Firm Qualifications
Recent Searches
Project Team
References
Outline of the Recruitment Process and Sample Timeline
Assurance Period/Guarantee
Project Budget - Fee
Conclusion
Sample Work Product
Section 1: Firm Qualifications
Spano Pratt is an established recruitment firm exclusively serving nonprofit and public organizations with a focus on leadership roles. Established in 2000, the firm is best known for its ability to identify and distill the best talent at the right time. In order to serve the growing needs of the sector, the firm has recently partnered with LAK to extend its offerings to include leadership assessment and executive coaching. Spano Pratt is unique in these distinctive areas:
Search Implementation Committee Process
We have developed a proven method of managing the process and working with hiring committees and governance boards to identify the "mission critical skills" and build consensus on this important step of hiring the right candidate. We understand that one fundamental difference lies in the fact that our client's hiring committees are often volunteering their time and talent to an organization for which they care deeply. Another important differentiator in working with nonprofit and public organizations is the unique dynamic relationship which exists between the leadership team and the board.
Cultural Match
We have designed a process of evaluating the organizational culture and circumstances. During the initial discovery phase of the project, we assist in defining not only the skills but also attributes necessary to be a successful leader of your organization and within the culture.
Nonprofit and Public Search
We have proven success in placing key executive leaders within a wide variety of organizations. We have developed our knowledge and success in the nonprofit field and are confident our services would provide an excellent partnership with you in placing your next leader.
High Personal Touch
Our clients will tell you they value our signature trademark, which is a high personal touch. We spend a good deal of time learning about your organization and gathering crucial data about the knowledge, skills, and attributes you are looking for in viable candidates, and why these are necessary and how it 3IPage
635
will be applied to the overall organizational goals.
Our Business Strategy
We have focused our energy on the strategy of building deep relationships with our clients. This has resulted in successfully cultivating quality search assignments versus a large quantity of search assignments. We propose our services for assignments where our ability and expertise are aligned.
Capability and Capacity
Our focus is on delivering a high level of service. Therefore, we dedicate our team to the projects under commitment and not based on striving for market share or volume. This strategy has allowed us to cultivate a substantial pool of qualified candidates for our clients without "blocks" which can be an issue for the large volume search firms and develop a vast network of talent.
Our technology solution is a robust product called iCIMS and is effective in storing and sorting candidate information and generating progress reports related to search assignments. This candidate database can manipulate large amounts of candidate data and currently holds our network of over 50,000 candidates.
Section 1: Recent Searches
Completed Search Projects 2022-present
Educational Credential Evaluators
Food and Farm Exploration Center I Executive Director
1-----~-------"-------
G i r I Scouts of Southeast Wisconsin CEO
Greater Milwaukee Foundation 1
_ Senior Directo~ nor Services
Greater Milwaukee Foundation Executive Director
Greater Watertown Community Health- I President a~d CEO Foundation
Habitat for Humanity Milwaukee coo
Sheree Yates
Michelle Peariso
Nicole Best
Kristen Mekemson
Ellen Gilligan
Brian Sonderman
Hmong American Peace Academy -~~~~ ..... - - ~ '--'"" - ......... -.<.:iL ....
Inspiration Ministries
Kathy's House
Leading Age
l .. Director of Development ,,,-;r",
-~-''''--'-' - ~=--""~
Chief Clinical Services Officer
C.h..'.:.l;,.,~ -Xiong J; 'i..,._-.,,=l ...:,,___ __ ;y,._litJ=!- , Erik Barber
- .:President and CEO
President and CEO
Elizabeth Forman
Kathy Cavers '\J ♦ w •> h<
Medical College of Wisconsin/Froedtert Vic~ Presiden\ Chief Developm,ent J_ Amanj a_ Curwick . ...,~~< , Hospital .- .......:~--~- - Of.f1 er _,~ _ _:.~-~-""-··.\ ~ ...._,__--.;;,,....·__,....._-_, Messmer Catholic High School President i Karen Molloy ------- ---~~ Metropolitan Milwaukee Association of Senior Vice President , ,, · Timothy Sheehy Commerce I "-· '" -._v 1------------------+----- '-"--~~~~~+-~-~---~'•~-~~-"--I Milwaukee Art Museum I Chief HR Officer Marcelle Polednik I Milwaukee Art Museum J Chief Experien_c_e_O_ff_i_ce_r __ ~---+·,_M_a~r~ce~l_le_P_o_le_d_n_ik _____ _ Milwaukee County War Memorial Center / President and CEO Laurie Kildegaard Milwaukee Jewish Federation
National Council of State Boards of
Nursing
--------------~-~-~---....-.. l Chief Marketing and Communications • Officer - --~~-·------- ~---= j Deputy Chief Officer, Examinations I
'
JoAnn Strickon
iL aura Doerr
l
!
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Portland Water District General Manager Guy Cote
Racine Vocational Ministry Executive Director Gretchen Herrmann Seeds of Health CEO John Peterburs
-- - - Southeastern Wisconsin Regional Planning Executive Director Charles Colman Commission
Special Olympics Wisconsin CEO Michael Grubich
Three Pillars Senior Living Communities Executive Director of Healthcare Kathy Bernaden Services
~ e Pillars Senior Living Communities CFO Mark Strautman -
United Migrant Opportunity Services I CFO Dan Vidas
- United Migrant Opportunity Services General Counsel Tina Koehn Vince Lombardi Cancer Foundation Executive Director David Kriete --- - Women's Economic Self-Sufficiency Team President Aimee Gonzalez -- I-- Wellpoint Care Network President and CEO James Madlom
Section 1: Meet Your Project Team
Spano Pratt takes a project management and solution-based approach to all its searches. A team of experts are assigned to each search, including a team leader, a co-lead and a research consultant.
Diana Kreiling
Diana brings over 25 years of experience recruiting talent to the search practice and would be the project leader for this search. She has recruited across a variety of industries, including stints at Northwestern Mutual, Camping World, Vensure, and Pathfinder-Health. She also has a decade of experience in the sales and marketing industry, working as a director of marketing and in public relations. She was an elected board member for Illinois School District 115 for four years working with tax levies and school improvement referendums. Diana is passionate about the public entity/nonprofit world and finding the right organizational leader to positively impact the community served. She received her bachelor's degree from Vanderbilt University.
Diana would be the main contact reporting to the City Council Search Committee chair.
Lindsey Kriete, MBA
Lindsey Kriete is the practice leader for executive search and would co-lead the search. She is a senior executive with over 20 years of progressive experience in driving success and leading teams. With expertise in operations, HR, marketing, IT, and business development, she has a proven reputation for achieving results in both privately held and nonprofit organizations, including start-ups and legacy companies. Her combination of both nonprofit and business acumen with a human resource focus provides a comprehensive approach to the nonprofit executive search practice. Lindsey earned her bachelor's degree from the University of Vermont and went on to earn her master's degree in business administration from Marquette University.
Kim Stankowski
Kim brings over 14 years of experience as a human resource professional and will act as search specialist and research analyst. Kim brings a natural curiosity and relaxed interview style that serves to build trust while cultivating potential candidates. Kim has completed formal training from The Association of Executive Search Consultants. She is skilled at utilizing assessment tools and generating progress reports relevant to tracking project milestones. Kim holds a bachelor's degree from Cardinal Stritch University.
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Founders, Rose Spano Iannelli, SPHR and Jamie Pratt, SPHR Rose and Jamie are the co-founders of Spano Pratt Executive Search and now serve as consultants and subject matter experts to the organization as needed. Rose and Jamie have successfully worked with hiring managers and boards of directors in their leadership transition projects. Rose enjoys an excellent reputation in the nonprofit talent community and is known for her exceptional ability to develop search strategies. amie is well known for her counsel to nonprofit leaders. Together, they have executed hundreds of national and local search assignments.
Section 1: References
Habitat for Humanity, https://milwaukeehabitat.org/
3726 N. Booth St.
Milwaukee, WI 53212
Contact: Brian Sonderman, Chief Executive Officer
[email protected], (414) 562-6100
• Spano Pratt successfully placed the Chief Operating Officer of Habitat Milwaukee in 2024 Greater Watertown Community Health Foundation, https://www.watertownhealthfoundation.com/ 672 Johnson Street, Suite 300
Watertown, Wisconsin 53094
Contact: Nate Salas, Search Committee Chair
[email protected], (920) 248-1913
• Spano Pratt successfully placed the President & CEO of GWCHF in 2024 Vince Lombardi Cancer Foundation, https://www.lombardifoundation.org/ 13400 Bishops Lane, Suite 120
Brookfield, WI 53005
Contact: Mr. Paul (Mo) Moline, Past Board Chair
(262) 696-5162
• Spano Pratt successfully placed the Executive Director in 2024 Kathy's House, https://kathys-house.org/
9101 W. Doyne Avenue
Milwaukee, WI 53226
414.453.8290
Contact: Liz Forman, Search Committee Chair
[email protected], ( 414) 232-9422
• Spano Pratt successfully placed the President & CEO of Kathy's House in 2024 Common Ground Works, https://www.commongroundwi.org/
1034 E. Ogden Avenue
Milwaukee WI 53202
414.751.0755
Bob Connolly, Board President
[email protected], ( 414 )491-5910
• Spano Pratt successfully placed the Executive Director of Common Ground Works in 2024 6I Page
638
Section 2: Recruitment Process and Sample Timeline
The Spano Pratt approach towards this search project and work is systematic and is detailed in this proposal. The approach is collaborative and begins with a clear understanding of the expectations of the City Council Search Committee as well as the future goals and vision for the new leader.
At the beginning of the process and during phase one, we begin to meet and know key members of the City Council Search Committee and internal team because operating in a spirit of inclusion will help to ease the transition of leadership and often will provide critical information relevant to their perspective of the position and culture. It is during this phase that we work together with the team to profile the ideal candidate by using a competency scorecard, which ranks the "mission critical skills" and provides a snapshot of the culture so that all decision makers are clear and are on the same page before we begin.
During phases two and three, the project is external in nature and includes research to identify appropriate and viable prospects. We then begin connecting with those individuals to determine who shall be presented as candidates in the slate of potential hires. During phase four we are well underway with formal interviews involving the hiring team and have a good sense of finalists. Phase five is the final step where we are securing the selected individual through negotiations, and transition discussions are underway.
Timelines are agreed upon based on the scope of the project - such as the size of the hiring committee, the number of candidates selected to participate in the process, and the availability of their schedules.
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Proposed Estimated Timeline
EVENT TARGET DATE
Pre-search - Executive search firm selected, and agreement executed February 2025 Phase One - Discovery March 2025
• Meet with the City Manager Search Implementation Committee team members and complete cultural assessment, establish expectations on communication and affirm timeline
• Rank competencies and create scorecard of the ideal candidate • Agree on search strategy and methodology
• Review existing job scope, create job profile with key success indicators, create promotional materials and
accompanying assessment and screening tools
• Discuss and agree on interview process
Phase Two - Candidate Development March/April 2025
• Deploy community and marketing announcements
• Execute candidate target research and development
• Outreach to identified targets and professional
community engagement
• Receive and review candidate credentials
• Spano Pratt initial phone interviews
Phase Three - The Vetting Process April/May 2025
• Spano Pratt in-person or video interviews
• Begin to identify top five or more candidates
• Creation of customized 4-part candidate reports
• Background work on top candidates
Phase Four - Candidate Presentations May/June 2025
• Candidate reports are presented to Hiring Committee
• Formal interviews are scheduled
• Formal interviews are facilitated by Spano Pratt consultant • Discuss candidate rating feedback against profile
• Determine top finalists to advance
• Debrief candidates
Phase Five - Finalist and Offer Acceptance June 2025
• Second round of interviews
• Third Round if needed
• Finalist selected/Offer/acceptance to selected candidate • Release of candidates not selected
• Announcement and transition
• Onboarding
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Experts with Public/Nonprofit Organizations, Search Committees, Oversight Committees, and Boards
Since 2000, Spano Pratt has developed a unique expertise within the executive search industry. Our process includes a series of meetings that focus on where you stand as an organization, clarification of mission, building consensus around the ideal candidate profile, and learning about current successes, challenges, and any legacy issues. We also review and train, when necessary, on the interview and selection methodology.
Also critical is the sharing of where the organization is headed; the long-term strategic vision and goals and what challenges are on the immediate horizon. The Spano Pratt solution is successful because we work to understand the kind of leadership that is needed and if there is a gap between your present and desired future and most importantly what success will look like for the new leader.
Cultural Assessment and Competency Scorecard
The members of the search implementation committee, board and/or leadership team meet individually with the search consultant partner to share their thoughts and words regarding the organization's culture, vision, strengths, opportunities, and current environment. The teams are assured that conversations are confidential. The outcome is intended to aid in the search process and a more complete picture of the current culture and their perspective of the necessary skills for the new hire.
The result of this process is a Competency Scorecard which summarizes the needs, translates them into the language of talent, and identifies the kind of individual needed to be successful. It leverages four critical performance qualities that drive impact in the workplace: behaviors, experiences, traits, and motivators.
These four qualities are highly predictive of performance, and other key talent outcomes, such as engagement, retention, productivity, leadership effectiveness, and leadership potential.
Competency Scorecards capture all the critical context and talent information in one place, allowing this to serve as the criteria for critical talent decisions. It is the roadmap providing clarity about what strong talent looks like.
Communication
Communication preferences by the search implementation committee are established during phase one of the search project. This discussion will establish expectations and ensure that expectations are met.
Historically, the preference is a weekly update typically by email to the hiring manager or search chair.
However, as the project advances, certain updates or progress reports are better served with scheduled conference calls. Phase one and phases four and five require in person scheduled meetings. Virtual meetings for search implementation committee members unable to appear in person are sometimes offered as an alternative.
Interaction and Engagement with the Search Implementation Committee The following is a detailed breakdown of the interaction and engagement with the Los Banos City Manager Search Implementation Committee throughout the search project. It can also serve as a guideline to the amount of time necessary for your search implementation committee members to commit to the process.
Event Committee Mode of interaction Milestone
involvement
Proposal Review Committee chair Virtual or in person Pre-search Kick Off Meeting Full search Virtual or in person Phase One implementation
committee
Discovery meetings Search implementation Virtual or in person Phase One committee members
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Findings of discovery Full search Virtual or in person Phase One Position Profile implementation
Competencies committee
Search strateqy
Candidate slate review Full search Electronic and Virtual Phase Three and submission implementation or in person
committee
1st Candidate interviews Full search In person Phase Four implementation
committee
2nd Candidate Full search In person Phase Four
interviews implementation
committee
Finalist negotiation Committee chair Virtual Phase Five Ongoing weekly update Full search Electronic All phases implementation
committee
Compensation Data and Expert Research for Candidate Development Compensation data relevant to the search process is provided in "real time" to the hiring manager and included in the candidate reports. In addition, we subscribe to the most recent compensation data through a variety of sources.
Every search assignment has a dedicated Spano Pratt research associate whose work is guided by our customized research strategy. We are proud of our research process, in-depth knowledge of the candidates, our portfolio of quality clients, our diverse candidate pool, and the high touch that goes into every search. Our research capabilities allow us access to public and proprietary data, which includes information about target institutions and profiles of individuals that we wish to include as prospective candidates.
Commitment to Diversity of Candidate Slate
Spano Pratt operates in a spirit of inclusion and does not discriminate in the acceptance or referral of candidates on the basis of race, color, religion, sex, age, national origin, marital status, disability, or other protected characteristics. Spano Pratt is committed to providing a diverse slate of candidates in every search. Diversity as described in race, gender and age is achieved 100% of the time. We are proud to hold a solid track record of successful placements within underrepresented groups.
Scorecards, Evaluation of Candidates and Reporting
o Competencies: Candidates are rated against the skill competencies previously agreed to and a slate of candidates is developed of those individuals who meet the baseline criteria established. o Candidate Profiles: Spano Pratt will present an executive summary profile in a four-part report, which includes an overview of the candidate, a written narrative of work experience and outcomes, a resume, a writing sample, and any applicable supporting documentation. Spano Pratt profiles are designed to be a defensible document showcasing the candidate's demonstrated success in similar roles, education, strengths and areas for professional development.
o Scorecard: A "scorecard" is prepared and presented to the panelists designed to score the mission critical competencies identified in the discovery portion of the project and the Job Profile. o Interview questions: To ensure consistency and remove bias, interview questions are strategically selected for the candidate interview process and in alignment with the Competency Scorecard.
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Ass~ssment Tools
Leadership evaluations may be a part of the process in assessing finalists when the institution has developed a benchmark standard of measurement. Spano Pratt has an in-house resource with state-ofthe-art assessment models and can guide and suggest options to a hiring committee. o Each external assessment tool available has its advantages and is especially chosen based on the goal and budget of the organization. These tools can be helpful as employers may benefit from learning any potential for future development of the selected candidate. Assessment fees can vary greatly and are passed through to our client at cost. Our goal is to select the tool that best serves the needs and budget of our client. Examples of good candidate assessment tools we have used include Hogan and the DISC assessments.
Process for Verifying Candidate Credentials
o Original employment references via personal contact are conducted for previous and current employer as well as with subordinates and peers.
o Verification of education or other credentials either through on line process as referred by the accredited institution or directly with registrar's office. o On-line and internet research, published work, and other discovery. o Third party background verification by an investigation company and any other procedures or background checks either mandated by law or consistent with the employer's hiring practice.
Negotiations and Closing
o Negotiations are considered to begin at the moment it is determined we have a viable candidate. o Negotiations often are inclusive of non-monetary items. o Spano Pratt develops a relationship with viable candidates that identify drivers and motivational factors that are important decision-making factors to the candidate and critical in negotiations. This personal information is crucial in working with the institutions to design the terms and conditions of an offer which will be acceptable and desirable to the candidate. o Employment change can be a complex and highly emotionally charged decision. It is important that candidates believe that the future employer is presenting an opportunity that will move them forward in their career and aspirations. For this reason, Spano Pratt is often a key negotiator in the offer process -
o Spano Pratt will initiate the conversation of terms and compensation early in the process with each candidate and work diligently throughout the process to align the opportunity with the candidate's career progression.
o We are able to provide initial information on compensation history, key motivators for candidates, and a process for moving the negotiation and candidate forward in the process.
The Job Offer
o We provide assistance in preparation of the job offer and candidate consultation on acceptance. o We assure an orderly transition through effective communication with client and candidate. o Spano Pratt has developed a detailed document entitled "Total Rewards Worksheet" that outlines the candidate's existing employment terms. We believe this is a critical tool in working with the client to create a competitive offer.
The Relocation and Transition
o The hiring manager or the search implementation committee chair should determine who will stay in continuous contact with the new hire prior to the start date. o We help create the announcement made to internal and external constituents, itinerary for first week and assistance in preparing an orientation schedule.
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Post Hire Support
o Spano Pratt provides support materials to the selected candidate, such as helpful resources including books, articles, and on-going support to assist in a smooth transition. o Spano Pratt remains in communication with both the Client and the selected candidate throughout the following year to offer any assistance and continue to ensure all parties are satisfied.
Candidate Confidentiality
Los Banos City Council agrees to hold confidential all candidate information exchanged or disclosed during the course of the search and share only with individuals critical in the hiring process. Los Banos City Council and Spano Pratt agree to keep all candidate and/or staff information and referrals, including but not limited to any information on a candidate and/or staff identification and/or credentials, strictly confidential.
Section 3: Assurance Period/Guarantee
This fee is offered with a six-month assurance period. The assurance start period shall begin upon the candidate's actual start date of employment. This guarantee is limited to the scope of the search work provided in this agreement and refers to a candidate replacement. It does not refer to the candidate's ability to meet quotas or new competencies or measurements that may be set in place after the placement has been made. This guarantee is not applicable if the relationship is terminated because the position is eliminated or because the City of Los Banos has insufficient work for the candidate. The guarantee is to allow the City of Los Banos to satisfy itself that the candidate has the requisite experience and qualifications, and that information provided by the candidate and other sources, directly or through Spano Pratt, is accurate. In the case that the candidate leaves the position prior to six months (for reasons not covered above), Spano Pratt will conduct an additional search and present qualified candidates as available without additional charge. This guarantee shall be the client's sole remedy and valid if payment of fee is complete as stated. Spano Pratt has never failed to produce a candidate for consideration to its client.
Section 4: Fixed Fee/Cost Structure
Spano Pratt believes the use of a retained flat fee structure is beneficial for all parties involved. A flat fee arrangement allows for a set price to be paid. The benefits of this pricing structure include allowing the client to plan and budget accordingly; there are no added administration costs; and this model eliminates any perceived conflict of interest during the compensation negotiations with the selected candidate. The retainer fee is calculated based on the complexity of the search assignment, which includes size of the organization, national, regional or local search, and the measurement of allocated resources including research and consultants' time.
The flat fee for search services is reduced in consideration for the public sector, and based on what we know are proposing a fee of $65,000.
We will bill one-third (1/3) of the total estimated fee to initiate the engagement, one-third (1/3) of the amount issued after 45 days of initiation or upon delivery of the slate of candidates, and the final fee and balance will be paid when the selected candidate accepts the offer.
After the initial engagement, client agrees that all candidates, including any internal candidates or referrals from any source for this engagement, will become a part of the search process and thus be subject to all fees outlined in this agreement including the final fee.
Other expenses that would be additional are as follows:
Third party leadership assessments, which would be administered and billed upon approval by the Client. 12IPage
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Travel expenses for candidates who are traveling from out of town for on-site interview(s) will be billed to you directly.
Relocation Expenses: It is highly advisable that relocation expenses be carefully considered when determining the overall budget of a national search. You may have a systemwide policy addressing relocation of candidates or may choose to negotiate relocation as a part of the offer process.
Legal expense to draft customized employment contract if applicable.
Section 6: Conclusion
Thank you again for the opportunity to contribute to the success of the city of Los Banos.
Sincerely,
~~1:-~
Practice Director, Spano Pratt Senior Executive Search Consultant 13IP ag e
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Section 6: Sample Work Product
Job Profile
PRESIDENT
XXX
ALBUQUERQUE, NEW MEXICO
XXX's mission is to be a home to New Mexicans starting or growing a small business. We provide a support system of consulting, training, incubation and lending to help women, people of color and low-wealth individuals successfully strengthen and grow their businesses through sustainable sales, financial knowledge, and job creation.
XXX has partnered with Spano Pratt Executive Search to identify their new President. For a confidential conversation and to learn more about this opportunity, please contact:
Diana Kreiling
Senior Executive Search Consultant
[email protected]
ORGANIZATION
Lisa Maddox
Senior Executive Search Consultant
[email protected]
The XXX is a nonprofit organization with the mission of assisting any New Mexican to start or grow a small business. XXX provides a support system of consulting, training, incubation, and lending to help women, people of color, and low-wealth individuals successfully strengthen and grow their businesses through sustainable sales, financial knowledge, and job creation. Since its founding in 1988, XXX has served over 50,000 New Mexicans who have created 3,400 start-ups and over 5,500 jobs.
XXX is driven by its belief that expanding entrepreneurship is the most effective way to yield the greatest economic impact. Providing entrepreneurs with the resources, skills, technical assistance, and capital to succeed is central to their philosophy, vision, mission, and core values.
Vision
XXX believes passionately in the power of sustainable entrepreneurship to change the lives of individuals, families, and communities. Access and opportunity to do so is a basic human right.
Core Values
Innovation: XXX values above all their ability to serve clients by constantly adapting program services so that client needs are effectively met in a constantly changing marketplace.
Integrity: XXX is committed to the highest standards of ethics, honesty, and mutual respect in internal and external relationships.
Quality and Excellence: XXX strives for superior performance in communications, standards, processes, leadership, planning, programming, and execution.
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Accountability: XXX is committed to doing what they say they will do so that various stakeholders are confident that XXX is a trustworthy organization making economic impact in New Mexico.
Equity, Diversity, and Inclusion: XXX is committed to promoting equity, diversity, and inclusion practices internally among our Board and staff, and externally among clients, supporters, and community partners.
POSITION OVERVIEW
XXX is seeking a new President to lead the organization and implement its mission and strategic vision bringing value to small business clients and New Mexican communities. The President is responsible for overseeing the operations, finances, programs, fundraising, and external relations of XXX. The President will report to and work closely with the XXX Board of Directors, staff, donors, and stakeholders to advance the mission and goals of XXX.
KEY RESPONSIBILITIES
Financial Resourcing - 30%
Accountable for overseeing the raising of sufficient resources to ensure the annual budget requirements are met and to effectively carry out XXX's mission and strategic goals • Oversee and engage as necessary with the Vice President of Development in raising annual private and public support
• Oversee, and where essential, interact with donors at the private, corporate, and government level to acquire sufficient resources
• Maintain positive relationships with donors and community leaders • Oversee grant writing and submissions, with emphasis on training and developing resources Leadership - 25%
Accountable for inspiring and motivating all XXX resources to plan, implement, and achieve results •
•
•
•
•
•
•
Provide and effectively communicate XXX's vision , mission, and strategic direction Maintain a supportive learning community that will attract and retain staff and team members Oversee and develop your directly aligned resources
Build leadership and management capability among senior staff to enable high levels of selfsufficiency Position staff in the community to foster relationships and draw awareness to XXX's mission and value proposition for small businesses
Foster and maintain an interactive and positive relationship with the Board of Directors Proactively keep the Board of Directors and/or sub-committees informed of all important factors and circumstances as appropriate
Ambassador- 20%
Accountable for being the face and voice of the company, including liaison to agencies and donors at the national, state, and local level
• Serve as the spokesperson of the organization
• Oversee effective external communication with the media and other organizations • Maintain positive relationships with national, state, and local economic development organizations to ensure that the position and visibility of XXX is understood and leveraged to maximize opportunities and foster coalitions to benefit XXX's mission Long-term Strategy- 15%
Accountable for the planning and implementation of all strategic initiatives 15IPage
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• Collaborate with the Board of Directors and staff to develop and implement XX.X's Strategic Plan
• Maintain a strong understanding of the direction and trends for the delivery of entrepreneurial services - training, consulting, lending, and incubation - in order to keep XXX a viable and a significant contributor in our communities
• Review and evaluate metrics and program data for desired impact to ensure XXX is delivering the best, and to proactively understand when to adjust focus and direction Financial Health- 10%
Accountable for the overall financial health of the company and for monitoring the accuracy and completeness of all financial activities and not-for-profit reporting • Collaborate with the VP of Finance to develop and present the annual budget to the Board of Directors
• Ensure that sufficient resources are generated to support the annual budget • Oversee and ensure robust and accurate financial processes and documentation • Oversee all financial records and not-for-profit reporting for accuracy and timely submission • Ensure that all funds are appropriately safeguarded and administered • Execute contracts and obligations as required
• Lead, coach, and support the VP of Finance to ensure strong financial oversight
QUALIFICATIONS & EXPERIENCE
• Minimum of 10 years of relevant work experience and background in nonprofit management, public entities, fundraising, and economic development
• Leadership and ability to work with and motivate a wide variety of professionals and volunteers • Successful track record in fundraising and development • Experience in nonprofit finance and budgeting
• Must possess strong organizational, presentation, management, and communication skills, both verbal and written
• Experience working with boards of directors and volunteers • Preferred bilingual language skills
• A bachelor's degree in nonprofit management, public or business administration, community and/or economic development, or related field of interest or an equivalent combination of experience and education; master's degree is preferred
• Experience in working with small and microbusinesses, particularly those businesses led by women, BIPOC, and low-wealth individuals is a plus
COMPETENCIES
• Passion for XX.X's mission and the services it provides • Visionary and strategic thinker
• Self-starter and motivated leader
• Commitment to diversity, equity, and inclusion
• Ability to influence
• Well-rounded and diverse set of not-for-profit business skills • Capability to manage a high level of ambiguity
COMPENSATION
• Compensation includes a hiring range of $135k to $150k plus a full benefits package 16I Page
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To learn more about XXX, visit https://www.XXX.org .
LOCATION: ALBUQUERQUE, NEW MEXICO
Albuquerque, New Mexico, is a city rich in cultural heritage and natural beauty, nestled in the high desert at the foot of the Sandia Mountains. With a unique blend of Native American, Hispanic, and Anglo influences, the city showcases a vibrant tapestry of traditions and modernity.
The landscape of Albuquerque is characterized by its stunning vistas. The Sandia Mountains, which rise dramatically to the east, provide a breathtaking backdrop, especially at sunset when the peaks glow in hues of pink and orange. The city itself is laid out in a grid pattern, with wide streets lined by adobe-style buildings that reflect its Southwestern architectural heritage. The Rio Grande, a vital waterway, flows through the city, offering lush greenery that contrasts with the arid surroundings.
Albuquerque is perhaps best known for its annual International Balloon Fiesta, the largest hot air balloon festival in the world. Each October, the sky fills with colorful balloons, creating a spectacular sight that draws visitors from around the globe. This event not only celebrates the art of ballooning but also highlights the city's community spirit and love for outdoor activities.
Culturally, Albuquerque is a hub of art and history. The Old Town district, with its cobblestone streets and historic adobe buildings, serves as a reminder of the city's past. Here, visitors can explore numerous shops, galleries, and museums, including the Albuquerque Museum of Art and History, which showcases local artists and the region's rich history.
The city is also home to a diverse culinary scene, famous for its New Mexican cuisine, which features unique flavors and ingredients like green and red chili. Restaurants range from casual eateries to upscale dining, reflecting the city's culinary creativity.
Albuquerque's commitment to community and inclusivity is evident in initiatives like "ABQ Stories of Us," which celebrates the diverse voices and experiences that shape the city. This project invites residents to share their stories, fostering a sense of belonging and connection among the community.
Albuquerque is a city that beautifully marries its rich history with a vibrant present, offering a unique experience for residents and visitors alike. Its stunning landscapes, cultural richness, and community spirit make it a remarkable place to explore and enjoy.
To learn more about Alburquerque: https://www.cabq.gov.
This position is not just a job; it's an opportunity to change lives in New Mexico.
To be considered for this opportunity, please submit a cover letter and resume to either:
Diana Kreiling
Senior Executive Search Consultant
[email protected]
www.spanopratt.com
Lisa Maddox
Senior Executive Search Consultant
[email protected]
www.spanopratt.com
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Candidate Phone Screen Questions
Competency Item Comments
Why are you interested in the President position at
XXX?
Leadership
• Strong and passionate servant leader
• Action-oriented and results-driven
• Sustainable success
• Empower VP's and staff
• Collaboration
• Accountability
• Transparency
• Inclusive
Can you describe a leadership challenge you overcame
with a staff of strongly diverging opinions?
How do you recognize leadership potential in team
members?
Relationship Building and Communication
• Strong communication
• Grant writing skills
• State-level advocacy
• Comfortable in front of all types of stakeholders
• Bi-lingual
• Strong network
• Be the face of XXX
• Knowledge of ABQ and New Mexico
Can you give an example of securing a new ally, or key
pivotal relationship that bolstered your organization in some way?
What does being an external-facing leader mean to
you?
Alignment to Mission
• Passion for mission
• Personal values match the values of the organization
• DEi
• Entrepreneurial spirit
• Understands nonprofits
• New Mexico culturally competent
• Lived experience of client population
What motivates you personally about XXX's mission in
supporting women, people of color and low-wealth
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individuals to successfully strengthen and grow their
businesses in New Mexico?
What strategies would you implement to engage with and
understand the challenges of small business owners in New Mexico?
Operations and Fiscal Administration
• Nonprofit and for-profit administration experience
• Board governance
• Tech fluency
• Data- and HR-informed decision making
• Budget management and financially savvy
• Ability to fundraise and bring in new resources
• Work with development department
• Understanding of federal, state, local and private grant • Professional development
Do you have nonprofit exposure where you've reported
to board?
Please share your experiences in all aspects of fund
development - events, grants, individual donors,
alumni, corporations and foundations.
What is your mentoring philosophy to develop talent.
Can you share a success story?
Innovation
• Encourage creativity
• Provide resources
• Measure impact
• Adaptability
• Knowledgeable of new trends and technology
• Quest to learn
• Economic development vision
Describe a time when you had to be the strategic
thought leader in a time of change?
In our rapidly changing tech climate, how do you stay on top of trends and navigate what tech innovations are bes for your organization?
Salary check: $135k to $150k
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Case Study Finalist Interview
XXX-President
Case Study- Second Interview
Duration: 90 minutes
Location: Dekker Designs
7601 Jefferson Street, NE
Suite #100
Park in visitor parking or any open spot. Enter the building through the main entrance. The office is directly ahead, suite 100. Check-in with the receptionist upon arrival.
Date: November 6th, 2024
Start Time: 8:00 a.m.-9:30 a.m.
Candidate Instructions:
Thank you for participating in the search for our new President for XXX. We have developed the next step in our process to learn more about your strategic approach to problem solving. We do not expect a solution. This case study has been structured to be a formal presentation followed by a conversation.
Topic:
Please prepare a 20-30-minute presentation with specific plans and recommendations on your approach to creating our next strategic plan. Walk us through your preferred strategic planning process with a focus on your first six months on the job. Share outcomes from prior planning processes and how you would like to approach the process at XXX. Include details on your approach to DEi, innovation and team connection.
Q and A:
Following your presentation, plan for an interactive 30-minute conversation with the Executive Committee.
Leadership Team Q and A:
Following the Q and A with the Executive Committee, you will meet with the Leadership Team (current President and Vice Presidents) for more discussion and conversation.
Other:
I will be at Dekker Designs to meet you and facilitate the interviews.
Please send a copy of your presentation to me at [email protected] by November 5th.
Thank you and please reach out with any questions or concerns. 20 IP age
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Candidate Report
Confidential Report for
SAMPLE
Candidate Profile for the Position of President
This report has been prepared for the exclusive use of XXX in conjunction with the Search Assignment for the President. Due to the confidential nature of this information, its use should be controlled and limited to key executives involved in the candidate selection process.
About this Report
This report contains four sections and combines the search consultant's expert summary from our multiinterview process, the candidate's written assessment, and the candidate's resume.
This combined information is assessed against the information obtained in our board survey and discovery meetings with the search committee. This Candidate Profile provides you with an in-depth perspective of an individual candidate and how that person may align to the competencies and attributes that have been requested and are required for the position. It will prepare you with information to determine whether the candidate is a good fit for your position.
1. Section One is a candidate summary of the search consultant's assessment along with the notes indicating the candidate's fit with your position beginning with the understanding of the requirements. It is designed to be reviewed with you in a consultative discussion and is presented in alignment with the skills and competencies requested.
2. Section Two is a rating based on how that candidate aligns to the competencies and attributes that were established during the Discovery Phase 1.
3. Section Three is the resume containing the work history provided by the candidate.
4. Section Four is the written assessment questions completed by the candidate. This process and these questions which we reviewed with you were selected specifically to align with the desired criteria to provide both a writing sample and a reflection of the candidate's thoughts.
Section One - Candidate Summary
Overview
Candidate is a builder and a leader. She founded and was the Executive Director of her own nonprofit, Paws and Stripes, starting at the age of 24. She ran Paws and Strips for 14 years, fine-tuning her leadership skills. She has the lived experiences of an entrepreneur that mirrors many of XXX clients.
Candidate made New Mexico her permanent home in 2010 after a brief but impactful visit in 2008. She believes in the people and communities that share her home state. She started her career without a college degree and sometimes without a home address. She learned through grit, determination and being fortunate enough to connect with supportive mentors, the kind of essential knowledge to work in and transform systems. She went on to obtain her master's degree in social work while working a fullS pan O I ~~~!\earch 21 IP ag e 653
time job because she believed the degree would bridge the divide between building and managing complex organizational structures while prioritizing the well-being of the people who operate in and support those systems. She is equipped to authentically engage people and create a team who trust each other.
Candidate is invested in XXX. She has seen the little and big victories for XXX's clients after spending time with the consultants. She knows how these moments lead to empowerment and positive change in a family and in a community. She understands the importance of investing in women, and in BIPOC communities, and removing barriers that limit economically disadvantaged families from creating generational wealth of their own. For Candidate, what XXX does is not just business consulting, training and lending, but changing lives and enabling the creation of legacies. She has the experience, empathy, humility and resilience to help the team go the distance at XXX.
Education
Master of Social Work, Leadership and Administration, New Mexico Highlands University, 2024 Bachelor of Arts in Liberal Arts, Interdisciplinary Studies - Visual Arts, Psychology, and Anthropology, University of New Mexico, 2020
Work History
Vice President of Client Services, Women's Economic Self-Sufficiency Team, Albuquerque, NM, May 2024-Present
Founder & Executive Director, Paws & Stripes, Albuquerque, NM, May 2010-May 2024 Social Work Intern, Nm Law Offices Of The Public Defender, Albuquerque, NM, Aug 2022-May 2023 Competencies
Leadership
From 2010-2024, Candidate was the Founder and Executive Director of Paws and Stripes. In 2019, she realized that they were not using the best practice for medical alert training for dogs. Behavior interruption was now the best practice although there was debate and discussion among the staff on this potential change, as they felt they didn't have the needed resources. Candidate explained the problem, why it was necessary to make the change and then listened. She pitched the plan to roll out the new behavior interruption training and allowed all staff to offer changes, ideas and their perspectives. She wanted to bring everyone on board and make them feel part of the process. Although this approach required more time at the beginning, it paid dividends for the whole team at the end.
She shared that regardless of a teammates' job title, they are a key staff member and have an opportunity to be a leader in their role. She mentors bi-directionally and leans into each other's strengths.
She wants their leadership skills to shine through and accomplishes this through trust and empowerment. She stives to eliminate anxiety around mistakes and works to develop a culture of trust and learning.
Candidate stressed the importance of transparency. She saw Paws and Stripes through multiple iterations of growth. This wouldn't have been possible without being transparent and sharing how the changes would impact staff. It is key to bring everyone along with you. If you leave gaps and voids in knowledge, people will fill in their own stories.
She also believes in inclusivity and accountability. She wants to include people where appropriate in the conversation because it gives them the opportunity to voice their concerns and allows for her to hear their perspectives and ideas. No one can see every angle so getting the team's inputs prevents gaps and mistakes. She is experienced at leading a diverse organization and understands the role cultural humility 22 IP age
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plays in all aspects of the organization. For example, "How inclusive is the professional dress policy?" and "What about the tattoo policy?" She uses this framework at every level.
Relationship Building and Communication
It's impossible to start a new org without relationships, and Candidate learned early on that there is a New Mexico specific method to building relationships. Early in her career with Paws and Stripes, she learned how to be present, attending events, and being dependable. She developed relationships with the Veterans' Association and even built a relationship with a Two Star General who was invaluable in introducing her to others. Due to this relationship, she ended up in a board room with Howard Buffet and this resulted in her first significant cash donation. Candidate learned that it is one thing to get in the door, but she worked to maintain those relationships by continuing to deliver results. As a steward of the community's funds, she opened the books to Howard Buffet so he could see his donation at work.
Candidate established a CEO (external) and a COO (internal) organizational structure at Paws and Stripes. As the external, she needed to be the megaphone representing the spirit and essence of the organization and answering all the questions. Her core values were the core values of the organization.
She views this as an ambassador role and her passion shined through.
Candidate founded Paws and Stripes when she was 24. She left in 2024 because it felt like the right moment. She had finished her master's degree and felt that, as a leader, she had given the organization everything she had. She knew the organization needed fresh eyes to take it to the next level.
New Mexico is unique and its own microcosm with opportunities and challenges for XXX in the different areas/corners of the state. Established locations offer access points to very diverse communities, which in turn can provide access to other states too. She shared that XXX could look at how they present themselves as a statewide organization versus an organization with regional offices or an extension of the Albuquerque office. She stated that this will enable XXX to better respond to new trends like Al.
Given the professionally diverse team, this would allow them to take advantage of emerging trends and technologies.
Candidate has presented to Assistance Dogs International who are the go-to experts in the field. She had created a tool for membership and presented to them on this topic. She worked with her team creating a message tailored to the audience. Next, she built out the framework, determined the timing for the presentation and then divided up with work. They created the slides and then practiced the presentation and potential questions. They also linked DEi to working with animals as part of the presentation and had compelling imagery.
Alignment to Mission
Candidate loves the work XXX does as it aligns with her core values. She has enjoyed working with Agnes and learning from her.
For Candidate, success is being able to hold space for a team where they can make mistakes and grow in the same direction. Some arcs occur quickly and some take time and consideration. It is about the safe space she builds with no fear or uncertainty for the staff. She wants everyone to be able to be their authentic self at work.
As an entrepreneur in New Mexico, Candidate can relate to XXX's participants. She currently spends time with the six regional managers talking about participants, their success stories and challenges. One example she shared was an artisan selling crafts out of a van. They needed a retail space, but didn't have credit, and so they came to XXX for help. Whether it is financial assistance, financial literacy or trauma from a domestic violence situation, Candidate has seen and heard everything and can walk with them through their journey.
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Operations and Fiscal Administration .
Candidate has only attended two board meetings at XXX reporting qualitative success stories from across the state to the board. She provides data management reporting in her current role. Previously, at Paws and Stripes, she worked closely with the board handling board recruitment, setting agendas, leading meetings, and creating budgets.
She has experience in all areas of fund development. Each year, she created and implemented a development plan for Paws and Stripes. It was a complicated structure with lots of reports due to major giving and planned giving designations. She ran the annual gala from 2013-2024 and spearheaded the capital campaign securing $1.5 million for the acquisition and renovation of a new facility. She managed a $1.7 million budget. She is also experienced at managing government funding.
She shared that the best practice for creating the annual budget is a collaborative effort with the board. It should consider payroll raises, anticipated revenues, and expenses along with a timeline. It is also imperative to notice trends and compare the budget to previous years identifying outliers.
For staff development, Candidate likes a clear policy and available funds. She likes to be transparent with staff about expectations. She meets frequently with direct reports and uses performance evaluations to help determine where someone wants to go in their career. She utilizes 360 reviews and sees this as an opportunity for relationship building. She wants to know the staff's passions. On the flip side, she knows how to have hard conversations. The discomfort of these discussions offers opportunities to grow, and Candidate has taken the feedback and refined her communication style and skills. To stay in touch with all the regional managers, she schedules four in-person meetings per year and a team meeting every month. Candidate is analyzing and hoping to implement a new performance evaluation process.
Part of this will determine roles and responsibilities and what makes sense. Candidate has hired four people recently.
Innovation
XXX has potential to improve in the tech innovation space. To stay on top of these trends, Candidate seeks ongoing conversations with her team to hear ideas and understand what they're seeing in the field and with clients. For example, she suggested a site visit to WWBIC, a Wisconsin-based nonprofit, to learn from their best practices. It is imperative to take a keen look at problems and find the best tools.
There are several significant factors impacting XXX in the future. From the Presidential election results to the decreasing New Mexican population, there could be an impact on fundraising. Nationally, there is a drop in individual giving potentially due to the ebb and flow of the economy and concern for job security.
Candidate shared that technology is constantly changing and moving quickly and organizations can't afford to jump on board late. Al will be even more important for entrepreneurs and start-ups focused on STEM. XXX will need to be experts in new technology to ensure participants have the tools and knowledge they need.
1--Doesn't Meet Requirements
2--Barely Meets Requirements
3--Meets Requirements
4--Exceeds Requirements
5--0utstanding
Section Two - Competencies
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Competency Item
Leadership
• Strong and passionate servant leader
• Action-oriented and results-driven
• Accountable, transparent, and inclusive
Relationship Building and Communication
• Grant writing skills
• State-level advocacy
• Be the face of XXX
Alignment to Mission
• Passion for mission
• Entrepreneurial Spirit
• Knowledqe of ABO and New Mexico; culturally competent Operations and Fiscal Administration
• Board governance
• Tech fluency
• Budget management and financially sawy
• Ability to fundraise and brinq in new resources
Innovation
•
•
•
•
Total
Encourage creativity
Knowledgeable of new trends and technology
Quest to learn
Economic development vision
Section Three - Resume Work History
Removed for confidentiality
Section Four - Written Questions I Writing Sample
Score (1,.5)
5 4
5 5
4 23/25
1. What is your vision for the future of XXX? Describe how you would approach setting strategic goals for the organization over the next five years.
XXX's vision to transform lives and affirm that access to opportunity is a fundamental human right resonates deeply with me. I believe this vision should not only guide our work in the community but also extend within the organization itself, empowering the people who deliver services every day. By fostering a supportive, collaborative, and healthy work environment, XXX will be even better equipped to serve the community with excellence and make a lasting, meaningful impact.
Strategic planning for the next five years requires the active involvement and input of all stakeholders. This inclusive process ensures that everyone in the organization-staff, board members, clients, community partners, and donors-has a clear understanding of, and commitment to, the direction XXX is headed. Keeping in mind emerging trends, changing needs in the community, policy changes, and ever-evolving best practices, awareness of the broader landscape will keep goal-setting relevant and responsive. I would use the following five components in planning:
• Engage Stakeholders: Collect input from staff, board members, clients, community partners, and donors through surveys, interviews, and other means. Gathering diverse perspectives will help identify key priorities, concerns, and opportunities for the organization. • Prioritize Organizational Stability: Ensure the organization's long-term sustainability by addressing its financial health, operational efficiency, and overall organizational resilience.
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Stabilizing the organization would allow the creation of a solid foundation from which to confidently pursue strategic goals.
• Synthesize Key Insights: Analyze the feedback from stakeholders and identify common themes, trends, and significant issues. These insights will serve as the foundation for defining "XXX 2.0" and co-creating a shared vision for the future.
• Define Clear Goals: Collaborate with leadership to establish short-term, intermediate, and longterm goals. This includes not only setting objectives but also developing a detailed roadmap outlining how to achieve overarching strategic goals.
• Phase the Implementation:
o Define and Create: Develop the framework for the plan and identify key elements. o Develop: Build out detailed action steps and resources. o Measure and Adjust: Track progress and make necessary adjustments. o Implement: Execute the plan with regular communication and monitoring. o Evaluate: Continuously assess outcomes and refine strategies to ensure sustained success.
Of course, this entire process must include an initial period of adjustment and transition for a new President. It is essential to allow time for the President to become familiar with the team, operations, funder relationships, and complex financials, while also building strong rapport with the staff and constituents. Only after this foundation has been established can a five-year strategic plan be responsibly launched.
2. A challenge for the new President will be to build external partnerships across many different groups in New Mexico. Provide an example of an external partnership you cultivated and the impact on your organization.
External partnerships are powerful assets for nonprofits. During my time as Executive Director of Paws and Stripes, one of the most impactful collaborations I fostered was our enduring relationship with Animal Humane NM. Initially, this partnership emerged from a need to source suitable rescue dogs for our service dog training programs. Over time, my team built a strong foundation of trust and reliability, realizing that while our missions were distinct, they complemented one another like puzzle pieces. This synergy allowed us to leverage each other's strengths.
Relationships like this also require nurturing. Over the course of a decade and a half, I ensured the longevity of our partnership through three different Executive Directors of Animal Humane. By focusing on the connection between our organizations, rather than just the individuals involved, a lasting and resilient collaboration was established.
For instance, when Paws and Stripes lacked space to conduct training classes, Animal Humane graciously provided access to their agility yard and classrooms. In return, my team worked as thought partners, collaborating on various initiatives such as co-hosting community fundraisers and exchanging best practices in nonprofit management, canine behavior, and animal welfare. Another key aspect of our partnership was the exchange of resources for Paws and Stripes' service dog training program. Animal Humane provided excellent dogs that became successful service dogs in our program, while we, in turn, facilitated more adoptions for them. If a dog was identified by Paws and Stripes as a strong candidate for the program, we cross-promoted the opportunity, ensuring that these dogs were guaranteed to be adopted, either as service dogs or through public interest. This reciprocal arrangement benefited both organizations significantly, while enhancing impact in the community.
The benefits were mutual, impacting fundraising, donor relationships, client outcomes, community education, and even operational improvements. The time and investment in this partnership paid off in every way, allowing both organizations to grow and thrive while strengthening their shared commitment to the community.
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3. XXX plays an integral role in helping entrepreneurs start and grow businesses. Describe your experience in developing and managing similar programs. How do you measure and ensure the success of such programs?
My journey with Paws and Stripes emerged from my own lived experience, which highlighted the need for a different approach to caring for veterans and their families coping with post-traumatic stress disorder (PTSD) and brain injuries. Much of my career has been dedicated to not only building a strong organizational team but also developing core programs that provide critical care to those in need. While the services offered at Paws and Stripes differ somewhat from those at XXX, there are three key themes that connect both: community, a continuum of human services, and philanthropy.
Community: Both organizations operate within a community care framework, where professionals or peers deliver services to others. The collective support and shared lived experiences within these models enhance the impact of the services provided.
Continuum of Human Services: Both Paws and Stripes and XXX serve people at distinct points along a continuum of care. Paws and Stripes assists veterans who are ready to engage in an intensive program to train a service animal or address therapeutic needs. Many of these individuals are in stable housing and can commit to a lengthy process. In contrast, XXX supports clients who are ready to receive regular coaching and training to grow their businesses. Many XXX clients have experienced trauma or scarcity and are accessing services that empower them to achieve success and self-sufficiency. Both organizations play an essential role in the broader network of human services in New Mexico.
Philanthropy: As nonprofit organizations, both Paws and Stripes and XXX are sustained by the generosity of their communities, stewarding funds to serve those in need. The responsibility of ongoing fundraising and ensuring long-term sustainability is significant, but it's also deeply rewarding to know that the mission endures because of the support from those around us.
To truly understand the effectiveness of any program and adapt to changing needs, it's necessary to consistently measure outcomes and outputs. Success can only be determined and sustained through continuous evaluation. Having developed evaluation systems myself, I recognize that while XXX excels at managing quantitative data, this is only part of the picture. A comprehensive evaluation system should include both quantitative metrics-such as client numbers, demographic information, and the economic impact of services-and qualitative feedback. This includes insights into how clients' lives are affected, their comfort in working with XXX staff, and the specific challenges they face before seeking our services. It's equally important to understand which training formats are most accessible to them.
Assessing various points of data on a predictable, regular basis ensures a finger is kept on the pulse of the organization's performance and allows for the agility needed to be responsive to new insights.
Additionally, the staff's feedback is invaluable. They can provide critical perspectives into resource gaps, client needs, and the capacity of the team to meet growing demands. Program success is not just measured by how many people are helped, but also by the team's ability to deliver services effectively and sustainably. Even if a program delivers tremendous impact to clients, it won't be successful if XXX fails to recognize and address the internal pressures on the staff and resources.
4. As the President, you will be responsible for recruiting, hiring, supervising, and developing staff.
Please discuss your approach to staff development and share an example of how you have successfully built or improved a team in your past roles .
Throughout my tenure at Paws and Stripes, my role was deeply rooted in building, developing, and managing a growing team. What began as a small group of volunteers eventually expanded into a staff of 25 employees and contractors. In this capacity, I was responsible for designing and implementing all protocols related to recruitment, hiring, supervision, human resources, conduct, termination, and professional development, while also executing these processes regularly. My expertise in people management was honed through a combination of continuing education, mentorship, and hands-on 271 Page
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experience.
I have a multifaceted approach to team development and management:
•
•
•
•
Fostering a culture of respectful candor encourages open communication between supervisors and direct reports. This environment allows for clear expression of expectations, feedback, and goals, along with the rationale behind them. Building and guiding a team toward a shared vision requires accountability. Leaders must have the courage to hold their teams accountable and engage in uncomfortable conversations that drive progress.
Effective leadership amplifies the strengths and passions of employees to enhance service delivery. By adopting a strengths-based approach, leaders empower their teams to excel as highly professional providers. At XXX, it is essential to ensure that every talented individual is fully utilized to reach their potential.
Creating a safe and healthy work environment is crucial for employees to feel trusted in making mistakes and learning from them. While focusing on outputs is tempting, sustainable success relies on cultivating a culture that prioritizes growth, vulnerability, and continuous improvement.
I view mentorship as a valuable source of knowledge and experience and is essential for succession planning. I have personally gained so much from my mentors throughout my career, and I believe that both traditional and reverse mentorship are existing resources within our team and among our community partners.
One of my proudest achievements was hearing from my successor that, during her one-on-one meetings with every staff member, each employee expressed that they felt valued, cared for, and able to bring their whole, authentic selves to work. Creating this strong foundation of trust and well-being allowed the team to not only perform effectively but also to continuously grow and improve. As a result, Paws and Stripes was able to expand its services and provide opportunities for professional growth, even in a context with limited upward mobility within the organization.
5. Can you describe your strategy for identifying and securing new fundraising opportunities and financial resources to ensure the sustainability and growth of our organization? As Executive Director of Paws and Stripes, one of my primary objectives for ensuring long-term sustainability was diversifying revenue streams while making sound fiduciary decisions. Not only was this achieved, but I also left Paws and Stripes with a million-dollar surplus and strong relationships with key funders.
To develop a solid resource development plan for XXX, there must first be a clear strategic vision for "XXX 2.0." This will guide our efforts in exploring and securing new funding sources. As part of an overarching fundraising plan-incorporating public and private grants, major gifts, events, communications, coordinated campaigns, and earned income-finding new funding requires informed creativity. Fortunately, XXX already has a strong donor base that continued stewardship can bolster through targeted communication. Having established strong roots here over the past fourteen years, I have built solid relationships with various partners and funders across New Mexico. I have extensive experience in both leveraging these established connections and cultivating new ones to support our mission.
In the short term, I would focus on two primary areas for new funding: cultivating major donors and expanding earned revenue opportunities.
First Objective: Attracting new individual and corporate donors requires a strategic, data-driven approach to identify where the current donor base resides and where untapped opportunities exist.
XXX's reach extends across New Mexico and into neighboring states like Texas, Arizona, Utah, and Colorado. Once key areas for growth are identified, I would work with our development team to conduct 281 Page
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donor research to identify potential.prospects and segment them based on their philanthropic interests and giving history. By aligning these new prospects with XXX's mission, we can develop personalized strategies to engage and convert them into long-term supporters.
Second Objective: A significant opportunity for new funding lies in creating sustainable earned revenue streams. The Studio at XXX has long aspired to be a core source of earned revenue, and with a new sound studio on the horizon, we are well-positioned to make that a reality. New Mexico's film industry is set for record-breaking growth in 2024, fueled by anticipated expansions like Netflix's West Coast production hub in Albuquerque and NM State University's $15 million Sound Stage Complex in Arrowhead Park. With film becoming a crucial part of the state's economy (earning nearly $1 billion annually), XXX has a unique opportunity to align itself more competitively within this sector and leverage its studios as a reliable revenue source. Drawing on my experience in developing partnerships and participating in film productions with Paws and Stripes, I believe building relationships in the film industry can mirror the approach of donor cultivation. Just like donor development, it requires a focused, intentional, and mission-driven strategy, where everyone is aligned with a clear, time-bound, and measurable plan. By taking a braided approach to revenue diversification, together we can ensure longterm financial sustainability for XXX.
XXX Studios has tremendous potential to expand its impact by pursuing projects that align with :XXX's mission through culturally tailored business solutions. While many services are currently offered in both English and Spanish, there is great potential to further enhance accessibility by developing tools, resources, and services that cater to New Mexico's diverse multicultural population.
Expanding beyond bilingual offerings to serve more communities-including partnering with the ASL community and deepening relationships with Indigenous residents-would not only strengthen services but also open doors to new funding opportunities, allowing XXX to better serve its clie 29 I P age
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www.sumterlocalgovconsulting.com
contact Person: William Grogan
[email protected] 770-403-8086
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Sumter Local Government Consulting (Sumter LGC) is pleased to submit our proposal to perform City Manager Recruitment Services for the City of Los Banos. Our firm is dedicated to providing exceptional executive search services tailored to your city's unique needs.
With over 25 years of experience in the local government sector, I have had the privilege of serving as a City Manager and as a consultant to local government leaders. While many search firms .in the public sector offer similar processes, Sumter LGC stands apart through our commitment to understanding and aligning with your city's specific needs.
Here's how we differentiate ourselves:
1. In-Depth Unde:rst.anding of City Culture: 1 will dedicate significant time to engaging with various stakeholders to fully grasp the culture of Los Banos. This approach wilJ allow us to develop a tailored candidate profile that identifies talented individuals and ensures they are a great fit for your city.
2. Strategic and Proactive Recruitment: Our re.cruitment strategy goes beyond traditional methods. We utilize innovative recruitment materials and leverage my extensive local government network to identify candidates not actively seeking new opportunities. This proactive approach ensures we attract the most qualified and suitable candidates for your executive search needs.
3. Comprehensive Public Sector Experience.: My extensive background as a City Manage.r and in hiring public sector leaders at all levels gives me a unique perspective. Serving as a liaison between candidates and the city's leadership allows me to communicate effectively and achieve results. Having experienced this process as a search consultant, a client of search firms, and a candidate, I offer a well~rounded understanding.
4. Thorough and Distinct Background Check Process: Our background check process is comprehensive and surpasses standard protocols. We conduct detailed investigations to uncover significant information, ensuring no surprises and providing clients with the insights needed to make informed decisions.
5. Passion for Public Service: I am truly passionate about public service and firmly believe that success comes from selecting candidates who are the best fit for avaiJable positions. My enthusiasm for this field motivates me to id,entify the right candidates who wi11 have a positive impact on the future of the City of Los Banos.
6. Small and Medium-Sized Client Base: Sumter LGC primarily serves small and medium•sized local governments, makin~ us a perfect fit for the City of Los Banos.
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7. Dedicated and Experienced Team: At Sumter Local Government Consulting, I am supported by a team of highly dedicated and experienced professionals. Our combined experience spans over 80 years in local government, covering various roles and responsibilities. This depth of experience enables us to bring a wealth of knowledge and insight to every executive search assignment
[ w:lll be the lead consultant for this executive search. BiJly Grogan and Dr. Shawn GiJJen will assist me in all aspects of the search process, including candidate screeninJ?, evaluations, and strategic advisory support.
Billy has effedively led over a dozen executive searches for local governments, assisting municipalities in securing top-tier leadership talent. He is helping with the City Manager search in Tifton, Georgia, showcasing his expertise in identifying the right fit for local government leadership positions. Dr. Shawn Gillen is a seasoned municipal leader with a distinguished career spanning multiple states. He has served as Mayor, City Manager, and City Administrator in Illinois, Minnesota, and Georgia. Most recently, he was the City Manager in Doraville, Georgia, and Tybee Island, Georgia, where he successfully navigated complex governance challenges, implemented strategic financial planning, and fostered economic and community development initiatives. He has successfuJJy completed dozens of executive recruitments.
Sumter LGC is committed to delivering exceptional service and achieving results that exceed expectations. I am thrilled about the opportunity to partner with the City of Los Banos in your executive recruitment for the next city manager. Together, we can identify and attract an exceptional leader who will contribute to the city's future success.
Sumter LGC has completed three City Manager searches and currently has three in progress. We have also completed over 60 other executive recruitments for local governments.
The point of contact is Warren Hutmacher, warren@sumterconsultin,::.com. 4-04·535-0525.
Thank you for considering our proposal. I look forward to the possibility of working with you and contributing to the City of Los Bonos's continued growth and prosperity.
Sincerely,!
Warren Hutmacher, President
Sumter Local Government Consulting
wamo@sumterconsult;n,::.com
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TABLE OF CONTENTS
CORPORATE PROFILE 5
CONSULTANT PROFILES 6
EXPERIENCE AND QUALIFICATIONS 9
DESCRIPTION Of THE RECRUITMENT APPROACH 15
SEARCH TIMELINE 30
PROPOSED FEE 31
REFERENCES 32
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CONTACT INFORMATION:
Primary contact: William Grogan
Email: [email protected]
Phone: 770.403.8086
Website: www.sumter1oca1govconsu1ting.com
CORPORATE PROFILE
HISTORY OF SUMTER LOCAL GOVERNMENT CONSULTING (Sumter LGC] Sumter LGC was founded in 2021 by local government industry veteran Warren Hutmacher. Sumter LGC provides a wide array of customized management consulting services to local governments and organizations that operate within the local government sphere of influence.
PRIDE IN OUR EXPERTISE
Sumter LGC is dedicated to providing clients executive level assistance to solve complex problems and carefully handle important projects utilizing years of experience and accomplishments for the benefit of the client.
PRIDE IN THE PERSONAL ATTENTION WE PROVIDE TO CLIENTS
Sumter LGC is able to provide the personal attention to clients necessary to take on tough projects, meet deadlines and provide top-level expertise. Sumter LGC believes that local government consulting is a relationship business and that our reputation depends on how we treat our partners.
PRIDE IN PUBLIC SERVICE
Sumter LGC was founded by a career public servant who dedicated his career to working for the public good. Sumter LGC believes that our work for local government clients is an extension of their mission. We strive in everything we do to earn the trust of our clients and the communities we serve.
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404.535.0525
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EXPERIENCE AND QUALIFICATIONS
Sumter LGC has included a list of recent searches the firm has completed on the following page. As City Managers for over 20 years, Warren and Shawn have hired for every position in local government and have extensive experience with the recruitment, interview, and hiring process. Billy served for 15 years as a police chief and one year as an interim city manager.
What separates Sumter LGC from other firms is that we have been both a candidate and a client of executive search firms, as well as a consultant helping elected officials and City, Town, and County Managers with their recruitments.
These experiences have shaped the search process Sumter LGC uses. These varied insights into the process have impacted how we treat our clients and candidates and, ultimately, how we focus on creating positive outcomes for local governments.
The bottom line is that we know what we are doing, will provide excellent advice throughout the process, and will ultimately help you select a candidate who is the best fit for the City of Los Banos.
We are currently conducting searches for the Town Manager for the Town of Easton, Maryland, the City Manager for the City of Tifton, Georgia, and the City Manager for Dade City, Florida.
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Client Assignment
I City of Smyrna, GA 11 Assistant City Administrator 112020 :=====================: :=================================: I City of Winder, GA 11 City Engineer 112020 ::::::===========================::::::: :::=========================================:
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City of College Park, GA
City of Fayetteville, GA
City of College Park, GA
City of Pompano Beach, FL
City of Winder, GA
City of Social Circle, GA
Georgetown County, SC
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RECENT SEARCHES AND OTHER ASSIGNMENTS
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City of Suwanee, GA
City of Clarkston, GA
City of Social Circle, GA
City of Brookhaven, GA
City of South Fulton, GA
City of Powder Springs, GA
City of Doraville, GA
City of Duluth, GA
City of Palmetto, GA
City of College Park, GA
City of Brookhaven, GA
City of Chamblee. GA
City of Doraville. GA
City of Sylvester, GA
I City of Decatur, GA
City of Atlanta. GA
I City of Powder Springs, GA
JI Public Works Director
J J Interim City Manager
JI Interim Finance Director
J Interim Parks and Recreation Director
J Fire Fee Analysis
Fractional Deputy Finance Director
Interim City Clerk
Purchasing Manual Revision
Budget Preparation
Assistant City Manager
Interim Parks and Recreation Director
Interim City Manager
I Interim Account;nt
Fractional Chief Financial Officer (CFO)
11 Senior City Engineer
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11 Agency Head - Infrastructure/ Dev.
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j City of Brookhaven. GA j Public Works Director
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j City of East Point GA j Interim City Manager
======::::::::::===========:::
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City of Villa Rica, GA City Engineer 2024
City of Powder Springs, GA Deputy Finance Director 2024 City of Kennesaw. GA Information Technology Director 2024 ============::;:::============::: I City of Stonecrest, GA I Chief of Police ::=:========================:::::
2024
Glynn county, GA Community Development Director 2024
I City of Winder, GA I City Administrator
==============::;=::=:::;:==:::;:::::====~ I City of New Carrollton. MD I Interim City Clerk ;:::::::::::::;::;::::=================~
I City of Acworth, GA I Finance Director
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2024
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j City of Germantown, TN ] I Public Works Director
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~================:::::::::::::::;;::;::::::=========~ I 2024 ===============================::::::::
City of Warner Robins, GA Finance Director ]2024
City of Warner Robins, GA
=======:::::::::::::===============:::::::::::::::::::::==:::::::::::::::::: I 2024 =====:::::::::::::=========================! i 2024
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City Engineer
City of College Park. GA . HR and Risk Management Director City of College Park, GA
City of College Park, GA
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City Clerk
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RECENT SEARCHES AND OTHER ASSIGNMENTS
Assignment Year
I City of College Park, GA !I City Manager I 2024
I City of College Park, GA ] I City Planner 112@24
City of College Park. GA I Grants Manager j 2024
City of College Park. GA Public Works Director 2024
City of Sandersville, GA j Finance Director
City of Tucker, GA Deputy Parks and Recreation Director 2024 City of College Park. GA Interim Finance Director 2024
City of College Park, GA I Interim Purchasing Administrator 2024 City of Chamblee, GA Assistant City Manager 2024
Spartanburg County, SC Transportation Manager 2024
I City of College Park, GA 11 Fire Chief 2024
I City of College Park, GA 11 Finance Director 2024
City of College Park, GA Executive Director - Convention Center 2024 City of East Point, GA Finance Director 2024
City of East Point, GA IT Director 2024
City of Sandersville, GA Public Works Director 2024
City of Acworth. GA Public Works Director 2024
City of Fayetteville, GA Communications Director 2024
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RECENT SEARCHES AND OTHER ASSIGNMENTS
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I City of Guyton, GA
I City of Port Wentworth, GA
City of Warner Robins, GA
I City of Dade City, FL
City of College Park. GA
City of Tifton. GA
Assignment
I Town Manager
I City Manager
I Assistant City Manager
I City Engineer
11 City Manager
j Communications Director
City Manager
j Chief of Police
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2024
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DESCRIPTION OF THE RECRUITMENT APPROACH
Sumter LGC will work collaboratively with the City of Los Banos to recruit a City Manager.
Sumter LGC will:
• Keep the client informed of key progress in the recruitment process • Place the client's best interest above all others
• Provide candid and thoughtful assessments of the candidates • Represent the client with integrity, professionalism and tact PHASE 1- Preparation of Qualifications Assessment
We believe that the most critical element in the recruitment process is creating an ideal candidate profile for the City Manager position. This profile will be utilized to narrow the candidate pool and focus the remaining steps of the search process to locking in on the candidate that is best fit for the City of Los Banos.
This process includes challenging the client to think critically about what character traits, soft skills, and leadership abilities candidates will need to be successful in Los Banos.
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PHASE 1 -Preparation of Qualifications Assessment
(Continued)
The Qualifications Assessment process will include a site visit to Los Banos to understand the community and the organization's unique characteristics thoroughly.
During this phase, we will examine the City Manager's responsibilities and the issues facing Lost Banos. This process will allow us to articulate the key short-and long-term challenges and opportunities facing the next City Manager.
To develop the ideal candidate profile, we will spend considerable time and effort talking with elected officials, key staff, the screening committee members, and anyone else the client recommends we speak with.
Specifically, we will conduct interviews to:
• Define the current state of the City and the culture of the organization • Articulate the expectations for success for the City Manager • Create a profile for what type of personality will be most successful in Los Banos and what type of personality traits are to be avoided in narrowing the candidate pool LOs Banos
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PHASE 1- Preparation of Qualifications Assessment
(Continued)
Sumter LGC strongly believes in involving the community throughout the City Manager recruitment process. Community involvement will lead to a transparent, credible, and community-based recruitment process. The community's input will produce a more robust and accurate candidate profile. This inclusive process will also provide the new City Manager with community cohesion and buy-in since the community was invited to participate.
There are several methods Sumter LGC can use if the City of Los Banos would like to do so to invite community input into the recruitment process. • A community-wide survey to allow for input from a wide variety of community and staff stakeholders.
• Town Hall style meetings to elicit feedback from the community. • Focus groups with small gatherings of community opinion leaders.
These examples of community engagement activities we will conduct are an integral part of the recruitment. We will use all these data points to evaluate candidates at each phase of the selection process.
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PHASE 2 -Recruitment Strategy and Brochure content
Sumter LGC creates a unique and informative digital candidate brochure to use in our marketing materials to catch the attention of top talent. The brochure is a staple in executive recruitment. We see them as a story-telling opportunity to capture the essence of a community and articulate the value proposition for the position we are recruiting for.
Candidates can easily move through the brochure to find pertinent information and get a geniune feeling for the community and the job. We have also included video in a previous brochure to stay on the cutting edge.
The final recruitment brochure will be published after approval of the Screening Committee members.
We have all our current brochures on our website.
CITY ADMINISTRATOR
RECRUDIIENl
TOWN MANAGER
'W D1.
GEORGIA
FIRST R[Vl[W Of RESUMES· December 20, 2024 • , I,
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PHASE 3 -conduct the candidate search
Sumter LGC strongly believes in providing clients with a diverse candidate pool.
Simply put, the larger the qualified pool, the better your chance of finding the right candidate for the City of Los Banos. To accomplish this efficiently and effectively, skill is used to determine where to post the job and how to craft an effective job posting.
This recruitment will be national in scope, and we will use every resource we have to advertise and recruit nationally.
In addition to the California City Management Foundation, the League of California Cities and the International City Managers Association websites, we will work on advertising this recruitment with several subsets of the City Manager universe, including the National Forum for Black Public Administrators, the International Network of Asian Public Administrators (I-NAPA) and the Local Government Hispanic Network (LGHN).
We work diligently to craft job advertisements and brochures to attract a wide range of candidates and we target our placements to sites where the best qualified candidates are looking. Adding to the pool by proactively recruiting candidates that aren't actively looking for work is the best way to deliver candidates who most closely fit the ideal candidate profile.
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PHASE 3 - conduct candidate search (Continued)
The more extensive and diverse the candidate pool is, the better the chance of a successful hiring process. We utilize a wide range of advertising sources to enlarge our applicant pool. We dig deeper than traditional sources to find places to advertise and recruit where candidates not currently in the job market may find this position advertised.
This is reflective of good business practices.
We recommend that you advertise regionally, including the states immediately around California. We are well-connected and skilled networkers. We will also leverage our 15,000 email addresses of local government leaders and Linkedln presence to market the job to likely candidates.
Recruiting is the most effective method of attracting candidates to this posting. 'We spend the necessary time to work our network, research candidates and invite those candidates who are best fits for the City of Los Banos to apply for this position.
We will attend networking events and regional conferences to support this recruitment.
There are no shortcuts to recruiting the top talent for Los Banos. It takes time, effort and persistence to proactively find the right candidates.
We believe that our proactive and energetic approach to recruiting separates us from our competition, who typically rely on conventional advertising and email blasting.
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PHASE 4 -Identify and Submit candidates for consideration Resumes will be collected directly by Sumter LGC. They are reviewed against the ideal candidate profile to narrow the pool to a semi-final group considered qualified for the job and genuine hiring possibilities. Just to remind you, this profile was developed using input from elected officials and staff and robust community engagement.
An advantage to hiring Sumter LGC for your recruitment is that your executive recruiter will be solely responsible for reviewing applicants. For this assignment, our expert team will handle the initial review of resumes.
Larger firms sometimes use lower hourly rate assistants to sort through resumes. This can lead to good candidates being discarded because the reviewer has yet to participate in all of the buildup to this phase, including the site visit, tours, and interviews conducted in Phase One. This task requires an experienced professional with good judgment to differentiate qualified candidates from those unqualified candidates who are a good fit for the City of Los Banos.
Sumter LGC believes in transparency with our clients. We will provide the elected officials with every resume we receive and will conform to any resume review process the client prefers. We are not the decision makers in this process and want the client to feel they have explored every avenue in this search process.
At the conclusion of this process, we are ready to identify 10-12 (typically) semi-finalist candidates for the elected officials to accept in moving to the next phase. · City of ··· · Los Banos
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Once the list of semi-finalists is agreed upon, we conduct recorded initial interviews. We record all the interviews, whether in person or virtual, so the client can see what we see.
We learn a lot from body language, facial expressions, enthusiasm, and tone of voice.
After the initial interviews are completed, we will recommend to the City a manageable finalist group for a more formal in person interview process. To accomplish this, we provide you a written report summarizing each of the semi-finalist candidates. The report also includes links to the recorded interviews we conducted.
We will set up another site visit to review the semi-finalist candidates with the elected officials. Through this review, we encourage the client to narrow down the field of candidates to proceed with in person interviews in Los Banos. (Typically, the client will choose 3-5 finalists).
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PHASE 5 -Interview Process
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There are various ways to conduct an in-person interview. We will formulate a unique process based on the City's needs, culture, and priorities. Sumter LGC will coordinate all travel arrangements for Los Banos.
Before the interviews, we thoroughly prepare the client with best practices for interviewing candidates and provide suggested interview questions.
For this City Manager recruitment, Sumter LGC recommends a full-day interview process. The day would include a tour of Los Banos, meetings with key community stakeholders and the staff leadership team, and a lengthy interview with elected officials.
We have found that having the candidates interact with a wide variety of people provides different perspectives on their strengths and weaknesses. In addition to the more formal activities, we will have the candidates go to lunch or coffee with City staff to interact more casually.
The goal is to take every opportunity to expose the candidates to everything Los Banos offers and provide them with a true and accurate view of the challenges and opportunities that await the next City Manager.
In addition, this type of process affords decision-makers multiple data points and interactions to learn the candidate's true self.
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PHASE 5 -Interview Process (Continued)
Our initial thought is to employ a five-step approach to the interview day:
SteP- 1: Candidates will interview with the staff leadership team. This will allow candidates to get a feel for the personalities of their future staff and for the staff to provide feedback to the elected officials on which candidates they believe would most effectively work with the leadership team and employees.
SteP- 2: Candidates meet with key community members and citizens in a panel-style discussion to be able to meet the finalists and for the finalists to learn about the critical issues in the community they will be faced with if selected.
SteP- 3: Candidates meet with City staff members individually over lunch and for coffee to create a casual atmosphere to get to know the candidate's personality and character.
SteP- 4: Tour of Los Banos by City staff to help the candidate learn more about Lost Banos and get another casual opportunity to get to know the candidate's personality and character.
Step 5: Elected Officials spend 75 to 90 minutes interviewing each candidate.
At the end of the day, we recommend a feedback loop between the elected officials and as many of the participants from the interview day.
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PHASE 5 -Interview Process (Continued)
We have found that it can be a challenge to balance the confidentiality of the candidates and the need for public input and participation in the recruitment process.
If the elected officials choose to conduct a more public search, there are additional approaches and activities the City can consider as part of this process. The following list covers the internal interview process and some public-facing activities we have experience conducting.
• An interactive activity that the candidates participate in to allow the client to see them in action in a stressful or creative exercise.
• Asking the candidates to prepare material ahead of time to present to the decision maker to gauge the candidate's presentation skills, preparation ability, critical thinking, research techniques, and attention to detail. • Public forum involving each candidate to allow the candidates to speak directly with the public and take questions and answers from the public in a live setting that is also streamed online.
• A speed dating type of approach where each candidate is provided a table to sit at and the individual community members from the general public can sit with candidates for a five-minute one-on-one type "speed dating" conversation to ask questions and get to know the candidates. Every five minutes, the bell is rung, and the public rotates to meet the next candidate. At the end, the public is asked to provide their written feedback for the elected officials to consider.
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PHASE 6 -Hiring Process
After the interviews and activities are completed, Sumter LGC will gather the entire day's participants who interacted with the candidates to meet with the elected officials. Everyone is invited to provide feedback on substantive information and little things they believe would help define the candidate's personality, character, style, and suitability for the job. This feedback loop will help add to the data the elected officials need to sift through to select their new City Manager.
After receiving all the feedback, the recruiter will meet with the elected officials.
This discussion typically results in a consensus about who to offer the position.
The recruiter is not the decision maker and is present to facilitate conversations, answer questions, and offer opinions only when asked.
Sumter LGC will work with you to formulate a term sheet with the key business terms to begin the negotiation process. As a consultant and candidate, we are intimately familiar with this process. We are on top of industry trends and methods for finding compromises each party can agree to.
To help the process along, Sumter LGC will provide the client with salary and benefits data relevant to the City's size and the marketplace in your competitive area.
Sumter LGC will work with the elected officials, the candidate, and your attorney to come to terms on a formal contract.
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PHASE 6 -Hiring Process (Continued)
Sumter LGC recommends performing background checks after the parties have established mutual interest and agreed to terms (subject to a background check).
Sumter LGC will perform the requisite criminal checks (with the aid of local law enforcement), credit checks, education and employment verifications.
Sumter LGC doesn't ask candidates for references, but we do fully investigate a candidate's background. We choose who we want to talk with from their professional background. We do this because candidates share only references who look upon them favorably. This limits the usefulness of the background check process.
Sumter LGC investigates a candidate's professional background to eliminate surprises and gain a full view of the candidate's veracity and character. We believe clients should know everything we can about candidates' backgrounds before making a final hiring decision. We have the experience and aptitude to conduct deep internet searches, social media posts, biogs, and other sources of information.
At the discretion of the client and only at the direct costs of travel, Sumter LGC will travel to the communities the final candidate has worked to fact check their resume, get firsthand information on projects they worked on and to meet the people they worked with.
Working toward this level of scrutiny gives clients the best chance at knowing all you can to make a sound decision in selecting your next City Manager. tOs Banos
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PHASE 6 -Hiring Process (Continued)
Sumter LGC will write or assist the City in composing a press release or other media relations efforts as a part of our fee. The initial press release and responses to media coverage can get the candidate and the City off to a good start in telling the story of how the candidate will benefit the City of Los Banos and explain the process that brought the candidate to the City.
Sumter LGC will handle notifying candidates who were not selected. We are sensitive to the compassion required to handle this duty and are skilled at delivering difficult news in a constructive manner to candidates. We respect that the reputation of the City is at stake, and we take every step to preserve the City's good name during this process.
Sumter LGC is confident in our process. If the City decides to start over with the recruitment due to unsatisfactory candidates or the chosen candidate doesn't last one year in the position for any reason, we offer a two-year guarantee. We will complete another search for the City at no charge (except for reimbursable expenses).
Sumter LGC offers a follow up service to work with the new City Manager for the first year of employment as a mentor and resource. A fee for this service can be negotiated at a later date.
To remain transparent, we will disclose any relationships or prior knowledge we have with all candidates being considered.
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PROPOSED SEARCH Tl MELINE
Once we are awarded this assignment, we expect to move quickly. We aim to propose finalist candidates to the client within 45 to 60 days.
Initial Kick-off meeting on-site in Los Banos:
• Meet with the elected officials, community members, and any staff they recommend talking with to clarify and reach a consensus on the roles and responsibilities expected of the City Manager.
• Interviewing elected officials, community members, and key staff to develop a candidate profile
• Agreeing to a recruitment schedule and handling administrative issues • Gaining familiarity with the City, reviewing expected challenges for the new City Manager, completing a candidate profile, recruitment brochure, and advertising plan 1st milestone:
• Advertise the position widely with a completed recruitment brochure 2nd milestone:
• Initial review of resumes and scoring of proposed semi-finalist candidates 3rd milestone:
• Selection of semi-finalist candidates (on site in Los Banos) 4th milestone:
• Interviews of semi-finalist candidates by Sumter LGC
5th milestone:
• Present finalist candidate recommendations (on site in Los Banos) LOs Banos
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PROPOSED FEE
Sumter LGC is proposing the following fee for this executive search assignment.
Total: $21,750 (Not to exceed search fee)
Reimbursable Consultant Travel Expenses: $4,000
Expenses to be reimbursed by the City based on actual documented expenses:
• Consultant travel
• Advertising placements: $2,000 estimate (not included in estimated travel expenses) The fee is broken into milestones:
1/3 fee - paid upon the publication of the recruitment brochure 1/3 fee - paid upon the completion of the semi-finalist interviews 1/3 fee - paid upon the start date of the City Manager
Sumter LGC is confident in our process, and if the City decides to start over with the recruitment due to unsatisfactory candidates or the chosen candidate doesn't last two year in the position for any reason, we offer a two-year guarantee. We will complete another search for the City at no charge (except for reimbursable expenses).
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CITY OF
CHAMBLEE 1/J11,,~" Georgia
lO(At ,ovn~MUI COJt.SU"IHGREFEREN CES
City Administrator Recruitment - City of Winder
Travis Singley, Mayor Pro-Tern
678-975-2873 [email protected]_tyofwinder.corn
Public Works Director - City of Brookhaven
Christian Sigman, City Manager
678-727-2135 [email protected]
Economic Development Director - City of Fayetteville
Ray Gibson, City Manager
470-214-7497 [email protected]_g_.g_g_v
Assistant City Manager - City of Chamblee
Kristen Gorham, City Manager
4 70-650-4 717 kgorham@chambleeg_g_.g_g_v
Deputy Parks & Recreation Director - City of Tucker
John McHenry, City Manager
770-530-9998 jmchenry@tuckerg_g_.9QY
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lOCAl 60VUINMENT CONIUltlN!i
WARREN HUTMACHER
President, Sumter LGC
With over 25 years of executive leadership experience in municipal government, Warren is recognized as an expert in local governance, strategic planning, and executive
recruitment.
As a former City Manager for Johns Creek, Dunwoody,
Norcross, Avondale Estates, and Hutto, he has successfully led initiatives that addressed critical community issues such as traffic congestion, urban planning, neighborhood preservation, economic development, revenue expansion,
and park system enhancements. Warren holds a Master of
Public Administration (MPA) from The Ohio State
University.
Along with his extensive experience in municipal leadership, Warren has overseen more than 50 executive recruitment processes for local government roles, such as City Managers, Police Chiefs, Fire Chiefs, Finance Directors, and other essential senior local government positions.
His skill in identifying top-tier talent, evaluating leadership capabilities, and ensuring the right match for each municipality has established him as a trusted advisor in local government hiring. He comprehends the complexities of municipal operations and employs a strategic approach to executive searches, aiding communities in building strong, effective leadership teams.
www.sumterlocalgovconsulting.com
404.535.0525
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LOCAL tiOVHNMEHT CONSULTING
BILLY GROGAN
senior Vice President, Sumter LGC
Billy Grogan is a seasoned leader in local government
and law enforcement. He brings decades of
experience as a Police Chief, Interim City Manager,
Leadership Consultant, and Instructor. Most recently,
he retired as the first Chief of Police for the City of Dunwoody, GA, where he played a pivotal role in
establishing the city's police department,
implementing modern law enforcement strategies,
and fostering strong community relationships.
In addition to his extensive leadership experience, Billy has successfully conducted over a dozen executive recruitments for key local government positions, including City Managers, Police Chiefs, Fire Chiefs, Finance Directors, and other executive roles.
Billy is a trusted advisor to municipalities seeking strong, effective leadership, thanks to his expertise in assessing organizational needs, identifying the best candidates, and facilitating structured, stakeholder-driven hiring processes. He works closely with all stakeholders to ensure that recruitment outcomes align seamlessly with each city's long-term vision, operational priorities, and cultural values. www.sumterlocalgovconsulting.com
404.535.0525
691
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LOCAL GOVHNME!li1 CONSUlTJNG
SHAWN GILLEN, PhD
senior Vice President, Sumter LGC
Dr. Shawn Gillen is a seasoned municipal leader with a
distinguished career spanning multiple states. He has
served as Mayor, City Manager, and City Administrator
in Illinois, Minnesota, and Georgia.
Most recently, he was the City Manager in Doraville,
Georgia, and Tybee Island, Georgia, where he
successfully navigated complex governance challenges,
implemented strategic financial planning, and fostered
economic and community development initiatives.
In addition to his leadership roles, Shawn has positioned himself as a reliable expert in executive recruitment. He has successfully conducted numerous high-profile searches for municipal leadership positions, such as City Managers, City Engineers, Finance Directors, and other senior administrators.
His extensive knowledge of local government operations and ability to evaluate organizational needs allow him to identify and recruit exceptional candidates aligned with each community's vision and values. He works closely with mayors, city councils, and key stakeholders to guarantee a transparent, structured, and consensus-driven hiring process, resulting in stable and effective leadership transitions. www.sumteriocalgovconsulting.com
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The Community
The town of Easton received its official beginning from an Act of the Assembly of the Province of Maryland dated November 4, 1710. In 1790 the Legislature provided for the election of five Commissioners to whom was entrusted the administration of the Town.
Finally, in 1906 the Legislature authorized a new Charter setting up the Mayor and Council form of government.
Easton developed rapidly into a modern municipality. Starting in 1911, Easton was a pioneer in Maryland in constructing a complete municipal sewerage system. In rapid succession, the main residential and business streets were paved and the Town constructed and began operating all of the public utilities: electric, gas, water and sewer.
Today, Easton is lined with buildings evoking Colonial and Victorian charm. Easton's streets are home to numerous award-winning restaurants, eclectic art galleries, and fine boutiques.
Home to nearly 18,000 residents located on the Eastern Shore of Maryland, the Town provides quiet living with access to large metropolitan areas like Baltimore, Annapolis, Washington, and Wilmington.
The historic and charming downtown has an abundance of shops from collectibles to fine antiques and eclectic art galleries. Easton sits along the splendid Chesapeake Bay and its tributaries, which allows for sailing, canoeing, kayaking, crabbing.
Easton is an active local community that welcomes new ideas and enthusiasm. ~ eastonmd.gov
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Regional Map
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The Community
Festivals and events are part of the backbone of the community. The highlight of the year is the annual Waterfowl Festival. Held in early November, it is a ''Three Day Celebration of the Culture of the Eastern Shore." The festival includes a focus on local wildlife, nature, art, heritage, food, and fun.
Other events in Easton include the Chesapeake Fire and Ice Festival, Holidays in Easton, the First Friday Gallery Walks, outdoor movie nights and the largest Plein Air event in the country. These events are part of a larger arts scene in Easton, including the historic Avalon Theatre and a wide assortment of galleries.
There are a variety of housing types and price points in Easton ranging from apartments to estate homes. Recognizing the scarcity of affordable housing, the Town is working to develop a wider variety of housing options.
There is significant retail in Easton and the surrounding areas as well as a good mix of office, health care and light industrial development that helps to create jobs and offset residential taxes.
Easton also has invested heavily in outdoor recreation including a substantial trail system, a dog park, skate park, ballfields and open space.
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Parks and Greenspace
Easton is committed to providing high-quality parks and recreational programs, activities and facilities that promote health and wellness, foster community spirit, and protect and sustain the environment.
The Parks and Recreation Department manages over 350 acres of parkland that attracts a wide variety of users including residents and visitors from surrounding communities.
Parks within Easton are categorized as Community Parks, Neighborhood Parks, Passive Parks, Special Parks and Rails to Trails.
The Town has used bond funds to invest into the parks system. The town has a clear vision for the growth and utilization of the parks system and is putting funds toward park acquisitions, improvements of current parks and both the development of new recreation programs and the strengthening and expansion of current recreation programs.
The Town is especially proud of the North/South and East/West Rail Trails. These trails offer a safe environment for exercise and fellowship as well as connectivity to neighborhoods and town amenities and facilities.
The new Town Manager will be expected to embrace the investments made in the park system and to help thoughtfully fuel its growth and expansion.
For further information: Town of Easton FY 2026 Annual Parks and Recreation Plan eastonmd .gov 4
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I ~ P' MARYLAND
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Arts and Entertainment
Easton houses all the artistic experiences and institutions expected in a metropolitan region. Places like the Academy Art Museum, Avalon Theatre, Ebenezer Theater, and Talbot Historical Society would easily fit in amongst their big city counterparts.
Easton has created an Arts & Entertainment District to highlight the cultural attractions in the community.
One of the focal points for entertainment is the Avalon Theatre. Located in the heart of downtown Easton and recently restored to its original art deco grandeur, the 400-seat Avalon Theatre is the premiere live music venue on the Eastern Shore. Originally built as a vaudeville venue, the acoustics of the room are unparalleled. The intimate 60-seat, cabaret style performing venue on the second floor of the historic Avalon Theatre (Stoltz Listening Room) offers great acts in an intimate and sophisticated space. More than 100 performances take place in the Stoltz Listening Room throughout the year.
For art lovers, Easton is brimming with museums and gallery spaces as well as studio space for emerging artists. Two of the Town's festivals feature extensive arts and culture experience. The Waterfowl Festival (held in November each year) and the Plein Air Festival, which is the largest outdoor art festival in the country.
Easton is truly an arts and entertainment hub. For more information on the venues and facilities that make up the Arts and Entertainment district, check out the Discover Easton website at httP-.s://discovereaston.com/arts/
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Town Government
The Town of Easton operates under the Mayor-Council form of government. The Mayor and Council President are elected at-large. There are four Council members who are elected from geographic districts.
The Easton Town Council is the legislative body of the Town. They approve ordinances, resolutions and other local legislation for the health, welfare, and safety of the Town's residents.
The Mayor is the head of the Executive Branch and is responsible for the operations of the Town. The Mayor appoints a Town Manager, with the consent of the Council who executes the direction of the Mayor. The Town Manager is supported by nearly 150 full and part-time employees. In addition to traditional government services, the Town, through Easton Utilities, provides, water, sewer, electric, internet and gas service. The Town has a robust volunteer Fire Department. The Town also provides sanitation services.
The Town of Easton operates on a July 1 -June 30 fiscal year. The approved General Fund budget for FY 2025 is $28,134,079.
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TOWN MANAGER RECRUITMENT Executive Search provided by: _., (fimirtl Sumter lOCAl SDYHNMtNT COfalttTINti
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Elected Officials
Mayor
Council President
MEGAN COOK
FRANK GUNSALLUS
1st Ward C<>uncilmember 2nd Ward Councilmember 3rd Ward Councilmember 4th Ward Councilmember MAUREEN CURRY DON ABBATIELLO DAVID MONTGOMERY REV. ELMER DAVIS ~ eastonmd.gov 7
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Mayor Megan Cook
Megan J. Maclennan Cook was born and raised in Massena, New York, the youngest of four girls. After graduating from high school she attended the University of Rochester where she graduated with a degree in Biology. After college she worked in the department of Pediatric Cardiology studying embryonic cardiac development, and cowrote many abstracts and papers on her research.
Mayor Cook and her family arrived in Easton in 2003 to be closer to family.
Since arriving in Easton their family has grown and Megan has devoted her time to her family and the community. She's served on numerous boards including the East End Neighborhood Association, Historic Easton, the Avalon Foundation, Junior Achievement of Talbot County, and the Parent's Associations at both Easton Elementary and The Country School. She co-chaired the community built playground project at ldlewild Park known as Project ldlewild, was the Project Manager for Play in Color, and is the co-founder of CarePacks of Talbot County,
In 2009 Megan was elected to represent the 4th Ward on the Easton Town Council, a position she proudly held for 11 years before running to fill the Council President position in 2020 vacated upon the death of the honorable John Ford.
Megan was elected Mayor in May of 2023.
Megan and her husband Landy live on South Aurora Street with their three children. eastonmd.gov 8
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TOWN MANAGER RECRUITMENT
Key Staff
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Police Chief
Interim Town Manager
ALAN LOWREY
Human ResoUl'ces Direc:ter
RICK FARR
Facilities Dirll(ltor
TREVOR NEWCOMB
SCOTT MESSICK
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LORRAINE GOULD
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Public Works Director
MIKE DICKERSON
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Town Clerk
Planning & Zoning Director
MIGUEL SALINAS
BuildincJ & Code Director
TOM DIEM
Executive search provided by: _.
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RICK VAN EMBURGH
Communications Specialist
GREG MUELLER
Finance Officer
CAROL CALLAHAN
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Organizational Chart
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MAYORAL APPOINTMENTS
TOWN ATTORNEY
TOWN MANAGER
TOWN CLERK
FINANCE OFFICER
CHIEF OF POLICE
ENGINEER
PARKS & REC DIR .
TOWN MANAGER DEPARTMENTS
INFORMATION
TECHNOLOGY
COMMUNICATIONS
PLANNING &
ZONING
BUILDING &
FACILITIES
HUMAN RESOURCES
CODE ENFORCEMENT
PUBLIC WORKS
~ eastonm d.gov 10
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The Position Sumter lOCAl fl-DYE NMUft CON:SUlTIN•
The Town Manager is a well-established role for the Town of Easton. The Town Manager will work with the Mayor to oversee the day to day operations of this complex local government. The Manager also serves the needs of the Town Council as they debate and develop town wide policies.
The Town Manager provides leadership and direction in the development of short and long-term plans. The Town Manager provides staff support to the elected officials and attends Town Council meetings.
The Town Manager is responsible for the hiring and management of the majority of the Town's Department Heads. The Mayor appoints the Town Manager, Chief of Police, Town Clerk, Town Engineer, Town Attorney, Parks and Recreation Director and the Finance Director. The Town Manager makes sure there are proper procedures and policies in place for the efficient operation of the local government under the direction of the Mayor.
The Town Manager helps to prepare the annual budget and is responsible for helping to communicate the financial condition of the Town to the elected officials. The Town Manager should have expertise in overseeing municipal finances.
The Town Manager also represents the Town in interactions with citizens, business. owners, other governments and key outside stakeholders.
The Town Manager is a spokesperson for the Town and is expected to be an involved member of the community.
eastonmd.gov 1 1
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TOWN MANAGER RECRUITMENT Executive search provided by: .& (lmi:rtl Sumter
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LOCAi COVfitNMENT CONJU'l'tlNG.
Challenges & Opportunities
The Town Manager will be working on a number of key priority projects as the Town works to implement the vision and policies of the Mayor. These projects may include:
• Continuing investments in the parks and recreation system and programs • Building a culture that promotes transparency, accountability, communication and respect
• Focusing on balancing redevelopment opportunities in the historic downtown with the preservation of history and architecture
• Working toward improving business culture through both economic development and quality of life improvements such as parking availability, pedestrian safety and beautification
• Helping the Mayor to empower Town employees while building a culture of communication and respect
• Maintaining and improving the Town's infrastructure
• Working with outside organizations to align their work with the Mayor's agenda.
Examples of groups include:
o Easton Utilities
o Easton Volunteer Fire Department
o Various economic development groups
o Local, State, Regional and Federal Government agencies eastonmd.gov 12
704
Executive search provided by: ,._
(Dlmiitl Sumter l-OCAI ;;QYf'IIJll•'t .-r- CCHIH1Jt. TI•c The Ideal Candidate
• Amiable leader with the ability to relate to a diverse workforce • Adept at determining and ordering priorities; managing delegation of responsibilities to key staff • Positive attitude and ability to interact with citizens, elected officials, staff, and consultants • Expertise in advising elected officials on complex and/or controversial issues • Exceptional communication skills
• Supportive leader, able to delegate tasks and allow a seasoned staff to work with autonomy • Humble and naturally helpful person
• Ability to read people, quickly decipher challenges and use good judgment in making difficult decisions • Keen eye for talent
• Ability to refrain from being a chokepoint in the decision making process • Resourceful problem solver willing to provide others credit • Contributes to the profession and actively engages in professional development • Always embodies integrity and is focused on the Town's best interests ~ eastonmd .gov 13
705
~
Executive search provided by: _..
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Qualifications
• The Town Manager shall have, prior to appointment, a master's degree in business or public administration from an accredited college or university or at least five years' experience as an executive or administrator either in public administration or private business or an equivalent combination of education and experience • Knowledge and significant experience in municipal operations, services, and finance, including, without limitation, budget development and implementation • Knowledge and experience in developing municipal infrastructure, managing technical projects and personnel as well as communicating complex information to a diverse audience of consultants, Town staff, elected officials, citizens and business owners Please click here for: Town Manager Job DescriP-tion
easto nmd.gov
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14 706
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~Of.&I G.OV,J•• H",..U tr· CON'.HH.11N&
Application Process
For more information on this position, including supplementary documents and resources, visit the recruitment webpage at Town of Easton Town Manager Recruitment Page
Click here to AP-.P-1.Y. Now
The first review of resumes will take place on December 20th, 2024.
Please refrain from communicating with the staff or elected officials with the Town of Easton. Please direct inquiries, concerns or problems to Sumter Consulting.
Please contact the Executive Recruiter with any questions or concerns:
Warren Hutmacher
Email: [email protected]
Phone: 404-535-0525
Website: www.sumterlocalgovconsulting.com
~ eastonmd.gov 15
707
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Executive search provided by: ,._
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Compensation and Benefits
Hiring Range is $175,000- $195,000
The Town of Easton provides a comprehensive array of employee benefits that has resulted in a 99% retention rate of employees.
In addition to a generous health insurance program and a defined (partially matched) contribution retirement plan, the Town offers employees:
• Basic Life, Accidental Death and Dismemberment Insurance • Credit Union
• Educational Assistance
• Employment Assistance Program
• Holiday Bonus
• Service Awards
• Sick Leave Benefits
• Time Off to Vote
• Vacation - Up to five weeks (depending on years of service) eastonmd.gov 16
708
Executive search provided by: . _.,
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Hiring Process and Projected Timeline
0 FIRST REVIEW OF RESUMES
APPLY HERE
Town Manager AP-f;ilication Link
First review is on December 20th, 2024
e
0 FINALIST INTERVIEWS
Interview with the Town of Easton
SEMI-FINALIST INTERVIEWS
First interview with Sumter Consulting
Projected date
Early January, 2024
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Projected date
Late January, 2024
BACKGROUND CHECK & OFFER
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Full background check to include criminal history,
employment and education verification
Final candidate selected in Early February, 2024
easton md .gov 17
709
CITY OF COLLEG E PARK, GEORGIA
Initial Candidate Review
November 7th, 2022
Executive Session
Executive Search provided by:
710
CITY OF COLLEGE PARK, GEORGIA
Agenda - Initial Candidate Review
City Manager Recruitment
• Review of Process
• Review of Ideal Candidate Profile
• Review of Scoring Criteria - Initial Candidate Review • Candidates - Initial Assessments
• Review Next Steps
711
CITY OF COLLEGE PARK, GEORGIA
Initial Candidate Review
Review of Process
City Manager Recruitment
• Development of Ideal Candidate Profile and Recruitment Brochure • Advertising
o GLGA, ICMA and NFBPA
• Recruitment
o Linkedln, Email blast, Referrals, Attendance at ICMA Conference, Phone calls • Resume Review and Update with Elected Officials - Current Step • Initial Interviews for Semi-Finalists with Search Consultant • Review of Semi-Finalist candidates with Elected Officials • Interview Process with Elected Officials in College Park • Background Investigations and Selection
712
CITY OF COLLEGE PARK, GEORGIA
The Ideal Candidate
• Integrity and the courage to effectively manage in a council-manager form of government • College Park is an advanced class in city management with complex service delivery and financial models
• Adept at determining and ordering priorities; managing delegation of responsibilities to key staff • Positive attitude and ability to interact with citizens, elected officials, staff, and consultants • Expertise in advising City Council on complex and/or controversial issues • Communication skills to be effective with a full range of internal and external constituencies • Customer Service mentality for"getting to yes" while adhering to all laws and regulations • Humble and naturally helpful person
• Ability to read people, quickly decipher challenges and use good judgment in making difficult decisions
• Keen eye for talent
• Resourceful problem solver willing to provide others credit • Contributes to the profession and actively engages in professional development • Always embodies integrity and is focused on the City's best interests 713
CITY OF COLLEGE PARK, GEORGIA
Initial Candidate Review
Scoring Criteria - Initial Candidate Review
City Manager Recruitment
NOTES:
• Criteria developed based on Ideal Candidate Profile - Qualifications solely based on resume review
• Maximum score in parenthesis for each category - Total Max (27) • Experience as a City Manager (5)
• Tenure as a City Manager (5)
• Experience as a City Manager in a City similar size as College Park (3) • Education (5)
• Additional Experience in larger communities as an ACM (3) • Utility Experience as a City Manager (3)
• Hospitality Experience as a City Manager (3)
• Prolonged absence from the City Manager field (-3)
714
CITY OF COLLEGE PA RK, GEORGIA
Initial Candidate Review
Scoring Criteria - Initial Candidate Review
City Manager Recruitment
Candidate Rankings
(1-10)
(26)
(24)
21 (21)
{20)
{20)
(19)
{19)
(19)
_{l9)
715
CITY OF COLLEGE PARK, GEORGIA
Initial Candidate Review
Scoring Criteria - Initial Candidate Review
City Manager Recruitment
Candidate Rankings
(11-20)
(17)
ill)
(12)
(10)
(9)
(8)
(8)
716
CITY OF COLLEGE PARK, GEORGIA
Initial Candidate Review
Scoring Criteria - Initial Candidate Review
City Manager Recruitment
00 00
00 00
oe
00 00
Candidate Rankings
(21-27)
(7)
(8)
(8)
(8)
(8)
(7)
Jfil_
717
CITY OF COL LEGE PARK, GEO RGIA
Initial Candidate Review
Recommended Candidates - Semi-Finalists
City Manager Recruitment
• 11 candidates are recommended as Semi-Finalists
• Semi-Finalist candidates were selected who earned more than 70% of the available points
• Of the 11 Semi-Finalists:
o All have City Manager Experience
o All have earned at least a master's degree
o A combined 125 years of City Manager experience
o Come from 9 different states,
o Only 3 are currently working in Georgia
o Have worked in large, suburban and small communities
o Only 1 female semi-finalist
718
CITY OF COLLEGE PARK, GEORGIA
Init ial Candidate Review
Recommended Candidates - Semi-Finalists
City Manager Recruitment
SEMI-FINALIST GEOGRAPHIC DISTRIBUTION
~
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,,.l Candidates reside in 9 different states
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719
MOST RECENT EMPLOYER
SEMI-FINALIST SCORING " ,_,
CategQ...FY. Score
Highest Job Title 5
Years of 4 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 3 greater than COCP
Utility Experience 3
Hospitality 3 Experience
TOTAL 26 SCORE
CANDIDATE
Value Proposition
Accomplished local government leader with 17 years of experience delivering quality and improved efficiencies, cost savings and excellence in customer service. Excellent organizational, leadership, financial, problem solving and negotiating skills coupled with a commitment and passion for serving internal and external customers.
Documented track record for leading high-performance teams, creating results-driven departments, developing talent and managing resources.
LAST 3 EMPLOYERS
City of
City Manager
2018 - Present
City of
City Manager
2011- 2016
City of
City Manager
2009 - 2011
EDUCATION
Hampton University
BS
Averett University
MBA
(5,667)
(33,429)
(13,889)
720
MOST RECENT EMPLOYER
RANK #2
"'- SEMI-F,INALIST,SCORING :· :. ,,· :. ,.'.. ·, .
. .
CategQ..IY. Score
Highest Job Title 5
Years of 5 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 0 greater than COCP
Utility Experience 3
Hospitality 3 Experience
TOTAL 24
SCORE
CANDIDATE
Value Proposition
Innovative and visionary local government administrator, in multiple, challenging environments, I have built a reputation for strong, enthusiastic leadership and advocacy on behalf of my elected bosses.
I have championed the cause of strategic planning and economic sustainability; and, I have utilized creativity and non-traditional approaches to create success in the face of expected failure.
LAST 3 EMPLOYERS
City Manager
2020 - 2022
City Administrator
2017 - 2020
(51,000)
(78,000)
(208,000)
Director of Economic and Business Development
2016 - 2017
EDUCATION
Western Michigan University
BS
Western Michigan
MPA
721
MOST RECENT EMPLOYER
RANK #3
SEMI-FINALIST SCORING
Categ2-1Y. Score
Highest Job Title 5
Years of 5 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 0 greater than COCP
Utility Experience 3
Hospitality 0 Experience
TOTAL 21
SCORE
CANDIDATE
Value Proposition
I am expressing my sincere desire to be the next City Manager of the exciting City of College Park, GA. My twenty-four years in City and County government along with my MPA from Valdosta State University, ICMA- Credential Manager certification makes me uniquely qualified for this position.
LAST 3 EMPLOYERS
Operations Director
2022- Present
City Manager
2018 - 2021
(147,651)
(27,256)
(31,448)
City Manager
2016 - 2018
EDUCATION
Kent State University
BS
Valdosta State University
MPA
722
MOST RECENT EMPLOYER
RANK #3
,~_EMI-FINA~ISTSCORING.
Catego[Y. Score
Highest Job Title 5
Years of 5 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 0 greater than COCP
Utility Experience 3
Hospitality 0 Experience
TOTAL 21 SCORE
CANDIDATE
Value Proposition
I offer my experience and skills developed over my public service career by successfully managing a traditional menu of public services, as well as municipal gas and electric utilities, municipal golf courses, and general aviation airport, and economic development/redevelopment.
I am adept in facilitating excellent intergovernmental relations, in earning and keeping the public trust with citizens establishing strong partnerships
LAST 3 EMPLOYERS
Operations Director
2017 - 2021
City Manager
2009 - 2016
(41,500)
(25,600)
(13,000)
City Administrator
2004-2008
EDUCATION
University of Notre Dame
BA
Indiana University
MPA
723
MOST RECENT EMPLOYER
RANK #4
SEMI-FINALIST ·SCORING
Categ.Q..ry Score
Highest Job Title 5
Years of 4 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 3 greater than COCP
Utility Experience 3
Hospitality 0 Experience
Years Removed from
Local Government -3
Management
TOTAL 20
SCORE
CANDIDATE
Value Proposition
I am dynamic, a visionary, and competent leader and
is an excellent fit for the City of College Park.
LAST 3 EMPLOYERS
2022 - Present
Deputy State Treasurer
2019 - 2021
City Manager
2004 - 2008
EDUCATION
Kent State University
BBA
University of Michigan
MPA
724
MOST RECENT EMPLOYER
RANK #4
SEMI-FINALIST SCORING
Catego[Y. Score
Highest Job Title 5
Years of 3 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 1 greater than COCP
Utility Experience 3
Hospitality 0 Experience
TOTAL 20
SCORE
CANDIDATE
Value Proposition
As a highly accomplished municipal employee, my
experience aligns well with the qualifications you are
seeking.
My knowledge of day-to-day operations, strategic
planning, capital financing, project management, and
public infrastructure replacement and financing is
extensive.
LAST 3 EMPLOYERS
(45,600
2021 - Present
(36,000)
City Manager
2013 - 2021
(36,000)
Assistant City Manager/Economic Dev. Director
2008 - 2013
EDUCATION
Henderson State University
BA
Webster University
MPA
725
MOST RECENT EMPLOYER
RANK #S
. .
SEMl7F,l~AllST SCORING
Catego[Y. Score
Highest Job Title 5
Years of 3 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 3 greater than COCP
Utility Experience 3
Hospitality 0 Experience
Years Removed from
Local Government -3
Management
TOTAL 19 SCORE
CANDIDATE
Value Proposition
Over 35 year's diverse professional experiences as a top public manager at all levels of the US intergovernmental system and internationally.
LAST 3 EMPLOYERS
Adjunct Professor
2009 - Present
Consultant
2008 - Present
Assistant City Manager
2007-2008
EDUCATION
New School for Social Research
BA
University of Hartford
MPA
726
MOST RECENT EMPLOYER
RANK #S
SEMI-FINALIST SCORING
CategQ...rY. Score
Highest Job Title 5
Years of 3 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 0 greater than COCP
Utility Experience 3
Hospitality 0 Experience
TOTAL 19
SCORE
CANDIDATE
Value Proposition
I believe my background, experience, and
qualifications uniquely position myself to excel in
this role.
LAST 3 EMPLOYERS
Township Manager
2018 - Present
Borough Manager
2018 - 2018
Borough Manager
2017 - 2017
EDUCATION
(53,000)
(8,383)
(13,981)
Penn State University - Middletown
BS
Penn State University - Middletown
MPA
727
MOST RECENT EMPLOYER
RANK #S
SEMI-FINALIST SCORING
CategQ_rY. Score
Highest Job Title 5
Years of 2 Employment-LGM
Highest Population 1 LGM
Education 5
ACM population 3 greater than COCP
Utility Experience 3
Hospitality 0 Experience
TOTAL 19
SCORE
CANDIDATE
Value Proposition
Based on 16 years of experience serving in communities ranging from complex urban centers, suburban bedroom communities, and small rural cities, the diversity of professional experiences expressed on my resume only captures a fragment of my qualifications.
I am an Atlanta native, have experience working with Fulton Co. and an appreciation of the value College Park brings to the State, I can add significant value delivering on the strategic initiatives set forth by City.
LAST 4 EMPLOYERS
Corporate Social Responsibility Manager
2022- Present
(496,461)
Deputy Chief Operating Officer
2019 - 2022 ,
Assistant County Manager
2016 - 2019
City Manager
2014 - 2016
EDUCATION
(4,911)
Georgia State University
BA
Valdosta State University
MPA
(127,358)
728
MOST RECENT EMPLOYER
RANK#S
SEMl;;;FINALIST SCORING
...... _.
CategQIY. Score
Highest Job Title 5
Years of 1 Employment-LGM
Highest Population 2 LGM
Education 5
ACM population 3 greater than COCP
Utility Experience 3
Hospitality 0 Experience
TOTAL 19
SCORE
CANDIDATE
Value Proposition
I believe in having a purpose. "People with purpose, goals, and a vision have no time for drama.
They invest their energy in creativity and focus on helping others live positive lives."
LAST 3 EMPLOYERS
City Manager
2021- Present
(19,798)
(95,782)
Deputy and Assistant City Manager
2018 - 2021
(632,464)
Water and Sewer - Deputy Chief Operating Officer
2016 - 2018
EDUCATION
Davenport University
BA
Keller Graduate School of Management
MBA
Argosy University
Doctorate
729
MOST RECENT EMPLOYER
RANK#S
SEMI-FINALIST SCORING :. ,_ -~. ,...,-
CategQIY. Score
Highest Job Title 5
Years of 3 Employment-LGM
Highest Population 3 LGM
Education 5
ACM population 3 greater than COCP
Utility Experience 0
Hospitality 0 Experience
TOTAL 19
SCORE
CANDIDATE
Value Proposition
My background and abilities meet the City's expectations for an energetic and enthusiastic individual who is focused on developing fundamentally sound public policy solutions; a candidate who is a strong communicator, both verbally and in written practice with a proven t rack record of leadership, integrity, financial acumen, and managing difficult situations; an incumbent with an ability to establish and maintain a professional demeanor and effective working relationships.
LAST 3 EMPLOYERS
Town Manager
2021- Present
Assistant City Manager
2011 - 2019
( 182,827)
(92,000)
Assistant City Manager
2005 - 2011
EDUCATION
Troy University
BS
University of Virginia
MPA
730
CITY OF COLLEG E PARK, GEORGIA
Initial Candidate Review
Fringe Candidates
City Manager Recruitment
The following candidates are considered "fringe candidates" that are close to the 70% score mark or have favorable characteristics and backgrounds. While they aren't recommended as Semi-Finalist s, they merit noting their backgrounds for your information:
•
•
•
•
•
731
CITY OF COLLEGE PARK , GEORGIA
Initial Candidate Review
Fringe Candidates
City Manager Recruitment
Fringe Candidates (Continued)
•
•
•
732
CITY OF COLLEGE PARK, GEORGIA
Initial Candidate Review
Rejected Candidates
City Manager Recruitment
The following candidates are not recommended to proceed in this recruitment. They lacked the requisite credentials, experience or background to be considered viable candidates.
733
CITY OF COLLEG E PARK, GEOR GIA
Initial Candidate Review
Next Steps
City Manager Recruitment
• Review with the elected officials the results of the interview process with the Semi-Finalist candidates
• Recommend finalists for the elected officials to interview and assess in late November/early December
• Recommend a process and plan for the elected officials to assess the final candidates in College Park in early to mid-December
• Background investigations and selection
• Offer, contract negotiations, and media strategy execution 734
1111 {i .... l1m1tl Sumter
LOCAL GOVERNMENT CONSULTING
EXHIBIT C -EXAMPLE- INNOVATIVE INTERVIEW
INNOVATIVE INTERVIEWS
The interview process is intended for candidates to be fully informed about their prospective employer as well as for the city to find out as much as it can about the candidate's abilities, qualifications, and character.
Sumter Consulting believes that there are methods outside the traditional interview process used to discover more about the applicant then a question and answer can produce.
When the City of Johns Creek was interviewing candidates for a Communication Director position, the ideal candidate profile called for the successful candidate to be capable of handling crisis communication while providing a sense of confidence and calm under heavy stress. They could have asked candidates to discuss a time in their careers when they dealt with a crisis, but instead the city created a crisis and put the applicants to the test....
Here is why Sumter Consulting approaches the recruitment process differently than other firms. The following is a retelling of a recruitment process Warren Hutmacher led for the City of Johns Creek, GA.
EXAMPLE: "THE CRISIS UNVEILED"
Candidates entered the conference room for their individual interviews opposite three similarly dressed interviewers representing the city. Hands are shaken, introductions made, and the interviews proceed like any other interview held by a city government. While the employer taking turns asking questions, the door suddenly comes flying open and a city staffer bellows into the room in an agitated state that the Communications Director candidate is urgently needed to help with a crisis in the making.
The candidate is whisked away to a separate conference room and is briefed by the Police Chief and Assistant City Manager regarding an officer involved shooting that has just occurred. The facts are hazy and are dribbling in. The candidate is then asked to go to the PD Headquarters and interview the Sergeant and Lieutenant on duty when the shooting happened.
After talking with an obviously flustered Sergeant and an overly tight-lipped Lieutenant, the candidate must take this information and what he learned from the Chief and Assistant City Manager to craft an immediate action plan, a press release, and prepare for a press conference to be held in the next 30 minutes.
After 30 minutes alone with pen and paper, the candidate is taken by the Police Chief to the Roll Call room for a press conference. The video cameras are rolling, and a dozen
city staff are in attendance. The candidate is called to the podium to give a statement and take questions from the "reporters" in the room. The candidate is peppered with questions, some of which are unfair, and some are hard hitting. 735
1111 ti ...
11111,t Sumter
LOCAL GOVERNUENT CONSULTING
After this 30-minute exercise, the candidate is taken back to the original panel interview to brief the panelists as to how they think they did with the exercise and finish up their formal question and answer interview.
This process is repeated for all three finalists. The videos are compiled and the participants from the staff (Police Chief, Assistant City Manager, Sgt., Lt., and staff acting as reporters) gather to review the press releases, view the press conference videos, and conduct a full debrief on the entire exercise. The City Manager learned the following from this experience:
The first candidate panicked and was very uncomfortable in dealing with the crisis. He was pushed around by the "reporters" at the mock press conference. His answers, press release and leadership through the exercise did not meet the expectations for the job.
The second candidate's performance was rated as mediocre, she failed to keep certain confidential details off the public record after being warned by the Chief of Police that certain facts were not to be shared publicly.
The last candidate was sharp, unaffected by the stress and handled the reporters politely and directed the answers toward the city's narrative. It didn't hurt that this candidate was the former public affairs Captain for the United States Navy's entire Pacific Fleet. When asked afterwards about the exercise, he joked that this crisis was rather easy to deal with compared to North Korea!
736
PRO
RECRUIT M E N T SERVICES
LOsBanos
CITY MANAGER
FEBRUARY 19, 2025
737
WWW.WBCPINC.COM
T.ABLE OF
CONTENTS
SUBJECT
I. COVER LETTER
II. BACKGROUND/QUALIFICATIONS
Ill. GUARANTEE
IV. ORGANIZATIONAL CHART
V. WBCP KEY STAFF
VI. RECRUITMENT STRATEGY/ PHASES
VII. SCOPE OF WORK
VIII. RECRUITMENT TIMELINE
IX. REFERENCES
X. MARKETING MATERIAL EXAMPLES
XI. COST SHEET /Tl MELINE POLICY
XII. OTHER
PAGE
1-2
3-9
10 10
11 -13
14 -15
16 17
18 18
19 20
Confidential
738
WWW.WBCPINC.COM PACE l
I. COVER LETTER .............................................................................................. .
February 19, 2025
Lucy Mallonee, MMC
City Clerk/Human Resources Director
520 J Street
Los Banos, CA 93635
RE: City of Los Banos - City Manager Recruiting Services @)
\NBCP
It is our pleasure to submit this proposal for recruitment services to secure your ideal candidate to serve as the City Manager of the City of Los Banos. WBCP has worked on many similar recruitments, and we look forward to the opportunity to partner with your organization on this critical position! We trust our proposal will showcase our client-focused recruitment process and will act as a testament that we are passionate about what we do to make our clients happy.
Exciting news! WBCP has partnered with the National Association of Counties (NACo) and its Public Promise Procurement (PPP) Program to offer a game-changing solution. With our new streamlined service, you can piggyback on the County of San Diego's Master Service Cooperative Agreement, saving you time, money, and effort. This opportunity is available nationwide for cities, counties, special districts, nonprofits, state agencies, and educational institutions. If this is something that is of interest for this or future procurement processes, please visit our site at: httP-s://wbcP-inc.com/naco/ It has been proven that great employees are looking for great employers, not just a paycheck. WBCP provides a broader perspective to recruitment services - going beyond securing the ideal candidate - we brand your organization as an employer of choice. We use eye-catching marketing materials, innovative search practices, and responsive and respectful communications with your applicants and stakeholders. Additionally, we guarantee this placement for 12 months, and we provide a fair and equal recruitment process that also focuses on attracting ethnic and gender-diverse applicant pools.
WBCP is talented at working with you to identify the strengths, challenges, and opportunities of this job, the ideal candidate, and your community and organizational culture. WBCP will work with your stakeholders to design a recruitment strategy that will include a customized engagement process. We will have a series of meetings, discussions, stakeholder interviews, and survey(s) to get to know you, the organization, the community, the culture, and the staff whom the future City Manager will lead.
My team and I know the California candidate marketplace and have many clients in your region, such as the County of Merced, County of Fresno, County of Mariposa, County of Stanislaus, and County of San Benito Oust to name a few). We have exceptional experience successfully recruiting for similar positions, with several recent notable recruitments including, but not limited to:
• City Manager, City of Pasadena, CA
• City Manager, City of Santa Rosa, CA
• City Manager, City of Ventura, CA
• City Manager, City of Port Hueneme, CA
To see a full list of our clients and successful recruitments, visit: httP-.s:/ltiny_url.com/ 3j9bdd79 We have over two decades of experience in public sector executive search services and have provided direct search services through WBCP since 2004. WBCP's executive recruiters are all highly personable and have unique backgrounds that make them well-equipped to take on your recruitments, as you will read their biographies in this proposal. WBCP now has offices in California, Oregon, Washington, Texas, and North Carolina.
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I. COVER LETTER .............................................................................................. t Recruiting top talent has become the number-one topic among administrators. New and innovative recruitment strategies are critical to identifying and securing candidates with a deep understanding of how to assess and meet community needs and address future challenges. WBCP understands the complexity of community leadership, and we are prepared to provide a thorough, complete, and fair recruitment process to provide a diverse applicant pool. Upon our 2024 year-end review, we found that over the last three years 63% of our placed candidates came from diverse backgrounds. In fact, we are often selected and told that we bring a larger, more qualified and diverse groups of candidates than they have ever received from past professional recruiters.
Clients also choose our firm over others because of our ability to work with your support staff and stakeholder group
(including boards, appointed/elected officials, and engaged constituents), manage all details of a recruitment process, and secure great candidates. Our dedication and commitment to the client are complemented by our deep understanding and ability to effectively navigate challenging political climates.
Our clients have great things to say about the quality of the service we provide and the amazing candidates we find them, In fact, many of our clients are return customers. Please feel comfortable reaching out to these organizations to get their feedback directly.
DIVERSITY
63%
of WBCP candidates
placed in positions
come from a diverse
background
Lastly, we love what we do, and we are passionate about finding exceptional candidates who are also passionate about serving others. WBCP's staff are driven and desire to exceed client expectations. I appreciate your consideration in retaining our services and hope to have an opportunity to work with you in the future.
Best Regards,
Wendi Brown I Founder/President, WBCP, INC.
wendi@wbq;iinc.com I 541-664-0376
www.wbcP-inc.com
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II. BACKGROUND & QUALIFICATIONS ...................................................... .
Principal: Wendi Brown, President/CEO
Company Legal Name: WBCP, Inc. (W. B.rown Creative Partners) Tax ID: 81-5454037
Website: www.wbcpinc.com
Phone: 866-929-WBCP (9227) I 541- 664-0376
Address:
• Oregon (3 offices including WBCP, Inc. Headquarters): 213 E Main St., Rogue River, OR, 97537; City of Grants Pass and City of Tigard
• California (5 offices): San Jose, Gilroy, Roseville, Los Angeles and Santa Barbara • Washington: City of Seattle
• Texas: City of Dallas
• North Carolina: City of Jacksonville
WOMEN OWNED
WBCP is a 100% women-owned
business, an S Corporation, not part of
a parent company, and is a registered
small business through the US Small
Business Administration (SBA). WBCP
is registered to do business in all states
we serve, and files and pays California
S Corporation and personal income
tax to the State of California.
BUSINESS HISTORY
WBCP, Inc. has been in business since
2004, and serves nonprofit and public
sector organizations. WBCP offers a
variety of services, including: partial
and full service search services for
individual contributor, supervisor,
management and executive
management positions; human
resources consulting: organizational
development, training, classification
and compensation studies, analysis
and assessments, etc.
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II. BACKGROUND QUALIFICATIONS .......................................................... . WBCP has over 20 years of experience providing search services for public sector and non-profit organizations. We have successfully secured professionals and_ provided other consulting services in California, Arizona, Colorado, Idaho, Nevada, New York, Oregon, Texas, Utah, and Washington.
Cities of: Anaheim (CA), Arcata (CA), Ashland (OR), Astoria (CA), Atwater (CA), Berkeley (CA), Boulder City (NV), Calistoga (CA), Central Point (OR), Ceres (CA), Chandler (AZ), Colfax (CA), Corte Madera (CA), Culver City (CA), Davis (CA), Dunsmuir (CA), Duvall (WA), Fort Worth (TX), Fremont (CA), Fresno (CA), Garibaldi (OR), Gold Hill (OR), Grants Pass (OR), Hemet (CA), Hubbard (OR), Independence (OR), Irvine (CA), La~una Beach (CA), Larkspur (CA), Lincoln (CA), Livermore (CA), Livingston (CA), Long Beach (CA), Medford (OR), Milpitas (CA), Napa (CA), Novato (CA), Oakland (CA), Orinda (CA), Oxnard (CA), Palo Alto (CA), Park City (UT), Pasadena (CA), Petaluma (CA), Phoenix (AZ), Phoenix (OR), Pismo Beach (CA), Port Hueneme (CA), Portola Valley (CA), Redding (CA), Riverside (CA), Rochester (NY), Rocklin (CA), Rogue River (OR), Roseville (CA), Sacramento (CA), San Francisco (CA), San Rafael (CA), Santa Maria (CA), Santa·Monica (CA), Santa Paula (CA), Santa Rosa (CA), Solvang (CA), Sonoma (CA), South Pasadena (CA), Sutter Creek (CA), Talent (OR), Truckee (CA), Ventura (CA), Vernon (CA), Victorville (CA), West Hollywood (CA), Windsor (CA).
Counties of: Alameda (CA), Colusa (CA), Contra Costa (CA), Del Norte (CA), El Paso (CO), Fresno (CA), Humboldt (CA), Jackson (OR), King (WA), Lake (CA), Lane (OR), Los Angeles (CA), Marin (CA), Mariposa (CA), Mendocino (CA), Merced (CA), Mono (CA), Napa (CA), Nevada (CA), Orange (CA), Placer (CA), Riverside (CA), Sacramento (CA), San Benito (CA), San Bernardino (CA), San Diego (CA), San Francisco (CA), San Joaquin (CA), San Luis Obispo (CA), San Mateo (CA), Santa Barbara (CA), Santa Clara (CA), Santa Cruz (CA), Shasta (CA), Solano (CA), Sonoma (CA), Stanislaus (CA), Tehama (CA), Tuolumne (CA), Yolo (CA), Yuba (CA).
Local and National Councils, Boards, and Districts: Bear Valley Community Services District, Boulder Creek Fire Protection District, California Prison Industry Authority (CALPIA), Cosumnes Community Services District, Hass Avocado Board (HAB), Jackson County Fire District 5, Los Angeles County Employees Retirement Association (LACERA), Mendocino County Air Quality Management District, Metropolitan Transportation Commission (MTC), Modesto Irrigation District, Monterey One Water, Nevada Irrigation District, Newark Chamber of Commerce, North American Blueberry Council/U.S. Highbush Blueberry Council (NABC/USHBC), Oakland Housing Authority, Olivehurst Public Utility District, Orange County Employees Retirement System (OCERS), Placer County Transportation Planning Agency (PCTPA), Port of Long Beach (CA), Rogue Valley Sewer Services, Sacramento Area Flood Control Agency (SAFCA), Sacramento Area Sewer District, Sacramento Employment & Training Agency (SET A), Sacramento Public Library Authority, Sacramento Suburban Water District, San Benito Council of Governments, San Benito County Water District, San Joaquin County Employees' Retirement Association (SJCERA), San Joaquin Tributaries Authority, San Rafael Sanitation District (SRSD), San Ramon Valley Fire Protection District, Sonoma County Library, South Coast Air Quality Management District, Tri-City Mental Health Authority (TCMHA), Truckee-Donner Public Utility District (TDPUD), Tuolumne Utilities District, Valley Water, West Basin Municipal Water District.
Nonprofit and Joint Powers Authorities (JPAs): California Corrections, California Municipal Utilities Association (CMUA), Center Point, Central California Legal Services (CCLS), Community Food Bank, Community Works, Dogs for Better Lives/Dogs for the Deaf, Downtown Streets Team, East Bay Regional Communications Systems Authority, First 5 (Alameda County, California Association, Fresno, Santa Barbara County, San Mateo), Futures Without Violence (Family Violence Protect Fund), Gold Coast Health, Greater Richmond Interfaith Program (GRIP), LA Public Media, Latino Public Broadcasting, Los Angeles Unified School District (LAUSD), Northern Valley Catholic Social Service (NVCSS), Options Recovery, Radio Bilingue, Sacramento County Superior Court, Sacramento Public Library Authority (SPLA), Santa Barbara Superior Court, Santa Cruz County Animal Services Authority, Teton County Joint Housing Authority (TCJHA), Transitions-Mental Health Association, Valley Consortium for Medical Education (VCME), Water Forum, West Angeles Church of God in Christ.
Private Organizations: CDS Publications, Central California Truck and Trailer, Morton & Pitalo, NAVA, SWEED, Tekmanagement, Touchstone Accounting.
Consulting services (classification and compensation services, competency modeling, job description development, job family development, job analysis): City of Fremont (CA), City of Medford (OR), City of Santa Maria (CA), City of Santa Paula (CA), County of Humboldt (CA), County of Mariposa (CA), County of Santa Barbara (CA), and County of San Luis Obispo (CA). @)
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II. BACKGROUND & QUALIFICATIONS ...................................................... . • Organizational Leadership
• Economic Development
• Facilities & Operations
• Financial, Administrative
Services, Accounting, Auditing
• Health & Human Services,
Housing, Unhoused
INDUSTRIES
• HR, Risk, Labor/Employee
Relations
• Information Technology
• Legal, Counsel, Clerk
• Library
• Marketing, Communications, PR
• Parks & Rec, Community
Services, Arts
• Planning, Environmental,
Community Development,
Building, Transit
• Public Safety
• Public Works, Transportation,
Engineering
BELOW IS A LIST OF SIMILAR RECRUITMENTS WBCP HAS MANAGED:
ORGANIZATIONAL LEADERSHIP
• City Manager, City of Atwater, CA
• City Manager, City of Boulder City, NV
• City Manager, City of Ceres, CA
• City Manager, City of Colfax, CA
• City Manager, City of Dunsmuir, CA
• City Manager, City of Garibaldi, OR
• City Manager, City of Gold Hill, OR
• City Manager, City of Independence, OR
• City Manager, City of Oxnard, CA
• City Manager, City of Pasadena, CA
• City Manager, City of Parlier, CA
• City Manager, City of Petaluma, CA
• City Manager, City of Phoenix, OR
• City Manager, City of Port Hueneme, CA
• City Manager, City of Santa Maria, CA
• City Manager, City of Santa Rosa, CA
• City Manager, City of Sonoma, CA
• City Manager, City of Talent, OR
• City Manager, City of Tillamook, OR
• City Manager, City of Ventura, CA
• Town Manager, Town of Truckee, CA
• Town Manager, Town of Windsor, CA
• City Administrator, City of Duvall, WA
• City Administrator, City of Hubbard, OR
• City Administrator, City of Rogue River, OR
• Assistant City Manager (Municipal Services}, City of Sacramento, CA • Assistant City Manager (Public Safety}, City of Sacramento, CA • Deputy City Manager, City of Long Beach, CA
• Chief Executive Officer, CalPIA (California Prison Authority), CA • Chief Executive Officer, Downtown Streets Team, CA
• Chief Executive Officer, Newark Chamber of Commerce, CA • Chief Executive Officer, San Joaquin County Employees' Retirement Association (SJCERA), CA • Chief Executive Officer, San Joaquin Tributaries Authority, CA • County Executive Officer, County of Shasta, CA
• County Administrative Officer, San Benito County, CA
• ACAO - Assistant County Administrator, County of San Joaquin, CA • ACAO/HR Director, County of Mariposa, CA
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II. BACKGROUND & QUALIFICATIONS ...................................................... .
ORGANIZATIONAL LEADERSHIP (CON'T)
• ACEO -Assistant County.Administrative Officer, County of Santa Barbara, CA • ACEO - Assistant County Executive Officer, County of Napa, CA • Chief Operating Officer, Futures Without Violence, CA • Chief Operating Officer, WBCP Inc., OR
• Chief Operating Officer - IT and Administrative Services, Valley Water, CA • Chief Operating Officer - Water Utility Enterprise, Valley Water, CA • Chief Operating Officer/Executive Director, Valley Consortium of Medical Education, CA • General Manager, Bear Valley Community Services District, CA • General Manager, Los Angeles Public Media, CA
• General Manager, Olivehurst Public Utility District, CA • General Manager, Radio Bilingue, CA
• General Manager, San Benito County Water District, CA • General Manager, Santa Cruz County Animal Services Authority, CA • General Manager, Tuolumne Utilities District, CA
• Assistant General Manager Water Operations, Modesto Irrigation District, CA • Executive Director, California Municipal Utilities Association (CMUA), CA • Executive Director, First 5 Association of California, CA • Executive Director, Water Forum, CA
• Executive Director, San Benito Council of Governments, CA • Executive Director, Placer County Transportation Planning Agency, CA • Executive Director, Teton County Joint Housing Authority, ID • Executive Director, Arts Commission, County of Santa Barbara, CA • Executive Director, Latino Public Broadcasting, CA
• Executive Director, Northern Valley Catholic Social Service, Redding, CA • Executive Director, Greater Richmond Interfaith Program, CA • Executive Director, Options Recovery Services, CA
• Executive Director, Sacramento Employment and Training Agency (SET A), CA • Executive Director, Pacific Gateway Workforce Innovation Network (PGWIN), City of Long Beach, CA • Executive Director, Tri-City Mental Health Authority, CA • Executive Director, First 5 Fresno, CA
• Executive Director, First 5 Santa Barbara County, CA
• Assistant Executive Director, First 5 San Mateo, CA
• Executive Director - Police Accountability Board, City of Rochester, NY • Executive Director, San Joaquin Tributaries Authority, CA • Chief Animal Control Officer, City of Sacramento, CA
• Chief Deputy Director, ISD, County of Los Angeles, CA • Vice President/Business Development Director, WBCP Inc., OR • Executive Vice President, Center Point, CA
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II. BACKGROUND & QUALIFICATIONS ...................................................... .
RECRUITING WITH DIVERSITY IN MIND
Since partnering with the country's largest network of diversity job boards, we have seen a 21% increase in diverse applicants and a 13% increase in diverse candidates placed in positions with our clients. This demonstrates WBCP's dedication to expanding outreach and removing barriers to apply, ensuring access to a highly qualified and diverse applicant pool. 600 Diversity Job Boards:
When you post a job with WBCP, it is automatically shared across 600 diversity job boards, maximizing reach and ensuring access to a wide and inclusive pool of talent. We also utilize the largest diversity database with over 160 million resumes and 15,000 community based organization contacts to expand our search.
Linkedln:
As Linkedln recruiters, we have access to
over 1 Billion profiles, allowing us to
evaluate candidates' backgrounds,
education, experience, licensure, and more.
Al:
WBCP also leverages AI tools to gather
additional information to effectively reach
future applicants and candidates contact
information for emails and phone numbers.
WBCP understands the complexities of
meeting the needs of a diverse community,
and we provide a thorough, complete, and
fair recruitment process.
@J
WBCP
The Arc.
Partnership
I Resources
nc.
Streamline and Satisfy the RFP Process
to receive recruiting on demand. Reach
out to WBCP today for more information.
ffi PUBLIC
PROMISE
fpPROCUR=~ Powered by ~ ---..
COUNTY OF
•• SAN DIEGO
Scan to learn more!
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II. BACKGROUND & QUALIFICATIONS ...................................................... .
WHY CHOOSE WBCP
Proven Expertice:
• Over 20 Years in Business and 100+ Years
of Experience: With over a century of
combined experience, our recruitment
professionals excel in public service sectors,
including cities, counties, utilities, special
districts, joint powers authorities, and nonprofits. Our proven track record ensures expertise tailored to your needs.
• 100% Success Rate: In 2024, we achieved a
100% success rate, successfully filling every
position we managed including partial and
full scope services from engineering,
planning, finance, health and human services,
legal, legislative, hard-to-fill civil service
positions, and many more! We deliver results
no matter what the challenge.
Employer Recognition: WBCP has been
recognized as Oregon's TOP 100 EMPLOYERS.
HR Teams Trust Us: We simplify the recruitment
process, managing every detail so HR teams can
focus on other priorities. From sourcing
candidates to scheduling interviews and
providing updates, our seamless approach saves
time, reduces stress, and ensures results.
Strategic Marketing and Advertising: Our
marketing team designs targeted campaigns
using diverse, cost-effective channels powered
by Al. These campaigns maximize reach while
staying within budget and include:
• Diverse Applicant Pools: Access to over 600
diversity-focused job boards, 15,000
diversity affiliations, and 120 million resumes
ensures diversity is integral to our process.
• Linkedln Recruiter Expertise: With access to
230 million U.S. profiles, we connect you with
top-tier talent.
• Al-Driven Talent Acquisition: Advanced Al
strategies enhance efficiency and uncover
new candidate engagement opportunities.
Trusted Partners and Culture Cultivators: We
go beyond finding candidates by building trust
with your team and stakeholders. Our tailored
strategies align top talent with your
organizational culture, ensuring a collaborative
and thoughtful recruitment process.
Recruiting with Competencies: Ensures a fair,
measurable, and effective hiring process. This
strategic approach helps identify the client's
needs and then assesses candidates on the
critical skills and behaviors for success.
Benefits:
• Fairness: Focuses on role-specific
competencies.
• Measurability: Provides objective evaluation
criteria.
• Better Matches: Aligns talent with
organizational and cultural needs.
• Equitable: Reduces bias with standardized
assessments.
Recruiting with competencies delivers highquality, measurable solutions that ensure the best candidates for your team's success and
cultural alignment.
Timely and effective background and
Reference Checks: WBCP partners with a
trusted third party for thorough background
checks and relies on a 30-year public safety
veteran, retired as a police chief, and an expert in
employee investigations, to conduct expert
reference verifications. This ensures accuracy,
professionalism, and confidence in every hiring
decision.
Guaranteed Satisfaction: We stand behind our
work with a 12-24 month guarantee. If the initial
placement doesn't work out, we will conduct a
replacement search at no additional consulting
fee, ensuring lasting value for your investment.
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II. BACKGROUND & QUALIFICATIONS ...................................................... .
WBCP's Impact
Proven Expertise: Over 20 Years in Business
and 100+ Years of Experience
Impact: Leverage unmatched industry
knowledge to recruit the best talent for your
organization. Whether you're a city, utility, or
non-profit, our expertise ensures tailored
solutions that drive operational success and
meet your unique challenges.
100% Success Rate
Impact: Gain peace of mind knowing every
position-no matter how specialized or hard-tofill-will be successfully filled with top talent, ensuring your team remains fully staffed and
operational without delays.
WBCP is one of Oregon's TOP 100 EMPLOYERS.
Impact: Ensuring employee satisfaction, and a
supportive workplace culture, reflecting our
dedication to our team and clients.
HR Teams Trust Us
Impact: Free up your HR team to focus on
strategic priorities while we manage the details
of recruitment. This reduces workload, eliminates
stress, and ensures a seamless hiring experience
with top-quality results.
Strategic Marketing and Advertising
Impact: Reach the most qualified candidates
while staying budget-conscious. Our innovative
marketing ensures diverse and inclusive
applicant pools, connects you with elite talent,
and uses Al-driven strategies to optimize
efficiency and engagement:
• Diverse Talent Pools: Builds teams that
reflect your community and drive innovation
through diverse perspectives.
• Linkedln Recruiter Expertise: Ensures an
inclusive process, that quickly identifies toptier professionals that meet your specific needs.
• Al-Driven Tools: Keeps you ahead of the
curve with faster, smarter and more effective
hiring solutions.
Trusted Partners and Culture Cultivators
Impact: Build a stronger, more cohesive team by
hiring talent that aligns with your organization's
culture and values. Our collaborative approach
fosters trust and creates long-term benefits for
your workplace.
Recruiting with Competencies
Impact: Make confident hiring decisions with a
proven model that targets technical and
interpersonal skills, ensuring candidates not only
meet role requirements but excel in them. This
reduces turnover and boosts performance and
promotes:
• Fairness: Focuses on role-specific
competencies.
• Measurability: Provides objective evaluation
criteria.
• Better Matches: Aligns talent with
organizational and cultural needs.
• Equity: Reduces bias with standardized
-assessments.
Timely and effective Background and
Reference Checks
Impact: Hire with confidence knowing every
candidate has been thoroughly vetted. Our
expert-led investigations ensure you onboard
reliable, trustworthy individuals, safeguarding
your organization's reputation and operations.
Guaranteed Satisfaction
Impact: Reduce the risk of a bad hire with our
12-24 month guarantee. If a placement doesn't
work out, we'll find a replacement at no
additional cost, maximizing your return on
investment and ensuring long-term success.
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Ill. GUARANTEE ................................................................................................. .
WBCP Inc. provides either a pla.cement guarantee, pr a replacement gl}_arantee as determined by the recruitment outcome and defined below: • Successful Placement Guarantee: We guarantee a successful placement and will provide continued consulting services for one additional recruitment at no extra consulting fee. The client will be responsible for any direct expenses.
OR
Replacement Guarantee: If a candidate selected and appointed by the client leaves their position for any reason before completing 12 months of service, WBCP will provide consulting services at no additional cost to secure a replacement. The client will be responsible for any direct expenses. This guarantee applies to one replacement within one year of the candidate's departure.
IV. ORGANIZATIONAL CHART .................................................................... . @)
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V. WBCP KEY STAFF ....................................................................................... .
WENDI BROWN
Lead Consultant/
Sr. E.recutive
Recruiter
RICHARD KUHNS
Vice President of
Recruiting
& Culture
I am the President of WBCP, with over 20 years of experience in marketing and advertising and combine this with my background in recruiting to successfully place hard-to-fill, management, and executive positions. My team and I are passionate about helping organizations improve their recruitment services, place great talent, conduct department assessments, redesign antiquated processes, revise job descriptions, conduct salary and benchmark studi,es, and more. I have worked in various industries - advertising and public relations, national real estate franchisor, global manufacturing - and I have worked with nonprofit and public sector organizations since 1999. Formerly, I was an internal Human Resources Consultant for the County of Orange, California, providing countywide communications, human resources, executive search, and recruiter training services to the Assistant Chief Executive Office/Human Resources Director and, at that time, 25 decentralized departments, with 17,000 employees, serving a community of 300,000. I have a Bachelor's of Science in Business Administration with an emphasis in Marketing from Colorado Technical University; have earned several certificates in Project Management, Global Business, Marketing, and Human Resources; and working toward a Master's in Management at Southern Oregon University
Richard Kuhns is a retired County Administrative Officer with over 28 years of experience in the Public Sector. He is currently the VP of Recruiting and Organizational Culture for WBPC. Richard began his career in Law Enforcement, transferring his focus to Administration where he served as the Director of Housing and Community Action, Behavioral Health, General Services, and Solid Waste. Richard has a "find a way, to find a way" mentality. With his vast knowledge and experience in the Public Sector he has an intuitive understanding of working with government leaders, policy makers, and the public.
Richard achieved a Bachelor of Science in Business Management, a Master of Arts in Behavioral Science with an emphasis in Conflict Resolution and Negotiations, and a Doctorate in Clinical Psychology.
For the past three years Richard has worked as an Executive Recruiter and Behavioral Health Consultant. As a Consultant, he worked with several Northern California Counties creating and implementing the newly state mandated 24/7 Mobile Crisis. He has now focused his time and efforts on assisting WBCP clients in finding and securing the top candidate for your organization.
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V. WBCP KEY STAFF ....................................................................................... .
TERRI MAUS-NISICH
Sr. Executive Recruiter
LEVI KUHLMAN
Executive Recruiter
LAUREN GERSON
Executive Recruiter
Terri Ma._us-Nisich holds a piv9tal role as one of 0_1:_Jr Senior Executive Recruiters, leveraging her extensive background as a distinguished leader in local government. With a local government career spanning over 40 years, Terri's journey includes transformative roles within the County of Santa Barbara, where she ascended from Parks Director to Assistant County Executive Officer, overseeing vital municipal and health/human service departments. Her remarkable impact encompasses leadership in Homeless Services, Communications, and Emergency Management, driving community engagement, disaster recovery, and support for vulnerable populations.
Before her tenure in Santa Barbara, Terri spent 15 years with the City of Santa Clarita in roles ranging from analyst to Deputy City Manager. Throughout her remarkable career, Terri prioritized strategic planning, organizational development, and innovative problem-solving, garnering numerous awards.
She holds a Bachelor's Degree from UC Santa Barbara, a Masters of Public Administration from Cal State Northridge, and a graduate certificate from Harvard University's JFK School of Government.
Levi Kuhlman is an Executive Recruiter at WBCP, and an experienced professional with a multifaceted career spanning across executive recruitment, real estate, and entrepreneurship. He has worked extensively with local municipalities, special districts, and not-for-profit organizations across the Western region, with a focus in California, Oregon, and Idaho. Levi has conducted many successful recruitments in various industries including planning, rent stabilization and housing, engineering, finance, city management, transportation and transit, community development, building and safety, public safety, risk management, and information technology. Levi serves as a skilled and diplomatic liaison, earning a reputation for his personalized approach to recruiting. Before joining the ranks of WBCP, he advocated on behalf of tenants, landlord, and clients. With a diverse skill set and a commitment to excellence, Levi continues to make significant contributions to WBCP, his clients, and broadening the professional community one recruitment at a time.
Lauren Gerson is a seasoned Executive Recruiter at WBCP, where she draws on over 15 years of experience in career services, customer relations, and operations. Her recruiting expertise extends across various industries, with notable success in health and human services, utilities, and finance. Lauren has helped organizations across multiple states fill hard-to-hire positions at every level, from individual contributors to executives. Lauren's diverse professional journey began in operations and events management, where she honed her expertise in human resources, business management, and regulatory compliance. She later transitioned to career services, and prior to joining WBCP, worked with a career coaching company helping job-seekers better leverage their skills and overcome barriers to employment. Lauren holds a Bachelor's degree in Philosophy from Whittier College. She brings a unique perspective to her role, and is committed to making a positive impact both professionally and personally. With her unwavering dedication and client-centric focus, Lauren continues to drive success and excellence in executive recruitment at WBCP.
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V. WBCP KEY STAFF ....................................................................................... .
JOSETTE REINALUKEN
Executive Recruiter
ADAM OPPEGAARD
Executive Recruiter
. -- -- Josette, an Executive Recruiter at WBCP, specializes in government finance and the water industry with nearly 30 years of experience. Her career began . in IT, managing software implementations and leading training and sales teams. After earning her MBA, she transitioned to municipal agencies, holding various management positions, including Administrative Manager and Financial Manager. With expertise in budgeting, strategic planning, and organizational development, Josette has made significant contributions to the agencies she's served. She holds a Bachelor's Degree in Political Science/Public Administration from the University of South Florida, an MBA from the University of Phoenix, and certificates in Human Resources from the California State University and Leadership from the University of Davis.
Adam is an Executive Recruiter at WBCP with nearly 10 years of recruitment experience and a strong foundation in HR. He began his career in education and employee training, transitioning to HR where he held roles such as Team Coordinator and Foreign HR Advisor, managing recruitment, onboarding, and employee relations for international employees. Adam also worked as a Project Office/Communication Specialist for a foreign government agency, managing international projects and designing training workshops. He served as a Learning and Development Specialist for a national diplomatic training institution, developing training for senior diplomats. Recently, Adam was a Lead Talent Acquisition Specialist for an HR consulting organization and the Director of Recruitment and Employee Development for a financial services company, overseeing full-cycle recruitment, employee engagement initiatives, and leadership development. Adam brings his expertise in talent acquisition, project management, stakeholder engagement, employee relations, and HR consultation to WBCP, helping clients secure top candidates for their organizations.
REVIEW OTHER EMPLOYEES & CONSUL TANT
PARTNERS ON OUR WEBSITE:
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VI. RECRUITMENT STRATEGY/ PHASES .................................................. .
WBCP knows how to customize your search strategy to meet your unique recruitment ·needs. We customize··your recruitment based on the specific neeas, target audience, a~nd challenges for each recruitment; however, below is a baseline approach for most recruitments.
CLIENT & STAKEHOLDER MEETINGS
We require the Client and/or Search Committee, and other stakeholders identified by the Client, be involved in the initial and final phases of this recruitment. These are critical phases to ensure we obtain a clear sense of the priorities and the successful hire of the right candidate. WBCP will meet with various stakeholders as warranted by the Client and the level of the position in the organization. These meetings will allow us an opportunity to gather information and gain knowledge about the organization, community, and unique aspects of the recruitment to design the ideal candidate professional profile, advertising materials, and strategic approach
FEEDBACK OUTCOME/ TIMELINE DEVELOPMENT
Following the Client/stakeholder meetings, we will develop a detailed timeline for the recruitment along with a proposed advertising plan for approval.
CREATIVE DEVELOPMENT
Immediately following the client feedback activities, we will draft the competencies for the recruitment and advertising material/recruitment brochure for the Client's review.
This information will summarize what was learned from Client-related interviews and will be used to advertise the opening.
MARKETING STRATEGY & IMPLEMENTATION
WBCP will execute a customized marketing/ad plan once the job announcement is created. An ad plan could include the following (based on assumptions), and will be customized based on information gathered in Phase I:
DIGITAL ADVERTISING WITH DIVERSITY IN MIND
WBCP utilizes digital advertising to obtain diverse applicant pools, leveraging local and national job boards, associations, and social media. In partnership with a diversity platform, our postings reach up to 600 local employment and diversity websites, connecting across 15,000+ community organizations and niche sites, tapping into a job bank of 2 million resumes. Our 2024 review indicates that 63% of candidates placed with WBCP clients have diverse backgrounds - a 21% increase from last year's review.
EMAIL & DIRECT MAIL ADVERTISING
In addition to tapping into WBCP's existing pool of potential applicants, we have the capability to access various professional lists. We actively seek out additional lists through associations, contacts, and other strategic channels.
SOURCING /H EADH U NTI NG
WBCP employs a proactive approach by reaching out to targeted individuals and cultivating new connections through referrals from reputable sources. As a Linkedln recruiter, we harness the power of over 350 million profiles to identify and engage with ideal candidates. Additionally, WBCP utilizes cutting-edge Al tools for precise Boolean searches, enabling us to uncover niche candidates effectively.
COMMUNICATION WITH CLIENT
We will provide weekly updates on the progress of this search unless the client prefers more or less frequent communications. We tailor our communications in accordance with our Client's needs.
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VI. RECRUITMENT STRATEGY / PHASES .................................................. .
RESUME ASSESSMENT
WBCP will review resumes as they are received and/or at the close of the recruitment. Those candidates determined to be the most highly qualified will be selected for a screening interview.
SCREENING INTERVIEWS / REPORT TO CLIENT
WBCP does not restrict the number of applicants or candidates to be screened. Rather, we interview candidates who meet our ideal candidate criteria; frequently this group amounts to 20 candidates, or on average 20% of the applicant pool. Following the completion of the phone screen interviews, we will develop a report/recommended shortlist of candidates, which includes: resumes, cover letters, and a one-page profile summary of candidates' professional history, including a brief overview of WBCP's assessment and the results of their phone screen. We will meet with the selection committee/Client to review this report and select candidates for interviews. In this meeting, we will review the recruitment plan and discuss the final stages of the selection process.
COMMUNICATION WITH CANDIDATES
WBCP will take responsibility for communicating with the applicants/candidates during each phase of the search process and Client should refer any inquiries from potential or existing applicants directly to WBCP.
SELECTION PROCESS
WBCP will design and administer an appropriate final selection process based on the needs of the Client (tailored to the need and recruitment). WBCP will facilitate the invitation and coordination of these meetings/interviews and provide additional assessment tools/recommendations such as interview questions, writing and presentation exercises, problem solving scenarios, etc.
COMMUNICATION WITH CLIENT
Following the interviews and the Client's top candidate(s) selection, we will assist the Client with facilitating a thorough background and reference check.
A typical approach includes a review of federal, state, and local criminal background checks and academic verification by a licensed background agency. Reference checks are conducted over the phone by a senior consultant and a final report is provided to the Client. References are completed on candidate(s) being considered after initial/panel interviews.
NEGOTIATIONS
Once the client reviews and is comfortable with the
findings in the background and reference report, we are available to assist with negotiations on compensation, benefits, start date, and other transition details.
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VII. SCOPE OF WORK ..................................................................................... . • Facilitate initial kick-off meeting with Client and other meetings that may include Executive Leadership, staff, community, and other stakeholders to assist with identifying the ideal candidate profile.
• Assist Client hiring authority/stakeholders in modifying the job description (as needed), and develop a recruitment announcement, marketing materials, and advertising plan for the recruitment.
• Attend all other meetings and engagements as needed or identified by the Client. • Implement advertising plan including: publication, headhunting, direct mail, and other online and email marketing efforts.
• Provide timely updates and progress reports to the client regarding search services; every two weeks or as Client identifies is needed.
• Preliminary internet searches will be conducted on recommended candidates. • Coordinate interview panel(s) as needed, or coordinate this process with Client. • Receive and review applicants and screen those applicants to identify top candidates. Top screened paper applicants will be video/phone screened by recruiter to identify the key competencies (technical and interpersonal) to assist in identifying the top group of candidates who will be recommended at the Client/WBCP shortlist meeting. • Facilitate shortlist meeting with Client - review and select candidates who will be invited to interview.
• Coordinate invitations to candidates.
• Develop interview questions and other selection details to meet specific needs and identify key competencies of candidates.
• Facilitate interviews with panel(s).
• Background and reference checks will be conducted with candidates who are identified as final candidates after initial Client interviews have been conducted. Background checks will typically include the following: criminal (local, state, and federal), education, credit, social security. References will be conducted based on a 360-degree perspective and will include staff, peers, and superiors. Onsite background services are available at an additional fee (see fees for details)
• Facilitate offer and negotiations with selected candidate; as directed by Client. @)
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VIII. RECRUITMENT TIMELINE ....................................................................... .
BELOW IS A SAMPLE OF AN EXECUTIVE SEARCH TIMELINE THAT
WBCP WILL CUSTOMIZE-FOR THIS RECRUITMENT
Week 1:
• Secure services with search firm, WBCP, Inc.
o WBCP can schedule a Kickoff meeting as soon as we are selected. • WBCP: review search parameters and recruiting processes with Client o Interview with hiring authority and other stakeholders for competencies o Identification of advertising venues and ideal candidate prospects o Calls, meetings, or coordination with other stakeholders for information gathering Weeks 1 + 2:
• Develop and approvals: recruitment process, deadlines, ad plan and strategy, recruitment timeline and brochure
• Print coordination (if applicable)
Weeks 2+ 3:
• OPEN RECRUITMENT AND AD PLAN: Implement marketing plan and direct mail (if applicable) • Secure panel member calendars
• Timeline may be extended if direct mail piece is included (i.e., print/postage) • Finalize panel members and interview logistics and invitations to panel members Weeks 4,~. + 6:
• Receive applications -Collect and source applicants will continue until recruitment closes Weeks 7 + 8:
• CLOSE RECRUITMENT AND ADVERTISING
• Conduct initial phone screen to identify shortlist of candidates • Preliminary check on shortlist candidates (Google search) • Candidate profiles developed and short list recommendations to client Weeks 9 + 10:
• MEETING - Client confirms selection of candidates to be advanced to panel interviews • Finalize questions, presentation, in-basket (as determined) • Coordinates invitations with selected top candidates (shortlist) • Produce panel candidate interview packets
Weeks 10 + 11:
WBCP facilitates interview process - Interview process will be customized based on client and community needs:
o Day 1: Panel Interviews Conducted; Day 2: 2nd Interviews with executive leaders; o 3rd interviews may be scheduled as needed with Boards/Commissions, etc.; o As needed schedule staff and/or community discussions/meetings Week 12:
• WBCP conducts background and reference checks (backgrounds may be conducted by Client if current contract exists)
• WBCP conducts full reference checks for candidate(s) selected for Board/Commission interviews; or when Client is interested in making an offer
NEGOTIATIONS / HIRE:
• Hire date to accommodate possible candidate relocation • Client (WBCP available to assist in process) conducts offer and facilitates salary negotiations with preferred candidate
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IX. REFERENCES ............................................................................................... . 1-City of Coif ax, California
Similar Positions Filled:
• City Manager
Contact Information:
• Mike Luken, Interim City Manager - [email protected] I 916-997-2760 2-City of Pasadena, California
Similar Positions Filled:
• City Manager
Contact Information:
• Tiffany Jacobs-Quinn, Human Resources Director - ,1:jacobsquinn@city.:of P-asadena.net I 626-744-4126
3-City of Santa Rosa, California
Similar Positions Filled:
• City Manager
Contact Information:
• Maraskeshia Smith, City Manager - cmoffice@srcity.:.org I 513-256-1673 X. MARKETING MATERIAL EXAMPLES .......................................................... .
Click below to see our marketing samples for similar positions. To see all of our brochures, visit: wbcpinc.com/closed-jobs-private/ and use the password: wbcp202510*
• Town Manager, Town of Truckee,...c.A
• CitY- Manag~, CitY- of Boulder City, NV
• CitY- Manager, CitY- of Colfax, CA
• CitY- Manager, CitY- of Petaluma, CA
• CitY- Manager, CitY- of Santa Rosa, CA
• CitY- Manager, CitY- of Pasadena, CA
• CitY- Manager, CitY- of Oxnard, CA
• CitY- Manager, CitY- of Sonoma, CA
• CitY- Manager, CitY- of Port Hueneme, CA
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XI. COST SHEET /TIMELINE POLICY ............................................................ .
WBCP will not limit the number of hours we work on a recruitment, rather we charge a flat rate and will spend the time necessary to ensure we are successful. Consulting fees will be billed in thirds at the beginning (open for applications and advertising campaign launched), middle (shortlist selection), and end of the recruitment process (selection made and background/ references concluded).
SERVICE COST PER RECRUITMENT
CITY MANAGER
Description of Services/Deliverables: Inclusive Rate per Recruitment:
Consulting Services: Phases I-IV in the
proposal's recruitment strategy/phases
section.
ExP-enses Include: Travel to client location (up to 2
trips); document shipping fees/delivery charges to
facilitate virtual meetings, panel packet content; fees for background and reference checks; may include
fee for one additional consultant to travel (and
related expenses) and facilitate an additional panel
for one day ($700/day); brochure/graphic design
($950); marketing and advertising which may
include: print and postage (it applicable); online job
boards; social media; sourcing; and may include flat
fee pricing for: Linkedln $395, lnMails $300, Circa
Diversity Job Boards $295, Zoom Info $299. These
expenses will be billed based on what is expended
and based on the needs of the client/recruitment.
Cost and Timeline PolicY-
$28,900
(flat rate)
Up to $7,900
(direct expenses not-to-exceed)
To ensure the success and efficiency of our recruitment services, the following policies regarding cost and timelines are in place:
1. Timeline Development: Timelines provided to our clients are valid for 10 business days. If a timeline is not secured or confirmed within this period, it may no longer be available. In such cases, the timeline may be reassigned to another client, and a revised timeline will be provided.
2.Work Performed Out of Scope: To deliver optimal results, adherence to agreed-upon dates and times for critical recruitment milestones (e.g., shortlist meeting and interview dates) is required. Any changes to these timelines after the recruitment process has commenced may result in:
a.Forfeiture of the Recruitment Guarantee: Deviating from the agreed timeline will void the recruitment services guarantee.
b.Additional Charges: Adjustments to timelines will incur additional fees, billed at our standard hourly rate.
3.Cost Negotiable: While our standard pricing reflects the value and quality of our recruitment services, we understand that each client's needs are unique. As such, pricing may be negotiated depending on the specific scope and requirements of the engagement. Please feel free to discuss your needs with us, as we may be able to negotiate pricing.
These policies ensure clarity, fairness, and high-quality outcomes for all parties involved.
Confidential
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XII. OTHER .......................................................................................................... .
INSURANCE
WBCP and its sub-consultants have reviewed the contractual agreement and the Insurance Requirements. If selected, WBCP will execute said agreement and will provide the required insurance documents. WBCP will submit certificates of insurance as evidence of the required coverage limits. Insurance policies include: liability, errors and omissions, workers compensation, and vehicle insurance.
CONFIDENTIALITY SAFEGUARDS
Confidentiality is paramount in the work we do. We ensure that the client and candidate information we receive, and conversations with our client (and certainly discussions in closed session) are kept confidential. There are several physical safeguards we have in place including: locked and alarmed office space, password, and encryption protected information on our computers and servers, multiple backup systems. As information is shared with our client, we discuss the importance of confidentiality and why it is important to the candidates they are considering but also brands the organization appropriately. We also ask candidates who are interviewed to keep candidate information confidential, as they may see or meet a candidate during the process. We emphasize that confidentiality is not just until the recruitment is completed, and a candidate is hired, confidentiality is in perpetuity. Leaked information is not a reputation that a client wants to receive, as this could deter future applicants from applying.
ORGANIZATIONAL DIVERSITY STATEMENT
WBCP embraces cross-cultural diversity and we are committed to equitable treatment and elimination of discrimination in all its forms at all organizational levels and throughout all consulting practices, including search services. We strive to reach diverse groups of people to inform them of leadership opportunities. Upon our 2024 year-end review, we found that over the last three years, 70% of our applicants and 63% of our placed candidates came from diverse backgrounds. We will make extensive efforts to attract a qualified applicant pool that represents a broad range of gender and ethnically diverse individuals.
FORCE MAJEURE
Client agrees that WBCP, Inc. is not responsible for any events or circumstances beyond its control (e.g., including but not limited to war, riots, embargoes, strikes, and/or Acts of God) that prevent WBCP, Inc. from meeting its obligations under this Agreement.
February 19, 2025
Date
Client, Title Date
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Cos Banos
CITY OF LOS BANOS
Lucy Mallonee, MMC
Request for Proposals (RFP)
City Manager Recruitment
Official Proposal Response
February 21, 2025
Company Information:
Founded - 2014
SBA, MBE & DBE Certified
0zero1
ZER01 AGENCY LLC
Oscar A. R. Chow/ General Manager
150 W. Ocean Blvd, Suite #1102
Long Beach CA 90802
[email protected] I 646.535.1483
zero1.com/recruiting
Cage code - 8GNG6 NMSDC - SC28071
Unique Entity ID - GZYHZ2JANB99 DUNS number -117385990
759
02ero1 P 646.535.1483 W Zero1.com
A 150 W. Ocean Blvd #1102, Long Beach CA 90802
Cover Letter
February 21, 2025
RE: Executive Recruiting Services
City of Los Banos (the City),
On behalf of ZER01 AGENCY, I am pleased to submit our proposal for Executive Recruiting Services. Bookmarks have been added to aid navigation. We bring over a decade of success in recruiting leadership and technical talent for Startups, Fortune 500 Companies, and the Public Sector. ZER01 is uniquely positioned to meet the City's needs for strategic, efficient, and impactful recruitment services.
DESCRIPTION DETAILS
Company
Billing Address
HQ Address
Main Contact
Phone & Email
I ZER01 AGENCY LLC
• 40 E. Main St., Suite 717 Newark DE 19711
I 150 W.Ocean Blvd, Suite 1102, Long Beach CA 90802
i Oscar A. R. Chow, Founder & General Manager
267.974.1428 / [email protected]
; Privately Owned (LLC)· Registered in CA WA DE CT, & FL -
Structure & Incorporations
Certifications
History
1 DOT DBE Certified NMSDC MBE Certified SBA Small Business . Founded in 2014; 10 Years in Business
Staff Assigned to Project 12 Management 1 Support Staff Recr.1:1_ iting Website j www.zero1.com/recruiting
We will use no subcontractors and guarantee the following:
I. We have the availability, expertise, and staff to successfully complete all deliverables - -~-
IL We are willing to enter into a contract under the terms & conditions prescribed by this solicitation Ill. Our General Manager has signed this document and is authorized to bind us contractually We understand the competitive nature of the market, as well as the unique sensitivities surrounding this role. We are well aware of the challenges and public scrutiny involved, and we will approach this search with the utmost discretion and strategic care. Our experience in navigating high-profile and complex placements ensures that we will identify a candidate who not only meets the qualifications but also brings stability, leadership, and trust to the City of Los Banos. Overall, our success in closing roles effectively is rooted in our ability to build strong relationships with candidates. Our proposal outlines our qualifications and approach, driven by five key elements:
1. Extensive Experience: ZER01 has over ten years of recruiting experience for startups and Fortune 500 companies, with our team bringing over 40 years of combined expertise in the industry.
2. Diverse Sector Expertise: Our experience spans a wide range of industries, enabling us to apply best practices across sectors and recruit top talent effectively and effTciently.
3. Minority-Owned Business: Our diverse network helps us attract top talent from all backgrounds, which strengthens your candidate pool.
4. Strong Talent Network: We maintain extensive relationships with top talent across various roles & leadership levels, allowing us to quickly source strong candidates to meet your strategic needs.
5. Boutique Agency Focus: We take a dedicated, client-focused approach to prioritize and achieve your recruitment goals.
In closing, after spending 13 years in the private sector, where I hired and managed hundreds of personnel, I founded ZER01 to help organizations tackle their strategic hiring challenges. I look forward to supporting the City and building a positive relationship with your team. Thank you for your time and consideration.
Sincerely,
t:l«r~~~
Oscar A. R. Chow
Founder & General Manager// Zero1 Agency LLC
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HIRING TODAY TO LEAD TOMORROW
ZERO1 was founded in 2014 and is a minorityowned professional services firm specializing in recruitment, with additional services including
coaching, consulting, and more. We collaborate
with Startups, Fortune 500 companies, and
Public Agencies, excelling in the recruitment of
leadership talent, specialized & technical
experts, and addressing urgent hiring needs.
INSIGHTS & IMPACT
We bring the following experience:
• In-depth understanding of organizational
dynamics and recruitment challenges
• Proven success securing top talent for
leadership and specialized roles
• Data-driven strategies to enhance
candidate engagement and hiring
outcomes
• Practical solutions tailored to meet urgent
and complex hiring needs
EXAMPLES OF OUR TOOLS
Management Consulting
Recruiting Executive Coaching
HR Solutions Strategy Dev
Project Management Partnership Mkt
& More ... & More ...
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STRATEGIC, CUSTOMIZED SOLUTIONS
Overall, we offer a range of customized
solutions that adapt to each client's unique
strategic needs. Our services are akin to tools
in a toolbox, an approach that allows us to
address complex, cross-disciplinary
challenges in a tailored way, meeting today's
evolving market demands. Many agencies
are now adopting similar strategies, as clients
increasingly seek partners who are agile,
versatile, and tailored in their approach.
Advertising Creative Production
Advert Campaigns Production
Media Buying Post-Production
Content Production Animation
& More ... & More ...
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FOUNDERS & RECRUITMENT LEADERS
BACKGROUND & EXPERIENCE
• Founded ZER01 with a mission to help companies
secure the best talent in the market, and he's hired
and developed hundreds of professionals during
his 23-year career.
• As a multi-racial business leader of Black, Hispanic, and Asian descent, he brings relationships &
perspectives that drives the successful recruitment
of diverse talent across all leadership levels.
• Previously, he was a senior executive at Red Bull
for over a decade, where he hired hundreds of
personnel and oversaw New York, the company's
largest market globally.
• He served on the board of Temple University,
where he led the selection committee that hired
the University's ninth president and was honored
with the Diamond Award, the University's highest
award for leadership.
• Writes & speaks on recruitment strategy and
professional development on Linkedln, and curates
a professional newsletter that provides career
guidance to professionals.
• Provides strategic guidance to some of the largest
consulting firms in the world, and their clientele.
BACKGROUND & EXPERIENCE
• Began her career in the film and advertising
industries, recruiting and developing top talent to
lead complex, multi-million-dollar projects.
• Brings 18+ years of expertise in identifying and
placing candidates across diverse industries,
ensuring seamless transitions and career growth.
• Oversees talent acquisition operations, facilitating
the successful placement of qualified professionals
in pivotal leadership roles.
• Extensive experience in recruiting and coaching
young professionals, women, and international
candidates, driving career transitions and growth.
• Author of "Produce Your Career" in her signature
"Produce Your Future" series, a course offering
actionable strategies to empower professionals in
achieving sustainable career advancement.
• Has collaborated with high-profile brands such as
Amazon, ESPN, Coca-Cola, and L'Oreal, leveraging
unique perspectives and insights to deliver
impactful results.
• Delivers strategic insights to global consulting
firms, including GLG, Guidepoint, and AlphaSights.
762
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TABLE OF
CONTENTS
EXECUTIVE SUMMARY, EXPERIENCE & REFERENCES
TECHNICAL APPROACH
FULL-CYCLE RECRUITMENT
SOURCING & QUALIFYING
TIMELINE OVERVIEW & SUCCESS FACTORS
PERSONNEL, COMMUNICATION & REPORTING
PRICING & GUARANTEE PERIOD
4 DISCLOSURES, COMPLIANCE & INSURANCE
5 CLOSING LETTER
6 APPENDIX
SUPPORTING DOCUMENTS
REQUIRED ATTACHMENTS
PROFESSIONAL SERVICES FIRM 11111111
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SECTION
EXECUTIVE SU MMARY,
EXPERIENCE & REFERENCES
0zero1 PROFESSIONAL SERVICES FIRM 11111111
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EXECUTIVE SUMMARY & PAST EXPERIENCE
1. Introduction to ZERO1
ZERO1 specializes in connecting top talent with organizations across various sectors. Ou r boutique approach allows us to build lasting relationships with clients ranging from Startups to Fortune 500 companies.
2. Solving Strategic Hiring Challenges
Clients hire us to solve these specific hiring challenges:
• Executive & Senior Leaders: Recruiting senior leadership with exceptional experience. • Specialized Talent: Securing highly skilled professionals with specific technical expertise. • Urgent Hiring Demands: Rapidly filling multiple roles with quality talent to meet client needs.
3. Experience Providing Services
ZERO1 has a proven track record of recruiting leadership professionals for business-critical positions across a range of industries. Our experience spans sectors such as tech, automotive & transportation, healthcare, aviation, real estate, athletics, consulting, and more. This breadth of expertise demonstrates our ability to meet complex hiring needs that demand exceptional talent.
Understanding and identifying exceptional leaders is at the core of what we do. For example, Oscar Chow served on Temple University's Board, where he provided strategic guidance across various initiatives and played a key role in selecting the institution's leadership. This experience reflects our deep commitment to identifying and nurturing leadership talent that aligns with organizational goals.
By leveraging our leadership insights, strategic hiring expertise, and extensive professional network, ZERO1 is uniquely positioned to tackle the evolving talent demands and specialized recruitment challenges the City faces. Our goal is to deliver top-tier candidates who are highly qualified and aligned with your strategic goals and values. We will expand on this further in the following pages.
4. Approach to Providing Services
Here is an overview of our six-step full-cycle recruitment process:
Step 1: Preparation & Alignment
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In-depth discussions with the HR team to define ideal candidate profiles, refine job descriptions, and set recruitment timelines.
Step 2: Sourcing Candidates
Utilizing active and passive recruitment strategies to attract top talent who meet the defined criteria.
Step3: Screening & Qualifying
Conducting thorough screening, including resume reviews, phone interviews, and alignment of salary expectations.
Step 4: Review & Selection
Presenting a shortlist of top candidates with detailed assessments.
Step 5: Hiring Team Interviews
Coordinating interviews, including gathering candidate availability and supporting the Hiring Team with any additional needs.
Step 6: Hiring & Onboarding
Facilitating salary negotiations, conducting background checks, and ensuring a seamless onboarding process.
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5. Driving Success
Our streamlined approach helps organizations close positions up to 6x faster than competitors. By simplifying hiring processes and engaging top candidates, we deliver faster, higher-quality results.
Many of our recommendations have led to immediate offers, reflecting our ability to align talent with clear objectives and ensure efficient, successful outcomes.
6. Guarantee & Warranty Period
We stand behind our services with a comprehensive guarantee: if a candidate leaves within the guarantee period, we will conduct a replacement search at no additional agency fee. This underscores our commitment to long-term success for the City. Please see our guarantee & warranty page for full details.
7 .Personnel Qualifications and Experience
This project will be led by Oscar A. R. Chow, Founder & General Manager of ZERO1, and Jen Alvares, Head of Operations. Together, they bring over 40 years of combined experience in recruitment and operations, with a proven track record in securing top talent across various industries. A more comprehensive overview of their qualifications and experience is provided later in the presentation.
8. Successful Placement Examples
Here are some recent positions that we have successfully filled that span Executive, Professional, & more.
ROLE COMPANY -- ·---- Head of HR Element ----- -- Lead Server Side Engineer One Drop Senior Controls Engineer Cummins-Meritor ~
- Quality Manger Cummins-Meritor - - Senior Internal Auditor Cummins-Meritor Lead Systems Engineer Cummins-Meritor
Senior Project Engineer Lead, North America Cummins-Meritor Senior Business Analyst Cummins-Meritor
Here are some additional positions that we have filled in the past three to five years and beyond.
ROLE I COMPANY
Genera_LCounsel for Element
Senior Finance Manager _
Global Marketing Director __ _
University President .
Element
WeWork
Calvin Klein
__ Temple University
Cummins-Meritor ---------- -- - Cummins-Meritor
-
Senior Manufact_u_r:in_g Engineer
process l_!Ilprovement Engin~er
-------""' Q,..;. u..;.. a-'-lity Enginec.-e'"'"r-'-s __ _ C=-ummins-Meritor ____ __.
Software Engineers & More Various Com anies ---------- 9. Addressing Public Sector Hiring Needs Post-COVID, many public agencies have faced budget constraints and fluctuating hiring needs, requiring a more adaptive recruitment approach. Despite these challenges, we are actively partnering with the State of Washington, City of Tallahassee, FL, City of San Jose, CA and City of Hartford, CT, among others, and have provided a reference from Hartford's HR Director. Our bandwidth allows us to manage multiple engagements, as hiring needs vary significantly from quarter to quarter. With deep ties across both public and private sectors, we continue to secure top-tier candidates for a range of roles. Beyond recruitment, we are also working as a consultant to help municipalities strengthen hiring systems and attract young talent and industry experts to their leadership teams.
10. Next Steps
Overall, we are committed to supporting the City in fulfilling your strategic objectives and are dedicated to finding the best talent for your team. On the next page, you'll find examples of how we've successfully assisted our partners, followed by a detailed breakdown of our technical approach later in the presentation. We look forward to collaborating with you to fulfill your hiring needs. 766
0zero1 PROFESSIONAL SERVICES Fl RM 11111111
EXPERIENCE HIGHLIGHTS
Below are a few highlights showcasing how we have supported our partners in the past and exam ples of the types of general roles we have successfully filled. Our expertise spans numerous hard-to-fill positions across various industries, demonstrating our ability to adapt to diverse recruiting needs.
C.
ck
Calvin Klein
r=-1 LI
ROLE TYPES
General Counsels
Head of HR
Global Directors
IT & SW Engineers
Client: Cummins-Meritor Industry: Automotive Locations: Global Cummins-Meritor is a Fortune 500 company and one of the world's largest automotive suppliers. They needed help securing talent across all levels. We secured highly specialized personnel who could lead and develop their electrified tech and software programs and manage their manufacturing facilities.
Client: Element Industry: Tech Locations: USA
Element is a tech company that specializes in biomarker identification. It was still growing and needed help attracting key talent to lead va rious aspects of the organization. We helped them by attracting key executives who brought need ed expertise from various sectors.
Client: Calvin Klein Industry: Apparel Locations: USA
Calvin Klein sought a new Global Marketing Director to lead its new in-house advertising agency. Their recruiting agency white-labeled us to assist because they lacked the relationships and expertise to close the role. Within two weeks, our recommendation from a competing apparel brand was hired for the position.
Client: Temple University Industry: Education Locations: USA Our GM, Oscar A. R. Chow, sat on the Board of Trustees as a Non-Voting Advisory Member and served on many committees, including the Presidential Search Committee, to replace the retiring President. He was involved in all aspects of the search, including eliminating numerous candidates, and recommended the election of the first woman to lead the University.
Client: White Label Projects Industry: Various Locations: North America We are continually white-labeled with NDAs by larger agencies to complete work on their behalf. Often, they may lack relationships to source candidates from specific sectors or may not have the bandwidth to manage contract loads. We spent over 13 years in the private sector hiring personnel, so we bring extensive relationships and experience recruiting candidates of all backgrounds, role types, and leadership levels that span sales, marketing, HR, legal, and so much more.
University President
Director of Marketing
Director of Sales
Mechanical & Tech Engineers
Regional Managers & Directors
Managers and Senior Managers
Finance, Compliance, & Analytics
Project Managers, & More
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SENSITIVE INFORMATION
PROFESSIONAL SERVICES FIRM 11111111
REFERENCES
We have attached recommendation letters for three of our contacts below. We include these letters in all of our proposal responses to help streamline the review process and p rovide contract managers with the detailed insights they need to make informed decisions. We respect and value our clients' time, and this approach has also helped minimize the need for our clients to be extensively engaged with each new contract or proposal response. Should you w ish to speak with them directly, please feel free to reach out via email, and they will be happy to schedule a time to discuss further.
Company
Point of Contact
Position
Contact Details
Contract Type
Dates ··---------~--
Special Notes
Cummins-Meritor {Nationally/ North America)
HR & Recruitment Leader
[email protected]
Recruitment Services (Est. Value $300k+)
2021 - Present
-- • -. ·- • - •• • - . - • - -
Company --------·--··-·------- Spotify (New Yor_k--'-1 _N_Y_) __________________ _ Point of Contact Cedric Shine ------------
Position formerly led the Podcast/Marketing division, currently the Director of -----••·-------· Marketing at Major League Soccer (MLS) Contact Details [email protected] ---------------------------- Contract Type Recruitment Services, and Project Management (Est. Value $100k+) - . - ---·····- ··- --------·-- ·-- Dates 2019 - 2020
Special Notes -- . .. ·- • - •• • - . - . • • -
Company Element and WeWork (New York, NY) - -·•-- ------------ Point of Contact •
Position formerly the Director of Finance at both companies, currently oversees finance for Google's Qro12rietary_.12 rojects
Contact Details [email protected] --------------.
Contract Type Recruitment Services {Est. Value $80k+) - -------------·---- - Dates I . • • . Special Notes -- • -. . - • - •• • - . - . • • - Company City of Hartford (Connecticut) -------- -- -- Point of Contact • ------------- ----- - Position ,..,. __ ., __ ...... _ .. _:._
Director of HR
~!l!!!!i~~!!!!!!!!!!!l!!.~fl'..'.:'. e.=. e'...'.: [email protected] Contract Type
Dates
Special Notes
Executive Recruitment Services
2025 - Ongoing
New en~ Qement_
-
-
768
C.
Procurement Manager,
SENSITIVE INFORMATION
RECOMMENDATION LETTER
Keivin Lewis
Cummins-Meritor
2135 W Maple Rd
Troy, MI 48084
I would like to wholeheartedly endorse Zero1, the recruitment agency that has proven to be an invaluable partner for Cummins-Meritor. In particular, I want to highlight the remarkable contributions of Oscar, who has been our primary point of contact and instrumental in our successful collaboration. Quite frankly, Oscar and the Zero1 agency was my favorite partnership to collaborate with!
When working with Zero1, you can be confident that your hiring decisions are being made by a team that truly understands the high stakes and expectations of a large company such as, us at Cummins-Meritor.
Zero1, as a recruiting agency, places a strong emphasis on the collective capabilities and expertise of their team, rather than relying solely on individual endorsements. This focus on the agency's strengths speaks to their commitment to consistently delivering high-quality, qualified, and prompt candidate placements.
One of the areas where Zero1 truly excels is their ability to manage a diverse range of roles, spanning from highly technical positions, software engineers, administrative, leadership roles, and even down to manufacturing positions. Their versatility and adaptability are truly commendable, making them a one-stop solution for all our recruitment needs.
In summary, I wholeheartedly recommend Zero1 's services to any organization seeking exceptional recruiting support. They have consistently proven their efficiency, thoroughness, and professionalism in delivering top-notch candidates across various job categories. Their impact on Cummins-Meritor has been significant, and I have no doubt they will bring the same level of excellence to any organization fortunate enough to engage their services.
Thank You,
Keivin Lewis
Cummins-Meritor
HR & Recruitment Leader
[email protected]
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Cedric D. Shine
Major League Soccer (MLS)
Director of Marketing
420 Fifth Avenue Seventh Floor New York, NY 10018 USA
RE: RECOMMENDATION LETTER FOR ZEROl
TO: RFP & PROCUREMENT MANAGERS:
To Whom It May Concern,
SENSITIVE INFORMATION
My name is Cedric Shine, and I'm the Director of Marketing for Major League Soccer (MLS).
During my previous role at Spotify, I led their podcast/audio marketing program. I contracted Zero1 to assist us in filling numerous critical leadership and management positions.
Spotify aims to become the number-one audio platform and to do so; it needs to continue distinguishing its shows and driving listenership. The market is competitive, and the pool of qualified personnel is small, so we leaned on Oscar's expertise and relationships to help pair us with personnel who understood our landscape and needs.
In addition to recruitment, Zero1 worked on numerous projects for the company and provided strategic insights that allowed us to see our problems differently. I've known Oscar and his team for many years and have recommended their services countless times to our partners. In my previous position, where I drove YouTube's artist marketing program, I suggested that Zero1 submit a proposal for an upcoming project in another department. Unsurprisingly, I heard they were awarded to undertake a project for one of the company's newest and most exciting initiatives. This further shows that their strategic thought, commitment to excellence, professionalism, and overall ability to deliver continues to be recognized.
Lastly, when it was time to explore new career opportunities, I leaned on Oscar's professional guidance and relationships, which helped me secure my current role at the MLS.
It goes without saying that I highly recommend their services and have no doubt that they will prove to be a great partner for your team.
Please feel free to email me if you need anything.
Regards,
Cedric D. Shine
Director of Marketing I MLS
[email protected] I [email protected]
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SENSITIVE INFORMATION
From: Yaser G. Chow
To: Procurement Team
Subj: ZERO1 RECOMMENDATION LETTER
Procurement Team,
Go gle
Google LLC
1600 Amphitheatre Parkway
Mountain View, CA 94043
650-253-0 000 main
google.com
My name is Yaser Chow, and I am a Senior Financial Analyst at Google. I do financial management for the company's most proprietary projects. Prior to Google, I was the Director of Finance at WeWork and Element. I am also a proud veteran of the United States Marine Corps.
I'm writing this letter of recommendation for ZERO1 to recommend the company's recruitment services. I have used them several times at Element to fill our most demanding leadership positions, which include General Counsel, Head of HR, Senior Software Engineers, and more. At WeWork they helped to recruit Senior Finance personnel for my team.
I continue to use their services, and they are currently helping to source leadership staff for some of our newest proprietary technology projects that span transportation and machine learning.
In addition to recruitment, they have provided guidance to numerous professionals in my extended network and helped open doors for them even when it did not directly benefit them.
They understand an organization's strategic challenges and can develop meaningful relationships with qualified candidates who can address these obstacles. This is one of the many reasons they will continue to enjoy success. They are prompt, insightful, and a pleasure to work with.
I highly recommend them for consideration.
Best,
j a..JtA. C/uJ(;f.)
Yaser Chow
Senior Financial Analyst
Google I Alphabet
[email protected]
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SECTION
TECHNICAL APPROACH
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SECTION DIVIDER
FULL-CYCLE RECRUITMENT
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Our Technical Approach response begins with a high-level summary of our Full-Cycle Recruiting process, including key performance indicators (KPls) for each step (see below). In the following pages, we will elaborate on the specifics of each project task.
Preparation & Alignment
We align with your team on the hiring timeline, ideal candidate profile, skill set, salary range, and success factors. ~ - • Role Definement I • Job Description Review
• Ideal Candidate Profile
Sourcing Candidates
We will then use various resources and online tools, including our extensive professional network, to source candidates.
i Screening & Qualifying
Candidates are screened for competency, interest level, salary, etc. We then submit notes on each qualified candidate for the client to review.
Review & Selection
The hiring manager will review the candidate profiles, resume, and our notes to determine a shortlist of candidates to interview. 1 Hiring Team Interviews
We coordinate availability, finalize the interview schedule, and review expectations and steps with each candidate in advance.
Hiring & Onboarding
Once a finalist is determined, we assist with the final steps, such as negotiation, background checks, job offer, etc., and close the job order. ~
~
~
@
~
• Sourcing & Outreach I • Job Board Creation
• Referrals, Adverts, etc.
• Screen Resumes I
• Agency. Phone Screens
• Candidate Write-Ups
• Candidate Review I • Shortlist Finalized
• Availability Gathered
• Interview Scheduling I • Hiring Team Interviews
• Follow Up Interviews
• Background Checks I • Salary Negotiation
• Job Offer Extension
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DEEPER TECHNICAL REVIEW
We will now take a closer look at each step to address the complexities involved. All information is organized by the relevant step in the recruitment process to ensure clarity and provide a comprehensive understanding of each element. For topics requiring further insight, we've included supporting pages after this section with more detailed explanations. (1) PREPARATION & ALIGNMENT
• Job Descriptions - The HR team typically creates most job descriptions, but we may recommend improvements to better align and strengthen the ideal candidate profile. • Kick-off Meeting - After reviewing the job description, we will host a call with HR to align on qualifications, experience, certifications, salary range, visa needs, and relocation options. • Brochure - We will create a brochure for leadership positions that highlights key selling points for the role. A detailed example is included in the appendix. • Strategic Assessment Exercise - For leadership roles, we recommend implementing a strategic writing assessment. This process involves hiring managers drafting a paragraph detailing three key performance indicators (KPls) for the role. Candidates then respond with how their experience addresses these needs. This exercise helps candidates better understand the role and provides the hiring team with valuable insights into each candidate's qualifications.
(2) SOURCING CANDIDATES
• Traditional Recruitment - We will source top candidates from organizations, professional networks, referrals, our extensive database, and various online and offline channels, including job boards, advertising, and industry-specific communities. • Active Sourcing Method - In addition to traditional recruiting methods, we excel at Active Sourcing and Direct Outreach (ASDO), which forms the core of our sourcing strategy. This approach involves proactively finding and directly contacting qualified candidates who align with your ideal profile. By doing so, we secure qualified candidates more effectively, which leads to faster close times and higher acceptance rates. Typically, we start a recruiting campaign with an ASDO approach and slowly integrate traditional mediums if we need to expand the search. Historically, ASDO activities have accounted for over 90% of our success and are significantly more impactful and quicker than traditional mediums. • Paid Promotional Advertising -For over 90% of roles, paid promotional advertising isn't necessary to close a position. However, for certain positions, like executive-level roles or those needing multiple technical hires, using this approach can boost broader awareness.
In these cases, we'll implement a comprehensive outreach strategy through Linked ln and cover all advertising costs within our fee-ensuring no extra charges for you. To streamline our presentation, we've included an appendix resource with more details on our advertising approach, including strategies and design implementations. Despite this, our experience, outreach tactics, and relationships allow us to successfully close most positions without paid advertising.
• Candidate Confidentiality - We prioritize confidentiality and a candidate's preferred communication channels, ensuring their privacy throughout the hiring process. 775
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•
•
Diversity Approach - As a minority-owned business, we understand the importance of diversity. Our extensive network and outreach efforts allow us to attract highly q ualified talent from diverse backgrounds. As an EEO-compl iant business, we ensure fa ir hiring practices and equal opportunities for all candidates. We provided more details regarding Diversity and our approach and strategy later in the presentation.
Reporting - We provide regular updates via three reporting formats:
- Agency Notes: Summary on individual candidates following their initial screening. - Miscellaneous Updates: Consolidated emails with high-level role overviews & updates. - Quarterly Report Meetings: Calls to discuss project details, job orders, and future needs.
We provide more detailed information on our reporting methods later in the presentation (3) SCREENING & QUALIFYING
•
•
•
Qualifying Candidates - We use a comprehensive funneling process to match candidates' experience with the hiring team's expectations to identify the most qualified candidates. In the coming pages, we provide a detailed overview of this process.
Agency Screening - We interview each candidate based on job requirements. We also prenegotiate salaries and gather pertinent information like relocation details and visa requirements. We then draft 'Age ncy Notes,' which provide a high-level ca ndidate assessment for the hiring team. A detailed example is included in the appendix Pre-Negotiating Salaries - We use your ideal salary range to pre-negotiate with candidates, aligning them with your expectations and increasing the likelihood of them accepting an offer.
(4) REVIEW & SELECTION
• Ideal Selection Pool Size - We prioritize quality over quantity and aim to present an initial selection of our top 3 to 5 candidates from the Agency Screening process. Hiring teams typically prefer this process and normally create an interview shortlist from this pool, often leading to an offer. We can present more candidates upon request. • Hiring Manager Feedback - We encourage and welcome timely feedback on rejected candidates, which helps us improve our search.
(5) HIRING TEAM INTERVIEWS
• Phone & Video Interview Scheduling - We coordinate candidate availability and confirm final interview times with HR. Typically, invitations and video or phone interviews are sched uled and hosted through HR's internal system. If a system is not available, we are open to discussing alternative solutions to accommodate your needs. •
•
•
Onsite Interviews & Expenses - We typically gather candidate availability, while HR usually handles booking and covering travel and accommodations for candidates. We inform candidates in advance about reimbursements for miscellaneous expenses such as Uber, parking, and per diems. We are open to discussing and supporting any specific needs you may have.
Interview Evaluation Materials - We can provide customized interview packets with suggested questions, a section for notes, and evaluation criteria, ensuring a consistent and thorough assessment.
Candidate Communication - We promptly inform unsuccessful candidates of their status, prioritizing timely and respectful communication to maintain a positive candidate experience.
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(6) HIRING & ONBOARDING
•
•
•
•
•
•
Background Checks - We will notify candidates that employment is contingent on a satisfactory background review. We use third-party services like Checkr or GoodHire to conduct nationwide background, criminal, and reference checks, verifying education, work experience, etc. Checkr and GoodHire comply with all State and Federal regulations and typically complete the process within a week. As third-party providers, they provide a fair and unbiased candidate assessment while ensuring regulatory compliance.
Drug Testing - Typically handled by the employer. We can assist if needed.
Final Salary Negotiation - We assist with final salary negotiations, which typically flow more smoothly due to the expectations we established during pre-negotiations.
Job Offer Extension - We help draft key offer details, but your internal HR team should craft the actual offer letter. We can also extend the initial job offer directly to the candidate if needed.
Benefits Discussion - We ask that your HR team discuss the benefits package with the candidate, as they are more versed in the organization's health plan, 401k, etc.
Onboarding Support - We support both sides by gathering necessary documentation, fielding candidate questions, and ensuring all needs are met.
Training - Candidate training and new employee seminars should be conducted by the hiring manager or internal employees.
ADDITIONAL CONSIDERATIONS
• Critical Success Factors - Speed, communication, and a simplified hiring process are crucial for success. Clients who move swiftly and provide prompt feedback close roles significantly faster.
• Relocation & Sign-On Bonuses - Considering out-of-state candidates significantly increases the size of the candidate pool, and offering relocation packages or sign-on bonuses will help secure top talent who may need to relocate. • H-1B Visa Candidates - We have a network of H-18 approved candidates eligible for visa transfer. Legal expertise is required to manage the transfer process properly, and we can recommend a reputable third-party immigration law firm if needed. 777
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SECTION DIVIDER
SOURCING & QUALIFYING
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SOURCING APPROACH: CORE STRATEGY
On the next two pages, we outline how we approach sourcing and qualifying candidates to recruit top talent for your team.
OUR APPROACH:
Many organizations waste valuable time reviewing countless applications to find candidates who fit their needs. Additionally, they often struggle to reach ideal candidates due to a lack of recruitment expertise, industry connections, and effective technological tools. At ZERO1, we address these challenges with our Active Sourcing and Direct Outreach (ASDO) approach-a more efficient recruiting process and our core strategy, built on three key pillars:
Proactive Outreach
We actively seek out both
active and passive
candidates throughout our
vast network of diverse
professionals to build a
robust & qualified talent pool.
OUR ADVANTAGES:
Advanced Tools
We leverage advanced
software and analytics tools
to support our assessment
process, engage top talent,
and reduce time spent on
unsuitable applicants.
Our approach provides three key strategic advantages:
Personalized Engagement
We create a personalized
approach that prioritizes
understanding candidate
motivations, increasing
credibility for all parties and
driving higher engagement.
• Shorter Time-to-Hire: Effective and efficient outreach significantly shortens hiring timelines.
Reduced Competition: Higher candidate engagement lowers the likelihood of competing offers. • Higher Acceptance Rates: Genuine interest leads to stronger commitment & acceptance rates.
In closing, as the market becomes more demanding and roles grow more complex, our proactive approach enables us to meet these challenges by consistently building strong, longterm relationships with top candidates. By leveraging this strategy, we have achieved a 90% success rate in filling roles using ASDO techniques alone. Below, we outline key supporting tactics that work in tandem with our core sourcing strategy to effectively fill positions.
GRAPH: KEY SUPPORTING SOURCING TACTICS
ACTIVE SOUCING & DIRECT OUTREACH INBOUND RECRUITMENT & JOB BOARDS
OFFLINE RECRUITMENT ONLINE RECRUITMENT
PROFESSIONAL NETWORKS ✓ LONG-TERM RELATIONSHIPS
REFERRALS & MORE ...
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SCREENING & QUALIFYING CANDIDATES
The funnel graph below provides a high-level overview of our approach to identifying the most qualified candidates whose backgrounds and experiences align with the role. Our approach is systematic and transparent. We conduct targeted searches based on the core qualifications of the position and then refine the candidate pool by assessing current experience, reviewing credentials, and comparing candidates against similar profiles to determine the strongest applicants. Throughout the screening process, we prioritize past behavior and performa n ce relevant to future success while considering factors such as salary requirements , long-term goals, and career motivation. Finally, we provide comprehensive 'Agency Notes' to the hiring team on each candidate and work with them to identify a candidate shortlist for interview s. Our goal is to provide qualified and engaged candidates who are ready & capable to take on the challenges of the role.
GRAPH: FUNNEL PROCESS
Assessment
, Qualifications
• Key Skills
• Education
• Certifications
, Licenses
• Job Titles
• Geographic Restrictions
• Resume/ Linkedln
• Overall Expertise
• Compare & Contrast
• Pre-Salary Negotiation
• Accomplishments
, Motivation & Enthusiasm
, Competency
, Character
• Communication Skills
• Culture Fit without Bias
• Career Direction
• Shortlist Finalized
• Hiring Team Interviews
Reasoning
Once we establish the core
aspects of the role with the
hiring team, we conduct
highly targeted searches
using the following search
criteria to create an initial
broad candidate pool.
We further reduce the pool
size by assessing their
current experience, reviewing
their credentials, and
assessing them against
similar candidates to
determine the strongest
applicants to screen.
During the screening process,
we refine the pool further by
focusing on past behavior and
performance relevant to the
role's future success while
considering salary
requirements, long-term goals,
career motivation, etc.
Candidates are presented to
the hiring team, the shortlist
is finalized , and hiring team
interviews are conducted.
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D_IVERSITY APPROACH & POLICY STATEMENT
ZER01 prioritizes finding the most qualified candidates who align with our clients' strategic goals. As a minority-owned business, we excel at presenting highly skilled talent pools that reflect a range of backgrounds and perspectives, bringing added depth and value to each organization. Below we detail our approach:
OUR APPROACH & VALUES
• Exceptional Qualifications: We focus on identifying candidates who not only meet but often exceed the requirements for a position. This ensures that clients gain both essential skills and unique perspectives to strengthen their teams.
• Robust Talent Sourcing: Our aim is to provide a robust candidate pool that reflects diverse backgrounds and qualifications. While we do not dictate diversity goals, we respect each organization's strategy, the autonomy of hiring managers, and support them in making the best strategic decisions for their organizations.
• Proactive & Data-Driven Outreach: Through targeted outreach, strong industry relationships, and data-driven insights, we continuously expand our network to ensure access to a diverse range of qualified candidates. We refine our recruitment strategies based on industry trends and analytics, especially in niche, developing, and in-demand sectors like tech, energy, manufacturing, and communications, as well as high-impact leadership and executive roles essential for strategic growth. • Respect for Diverse Perspectives: We recognize that diversity is a nuanced and sometimes sensitive topic, and we respect the varying perspectives of the professionals we work with. Our focus is always on presenting candidates who meet or exceed qualifications, ensuring fairness and respect throughout the hiring process for both candidates and internal teams. • Credibility, Reach, & Impact: As a minority-owned business, our credibility enables us to attract toptier talent from diverse backgrounds globally. We specialize in connecting hiring teams with exceptional, hard-to-reach candidates and providing insights that lead to impactful hiring decisions.
HIRING FACTORS
Hiring teams consider various criteria when making a final decision. In addition to experience, education, knowledge, and skill set, they also evaluate a candidate's long-term motivations, salary expectations, interview performance, and overall fit with the organization's culture and values. These factors help distinguish one candidate from another and allow hiring teams to make the most educated and informed decisions for their organization. When any of our candidates are not selected, we provide support to help them improve their professional profiles and stay competitive for future opportunities.
EQUAL EMPLOYMENT OPPORTUNITY (EEO) COMPLIANCE
ZER01 and our clients are Equal Employment Opportunity Employers. We are committed to EEO practices, ensuring fair hiring and providing equal opportunities to all candidates. Our goal is to offer a diverse and qualified candidate pool, giving all candidates an equal opportunity to compete. We encourage our partners to hire the best candidates who can solve their strategic challenges.
For more details about our company EEO policy, please visit zero1.com/policy-paqes/eeo-policy 781
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SECTION DIVIDER
TIMELINE OVERVIEW & SUCCESS FACTORS
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TIMELINE SCHEDULE & GANTT CHART
Our Timeline and Gantt Chart provide a comprehensive breakdown of activities and milestones, from kick-off to completion. Leadership roles typically span approximately 90 days due to a more rigorous interview process, and our chart reflects this full timeline. However, our most successful clients have closed positions in as little as 30 days, depending entirely on the speed of their internal interview process.
Our process begins with a prompt kick-off phase, with sourcing typically initiated within 3-7 days after the recruitment request, followed by screening and vetting to ensure candidates align with the City's requirements . We have found that client engagement and internal processes significantly impact the speed of this process, and we expand on these factors and best practices on the next page. Overall, our structured approach allows for flexible adjustments and ensures each recruitment stage is completed smoothly and on time.
STEP I MILESTONE ACTIVITIES Tl MELINE
1 Preparation & Alignment • Define ideal candidate profile with HR Week 1 • Finalize recruitment strategy Active sourcing & outreach
2 Sourcing Candidates • Advertising & promotions Weeks 2-6 • Engage candidates and applicants
• Assess and qualify candidates
3 Screening & Qualifying • Agency screening Weeks 2-6
Pre-negotiate salaries
-!---
4 Review & Selection • Shortlist candidates Weeks 4-6 • Present top candidates to HR Coordinate interviews
5 Hiring Team Interviews • Provide evaluation packets Weeks 7-10 • Final interviews conducted
• Finalize offer and negotiate salary
6 Hiring & Onboarding • Conduct background check Weeks 11-12 • Assist onboarding
Weeks01 ·03 W&eks04-06 Weoks 07. 09 Weel<.!alO !#
1 2 3 4 S 6 7 8 9 10 11 12
Preparation & Alignment 7 Days/ 1 Week -
Sourcing Candidates 35 Days/5 Weeks
Screening & Qualifying 35 Days/ 5 Weeks
Review & Selection 21 Days/ 3 Weeks
Hiring Team Interviews 28 Days/ 4 Weeks
Hiring & Onboardlng 14 Days /2 Weeks
OFFER EXTENDED
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On average, we close over three roles per month, with periods where that number may rise significantly. However, contrary to popular belief, the success of our close rates largely depends on our clients. Our top-performing clients share specific qualities that drive faster outcomes:
Prioritize Speed
Provides candidate
feedback in less than
24 hours.
Active Collaboration
Engaged and
attentive to the hiring
process's needs.
Simplified Process
Optimizes the
interview process to
3 rounds or fewer.
These clients close positions up to six times faster than their competitors. In contrast, clients who take over a week to provide feedback or require five or more interview rounds typically extend their hiring timelines to over 90+ days. While we recognize that internal factors play a role in these outcomes, it's rarely the candidates who cause delays. In fact, slower, prolonged hiring processes tend to lose more qualified candidates than factors like salary or offer package limitations.
Winning In the Market Starts With Self Reflection
We encourage our partners to reflect on their hiring processes. Top candidates have multiple options and are selective, so we recommend optimizing internal practices to stay competitive. At ZERO1, we are committed to providing high-level support and only ask that we collaborate closely to achieve the best results together. 784
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SECTION DIVIDER
PERSONNEL, COMMUNICATION & REPORTING
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KEY PERSONNEL & SUPPORT PERSONNEL
KEY PERSONNEL
• Project Manager: Oscar will lead this project and serve as the Project Manager. He will be responsible for executing all deliverables and ensuring the overall success of the project. • Operations Manager: Jen will manage candidate needs, provide logistical support, assist with candidate outreach, and handle internal paperwork.
ESCALATION
Oscar will maintain direct communication with the City, providing top-level support and serving as the final escalation point throughout the project. Jen will also be available to provide additional support and oversight.
ORDERING PROCESS
To initiate a search, the City can simply email the role details. We will follow up with any clarifying questions before starting the recruitment process.
OSCAR A. R. CHOW
PROJECT MANAGER
Manages Client Communication
Oversees Project & Ensures Success
Drives Accountability
JEN ALVARES
OPERATIONS MANAGER
Manages Candidate Needs
Provides Logistical Support
Oversees Outreach
ORG CHART & COMMUNICATION STRUCTURE
Oscar will communicate directly with the HR Lead and oversee all deliverables to ensure project success. He will be responsible for all tasks, stakeholder communication, and the overall success of the project. We value ownership, accountability, and streamlined communication, which ensures that all project objectives are effectively managed.
GRAPH: FIRMS CHAIN OF COMMAND & COMMUNICATION STRUCTURE
I HR LEAD PROJECT MANAGER
' \ I
\ I
" I
....... -,.. -...
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COMMUNICATION TYPES
Below are the primary communication options we use for various meetings. Remote communication enables us to efficiently and effectively support and collaborate with clients across diverse geographic locations. However, we remain flexible and ready to adjust our methods to meet your specific needs.
• Meetings and Updates: Conducted remotely via email, phone, and video calls. • Hiring Team Interviews: Typically an internal process. If invited, our involvement is usually remote. • In-person Meetings: Commonly rare and situational, and arranged on a case-by-case basis.
Meeting / Status [ Email I Phone Video In-Person 1
1 Kick-Off Meeting X X
Agency Updates X X
Hiring Team Interviews X Situational
Post Interview Feedback X X X
Quarterly Meetings X X
REPORTING TYPES
We understand the importance of structured and regular reporting to keep all parties informed and ensure a smooth recruitment process. Our reporting system includes three formats: Agency Notes for individual candidate updates, Miscellaneous Updates for a high-level overview of departmental roles, and Quarterly Report Meetings to review project details with HR. We value over-communication and encourage our partners to reach out anytime via email or phone. Frequent and open communication keeps everyone informed, facilitates swift decision-making, and helps close roles more quickly. 787
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HIGHLIGHTS
Experience:
PROFESSIONAL SERVICES FIRM 11111111
Resume I Professional Highlights
OSCAR A. R. CHOW
Position
General
Manager
Project Role
Key Personnel &
Project Lead
Location
Long Beach
CA
Seasoned executive with over 23 years of experience in talent acquisition and leadership development, specializing in recruiting top-tier talent across varying industries & sectors.
Played a pivotal role at Red Bull, joining shortly after its entry into the North American market. Over a 13-year tenure, he led strategic committees to develop unique hiring strategies and comprehensive recruitment processes for a company that grew to over $7B in revenue.
Oversaw key markets including PA, MD, DC, and VA, and in his final role as a Senior Executive, he ma naged operations in New York, Red Bull's largest market globally, focusing on hiring, management, training, and execution.
Served on the board of Temple University during 2005/2006, where he led the selection committee for the University's Ninth President, showcasing a talent for identifying top talent in public sector leadership roles.
Founded ZERO1 with a mission to assist companies in securing top-tier talent, supporting brands such as Calvin Klein, Spotify, WeWork, Google, and more in various capacities.
Advises for Guidepoint, GLG, and AlphaSights, providing their clients with strategic insights across various industry topics.
Expertise:
Recruitment Specialist: Engages with recruitment leaders to discuss strategies and professional development, driving innovation and best practices.
Professional Developer: Curates a specialized newsletter, engaging a large audience with insights on recruitment strategies and candidate development.
Strategic Consultant: Provides guidance to brands on shaping recruitment strategies, developing talent, and optimizing business outcomes.
Qualifications:
Diverse Leadership Perspective: As a multi-racial business leader of Black, Hispanic, and Asian descent, brings diverse perspectives that enhance the recruitment of talent across all leadership levels.
Proven Recruitment Success: Demonstrates a strong track record of identifying, attracting, and retaining top talent, significantly improving recruitment outcomes in competitive markets.
Organizational Alignment Expertise: Expert in aligning candidate capabilities with organizational goals, ensuring optimal recruitment outcomes and long-term success.
Education: Bachelors in Political Science, Temple University 788
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HIGHLIGHTS
Experience:
PROFESSIONAL SERVICES FIRM 11111111
Resume/ Professional Highlights
JEN ALVARES
Position
Operations
Manager
Project Role
Sr. Support
Personnel
Location
Long Beach
CA
She started her career in the film and advertising industry, where she recruited and developed talent to manage complex projects.
Her 18+ years of experience translated into a keen eye for recruiting top-tier candidates across diverse fields.
Operations Manager & Recruiter for ZERO1 , fac ilitating seam less career transitions and providing tailored support to candidates from diverse backgrounds, ensuring the successful placement of qualified professionals in pivotal roles.
She specializes in recru iting and operations management, overseeing talent, and leveraging her connections and insights to identify and attract top candidates for critical positions.
Provides strategic guidance to global consulting firms such as GLG, Guidepoint, AlphaSights, Link Global, Accenture, etc.
CJients include: Amazon, ESPN, NBA, Coca-Cola, Samsung, Nissan, Sisley Paris, L'Oreal, General Motors, Wargaming, Dell, GoDaddy, Barclays, and others.
Expertise:
Career Development Strategist: Author of the course "Produce Your Career," part of her signature series "Produce Your Future," which provides actionable strategies for career success focused on long-term fit and growth potential.
Career Guide: Leverages her unique methodology to help individuals navigate their career paths and maximize their potential, aligning candidate strengths and aspirations with organizational needs for successful placements.
Qualifications:
Talent Management and Development: Recognized leader in developing and managing careers across diverse industries, with a proven track record of identifying and placing top-tier candidates in key roles.
Career Coaching and Support: Has guided countless individuals in clarifying career objectives and overcoming obstacles, fostering a supportive recruitment approach that emphasizes long-term fit and mutual growth.
Education: LL.B. & LL.M. Bachelor & Master of Laws (International Equivalent}, MSAL 789
SECTION
PRICING & GUARANTEE PERIOD
0zero1 PROFESSIONAL SERVICES FIRM 11111111
790
0zero1 PROFESSIONAL SERVICES FIRM 11111111
PRICING PROPOSAL BREAKDOWN
We are proposing a flat rate per role. This fee covers all core recruiting activities. To keep our core pricing competitive, we propose billing travel costs separately, as in-person meetings tend to be rare and infrequent. We're open to discussing a flexible travel rate that works best for all parties. On the next page, we provide further details and clarifications regarding our pricing proposal.
BUDGETPROPOSALCOSTPERROLE
Itemized Cost
Below, we break down the costs across various services. Costs marked as 'Included in Fee' are automatically covered within our fee; the earmarked amount represents the maximum we will spend to cover that specific service.
ITEM
PHONE & VIDEO MEETINGS
SOFTWARE
DESIGN
BACKGROUND CHECK
ADVERTISING
ZERO1 TRAVEL
DRUG TESTING
CANDIDATE TRAVEL COST
CANDIDATE RELOCATION COST
CANDIDATE LEGAL & VISA FEES
COST BREAKDOWN EARMARK
Included in Fee
Included in Fee
Included in Fee
Included in Fee
Included in Fee
Billed Separately: $1,200 First Day/ $500 Each
Additional Day (Same Week)
Not Included
Not Included
Not Included
Not Included
Time Period
$250
$1,300
Below is a cost breakdown based on the recruiting time period.
STEP
PREPARATION & ALIGNMENT
SOURCING CANDIDATES
SCREENING & QUALIFYING
REVIEW & SELECTION
HIRING TEAM INTERVIEWS
HIRING & ONBOARDING
COST BREAKDOWN
Included in Fee
Included in Fee
Included in Fee
___ Included_ in _Fee _ ___ _!
Included in Fee I
Included in Fee
ITEM EARMARK
Advertising $1,300
Background Check $250
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0zero1 PROFESSIONAL SERVICES FIRM 11111111
ADDITIONAL DETAILS
ZERO1 Travel
This proposal assumes that travel will be limited OR not be needed, with the majority of work conducted remotely. However, we are open to discussing on-site needs on a case-by-case basis. We are always willing to accommodate on-site requests on a case-by-case basis but kindly ask that, when possible, video conference options are used to reduce inefficiencies and enhance effectiveness.
Not Covered
The foHowing items are not included in our agency fee and are typically covered by the employer:
• Candidate Drug Testing: We can provide assistance with coordination if needed. • Candidate Travel Cost: Airfare, accommodations, car rental, per diems, etc., for interviews. • Candidate Relocation Cost: Moving expenses, movers, etc. • Candidate Legal Fees: Costs related to hiring, such as work visas and legal consultations. • Venue Interview Costs: Booking conference rooms, supplies, transportation, food, hospitality, etc.
Paid Promotional Advertising on Linkedln
An optional service available upon client request, with up to $1,300 allocated per role. If the role closes, we absorb the cost; if canceled or delayed, we request reimbursement with receipts provided.
Background Checks
Included in our fee for the finalist; any additional background check requests will be billed separately.
Pricing Proposal Rationale
• Flat-Fee Rate Structure: Our standard rate is 20%, and our executive rate is 25%. For example, for a $200,000 executive package, we typically bill $50,000. In our current proposal, we are offering a flat fee regardless of the compensation package, providing significant cost savings and budget predictability. Unlike firms that charge a percentage-based fee-where they are incentivized to maximize candidate salaries to increase their commission-our flat fee structure (1) respects your budget and (2) ensures our sole focus is on identifying and attracting the best talent for your organization.
• Performance Based Billing: We believe in performance-based payment and bill clients only when a role is successfully filled. Monthly or hourly billing does not benefit you-it creates a poor incentive structure that unnecessarily prolongs searches. Our proposal drives diligent work and delivers timely results.
Candidate Selection Considerations
Hiring Internal Candidates: Interviewing internal candidates offers valuable insights and benchmarks for comparison with external candidates. It also enhances employee engagement by recognizing career accomplishments and potential advancement. ZERO1 will extend equal consideration and procedural fairness to both internal and external candidates. If the City selects an internal candidate following our interview, vetting, and evaluation process, our full fee applies.
Hiring from Candidate Pool: If the City hires any candidate from our pool within one year of the search, our fee applies.
Candidate Ownership: Candidates who applied to the City within the past 90 days remain under the City's ownership. After 90 days, ZERO1 may submit them for consideration. Our vetting process identifies high-quality candidates who may have been previously overlooked by hiring teams.
Offer Validity
This proposal is valid for one year, and pricing remains in effect once the contract is executed.
Open to Discussion
We are open to discussing any line items in our response to find the best solution for all parties. Our goal is to provide insight into our approach while fully respecting the City's requirements . No language in our proposal is intended to be misinterpreted as a deviation or counter-proposal. 792
02ero1 PROFESSIONAL SERVICES FIRM 11111111
GUARANTEE & WARRANTY PERIOD
Performance Guarantee
At ZER01, we stand by the quality of our recruitment services and are committed to ensuring the success of every placement. To demonstrate this commitment, we will offer the follow ing guarantee period. Our guarantee reflects our confidence in the candidates we provide and our dedication to their long-term success within your organization.
ROLE TYPE AVERAGE SALARY RANGE
Entry/ General Level
Middle I Management Level
Leadership / Executive Level
Warranty Policy
$50K to $99K
$100K to $149K
$150K+
GUARANTEE PERIOD
90 Days
6 Months
1 Calendar Year
Overview: If a ZER01-referred and employed candidate is terminated for cause or resigns (except for illness or death) within the specified guarantee period, ZER01 will provide professional recruiting services to appoint a replacement candidate with no additional agency fee. ZER01 will aggressively recruit and screen qualified replacement candidates until an offer is made and accepted.
Exclusions: This guarantee does not cover situations where the position is eliminated due to layoff, downsizing, reorganization, sale or merger, insufficient work, promotion, or reassignment within the initial employment period. Additionally, ZER01 will not be responsible for repeating the search at no cost if new, legally undiscoverable information about the candidate emerges.
Limitations: This warranty is a one-time replacement guarantee applicable only to the initially hired candidate, with replacement candidates not subject to further guarantees or warranties.
Expenses: Clients are responsible for expenses such as candidate interview travel costs, readvertising, additional background checks, drug screening, candidate relocation costs, legal fees, agency travel, etc.
Shared Responsibility and Partnering for Success
While our role is to find qualified candidates and support your team in making an educated hiring decision, the final decision on whether a candidate is qualified always rests with the hiring team. An organization should only hire employees who have been rigorously tested, proven their competence, and are truly qualified for the job. We believe that accountability flows in both directions. We stand behind our work with a guarantee, and we ask our partners to thoroughly assess candidates before hiring and to create a work environment where employees can thrive.
To date, we have not had a single instance where we needed to exercise our guarantee, which speaks to our ability to identify top candidates and our clients' steadfast commitment to qualifying them. We genuinely want to see our clients succeed, and we trust that our collaborative efforts will lead to the best outcomes for everyone involved. 793
SECTION
DISCLOSURES, COMPLIANCE & INSURANCE
0zero1 PROFESSIONAL SERVICES FIRM 11111111
794
0zero1 PROFESSIONAL SERVICES FIRM 11111111
DISCLOSURES, COMPLIANCE & INSURANCE
Business Condition Statement
We are financially stable. We have no conditions such as bankruptcy, pending litigation, ongoing litigation, mediation, arbitration, planned office closures, impending mergers, or any other factors that may impede our ability to complete this project for the City. We maintain a strong financial found?tion, holding no long-term liabilities or outstanding debts. Our operations are fully self-funded, and we req uire no external loans or bonding. Additionally, we have never had, nor do we currently have, any claims or disciplinary actions taken against us or our key personnel.
Overall, ZERO1 is a fiscally sound small business with over 10 years of proven success in delivering high-quality recruitment services and we are well-equipped to execute this contract successfully.
Lobbying & Conflict Of Interest Statement
We have not hired or retained any party to conduct lobbying on our behalf. Additionally, w e have no current or past team members who were former commissioners, officers, or employees of the City. We have never conducted business with the City and have no past or current affiliations.
We do not have, nor foresee, any conflicts of interest.
Insurance Policies
ZERO1 Agency maintains the following insurance policies, all of which meet or exceed your requirements. A copy of our Certificate of Insurance (COi) is attached on the following page. If awarded the contract, we will submit updated COis that include all the required insurance coverage with language, endorsements, etc., as specified by the City.
BROKER I INSURER PARENT POLICY I NUMBER
Strom-Richards Pacific Employers Insurance Chubb Insurance Group BOP/ CGL Insurance Strom-Richards Pacific Employers Insurance Chubb Insurance Group Workers Compensation Insurance Strom-Richards Pacific Employers Insurance Chubb Insurance Group Professional Liability Insurance D02349991
000071812801
D02350002
By signing this Form, I am affirming that all of the information provided is true and accurate.
Thank You,
Oscar A. R. Chow
Founder & General Manager// Zero1 Agency LLC
795
ACORD® CERTIFICATE OF LIABILITY INSURANCE I DA TE (MM/DDNYYY) ~ 08/28/2024
______,
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER($), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
PRODUCER \,;Ur•tM\.,I
NAME: Erik Strom
Wc:'."rfo Extl: 626-314-3644 I (AIC, No):
Strom-Richards Insurance Agency, Inc. t:•ml"'\lL ADDRESS: [email protected] 260 S Los Robles Ave #104 INSURER(S) AFFORDING COVERAGE NAIC# Pasadena CA 91101 INSURER A: PACIFIC EMPLOYERS INSURANCE COMPANY INSURED INSURER B:
INSURERC:
ZERO! Agency, LLC INSURER D:
150 W Ocean Blvd #1102 INSURER E:
Long Beach CA 90802 INSURER F:
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. 1 T'-fR TYPE OF INSURANCE POLICY NUMBER ru~,., ~, ru~,.,. '-Ar LIMITS INSD WVD (MM/DDNYYY) (MM/DDNYYY) Jf COMMERCIAL GENERAL LIABILITY EACH OCCURRENCE $ 2,000,000 :=1 cLAIMS-MADE ~OCCUR PRE.MISES '1ii:0-~~i:..nce) $ 1,000,000 - MED EXP (Any one person) $ 5,000 - A D02349991 07/11/2024 07/11/2025 PERSONAL & ADV INJURY $ - GEN'LAGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ 4,000,000 ~ PRO- POLICY JECT LOC PRODUCTS - COMP/OP AGG $ 4,000,000 OTHER $
AUTOMOBILE LIABILITY • Wa"'.:~~~~lN\.SU: UMI I $ 2,000,000 - ANY AUTO BODILY INJURY (Per person) $ - OWNED - SCHEDULED BODILY INJURY (Per accident) $ A AUTOS ONLY AUTOS D02349991 07/11/2024 07/ 11 /2025 ~ HIRED ,c NON-OWNED , rn.vrc:r. l T UAM',..,,~t: $ AUTOS ONLY AUTOS ONLY (Per accident) $
UMBRELLA LIAB HOCCUR EACH OCCURRENCE $ - EXCESS LIAB CLAIMS-MADE AGGREGATE $ DED I I RETENTION$ $
WORKERS COMPENSATION ls-rAruTE I 1¥RM- AND EMPLOYERS' LIABILITY YIN /\NY PROPRIETOR/PARTNER/EXECUTIVE □ NIA E.L. EACH ACCIDENT $ 1,000,000 A OFFICER/MEMBER EXCLUDED? 2571812801 07/11/2024 07/11/2025 Mandatory in NH) E.L. DISEASE - EA EMPLOYEE $ 1,000,000 ~~;~~(t·?rc~~ 'g'~'gPERATIONS below E.L. DISEASE - POLICY LIM IT $ 1,000,000 Each Occurrence 1,000,000
A Professional Liability D02350002 07/11/2024 07/11/2025 General Aggregate 1,000,000 DESCRIPTION OF OPERATIONS/ LOCATIONS /VEHICLES (ACORD 101 , Additional Remarks Schedule, may be attached if more space is required)
CERTIFICATE HOLDER CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
AUTHORIZED REPRESENTATIVE
c-id, S-t-u1n, I
© 1988-2015 ACORD CORPORATION. All rights reserved.
ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD 796
SECTION
CLOSING LETTER
0zero1 PROFESSIONAL SERVICES FIRM 11111111
797
0zero1
Similar to industries like medicine and law,
we view recruiting as a discipline that
demands ongoing practice. It requires:
1. Continuous relationship building to attract
the best candidates in the market
2. Adapting to evolving market demands to
meet clients' needs.
Relationships Are Everything
We have nurtured thousands of relationships
with professionals over the years and use
those contacts to help close positions for our
clients. Candidates also refer us regularly
because they respect our company and our
professionalism and because we treat them
with a sense of human decency that other
agencies often overlook.
For example, candidates are free to
message us at any time, and we provide
prompt updates, honest guidance, interview
prep and resume adjustments, informative
newsletters, and more. Like our clients, we
view our relationship with candidates as a
vital aspect of our business success.
We Are Evolving With The Market
Additionally, we understand that the market
is evolving rapidly, so we are expanding our
relationships into innovative industries and
incorporating new technologies to keep up
PROFESSIONAL SERVICES FIRM 11111111
with industry changes and employment
demand and to gather best practices.
We then share these insights to help our
partners succeed. This presentation
represents some of our findings, and we
hope you have found it insightful.
We appreciate your time and consideration
of our proposal. We hope we have provided
an adequate response that meets you r
expectations, and we look forward to
working with your team.
"The quality of work we
deliver represents our
brand, and our goal as
an organization is to be a
partner that is devoted to our
clients' success first. We put our
performance above everything,
and we trust that it shows."
OSCAR A. R. CHOW
Founder & General Manager
798
0zero1 PROFESSIONAL SERVICES FIRM 11111111
APPENDIX
799
SECTION
SUPPORTING DOCUMENTS
0zero1 PROFESSIONAL SERVICES FIRM 11111111
800
0zero1 PROFESSIONAL SERVICES FIRM 11111111
SUPPORTING DOCUMENT LINKS
To streamline our presentation, we've included direct links to key asset files below. While our presentation covers our approach in full, these files offer additional detail for those who wish to explore specific aspects further. Each link will open the Google Drive files for direct access.
1. Agency Notes Example - A sample candidate write-up from a successful placement, illustrating the comprehensive assessment we provide for all candidates.
2. Candidate Brochure Example - A brochure for leadership and executive roles, demonstrating our approach. The attached brochure is from an actual placement.
3. Paid Promotional Advertising Strategy Document - A high-level overview of our paid promotions strategy to raise awareness of specific positions.
4. Certification Letters - DOT DBE Certification via CUCP, SBE Certification, and MinorityBusiness Certification via NMSDC in California ASSETS I TYPE LINK _ I
Agency Notes Example Hiring Doc www.zero1.com/docs/aqencynotesexample Candidate Brochure Example Recruiting Doc www.zero1.com/docs/candidatebrochureexample Paid Promo Advertising Strategy Strategy Doc www.zero1.com/docs/paidpromotionaladvertising Certification Letters General Doc www.zero1.com/docs/certificationletters THUMBNAIL OF ASSETS: BROCHURE & AGENCY NOTES
OUT OF STATE
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•AC~mobWam/drlW.syaff!l'lle~fl'IOCflftlngMdcannt-e+yeanofe)CJ1efienoe • sonw... modaling.ndaimu/ation IDC:IM" ._ lllklS..~CS-~ Mdab/l 1yl PLECS • Potwlr-elec-Wmcs Mtdhlr,tt voltage •KtJon ~-4+ ye.-sfof P<!wer Eledfonics • Embftldftl-,ystcmda1Qn5-5)n; ~ modef...bued design.n:! controls~ • RMlfMMconnlsfcr~eonao/lDOdulal-None
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0zero1 PROFESSIONAL SERVICES FIRM 11111111
THANK YOU
802
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COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT
Date: April 9, 2025
Re: Notice of Public Hearing
Proposal: Amendment to Site Plan Review #2023-01 & Final Development Plan #2023-01- Seventh St. Apartments
NOTICE IS HEREBY GIVEN THAT a Public Hearing will be held by the Los Banos Planning Commission to consider a Categorical Exemption from the California Environmental Quality Act pursuant to Section 15332 (In-fill Development Projects), an Amendment to Site Plan Review #2023-01, and Final Development Plan #2023-01 for a reduction of units totaling 16 multi-family units and an accessory dwelling unit for Seventh St. Apartments. The project consists four ( 4) multi-family residential structures totaling 16 multi-family units and an accessory dwelling unit. The project site is located southwest quadrant of Seventh St. and Willmott Ave. intersection; more specifically identified as Assessor's Parcel Numbers: 082-420-047.
A PUBLIC HEARING on this matter will be held at the next scheduled meeting of the Planning Commission on Wednesday, April 23, 2025 at 6:00 p.m. in the Council Chambers of Los Banos City Half located at 520 "J" Street. Questions regarding the above-referenced item may be directed to Justin Ragunton, Assistant Planner at City Hall or at (209) 827-2431.
All persons are invited to be present at the public hearing. Written and oral testimony is invited. Notice is hereby further given that if you challenge the above described Project in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this Notice, or in written correspondence delivered to the Planning Commission at, or prior to, the public hearing.
Additional information may be obtained from the Community & Economic Development Department at 520 J Street, Los Banos, California. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Office of the City Clerk at (209) 827-7000. Notification at feast 72 hours prior to the public hearing will enable the City to make reasonable arrangements to allow participation at this hearing
803
ITEM 14