Los Banos City Council
April 16, 2025

pgs. 235-802
pg. 803

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Agenda Staff Report
TO: Mayor & Council Members
FROM: Gary Brizzee, Interim City Manager (J ll it.t<-c..

Lucy Mallonee, City Clerk/Human Resources Directo~
DATE: April 16, 2025
SUBJECT: City Manager Recruitment Services
TYPE OF REPORT: Agenda Item
Recommendation:

Staff recommends the City Council review and discuss the proposals received from the fourteen (14) executive recruiting firms and provide direction on how to proceed, which may include:

1. Schedule interviews (either at an adjourned meeting, special meeting or the next regular meeting of the City Council) with a preferred group of recruiting firms selected by the City Council.

2. Schedule interviews (either at an adjourned meeting, special meeting or the next regular meeting of the City Council) with the five (5) highest-scoring recruiting firms based off of analyses and scoring done by City staff.

3. Select one of the firms based upon the proposals received without conducting interviews and direct the Interim City Manager to enter into a professional services agreement with the selected firm .

Background:

The position of City Manager became vacant on January 11, 2025, with the duties now temporarily performed by Interim City Manager Gary Brizzee. The recommended action 235
ITEM 13
will initiate the process to select a new permanent City Manager. The most typical approach to recruiting a new City Manager involves the use of a professional executive search firm. Qualified firms keep themselves apprised of professionals that would make suitable candidates, are able to offer unique outreach services to individuals that might not otherwise apply for the position, help to reduce any perception that the process is not impartial and work directly for the City Council, to whom the City Manager directly reports.

While such a recruitment could conceivably be accomplished with in-house staff, on-going project loads and limited contact with the executive city management community could hamper the success of the recruitment. The City Council has previously hired executive search firms to assist the City Council in filling the City Manager position. Use of a professional firm will provide the most effective approach to attracting the highest quality applicants for the position.

Discussion:

Direction was given to staff by the City Council to prepare and issue a Request for Proposals (RFP) to qualified individuals and/or firms to assist the City Council in conducting the City Manager recruitment.

An RFP was forwarded to various executive recruitment firms who specialize in executive level recruitments. Additionally, the RFP was posted on the City's website, www.losbanos.org, and published in the Westside Express. A copy of the RFP is attached.

The City received fourteen (14) proposals in response to the City's RFP. The approach, the schedule, and scope of services for each of these firms are very similar. Generally the approach includes discussions with the City Council and other stakeholders to identify the desired characteristics of the next City Manager, advertising of the job opening, recruiting and screening qualified applicants, preliminary interviews with potential candidates, recommendation to the City Council of finalists for interviews, facilitating the City Council interviews of the finalists, reference checking of the top candidates and assisting in the negotiation of the selected candidate's contract. Below is a listing in alphabetical order of the proponents and their respective pricing - not including any optional services that may be offered by the firm:
• #twiceasnice (Boston, MA): $15,000 + any consultant travel costs and background check fee of approximately $400.
• Adelphi Staffing (Fairfax, VA): Not-to-Exceed $15,000 • Baker Tilly (San Jose, Ca): Fixed Fee of $29,500
• Berkeley Search Consultants (Walnut Creek, CA): Not-to-Exceed $25,000 • Delano Smith (Sherman, TX): Not-to-Exceed $50,000
• Government Professional Solutions (Gun Barrel City, TX): Fixed Fee of $24,500 • JG Consulting (Georgetown, TX): Not-to-Exceed $30,000 • Koff & Associates (Berkeley, CA): Not-to-Exceed $25,000 • MGT Impact Solutions, LLC (Northfield, IL): Fixed Fee of $30,000 • Ralph Andersen & Associates (Rocklin, CA): Fixed Fee of $29,500 236
• Spano Pratt (Brookfield, WI): Fixed Fee of $65,000
• Sumter Local Government Consulting (Alpharetta, GA): $21,750 + $6,000 estimated costs for travel and printing expenses
• WBCP Inc. (San Jose, CA): $28,900 + up to $7,900 for other direct expenses. • Zero 1 (Long Beach, CA): $18,000 + any consultant travel costs.

Fiscal Impact:

Funds are not currently budgeted for this expense; therefore, staff will continue to analyze the fiscal impact and prepare a budget amendment at a later date, if needed, once a firm is selected.

Reviewed By:

M-merva '~ oreno, ~ mance D ,rec t or
Attachments:

Request for Proposal
Proposals
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LOsBanos
At the Crossroads of California

REQUEST FOR PROPOSALS
FOR

CITY MANAGER RECRUITMENT
City of Los Banos
520 J Street
Los Banos, CA 93635
(209) 827-2412
Release Date
Friday, January 24, 2025
Contact Person:

Lucy Mallonee, MMC
City Clerk/Human Resources Director
Deadline for Submissions
Friday, February 21, 2025 at 5:00 P.M.
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REQUEST FOR PROPOSALS
City Manager Recruitment Services
RELEASE DATE: Friday, January 24, 2025
CLOSING DATE/TIME: Friday, February 21, 2025 at 5:00 P.M.

The proposer must submit one (1) signed electronic version "PDF" of the proposal by the deadline to Lucy Mallonee at
lucy. mallonee@los banos. org.

CONTACT PERSON: Lucy Mallonee, MMC
I. Introduction
City Clerk/Human Resources Director
(209) 827-2412
[email protected]
Los Banos City Hall
520 J Street
Los Banos, CA 93635
Hours: Monday-Friday 8:00 A.M. - 5:00 P.M.

The City of Los Banos, California is seeking services from a qualified executive search firm to assist the City Council in the selection of a new City Manager.

II. Background
The City of Los Banos, population 47,419, is situated on the west side of Merced County and is the county's second largest City. The City is conveniently located in the center of California and is about two hours from the cities of San Francisco, Oakland and Sacramento, as well as Yosemite National Park. A combination of new enterprise, local government and agriculture-based operations all contribute to the City's economy, which continues to provide residents with a variety of amenities to enjoy. In addition to providing a wide variety of public services, including water, sewer, garbage, parks and recreation, police and fire, the City of Los Banos also offers a variety ofretail and entertainment venues for its residents. Nearly 160,000 acres of seasonal wetlands and grasslands bring visitors from all over the world to the City, as well as recreation enthusiasts who enjoy the San Luis Reservoir and the State and Federal Wildlife Areas and Refuges. The City also enjoys a downtown, which hosts retailers, services, restaurants and entertainment, and serves as a 239
hub for many community events. Named for the seasonal spring baths that feed natural wetlands in the western San Joaquin Valley, the City of Los Banos enjoys strong ties to its local heritage.

The City of Los Banos operates under the Council-Manager form of government, with a five member City Council comprised of four Council Members elected by district with overlapping terms of four years and a Mayor elected at large for a term of two years. The City Council appoints the City Manager and City Attorney. The City is also served by a City Treasurer and City Clerk, both of whom are elected officials. The Los Banos City Council is committed to finding the best possible candidate for their new City Manager.

III. Scope of Work
The successful consulting firm will be expected to perform the following:
• Meet with the City Council and/or stakeholder groups as necessary to facilitate the development of an appropriate candidate profile and list of priorities for the new City Manager.
• Develop and administer a search for appropriate candidates. • Answer questions from candidates and collect application materials. • Review the applications received, comparing them to the candidate profile, performing screening interviews as needed.
• Select the most qualified candidates to be interviewed by the City Council; provide a written report summarizing the overall candidate pool and the qualifications of those to be interviewed.
• Advise the City Council on interview strategies and appropriate questions to ask candidates; attend the interview sessions and assist the Council narrow the candidate pool to finalists.
• Conduct complete background check on finalist candidates and advise City Council of the results.
• Facilitate the final interview process and assist the City Council to make a selection. • Assist with employment contract negotiations
The City Council would like to remain flexible during the process; the above process may change as the candidate pool or other circumstances require.

IV. Proposal Requirements
Each proposal should include the following information:

A. Background information on the firm, including details of the firms experience with similar recruitments, including the number of City Manager searches and placements; a brief resume of the individual(s) assigned to this project; contact information for references; and sample work products including recruiting brochures, candidate questionnaires, candidate reference reports, etc.
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B. A proposed schedule for each phase of the process, including development of the recruitment profile, search, background evaluations, interviews, and selection. Be aware that the Los Banos City Council meets on the first and third Wednesdays of the month. The proposal should include information about the firm's current engagements and an affirmation of the firm's ability to focus on this project.

C. Provide information about the firm's approach toward either unsuccessful recruitments or the premature dismissal or resignation of the selected candidate.

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

V. Selection Process
The City Council in its sole discretion will select a firm that best meets the needs of the City and may consider at a minimum the following criteria:
• Qualifications and experience of the individuals assigned to the project • Schedule and availability
• Cost of services
VL Submission Information
Proposals are to be submitted bv email no later than 5:00 P.M., Friday, February 21, 2025 to:

Lucy Mallonee, MMC
City Clerk/Human Resources Director
Los Banos City Hall
520 J Street
Los Banos CA 93635
209 827-2412
Email: [email protected]
The City reserves the right to reject any and all proposals submitted, to request clarification of services submitted, to request additional information from proposers, and to waive any irregularity in the proposal. Finalist candidates may be asked to present their qualifications to the City Council.

The award of a contract to the successful consultant will be at the sole discretion of the City Council.
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#twice
asn1ce
Response to
City of Los Banos, CA: City Manager
Recruitment RFP
Response Due Date
February 21, 2025
Respondent
#twiceasnice Recruiting
1 Beacon Street, 15th Floor
Boston, MA 02108
(442) 222-1949
Contact
Patrick R. Cahill
President
(442) 222-1990
[email protected]
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TABLE OF CONTENTS
Executive Summary
Qualifications and Experience
Approach to Scope of Services
Cost Proposal
A. Firm Qualifications
Background Information on the Firm
Key Personnel
References
Similar Executive Search Experience
Sample Work Products
B. Proposed Schedule
Project Methodology
Timeline
C. Guarantee
D. Cost Proposal
2 #twice asn1ce
3 3
3 4
5 5
6 9
11 12
13 13
15 17
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Executive Summary
#twice
asn1ce
#twiceasnice is pleased to present our proposal for providing Executive Search Services to the City of Los Banos, CA. Our extensive experience, proven methodologies, and dedicated team make us the ideal partner for your recruitment needs.

With a proven track record in executive search, we deliver highly qualified leadership candidates through a structured, efficient, and transparent recruitment process. Our team has extensive experience placing top executives in public sector roles, helping the City select a City Manager who aligns with its vision and operational goals. We offer a flexible schedule, dedicated resources, and a cost-effective approach tailored to meet the City's priorities.

Qualifications and Experience
Our team, consisting of #twiceasnice, Randi Frank Consulting, LLC, and Slavin Management Consultants, brings a wealth of expertise in executive search services. Together, we have successfully placed municipal leaders across the country, leveraging data-driven strategies and a client-centric approach.
• #twiceasnice: Founded in 2017, we specialize in executive search, having placed over 2,000 candidates for more than 1,800 employers nationwide. Our modern recruitment techniques and competitive pricing make us a trusted partner in public sector hiring. • Randi Frank Consulting, LLC: A Federally Certified Small Woman-Owned Business, with over 35 years of municipal recruiting experience. The firm has successfully completed over 90 executive searches, including numerous City Manager placements. • Slavin Management Consultants: Established in 1986, Slavin Management Consultants is a nationally recognized executive search firm. With over 850 public sector placements, including more than 375 municipal leadership positions, the firm brings deep expertise in identifying and securing top government executives.

Approach to Scope of Services
Our approach to delivering the specified services is both comprehensive and strategic. We begin with thorough preparation, conducting in-depth research and meeting with key community members, department heads, and board members to align with your specific requirements and develop a tailored strategy. This allows us to fully understand the organization's culture, goals, and the critical attributes needed for the role.

Our proprietary search management process promotes effective communication and collaboration at critical stages. We leverage market intelligence and data analysis to continuously refine our search strategies and present the most relevant candidates. Our rigorous screening process involves multiple levels of internal review to confirm that the candidates we present are of the highest quality and align with your specific requirements. This methodical approach is designed to meet and exceed the expectations outlined in the Scope of Services.
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Cost Proposal
#twice asn1ce
Our transparent fee structure encompasses comprehensive recruitment services, including targeted job postings, extensive advertising outreach across multiple platforms, and candidate sourcing strategies. We provide clear information on any potential excluded costs, such as travel and background checks.

In conclusion, #twiceasnice is dedicated to delivering top-tier recruitment services that align with the City"s strategic goals. Our extensive experience, skilled team, and strategic approach position us to effectively address your needs. We look forward to the opportunity to partner with the City and contribute to your continued success.
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A. Firm Qualifications
#twice asn1ce
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Background Information on the Firm
Our team, comprising #twiceasnice, Randi Frank Consulting, LLC, and Slavin Management Consultants, delivers a robust and dynamic approach to executive search services, bringing together decades of expertise and an impressive track record of successful placements. #twiceasnice
Founded by President Patrick Cahill in 2017, #twiceasnice was established to address inefficiencies within the executive search industry. With a focus on aligning long-term client interests, leveraging modern technology, and implementing cost-effective strategies, the firm has rapidly grown to a team of 70 professionals. Since its inception, #twiceasnice has placed over 2,000 candidates across the United States and has served more than 1,800 employers. The firm is distinguished by its competitive rates and industry-leading placement guarantee, providing extended support far beyond industry norms.

Randi Frank Consulting. LLC
Established in 2000 and based in Louisville, KY, Randi Frank Consulting is a Federally Certified Small Woman-Owned Business. Led by Randi Frank, who has over 35 years of municipal recruiting experience, the firm specializes in executive search services at the local government level. With over 90 executive searches completed, including more than 19 Town/City Manager placements, Randi Frank Consulting is known for its deep expertise in identifying and placing top-tier talent in public sector leadership positions.

Slavin Management Consultants
Founded in 1986, Slavin Management Consultants is a highly respected executive search firm with a national presence. Based near Atlanta, Georgia, the firm is led by Robert E. Slavin, a veteran of the industry with a career spanning over 50 years. Mr. Slavin has conducted or assisted in more than 850 successful public sector executive searches, including over 375 Town/City/County Managers in recent years. Slavin Management Consultants provides comprehensive consulting services to state and local governments, healthcare providers, and other public sector clients, delivering high-quality executive placements.

Together, our three firms offer a comprehensive and compelling solution for executive search services. With #twiceasnice's nationwide talent placement expertise, Randi Frank Consulting's proven municipal experience, and Slavin Management Consultants' decades of high-level public 5 247
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asn,1ce
sector success, we deliver unmatched value and results to municipalities and organizations seeking top executive leadership.

Key Personnel

ORGANIZATIONAL STRUCTURE
Our team, comprising #twiceasnice, Randi Frank Consulting, LLC, and Slavin Management Consultants, delivers a robust and dynamic approach to executive search services, bringing together decades of expertise and an impressive track record of successful placements with public sector, municipalities, and public safety positions.

To maintain the highest quality of service, #twiceasnice has a dedicated team of professionals, each with specific roles and responsibilities aimed at streamlining and enhancing the recruitment process.

Randi Frank. Managing Member/CEO of Randi Frank Consulting. LLC Ms. Randi Frank is an independent local government human resources and management consultant based in Louisville, KY. Her varied background includes more than thirty-five years of experience working with and for government agencies. She has eighteen (18) years of executive search consulting experience combined with thirteen (13) years of Assistant Town Manager experience in Connecticut Municipalities (Rocky Hill and Cheshire). As an Assistant Town manager, Ms. Frank oversaw human resources, risk management, purchasing, grants, recycling and project management.

Earlier in her career she served as a budget/management analyst and research associate in two counties in Virginia and two agencies in California with some experience with Federal agencies.

As a consultant she has worked on executive search projects in most East Coast States (CT, MA, RI, MD, DE, VA, NC, GA, FL, KY) and in the Mid-Atlantic Region of the United States.

Ms. Frank holds a Master's degree in Public Administrations from the University of Southern California and a Bachelor's degree in Urban Affairs from the University of Rhode Island. She is certified as a professional risk manager by the Insurance Institute of America and School Business Manager by the State of CT. She is a certified woman owned small business in Louisville and Kentucky and was certified in CT for 15 years.

Past Executive searches are listed on the next pages with a summary of additional human resources type projects.

Ms. Frank's areas of expertise include:
• Executive & Staff Recruitment • Workers Compensation
• Human Resources Policies • Risk Management
• Compensation & Classification • Safety and Training
• Collective Bargaining • Budgeting
• Sexual Harassment Prevention Training • Purchasing
• Drug Free Workplace Programs • Grantsmanship
• ADA & AA/EEO • Recycling & Solid Waste
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Organizations:
#twice asn1ce
• International City Management Association - Member & Conference Fellow • Connecticut Town & City Managers Assoc. - Member & Past Board Member • Kentucky City & County Managers Association - KCCMA Member • International Public Management Assoc.-HR - KY Chapter, Past CT Chapter • NPELRA- National Public Employer Labor Relations Assoc. - CT Chapter • SHRM - Society of Human Resources Managers - Louisville Chapter • Truman Scholar & Member of Truman Scholarship Association • Past CT PRIMA (Public Risk & Insurance Mgmt. Assoc.) President & Officer Robert E. Slavin, President of Slavin Management Consultants Mr. Slavin is among the best known and respected professional recruiters in the business. He is a frequent speaker before professional groups, and he has written several articles for professional journals concerning government management. By special invitation, Mr. Slavin assisted the United States Office of Personnel Management to define and set up the Senior Executive Service for the Federal Government
Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly for local governments and it includes seven years as a principal consultant with the government search practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local government search practices for Mercer/Slavin, Incorporated, Mercer, Slavin & Nevins and Slavin, Nevins and Associates Incorporated. Mr.

Slavin now heads the executive search practice for Slavin Management Consultants. Clients include state and local governments, nonprofits and private sector business all over the United States. His experience includes search assignments for the 1984 Los Angeles Olympics' Organizing Committee.

Mr. Slavin's experience and qualifications include organizational analysis, classifications and compensations studies, and assessment centers and human resources systems studies.

Before being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/Director of Human Resources for the City of Beverly Hills, California. While at Beverley Hills, Mr. Slavin conducted many executive level recruitment assignments involving nationwide search and placement. Before joining the City of Beverley Hills, Mr. Slavin was the Assistant Personnel Director for the City of San Leandro, California.

Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California.

His assignments included recruitment, classifications and selection for the County's Health Department, Medical Center, Transportation Agency, Sheriff's Office, Superintendent of Schools, fire Marshall, Assessor's Office, Library System and Count Recorder's Office Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara, and has completed the graduate course work for a Master's degree in Public Administration at California State University at Hayward. He is a Certified Professional Consultant of Management by the National Bureau of Certified Consultants. 7 249
Member of the following Organizations:
• International City Management Association
• American Society of Public Administration
• International Personnel Management Association
• Public Labor Relations Council
#twjceasnjce Key Personnel
Caralie Coleman (7 years with #twiceasnice)
VP of Search
(617) 830-6578
[email protected]
Public Resume: https://www.linkedin.com/in/caralie/
#twice asn1ce
Caralie oversees our client managers and will support search strategy development. Caralie holds a BA in Anthropology and has been involved in the recruiting industry since 2008. At #twiceasnice, she has conducted or overseen over 5,000 searches.

Bernice Estalilla (6 years with #twiceasnice)
Recruiting Manager
(442) 201-1980
[email protected]
Public Resume: bttps://www liokedin,com/jn/bernjceestaHHa/ Bernice oversees our senior recruiters and will support interview approach development.

Bernice holds a BA in Mass Communication and has been involved in human resources and recruiting since 2011. Bernice supports the Senior Recruiting team as they execute over 150 searches at any given time.

Jika Divinagracia (4 years with #twiceasnice)
Senior Manager, Sourcing Team
(442) 222-1949
[email protected]
Public Resume: https:llwww,linkedin.com/in/jikadjyinaqracia/ Jika oversees our sourcing team and will support research and outreach strategy. Jika holds a BS in Business Administration, Financial Management, and has been involved in the recruiting industry since 2018. Jika supports the sourcing team as they engage with hundreds of mid-level and senior executives weekly to support the successful completion of #twiceasnice client searches.

Laura Selling (3 years with #twiceasnice)
Senior Client Manager
(442) 441-4103
[email protected]
Public Resume: https://www.linkedin.com/in/laura-selling-3b991 b56/ 8 250
#twice asn1ce
Laura will focus on project management internally, serving as your single point of contact.

Supported by Caralie and a team of 10 peers, Laura brings a wealth of knowledge. Laura holds a BA in Psychology and joined #twiceasnice three years ago. During this time, she has developed a reputation for pleasing very discerning clients across over 350 searches.

Franz Mitra (3 years with #twiceasnice)
Senior Recruiting Assistant
(442) 222-1949
[email protected]
Public Resume: https://www.linkedin.com/in/franz-mitra-646597203/ Franz plays a key role in ensuring the project progresses smoothly by optimizing daily advertising campaigns across major job platforms. He also helps facilitate the scheduling of qualified candidates for interviews with Laurie. Franz is supported by our Director of Administration and a team of seven peers. He holds a BA in Maritime Studies and has been part of the #twiceasnice recruiting team for three years.

Gerald Aranas (3 years with #twiceasnice)
Sourcer
(442) 222-1949
[email protected]
Public Resume: bttps'{{www Hnkedjn com/jn/gerald-aranas-689213193/ Gerald will build a research and outreach plan to find and contact passive candidates. He'll present interested and qualified candidates to Laurie for consideration. Gerald is an expert in utilizing online databases to identify passive candidates and is supported by Jika and a team of 1 0 peers. Gerald holds a BS in Information Technology and has been involved in the recruiting industry since 2011 .

References
Below is our list of recent references. We have included the names of organizations, along with contact information for individuals who can provide further insight into the services we have provided.

Town of Darien, CT
Executive Search for Town Administrator (2024)
First Selectman, Jon Zagrodsky; T: (203) 656-7338, E: [email protected] HR Director. Susan Barksdale (203) 656-7390 office [email protected] Town of Berlin, CT
Executive Search for Town Manager (2024)
Mayor, Mark Kaczynski; T: 860-234-9859, E: [email protected] 9 251
Town of Weston, CT
Executive Search for Town Manager (2023)
#twice asn1ce
First Selectwoman, Samantha Nester; T: 203-222-2656, E: [email protected] Town of Clinton, CT
Executive Search for Town Manager (2023)
Carie Allen, Council Chair; T: 860-552-4010, E: [email protected] Mary Schettino, Exec Asst to TM; T: 860-669-9333x2000, E: [email protected] Town of Coventry, CT
Executive Search for Town Manager (2023)
Lisa Thomas, Council Chair, Coventry, CT; T: 860-930-7303, E: lthomas@coyentryct,org Town of Plainville, CT (Pop 17,000)
Executive Search for Town Manager (2022)
Stacy Buden, HR Director; T: 860-558-6362, E: [email protected] City of Danville (Pop 16,700)
Executive Search of City Manager, Human Resources Director, and Fire Chief (2020) Steven Dexter, Danville City Attorney; T: 859-324-5860, E: [email protected] Brazos River Authority, TX
Executive Search of Engineering Services Manager (2019) Dir. of Human Resources - Monica Wheelis; T: 254-761-3104, E: MonicaW@brazos org City of Stamford (Pop 123,000)
Executive Search of Human Resources Director (2019)
Past Dir. of Legal Affairs - Kathryn Emmett; T: 203-249-0755 Town of Granby (Pop 12,000)
Executive Search of Town Manager (2017)
Past First Selectman - Scott Kuhnly; T: 860-508-4981, E: [email protected] Town of Groton (Pop 40,000)
Executive Search of Town Manager (2017)
Town Manager - John Burt; T: 860-441-6630, E: [email protected] Southeastern Regional Planning and Economic Development District Executive Search of Executive Director (2016)
Executive Director- Jeffrey Walker; T: 508-824-1367 x 220, E: [email protected] 10 252
Similar Executive Search Experience
#twice asn1ce
Our firms have performed similar executive searches for the following entities in recent years.

These examples highlight the depth of our experience in conducting executive searches for a variety of leadership positions. As we have already provided contact information for references above, we are not including them again here but are happy to discuss our approach and outcomes in further detail.

Town I City Manager Recruitments
Furnished by Randi Frank Consulting, LLC & Slavin Management Consultants • City of Norwich CT - City Manager
• Town of East Hampton CT - Town Manager
• Town of Windham - Town Manager
• Town of Mansfield, MA - Town Manager
• Town of Bloomfield - Town Manager
• City of Worcester, MA - City Manager
• City of Newport, RI - City Manager
• Town of Granby & Town of Groton - Town Managers
• Town of Plainville, CT - Town Manager
• City of Cambridge, MA - City Manager
• Town of Newington, CT & Town of Coventry, CT-Town Manager Positions • Town of Weston CT - Town Manager
• Town of Clinton, CT - Town Manager
• Town of Berlin, CT - Town Manager - Current
• Town of Darien, CT - Town Administrator - Current
• County Administrator - Citrus County, FL
• City Manager - City of Mount Rainer, MD
• City Manager - City of Maplewood, MO
• County Administrator - St Croix County, WI
• City Manager - City of Joliet, IL
• City Manager- City of Myrtle Beach, SC
• City Manager - City of Danville, KY
• City Manager - City of Durango, CO
• City Manager - City of Laredo, TX
• County Administrator - Georgetown County, SC
• City Manager - City of Portage, Ml
Other Executive Search Recruitments
Furnished by Randi Frank Consulting, LLC & Slavin Management Consultants • Town of Glastonbury CT & Stratford CT- Human Resource Directors • Town of Hamden, CT- Risk Manager
• Town of Stonington CT - Planning Director-, Engineer & PW Director • Town of Tolland CT - 12 Various Position & Town of Plainville, CT - Various Positions 11 253
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• City of New London, CT - HR Director, City of New Britain, CT - HR Director • Bristol Resource Recovery Facility, CT - Admin. Secretary & Executive Assistant • University of CT - 2 Architectural & Engineering Positions, Director, Environmental Health & Safety
• State of CT Treasurers Office - Assistant Treasurer for Debt Management • City of Waterbury, CT - Human Resources Director & Planner • Town of Brookfield, CT - Controller/Finance Director, Town of Wallingford, CT -CFO • Town of Stratford, CT - Deputy Police Chief, Fire Chief, Deputy Fire Chief • Town of Enfield, CT- EMS Director, HR Director, Town of Westport, CT - HR Director • Town of Granby, CT - Police Captain
• Town of Bloomfield, CT - HR Director, Finance Director, Police Chief • City of Bridgeport, CT - Police Chief, Asst. Police Chief • Town of New Milford, CT - Police Chief
• City of Hartford, CT- Dir. of Development Services & HR Director & 911 Director-2017 • Metropolitan District Commission CT (Water & Wastewater) - Human Resources Manager
• City of Bridgeport CT -Airport Manager, Trumbull, CT- Police Chief- 2014 • Naugatuck Valley Council of Governments, CT - Executive Director • Quinebaug Valley Community College, CT - Chief Academic Officer • Southeastern Regional Planning & Economic Dev. District-SRPEDD, MA - Executive Director
• City of Stamford, CT - HR Director & Transportation Director • East Hartford, CT - Human Resources Director & Health & Social Services Director • City of New Haven -Deputy Dir. of Transportation& CAO & Dir of Transportation • Executive Director - Metro Washington Council of Governments • Executive Director - Palm Beach Transportation Planning Agency, Fl Sample Work Products
We have included sample promotional materials as requested and have attached them at the end of this document.

However, our candidate questionnaires and reference reports are tailored to each specific position and contain proprietary methodologies that reflect our expertise. As such, these materials are not publicly available. If needed, we are happy to discuss our approach in more detail during a meeting.
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B. Proposed Schedule ~- A p[opose,d ~_c_tiedule fg_r e99h pha~e, of the, g_rgces~, i11_9ly_~jng d_~Y-~!oprne,pt Qf the r~cru_itrri.e.Dt pro.file, ~_e,_a_rch, p.-9-ckgro_LJ_ng E_w911,!ations, ime_r:yie~~. ~n9 selection. §.e awar~ tb_;11t th~ b.9.S. B~no~ 9-~Y 99~ncil r:i,_eiets 011 tb~ ,~rs.t a_nd tt!_irq_ ½'~g_11_e,§9ay~ o.f the, mon.tti- fhe Rroposal ~houid in~!~g_e ir_,_f9_rm_~tion c!.Q9lJt tti_e ~_r[D'.s c:_LJ_rrent eng~ge,_rl)_e,11_!§ ~n._q an. a_ff!rm_~tton of (h~ firm~? .13h_ilify to fC>_c:~s. o.r_i thi~ r:m?Je,ct
Project Methodology
Our methodology for conducting time-sensitive national searches combines passive candidate outreach and paid advertising to create a robust talent pipeline. Instead of relying on a pre-existing database, we find, qualify, and submit candidates specifically for each client, based on the ideal candidate profile they define.

Detailed Plan:

Week 1: Meetings with Stakeholders and Internal Pre-Intake Call During this period, our team-including the Client Manager, Senior Recruiter, and Sourcer-will conduct a series of meetings with key stakeholders, including department heads, board members, and other community leaders. These meetings ensure we understand the organization's needs, culture, and objectives, which will inform the search process. Richard Brown and Randi Frank, given their municipal expertise, will lead these meetings and interviews, ensuring alignment with your strategic goals and operational nuances.

In parallel, our internal team will hold pre-intake discussions to address any potential concerns, refine key questions for the intake call, and conduct salary research.

Week 1: Intake Call
Led by the Client Manager and attended by the Senior Recruiter and Sourcer, this call evaluates search requirements and develops a strategy for identifying and qualifying the right talent. We go beyond the job description to gain critical insights that enable precise candidate sourcing.

Week 2: Post-Stakeholder Debrief and Strategy Session
Following the stakeholder meetings, the Client Manager, Senior Recruiter, and Sourcer will debrief and strategize on key elements of the recruitment process. This includes finalizing advertising plans, outreach strategies, and interview questions. We will also address any outstanding concerns raised during the stakeholder discussions to ensure a targeted and effective search process.
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~ Week 2: Strategy Presentation and Search Initiation
#twice asn1ce
Before launching the search, we will present our recruitment strategy and the opportunity profile we've created based on stakeholder input. This profile outlines the key qualifications, organizational fit, and role expectations. Randi Frank and Bob Slavin will provide direction and input for the Profile due to their extensive experience with public sector executive searches.

Once approved, we will begin the passive candidate search and launch the paid advertising campaign to build a strong talent pipeline. Tools like Zoominfo, Linkedln Recruiter, Indeed Resume, and job boards such as ZipRecruiter, Linkedln, and Indeed will be leveraged to attract top-tier candidates.

Week 3: Weekly Check-in Calls Begin (recurring weekly until the search is completed)
Discuss progress, address any issues, and plan improvements to candidate flow as necessary.

Week 3: Intensive Candidate Search Process
We will continue our candidate search using our advanced technology systems to identify individuals who align with the City's profile. In addition to responding to applications from our comprehensive advertisements, we actively engage passive candidates who may not currently be seeking new opportunities. Richard Brown's extensive network, cultivated through his affiliations with the International City/County Management Association, and his leadership roles in the Rhode Island, Connecticut, and Massachusetts City and Town Manager's Associations, further enhances our ability to tap into a highly qualified talent pool. We conduct interviews, prepare detailed summary reports, and perform initial reference checks to ensure a thorough vetting process.

Week 3: Internal Search Progress Check-Ups Begin (recurring at regular intervals)
The Client Manager, Senior Recruiter, and Sourcer review the search progress, make necessary adjustments, and address any new ideas or concerns.

Week 4: Client Interviews Begin
On average, our clients are interviewing the candidate they will eventually offer the position to by Week 4. While the entire process, including relocation, may take longer, the eventual hire is typically identified by this time.
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#twice asn1ce
We present the City a list of qualified candidates for review including resume, summary of initial interview, summary of initial references. Once the City reviews the list and decides which candidates they wish to interview, we will assist with options for interview and assist with questions for interviews. We can also assist with contacting the candidates to let them know when the City will conduct their interviews.

We are available to coordinate with the Los Banos City Council's schedule and can adjust our interview and selection timelines to align with their meetings on the first and third Wednesdays of the month, as needed.

This rapid timeline is achievable through our standardized, systematic approach and the collaborative efforts of our cross-functional teams. This allows us to manage over 100 searches per month efficiently.

Timeline Summary:
• Week 1: Meetings with Stakeholders and Internal Pre-Intake Call • Week 1 : Intake Call
• Week 2: Internal Post-Intake Call
• Week 2: Search Initiation
• Week 3: Weekly Check-in Calls Begin
• Week 3: Internal Search Progress Check-Ups Begin
• Week 4: Client Interviews Begin
#twiceasnice structures search projects in a way that allows us to absorb new engagements while maintaining a high level of focus on each client. Our team operates with a bench of highly experienced professionals, ensuring that we allocate the necessary resources to every search.

This approach enables us to conduct thorough, efficient searches without compromising quality or speed. Our structured process allows us to manage multiple searches simultaneously while providing dedicated attention to the City of Los Banos' recruitment needs.

By leveraging our resources effectively, we support a smooth and successful search process, balancing the rapid identification of qualified candidates with essential logistical considerations, such as in-person interviews and relocation arrangements.

Timeline
Based on our extensive experience across thousands of searches, including executive roles for municipalities and utilities, the average timeline for our search process begins with an internal pre-intake call Week 1 and stakeholder meetings with department heads and board members.

During the internal pre-intake call, Randi Frank, Bob Slavin, the Client Manager, Senior Recruiter, and Sourcer discuss potential concerns, key questions for the intake call, and conduct salary research. Randi Frank and Bob Slavin, leaning on decades of municipality and utility search experience, conduct stakeholder interviews to further our understanding of needs and potential challenges as we prepare for the intake call. During Week 2, we conduct an intake call 15 257
#twice asn1ce
to evaluate search requirements and develop a strategy for identifying and qualifying the right talent. This is followed by an internal post-intake call to finalize Profile, advertising plans, outreach strategies, and interview questions.

In Week 3, we initiate the search by beginning passive candidate outreach and launching paid advertising campaigns using tools like Zoominfo, Linkedln Recruiter, Indeed Resume, and job boards such as AWWA, ZipRecruiter, Linkedln, and Indeed. By Week 4, we'll make our first candidate submission, presenting a qualified candidate specifically identified for the City.

We conduct weekly check-in calls to review progress, address any issues, and make necessary adjustments to the search strategy. Additionally, internal search progress check-ups are held at regular intervals, with the Client Manager, Senior Recruiter, and Sourcer assessing the search and making any required adjustments. Throughout the process, we maintain a list of qualified candidates, accessible via a shared Excel or Google Sheet, allowing our clients to review and track potential candidates in real-time. By Week 4, our clients are typically interviewing the candidate they will eventually offer the position to. These timelines hold true for senior and executive roles, demonstrating our efficiency and effectiveness in even the most demanding searches. We will use Randi Frank and Bob Slavin as part of the review process for the candidates presented in Week 4.

As the search progresses, the assigned Senior Recruiter will conduct phone-based reference checks, if requested by the City, and provide written details of each to the City. The #twiceasnice team will coordinate schedules between candidates and the City to arrange phone, video, and in-person interviews. If travel arrangements are necessary, the #twiceasnice team will manage candidate travel and lodging within the pre-approved budget, which the City will reimburse.

Additionally, we can assist with interview preparation for the City team, equipping them to evaluate candidates effectively.
#twiceasnice will assist with final candidate evaluations, job offer development, and negotiations, if needed. If an offer is declined, #twiceasnice will repeat the process until a successful placement is made.

If the final candidate selected by the City terminates their employment for any reason within one (1) year of the start date, #twiceasnice will provide the recruitment services described above to appoint a replacement at no additional cost to the City.

This structured and systematic approach promotes efficiency and effectiveness, enabling us to maintain a high standard of placement quality and speed while accommodating the unique needs of each client.
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C. Guarantee
#twice
asn1ce
' Pr9v_ig~ i_n_forl'Y'!~1iQr! aPol!! th~ firrtfs~app_r9.ac·h toward ~[h~r un§_u~g_essf~J r.~~ruitm-en~~ or th~ . . - p~el!latur~ dismissal OJ r.~signation of tbe s~J-~9ted c,;:111<jigqte.

If the final candidate selected by the City leaves their position for any reason within one (1) year of their start date, #twiceasnice will conduct a replacement search at no additional cost.

Our approach reduces the likelihood of premature dismissal or resignation. We build each search from the ground up, tailoring our process to the City's specific needs rather than relying on a pre-existing database. Our highly experienced recruiters evaluate candidates specifically for each role, matching them closely to the City's requirements and culture.

Additionally, our commission-free recruitment model reinforces our commitment to long-term success. Our recruiters remain dedicated to completing each search thoroughly, regardless of the time required. If a replacement search becomes necessary, they are just as financially motivated to repeat the process as they were in the initial search. This structure drives high-quality placements and supports lasting results.
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D. Cost Proposal
#twice asn1ce
Q, Provi_de a cqst prc:>1?QS~l for the ··city <.>f Los _B~D.Q~ <;lty M~11~g~J ~~aJct"l, incJud!r1g n~t to ~xceecl co_nsulting f~e§ an~ rei~bllfsal:>I~ exj?e_n_s~s. PaylJlent t~_rfT!~ sb<:?_ul~ c:11s_Q I:>~ ~dr~s~~.9- Fee Structure:
• $5,000 - Week 1
• $5,000 - Week 4
• $5,000 - Signed Offer
Total: $15,000
Our $15,000 fee encompasses comprehensive services designed to meet your recruitment needs, including:
• All Standard Premium Advertising & Outreach: #twiceasnice leverages multiple platforms such as Linkedln, Indeed, ZipRecruiter, and targeted outreach strategies to passive candidates. This approach reaches a diverse and qualified talent pool. • Stakeholder meetings, reference checks, interview guidance/assistance, opportunity profile generation, and offer negotiation assistance
Excluded Costs:
• Travel: While we do not anticipate any travel requirements for this project, should any arise, these would be billed separately.
• Background Checks: Costs for background checks typically range around $400 per candidate. However, the final cost will depend on the type of check requested and the number of states in which the candidate has lived or worked.

By clearly defining these inclusions and exclusions, we maintain transparency while delivering a comprehensive and competitive recruitment package.
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Town of Clinton, Connecticut
Town Manager Search
We Invite Candidates to Apply
for the Town Manager Position
Photo courtesy of Tom Walsh, Shoreline Aerial Photography 261

COMMUNITY PROFILE
Clinton, Connecticut is a town of about 13,300 population, along the coast halfway between New York City and Boston. Clinton has a quaint, small-town feel, with many historical districts listed with the National Register of Historical Places, and its shoreline has beaches, marinas and a harbor that is part of Long Island Sound. Clinton was settled in 1663 as Homanascuit Plantation and together, with what is now the town of Killingworth, became known as Kenilworth in 1667 and later, Killingworth in 1838. Clinton separated from Killingworth in 183 8 and was named Clinton in honor of Governor Dewitt Clinton of New York, who was instrumental in the creation of the Erie Canal which provided trade opportunities for eastern merchants, industrialists, and farmers. When Yale College was chartered in 1701 the first classes were taught in Clinton by the Rev. Abraham Pierson until his death, when the college moved to Old Saybrook for several years before it relocated to New Haven.

The early days of the Town's economy centered around boat building, farming, fishing, and trade via the Long Island Sound. Today's economy maintains its connection to Long Island Sound, although it is now largely focused on recreation and outdoor activities. The Town enjoys a diversified economy with the top sectors comprised of retail, government, manufacturing, utilities and marinas. The Town also has a business environment with a manufacturing coalition, the home of Chamard Vineyard, and a large retail mall known as Clinton Crossing Premium Outlets, which attracts visitors from other states and all of Connecticut. The Town is attractive to tourists, due to the waterfront and restaurants, including the famous Lobster Landing.

The Town offers easy access to New Haven, Hartford, and New London/Groton, and their tourist attractions including Mystic Seaport, Essex Valley Railroad, Mohegan Sun & Foxwoods Casino, The Kate (Hepburn) Theater, Chamard Vineyard (farm, winery & Bistro), Submarine Museum, Yale Repertory Theatre, Gillette Castle, Goodspeed Opera House, and the Chester-Hadlyme Ferry.

The Town of Clinton can be accessed by Interstate 95 and State Road Route 1 and State Route 81. Clinton is served by two area airports including the Tweed New Haven Airport and the Hartford Bradley International Airport. Clinton has easily accessible commuter rail service from their new train station near Town Hall. The train station services the CT Shoreline East Commuter Rail Service to New Haven, New London, and Old Saybrook, with connections to Amtrak routes to New York City, Boston, and Providence. In New Haven commuters have access to the Metro North line.

The region is well served by nearby colleges and universities including Yale University, Wesleyan University, United State Coast Guard Academy, the University of New Haven, University of Connecticut, Quinnipiac University, Gateway Community College, , and Middlesex Community College.

Recreation and leisure amenities are plentiful throughout Clinton, supported by a strong Parks & Recreation Department and property maintenance performed by the Public Works Department. Amenities include the Town Beach, Town Harbor and Marina, the Indian River and Ethel Peters sports complexes, and the Clinton Greenway and Blue Way for hiking and paddling. Community events such as Clinton Community Day, Summerfest, and the Memorial Day parade are attended by thousands of people from the town. 262

GOVERNMENT DESCRIPTION
The Town of Clinton has a Council-Manager form of government which was established in November 2019 when the Town transitioned from a Board of Selectman form of governance. The seven-member Town Council is elected for staggered 4-year terms at-large. No more than 4 members of the Town Council may be from the same political party, to ensure minority representation. The Chairman of the Council is chosen by the Council Members.

The Town Council provides the oversight and leadership required to guide the direction of the Town and to ensure the optimal delivery of services to residents in the most cost-effective manner. The Town Manager is charged with the implementation of the
Town Council policies. The Council sets broad policies for departments, boards, and commissions by enacting ordinances and approving the Town's annual municipal budget. Budget recommendations are proposed by the Town Manager for Town Council consideration. The Town Council sets priorities for service delivery as part of their annual adoption
of the budget. The Town budget is finalized through
a positive budget referendum voted on by the Town
citizens.

The Town Budget includes a municipal and a Board
of Education budget per State regulations. The
elected Board of Education determines the school
policies and operating priorities with the School's
Superintendent. The Town Council may only approve the total amount of funding provided for the Schools, not the specific line items.

The Town Council will hire a Town Manager to
serve as the Chief Executive Officer. The Town
Council ratifies all recommendations from the
Town Manager for staff appointments, with the exception of the Police Chief, Library Director, and Parks & Recreation Director, who are recommended by their Board or Commission. 263

TOWN DEPARTMENTS
⇒ The Police Department has 27 sworn officers divided into Operations, Administration, and Investigations.

They have a community policing philosophy with community outreach and engagement programs. The emergency communications reside in the police department providing 911 calls for police, fire, and EMS.

The Police Chief is appointed by a 5 member elected Police Commission. ⇒ The Fire Department is a volunteer service, and the Fire Chief is elected by members of the department.

Currently there are approximately 70 active volunteer members providing fire suppression and rescue, water rescues and emergency medical services. Paramedic services are provided by Middlesex Hospital. ⇒ The Emergency Communication Center (EMC) is currently being updated. The Emergency Management Director is a separate position from Police and Fire and is currently overseeing the EMC updates. ⇒ Fire Marshal services are provided by a part-time employee. The Fire Marshall performs all required inspections and investigation of fires, fire prevention education and reviews all building/development plans. ⇒ The Parks & Recreation Director is appointed by the Town Manager on the Parks & Recreation Commission's recommendation. The Department manages the town beach, two sports complexes with various fields, a walking trail, running track, dog park, and skate park. ⇒ The Public Works Department maintains all Town facilities and grounds, school grounds, parks, the marina and town beach. Responsibilities also include the maintenance and repair of 80 miles of road, 12 miles of sidewalks, 12 Town buildings, and two sports complexes. ⇒ The Finance Department maintains responsibility for sound fiscal management of the Town's assets. Service responsibilities include accounting, auditing, payroll, employee benefits, workers compensation, cash management, and accounts receivable and payable.
⇒ The Tax Collector Office is staffed by a Tax Collector, an Assistant Tax Collector ( certified) and one parttime staff. Tax abatement requests are administered by the Office. ⇒ The Assessor's Office is staffed by an Assessor, Assistant Assessor ( certified) and a Clerk. In addition to assessments of taxable property, the Office is responsible for administering exemptions for elderly, disabled and veterans. Grand List 2024 total - $1,739,727,330. The next 5-year valuation update is 2025. ⇒ The Town Clerk is supported by a certified Assistant Town Clerk. Town Clerk responsibilities include maintaining all records and providing minutes for special meeting of the Town. The Town Clerk also oversees elections, land records, birth and death certificates, and issuance of various Town licenses. ⇒ The Building Official inspects all building projects at various stages, reviews all building plans, and provides a certificate of occupancy when the permitted work is completed. The Building Official is supported by an Administrative Assistant who uses an online permitting system to maintain records and manage fees collected.
⇒ The Town Planner is responsible for land use issues and is supported by two Clerical Assistants and a Zoning Enforcement Officer/Wetlands Enforcement Agent. The department supports the Planning & Zoning Commission, Wetlands Commission, Conservation Commission, and Zoning Board of Appeals with professional support. The Town Plan of Conservation and Development is scheduled for a 10-year update in 2025.
⇒ The Town belongs to the Connecticut River Health District that functions as the Town's regional health department.
⇒ The Town Marina provides approximately 58 rental boat slips available seasonally. A Dock Master is responsible for oversight of all marina operations.
⇒ The Technology Manager is responsible for the purchase and repair of Town computers, copiers, and related supplies. The Town technology network is managed by the Schools through a Memo of Understanding.
264
TOWN DEPARTMENTS (Continued)
⇒ Library - Director appointed by Library Board - Non-profit Library funded by the Town (approximately 75%), trust funds and fundraising. Staffing is comprised of 5 MLS Librarians and part-time staff.
⇒ The Senior Coordinator manages programs for the Town's senior populations offering programs throughout the Town, organizing various trips and outdoor activities. ⇒ The Human Services Department provides clinical, prevention and social services to the community, focusing on those with special and supportive needs.
⇒ The Town Manager's office Executive Assistant serves as the Town Council Clerk taking minutes as well as supporting the Town Manager.

Town Manager Responsibilities Summary
The Town Manager shall serve full-time and shall be the Chief Executive and Administrative Officer of the Town. The Town Manager shall have the powers, duties and responsibilities conferred upon that Office by the General Statutes, as amended and by the Charter. (Contact Consultant for copy of Charter) ◊ Shall be directly responsible to the Town Council for the administration of all departments, agencies and offices and in charge of persons or boards appointed by the Town Manager and shall supervise the same. ◊ Shall see that all policies set by the Town Council along with the laws and ordinances governing the Town are faithfully executed.
◊ Shall fully advise the Town Council of the financial condition of the Town, and prepare appropriate reports. ◊ Shall prepare and submit to the Town Council an annual budget for approval. ◊ May contract for services and use of facilities with other governments, and may join with other Towns to provide or obtain services or the use of facilities by means of inter-local agreements.
◊ May enter into grant agreements, accept funds disbursed under said grant agreements.
◊ Shall contract for all services and purchases of supplies, equipment/ commodities required by the Town.
◊ Shall serve as personnel director for the town by setting personnel policies and manage the recruitment and dismissal of Town employees. ◊ Shall be responsible for the continued review of current and future needs of the Town. Makes recommendations to the Town Council concerning the affairs of the Town. Makes recommendations for improving the organization and staffing of Town Departments. ◊ Assist the Town Council to develop long term goals including economic development for the Town and strategies to implement such goals.
265

ECONOMIC DEVELOPMENT
The town's location along the Connecticut shoreline, coupled with its proactive approach to fostering economic growth, a strong Economic Development Commission, and hiring a town planner continues to attract businesses and investors. The diverse range of industries, from retail to manufacturing, has further diversified the town's economic landscape, promoting resilience and stability. As Clinton continues to thrive, here is a summary of some active projects in town:
♦ Redevelopment of the Former Pierson School: The Town
recently selected a preferred developer to redevelop the former Pierson School into 49 apartments with a focus on providing affordable housing for seniors. The project involves the provision of community space for senior programming and retention of existing public park amenities along Route 1. Negotiations and final Town approvals for the sale and development plans will require the Town Manager's attention.
+ Indian River Shops: This property is under ongoing redevelopment and includes additional sites for commercial and hotel development. Tax abatement and transfer of interest in park amenity issues are pending. ♦ Redevelopment of the Former Unilever Property: The project involves a mixed-use redevelopment of a former industrial site. The current construction phase includes construction of 4 7 apartments adjacent to the Clinton Train Station. Additional project phasing may include potential housing and development of the arts deco building. Continued development The redevelopment will entail discussion with regional agencies and the Connecticut Department of Transportation. ♦ 151 East Main Street: Site work has begun for 32 new residential units. ♦ 24-26 West Main Street: Demolition permitting underway to redevelop existing property into six residential units (two affordable units), office space, and a cafe. Adjacent work on Town-owned property including removal of septic encroachments and landscaping will require Town coordination. + Lobster Landing Elevation: This iconic Clinton destination has received the necessary land use and Connecticut Department of Energy and Environmental Protection (CT DEEP) approvals to elevate the existing structure over water. Work which was originally scheduled for this winter will be deferred until a later date. A license agreement between the Town and property owners for us of Town property during construction is pending. ♦ 88 West Main Street - Former Bank of America building to be developed in a mixed-use property with a ground level restaurant and two apartments above.

Initiative discussions:
+ Downtown: The Town Council has established a subcommittee to implement a common vision for the Downtown which includes addressing appropriate planning and zoning regulations.
♦ Regional Coastal Resiliency Plan: Regional partnership to evaluate coastal resiliency issues and develop prioritized recommendations for mitigation and adaptation strategies.
266

CHARACTERISTICS OF THE IDEAL CANDIDATE
The Town of Clinton is interested in responses from individuals with considerable knowledge of municipal operations who demonstrate a commitment to the delivery of high-quality public service to our citizens. Working in partnership with the Town Council, Town staff, State and local officials, the Town Manager will ensure effective, efficient service delivery for the community. The Town Manager must have demonstrated skill in public budgeting with the ability to develop fiscally sound operating and capital budget proposals which maintain the fiscal strength of the Town. Similarly, experience in the recruitment, development and retention of staff is essential. The Town of Clinton recognizes five labor unions. The Town Manager is expected to actively participate in labor negotiations to yield a satisfactory and sustainable outcome for employees and the Town. Prior experience in the successful negotiation of labor agreements is valued.

Continued economic growth is important to the long-term fiscal health of the Town. The Town Manager must be capable of playing an active role in the identification, negotiation, and implementation of economic development projects. The Town Manager will be expected to improve Town infrastructure through grants and other financial methods to promote economic development and redevelopment. The Town Manager should be capable of developing public/private partnerships that expand the Town's economic base and bring new opportunities to the Town. Strategic and innovative approaches to expanding economic opportunities is desired.

The Town Manager should have excellent interpersonal skills, communicate easily with the Town Council, staff, residents, and work to promote a positive image of the Town. The Town Manager should have a collaborative working style while drawing on the talents of Town staff to ensure successful project outcomes.

The Town Manager must be a leader
who collaborates with regional entities
and state agencies to champion Town
efforts. The Town Manager must be
considerate of diverse opinions, an
"out of the box" thinker, as well as an
individual who is organized, ethical
and committed to public service and
mentoring Town staff.
267

OPPORTUNITIES AND CHALLENGES
As the Town continues to grow, the Town Manager will be presented with several interesting professional opportunities to contribute to the future success of the community. In addition to proactively managing the operations of the Town, the Town Manager will play a key role in supporting efforts in economic development, land use and infrastructure planning, critical service delivery, and public policies.

Town Governance
The Town Manager is expected to continue to develop operational and administrative policies that reflect the Town's adoption of the Council-Manager form of government. This will entail ensuring departmental policies are aligned with and supportive of Council policies and implementing administrative policies to address department's needs.

Planning and Infrastructure
The existence of quality infrastructure to support the Town's long-term growth is vital and the Town Manager will be expected to work successfully to manage issues of wastewater treatment capacity, fire service delivery, and land use policies that support expansion of commercial development. The Town's wastewater treatment options are currently constrained. Working within the State's regulatory framework, the Town Manager will explore alternatives for expansion that are both economically and environmentally viable. Future provision of effective Fire service in the Town will likely require moving Fire Headquarters. The Town Manager will be expected to assess the service needs of the Department and propose a viable strategy for maintaining this critical service.

Economic Development
Multiple economic development opportunities exist for the Town. Some of these development projects are underway while others will require the work of the Town Manager to carry out these projects. The Town benefits from the existing commuter rail service and easy access to the surrounding metropolitan areas.

Transit oriented development that brings both commercial and housing opportunities is of high priority.

Similarly, efforts to support and revitalize the downtown area with shops, restaurants, and other attractive amenities is a desire of the Town. The Town has access to the nearby harbor and Long Island Sound which in recent years has prompted an influx of new residents to the Town. Developing a strategic approach to optimize the economic benefit of this beautiful and significant asset while ensuring it remains environmentally resilient will be a work objective for the new Town Manager. Implementing the recommendations of the Coastal Resiliency Plan will be a work objective for the Town Manager.

Quality o{Life
The Town Manager working closely with the
Town Council will review and recommend
public policies that impact on the quality of life
for residents. These policies will relate to the
services delivered to its residents. Providing
the Town Council with policy choices that
align actions with the goals and objectives as
defined by the Town's Strategic Plan will be
the work of the Town Manager.
268
Randi Frank Consulting, LLC
7700 Hoover Way
Louisville, KY 40219
203-213-3722
[email protected]
269

INVITES

CANDIDATES TO

APPLY FOR THE

TOWN MANAGER POSITION
270

COMMUNITY PROFILE
Coventry is located in Tolland County, Connecticut. With a population of approximately 12,500 people, Coventry is known for its natural beauty and historic charm. Coventry boasts a 400-acre lake, multiple parks including sports fields, and nature reserves offering hiking trails and scenic views, including the Nathan Hale State Forest. Coventry's historic district contains buildings dating back to the 18th century and is home to a number of cultural attractions. The Coventry Public Schools are nationally and locally recognized for quality. Coventry is located near the University of Connecticut and Eastern Connecticut State University. Overall, Coventry offers a quiet, peaceful lifestyle with easy access to both natural and cultural amenities, commuting distance of 20 minutes to Hartford and it is within 1 hour to Long Island Shore or Providence, about 2 hours to Boston and New York City, and easy access to the mountains and to other New England states.

Coventry, Connecticut was first settled by colonists in 1706 and was officially incorporated as a town in 1712. The Town was originally named "Wangunk," which means "bend in the river" in the language of the indigenous Wangunk people who lived in the area. In 1711, the Town was renamed "Coventry" after the English city of Coventry. Coventry retains a close relationship with its sister-city of Coventry, England to this day.

During the American Revolution, Coventry played an important role as a center of military activity. The Town was home to a number of patriot leaders including Nathan Hale, who is famous for his role as a spy for the Continental Army. Hale was captured by the British and executed in 1776 and his childhood home in Coventry is now a non-profit Connecticut Landmark park, forest, and museum, open to visitors.

In the 19th and early 20th centuries, Coventry was primarily an agricultural and manufacturing community with mills on the rivers. The Town was known for its production of textiles and many of its residents worked in the industry. In the mid-20th century, Coventry began to develop as a suburban community with new housing developments and an increase in population.

Today, Coventry is a small, rural town with a rich history and a strong sense of community. The Town celebrates its heritage with a number of historic landmarks, museums, and cultural events. 271

GOVERNMENT DESCRIPTION
Coventry operates under the "Council-Manager" form of government. The Town Manager is appointed by and reports to a seven-member Town Council-the legislative body; with a Town Council Chair. The current Town Manager is retiring after serving the community for approximately 35 years. The current town manager has developed a significant state and regional network that has benefited Coventry. The Council desires a candidate who can maintain and expand upon these resources.

The Town Manager is responsible to the Town Council for the proper administration of all Town affairs as outlined in the Town Charter. The Town Manager is the Chief Executive Officer who oversees and manages all municipal service functions and day-to-day operations of the Town. The Town Manager performs personnel management, collective bargaining, labor relations; and appoints all department heads and employees. The Manager works closely with Town Council, department heads, and the Board of Education to develop strategic priorities and annual budgets. The Manager administers all laws and ordinances through the various departments. They implement policies and manages operations and maintenance of Town assets and facilities plus the current budget. The Town Manager researches issues of concern for the Council and makes recommendations for their review. The Town Manager works collaboratively with internal and external stakeholders to promote economic growth while maintaining Coventry's essential character. They represent the Town in regional and state meetings to ensure awareness of programs and opportunities that may affect the community and serves as voice and advocate for Coventry's interests. The Manager works with elected state representatives on state funding, reimbursement or grant opportunities.

The Town has an AA bond rating and a fund balance of approximately 11 %. While finances and the tax rate are a concern in many communities, Coventry is a well-run government that has traditionally made expansive use of state and federal grants to fund current and future initiatives. Coventry embraces technology and regional collaboration to reduce costs and deliver effective services.
272

TOWN GOALS AND ACHIEVEMENTS
Coventry Town Council Goals '21-23
The Coventry Town Council has adopted the following goals that provide a framework for their decision-making.

They have also developed strategies that align to the goals.

I. Work collaboratively with the Town of Coventry Boards and Commissions in order to ensure efficient use of resources, financial and otherwise, to benefit the members of our community.

2. Demonstrate strategic and responsible fiscal management in order to be prepared for known expenses as well as an uncertain future.

3. Plan and support ongoing infrastructure and public works maintenance, recognizing that smart investments prepare Coventry for the future.

4. Maintain high quality public safety services making the safety of Coventry citizens a priority.

5. Continue to preserve, protect and enhance our natural resources and recreation opportunities.

6. Develop a transition plan that ensures a transparent hiring process for the next Town Manager, keeping the needs of the communit foremost and makino- it a non- artisan rocess.

Coventr Town Achievements
Sustainability:
♦ Energize CT Silver award for innovation in energy conservation initiatives. ♦ Sustainable CT Silver award (2022, 2019) Bronze (2018) ♦ SolSmart Gold award and SolSmart special recognition award for solar education.
♦ CT Greenbank Green Circle award
♦ CIRMA 2022 Excellence in Risk Management Award: Police Coventry Farmers Market:
♦ Daily Meal rating #31 Farmers market in nation: Coventry Farmers' Market (Coventry, Conn.)
Finance:
♦ Government Finance Officers Association (GFOA) Budget award ♦ GFOA: Annual Comprehensive Financial Report Award (14 years) Recreation:
♦ National League of Cities Let's Move Awards
♦ CT Interlocal Risk Management Association (CIRMA) 2019 - Excellence in Risk Management: Recreation + Playful City awards
+ Windham Chamber of Commerce Community Arts Partnership Award 2023 for funding support of the arts
Others:
♦ Connecticut Conference of Municipalities (CCM) Municipal Excellence award for "Village Renaissance Project"
♦ Civic Plus "Extreme Website Makeover" Winner
♦ Capital Region Council of Governments (CRCOG) Inter-town Cooperation Award ♦ CALEA GOLD accreditation for Coventry Police
Schools:
♦ US News & World Report (2021) Coventry High school ranked in top 8% of all CT high schools and top 9% of all high schools in US.
♦ George Hersey Robertson Intermediate School was recognized as a National Blue Ribbon School by the U.S.

Department of Education in 2020.
♦ Captain Nathan Hale Middle School recognized as a Spotlight School by the New England League of Middle Schools. ♦ Ranked the 2023 Best School District in Tolland Countv by Niche 273
Finance
Ad.ministration ,
en
Accounting <2)
TaxC'ollector13)
Assessor (2l
'own Clerk (2.5)•
Animal Control
Ill
VotorG
Town Council
Town
Atton1ey
Auditors
TownMan,ieer
(2)
Land Use,
Building&
Zoning(4)
Fire&
Emerg11ncy
Services (Sl
Reeional Health•
District
Human Semce9J
(4.6)
Public Works
122.6)
Parks &
Recreation12l
274
Tax Breakdown For Median House
$5,510
Debt. $370 ---
Town. $1.383
Capital. $91
bulance
Fund
Transfer, $46
Education.
i3.620
Proposed FY 22/23 General Fund Revenue
State-Gen
Govt.

1.11%
State-___ _,
Education

18.22%
Sewer
Assessment

0.86%
Reserves

0.40%

1.52%
Property Taxes

77.89%
Median House Town Tax Dollar
Town Operating Budget
Civic &
Cultural. $87
Public Works.
$335
Gen.Admin.
$245
Public Safety.
$338
FY 22-23
Approved
Budget
General
Government
$10,973,292
Education
$28,712,461
Debt
$2,932,192
Capital
$723,500
Ambulance
Fund
Transfer
$362,500
Total
1 $43,703,945
275

CHARACTERISTICS OF THE IDEAL CANDIDATE
Coventry town stakeholders, including Town Council Members, Coventry staff and department heads, and Coventry residents provided the following feedback for their ideal candidate:

The ideal candidate for this position should possess a variety of knowledge, skills, and abilities that will enable them to excel in the role. They should have the ability to find, secure, and implement grants as well as motivate personnel appropriately and deploy the valuable skills of town employees. They should be willing to embrace new ideas and suggestions from employees and the Town Council. Strong technology skills are paramount.

Collaboration skills are essential and the candidate should work to create a team among departments, avoiding silos.

They should also have an understanding of infrastructure issues such as senior housing, roads, and buildings. Strong communication skills and public relations are important, with the Executive Assistant to the TM assisting with communication initiatives.

The candidate should also be able to make presentations, have HR and labor relations knowledge. Strong interpersonal skills are essential and they should always strive to achieve more and do the best for the Town.

Maintaining the Town Manager's Facebook Page and other social media is also an important priority for the candidate.

Overall, the ideal candidate should have a broad range of knowledge, skills, and abilities that will enable them to effectively lead and manage the town.

The ideal candidate for this position must be politically astute and able to develop a network of bipartisan allies. They should build trust with staff and empower them while remaining open-minded, respectful, and providing constructive feedback. A professional image is essential, as is creativity when it comes to managing Town finances.

The candidate should be accessible and approachable, while avoiding micromanagement. They need to be passionate about the Town and engaged with the community, as well as regional municipal organizations such as CT Conference of Municipalities-CCM, CT Organization of Small Towns-COST, and Capitol Region Council of Governments-CRCOG.

Communication is key, and they should listen to all sides and give guidance while respecting different viewpoints and being adaptable to emerging situations.

Motivating employees with encouragement is important, and they should make a point to be visible by meeting all the groups in Town frequently. Being innovative and collaborative with other towns and the Board of Education (BOE) is also essential. They should delegate effectively, build relationships and work to maintain them.

Understanding infrastructure projects, including funding and bonding, is important as is strategic planning, and thoughtfulness about services. A calm and patient demeanor is important as is honesty, and transparency.

The candidate should be able to follow direction from the Town Council but also have a vision for the Town and provide steady leadership. Overall, the ideal candidate should possess a wide range of skills and qualities that will enable them to be an effective leader.
276

COVENTRY HAS A LOT TO OFFER
◊ Coventry's Abundant Natural Resources - Coventry is home to a 400 acre lake, considered the jewel of this community, which serves as a driving force for the economy and hosts a plethora of community resources including two public beaches, the Senior Center, and the Community Center. In addition, Coventry has a multitude of public parks and trails through forested areas.
◊ Coventry Public Schools - Coventry Schools, which are ranked best in Tolland County, regularly attract new residents. ◊ The Farmer's Market - The summer Farmer's Market is held Sundays between June and October at the Nathan Hale Homestead, drawing crowds from throughout the region. ◊ Coventry Arts Guild And Other Community Groups - Coventry benefits from strong participation by community groups, like the Coventry Arts Guild, that improve access to the arts and culture while supporting events along Main Street in Historic Coventry Village. ◊ Rural Lifestyle - Coventry takes pride in its rural characteristics and agricultural foundation, including Farmers Cow cooperative farms. This support recently culminated in installation of an anaerobic bio-digester.
◊ Strong Community - Coventry has many citizen volunteers who: manage the many trails in the Town's open space; volunteer for town boards and committees; participate in town-wide cultural events, etc.
◊ Fiscal Prudence -Coventry boasts strong home values and a lower tax rate than other areas. ◊ History - Coventry remembers its past through the Hale Homestead, birthplace of CT's State Hero Captain Nathan Hale, the state Vietnam monument in Town, and as part of the National Heritage Corridor. ◊ Skilled Departments and Staff - Coventry employs excellent, high achieving staff including:
a full time Police Department; a Human Services Department serving all demographics; a Recreation Department providing recreational opportunities, affordable before and after-school programs and summer camp; plus new softball fields; a highly skilled Public Works Department; and dedicated Volunteer Fire and EMS volunteers.
277

OPPORTUNITIES AND CHALLENGES
Coventry's challenges create opportunity for a new Town Manager to think creatively in implementing their own vision for the future:
⇒ Funding Emergency Medical Services - Like many rural municipalities, since COVID-19 Coventry has faced challenges recruiting volunteers for fire, and Emergency Medical Service (EMS). Additionally, state-wide shortages in paramedics have driven costs for staffing ambulances sky-high. The new Town Manager will work alongside experienced leadership in crafting solutions to this problem.
⇒ Inflationary Pressures - Rising costs of materials, especially for road maintenance and building projects means there is a constant push to do more with less or realize alternative means of funding.
⇒ Ongoing Projects - The next Town Manager will inherit multiple exciting grant-based projects/opportunities including: a natural gas-fueled "Micro Grid" to support the Government Complex; a large HV AC project at the High School; ongoing road and bridgework; fulfillment of the softball field grants; potential installation of a water tower in Coventry Village; and others. ⇒ Senior and Affordable Housing - Coventry is working towards identifying solutions in providing access to senior and affordable housing. ⇒ Maintaining Local Resources - Coventry continues to battle invasive aquatic plants in the lake, which cost about $130,000 a year to maintain.
⇒ Expanding Economic Development - A need for increased economic development, balanced with desire to maintain rural character. Coventry has collaborated with Mansfield, Tolland, and Bolton to create regional economic development and tourism program called "Connecticut's Countryside." Also Coventry has worked with the Town of Bolton to expand a sewer line along Route 44 which will allow for additional economic development in the area. ⇒ Developing Long-Term Infrastructure - Coventry has a number of aging roads, buildings, and other facilities that need to be maintained and, potentially, upgraded. Traditionally, this has been achieved largely through aggressive pursuit of state and federal grants. 278
Ms. Randi Frank
Randi Frank Consulting, LLC
7700 Hoover Way
Louisville, KY 40219
203-213-3722
[email protected]
www.randifrank.com
279

THE TOWN OF PLAINVILLE, CT

INVITES CANDIDATES TO APPLY FOR

THE TOWN MANAGER POSITION
280
Community Profile
Plainville, originally a part of Farmington, was first settled in 1657 and incorporated as a separate town in July 1869. The town covers 9 .6 square miles. It is located 14 miles southwest of Hartford and located between the cities of Bristol and New Britain. It has easy access to major state and federal highways in central CT. Being part of scenic New England, Plainville is not far from Boston, NYC, the ocean, and the mountains.

Plainville enjoys a diverse economic base which includes smaH, midsized and large manufacturers including several spring and wire manufactures, electrical component makers, and many others. Plainville is also home to a number of medium and large sized construction firms (and quar-r-:=====~;:::::::_:::~:--,a ries) that serve the State and region. The industrial history of the community dates to the 1820's and continues to this day. Plainville is a Town with deep traditions in community and family. The Town is known as a welcoming place to live with lots of volunteers who are willing to help their neighbors.

With its growing economic base, Plainville remains a regional employment center, and not just a suburban community within the Greater Hartford area. This has allowed the community to enjoy a relatively stable financial base and to make prudent investment in municipal infrastructure and public education. Attracted by the employment base and good schools, a significant portion of the population has moved to the community and stayed. Plainville is a wellFi~ 1: Hartford C01.11ty run municipality which provides great services to its 17,619 resi- ._ ______________ 11111 dents.

Community Demographics -2021
Population-17 ,619
Land Area-9.6 sq miles
Number ofHouseholds-7637
Median Age-43.3
Median Household Income---$72, 175
Poverty Rate-7%
Total Active Businesses-2007
New businesses registered in 2020-130
School Population-2265
Free Pre-K Enrollment-83
Median Rent-$1,027
# of Housing Units-8261
Owner occupied-71 %
Residents with Bachelor's Degree + 39%
Residents with Associates Degree -10%
Key Employers
• Wheeler Clinic-Health
• Manafort Bros.-Construction
• Gem Sensors-Manufacturing
• Tilcon -Construction
• Americold-New Cold Storage
Fiscal Indicators - FY 21-22
• Standard & Poor's: AA+
• Municipal Expenditures: $63,456,959
• Schools $39,826,972
• Other $23,629,987
• Net Grand List: $1,429,265,383
• Median Home Value-$219,700
• Property Tax is 78.2% of all revenues
281
Economic Development
As the sign says, "Plainville Welcomes Your Business." Indeed, businesses are an integral part of the Plainville community. One can live, work and play without leaving Town because of businesses such as restaurants, retail, industrial, manufacturing, municipal airport, and offices.

A current project in one of the industrial parks is the construction of Americold, a roughly 200,000 square foot 12-story high first of its 111,,,,;.....,.....,.,,_..,;,;.;,,-=--,. kind automated refrigerated warehouse to supply groceries to regional stores. When completed, Americold will be the second largest taxpayer in Town.

On the other side of town near the neighboring community of Southington, the last remaining industrial subdivision lot at Strawberry Fields Industrial Park has been sold and two buildings totaling 20,000 square feet have been constructed and occupied. Approximately 30 acres remain available for further development. This land is also located in a State designated "Enterprise Zone," which offers lucrative business incentives to manufacturing firms.

In the Farmington Corporate Park, only two lots remain for development, one of which has been approved for up to 294,000 square feet and is seeking tenants. Recent construction of the Cancer Center and Medical Arts facilities in the new State Bioscience Zone provides opportunities to diversify the local economy. Interest in approximately 60 additional acres of developable land in that vicinity has grown recently as a local developer has been diligent in preparing plans for the future. Some of the plans include similar medical and technology development, and possibly a boutique hotel to serve the nearby medical facilities and the UCONN Medical Center in Farmington, another nearby community.

A new mixed-use development for the Downtown is in its final stages of approval. This 14 acre site, formerly known as the White Oak Construction Property is in negotiations with the Town. The Town secured $ l. lmillion State Brownfield Funds to redevelop and clean the property. The Town is in final negotiations with a selected developer for a mixed-use development featuring 170 apartments, commercial space, industrial condominiums, medical offices and 7 acres of open space near the Pequabuck River. The above project will also incorporate a portion of the Farmington Canal Heritage Trail (for walking and biking) that will be constructed through Plainville over the next several years. The trail expansion is being designed by the State Department of Transportation and construction will be paid using state grants. The State is expected to begin construction in 2023. The Plainville portion will connect with the current trail at the Southington and Farmington town lines. When completed, the Farmington Canal Heritage Trail will allow users to travel from New Haven to Massachusetts. This development will promote more activity and business for the Downtown and will be close to the Municipal Center, Police Department,
Fire House, Historical Society,
and Library. Preliminary plans
are shown here.

The Town Manager, the Economic Development Coordinator and the Economic Development Agency will continue to work on all these efforts. In
addition, they will continue to
provide support and off er incentive programs, such as the Revolving Small Loan Program and Tax Incentive Program, to small businesses that are already in Town or want to
relocate to Plainville
282
Town of Plainville
Organizational Chart
•The Police Chief is appointed by the Town Council but reports to the Town 11.,(anager.

The Town Council appoints the Town Manager, Police Chief, Fire Chief and Fire Officers plus the Town Attorney (contracted), Town Treasurer and all Boards and Commissions not otherwise elected such as the Board of Education. The Library Board of Trustees (also elected) appoints the Library Director but all directors and chiefs report to the Town Manager. The Town Manager appoints all other department directors and employees under the Council/Manager form of government. 283
Form of Government
The Town has operated under the Council-Manager form of government since 1959. Policymaking and legislative authorities are vested in the seven-member Council. The Town Council is responsible, among other things, for passing ordinances, proposing a budget to the annual Town Meeting (which is an All-Day Vote), appointing committees, and hiring the Town Manager. The Town Manager is responsible for carrying out the policies and ordinances of the Council, for overseeing the day-to-day operations of the Town, and for appointing the heads of the Town's departments. To fill the seven (7) Town Council positions, both political parties may nominate five (5) candidates. No more than five (5) members of the Town Council can be from the same political party. All Town Council members are elected at large and serve two-year term ( odd years- 2023 is next election).

The Town provides a full range of services including finance, human resources, town clerk, revenue collection, assessment; parks and recreation, senior services, youth and social services; fire and police protection; the management and maintenance of all Town buildings, roadways, and Town vehicles; collection of solid waste and recyclables (contracted); water pollution control; and education. Education is under the control of the elected Board of Education, which operates a high school, middle school and three (3) elementary schools.

Water and Electricity are provided by private companies. There is no county government in Connecticut so other services not listed are provided by the State of Connecticut.

Consolidated Services
The Town continually strives to find more cost-effective ways to efficiently conduct Town operations and services. To this end, they are one of the few Connecticut municipalities that have consolidated services with the Board of Education. The revised Charter provides that the Town shall have a Finance Director who serves both the Town and Schools. Both use the same financial software. Plainville has also consolidated Human Resources Services with one HR Director serving both the Town Manager and the School Superintendent.

Technology Services are also consolidated. The Schools' IT Department started to work with the Town about six years ago. IT updated old systems in each department and now has a regular schedule for equipment replacements. IT manages phone systems, and security cameras and is also updating wi-fi outside each building and at the Town Parks. In the next several months, Town buildings will be connected through a fiber network.

Municipal
Robertson
Pumpkin
Festival
284
Department Highlights
Town Council Program Objectives FY 2022
• Continue to explore methods of reducing municipal spending in future years. • Continue to explore new areas to consolidate and share resources locally and regionally . • Continue to work with the Economic Development Agency to diversify the Plainville tax base and ensure a "business friendly" community. Work with local
businesses to see what can be done to help them
prosper.

Town Manager Budget Goals FY22
⇒ Improve infrastructure
⇒ Improve the efficiency of government operations
⇒ Improve existing public services
⇒ Provide citizens with new services
⇒ Explore ways to control spending
⇒ Cross train town departments
⇒ Explore ways to share resources regionally
⇒ Continue economic development support
Fl,<11 \"tar Wl1 -~16
~GL S 1.3U.0';.JSl $
$1 +40000000
I omi or PWnrlllr X•t Grud List (XGL)
La,st S Budgtt \'.nn
.)()a-2019 20!9-;0:?(I .;1!W-;o!1 ;011 - ,022
l.)66.!94.659 S 1.3%.6:H.6)~ \ 1.n;..100.@0 I l.42!l.::61J!! Sl l0000 000 i-----------------,---,-- SU!0.000,(J(ili +-----------------! ~l.410,000,00P +---------------r-l-------1
ll'400000P<10 t---------------===-- -1
$]Jll0.000.000 t---------,.-..------t
i!JI0.000.000 -1--------1
$1 ,!'0000.000
Sl.!60_00().000 SIJl<l.000,000 _...__..___,,.___..___._ _ __.__...._ _ _,__,___....___,_--1 !OIS-~19
Finance Department serves both the Town and Schools with Payroll Coordinator, Accounts Payable Clerk and Business manager as school employees and plus an Account Analyst and Accounts Payable Clerk who are Town employees. The Finance Director also supervises the Assessor/Revenue Collection combined office with a certified Assessor and Tax Collector and 4 staff members who are cross trained on both. Besides investments, audits, financial reporting, debt management, employee benefits, capital improvements and risk management, Summarv of Budgeted I.x11endifu1·es (Town General Gonr-nment) Capital ~ml Government
Debt Ser.~ce---------
19%
0%1 ,~
Sundry (includes _
Xfers Out)
3%
Employee Fringe
Benefits
17% Civic & Cultural Health & Human
Setvices
PublicWotks
19%
1%
8%
Trend~ in Rennue Sources In tbe Last S Year,;
100% ..---c::::::::::::r---r' ....... ;;"---E.==--r-- ~=::r----r"""'""']-, ~/4
80%
70%
60%
50%
40%
3~'<.
20%
10%
0% +-__.___.__-r-_.__.__--,-_.__ .._""T"""___.__...._-,-_.__...._..., 2017 -2018 2018 - 2019 2019 - 2020 2020 - 2021 2021 - 2022 Fisral Y~•r (Adopted)
DAUO!herSourtt.
the Finance Director is responsible to work with the Town Manager and School Superintendent to develop the Town
Budget. Highlights shown here:

FY21-22 Budget
Total Town Government
$19,191,787
Debt Service $4,430,350
Interfund Transfers Out -
Capital $7,850
Total Town General
Government $23,629,987
Board of Education
39,826.972
Total Town Operating
Budget $63,456,95
285
Department Highlights (Continued)
Police Department: The Plainville Police Department is responsible for providing all aspects of law enforcement and police services to the Town. The functional units are Administration, Patrol, Detective, Records, and Communications/Dispatch & 911 plus Animal Control. A new Police Chief just started in January. The Department has 46 full-time employees which includes 2 SROs.

The Plainville Police Department is committed to community policing.

Fire Department: The Fire Department is responsible for fire protection within the community and consists of approximately 61 volunteers that operate out of one station on a 24-7-365 basis. Volunteer members are highly trained with over 95% of firefighters being state certified in basic firefighting. Ninety percent are certified in advanced and spe- ----------------- cialty areas. Ambulance service is provided by a private firm. The Fire Station and all apparatus are owned by the Town.

Public Works: Public Works is charged with the planning, design, development, construction, and maintenance of all Town physical structures including roadways, drains, buildings, grounds, and waste disposal systems. Public Works is also responsible for the Town's vehicle and equipment maintenance. Public Works includes the following divisions that report to the Town Manager: Roadways; Buildings & Grounds; Technical Services -Engineering, Building Inspector, Fire Marshal; and Water Pollution Control. The Water Pollution Control Facility (WPCF) has a selfsupporting fund and recently upgraded to a Tertiary Treatment plant including nitrates and phosphorus Health & Human Services: Health services are provided by a regional agency known as the Plainville-Southington Regional Health District.

Town services include a Senior Center which is recognized as a regional leader and was recently honored as a United Way's "Change Maker." Services provided include transportation for seniors and disabled, lunch programs, trips, exercise programs and a nurse and social worker to assist the seniors.

The Town employs a Youth Services Director who works with youth and their families as well as with the schools. A part-time Social Services Director assists those in need to find the resources at the State and regional level or through local donated funds.

Town Clerk Office serves as the Clerk to the Town Council to take minutes and post agendas. The Office also handles all land records, and vital statistics-birth, death and marriage certificates, serves as records manager for the Town and handles various licenses (dog and hunting), and registration of business trade names, etc.

Civic & Cultural Services: This includes the Library and Parks & Recreation. The Plainville Recreation Department provides a wide variety of leisure time programs at Town Parks, Norton Park is the largest and has both ball fields and a pool. Programs such as trips, day camps and sports activities are aimed at providing a positive environment for the many participants. The Library Director reports to a Board and the Town Manager. The Library receives 85% of its funding from the Town and the rest from an endowment. The Library databases are available 24/7 via the internet. The Library provides many programs to both children and adults via Zoom or in person when able. They are working on a makerspace project.

Norton Park
<,----
Plainville Library
286
Characteristics of the Ideal Candidate: ⇒ Outstanding communication skills with Council, staff and citizens including through social media and on Plainville Talks Faceqook page
⇒ Excellent management and organizational skills to implement projects and provide a high level of services ⇒ Mediation skills to deal with citizen concerns and negotiation skills related to union contracts ⇒ Non-partisan manager who communicates directly with all Council members regularly to keep them informed and to discuss options for new innovative ways to provide Town services ⇒ Personable and approachable leader with an open door policy for staff and citizens ⇒ Experience with recruiting and retaining qualified staff to replace a number of vacancies or retirements ⇒ Excellent economic development skills to work with small and large businesses and find funds to support open space and tax abatements while increasing the Grand List ⇒ Manager who will listen to staffs ideas and help to promote new programs or existing programs ⇒ Ability to serve as chief spokesperson for the Town
⇒ Commitment to continuing a collaborative relationship with the Superintendent of Schools and the various consolidated services between the Town and Board of Education ⇒ Analytical skills to see and understand all parts of a project and how to implement it ⇒ Ability to manage multiple projects simultaneously-a multitasker ⇒ Strong knowledge of municipal government, financing and grant funding ⇒ An engaged and strategic planning manager who is fair and holds staff accountable ⇒ A team leader who builds bridges not walls
⇒ Ability to explain complex issues in writing and verbally ⇒ A manager who walks around to get to know staff and services, and who attends boards and commissions meetings to understand their roles
⇒ Willingness to participate in community events
⇒ Professional, personable, ethical leader who does the right thing for the whole Town with integrity ⇒ Collaborative skills with all stakeholders, staff and regional and state agencies ⇒ Ability to implement training that fosters an inclusive environment for all employees ⇒ Empowers department heads and staff while also providing them opportunities for professional development and advancement ⇒ Serves as a hands-on manager with the Assistant Town Manager and Executive Assistant in the Town Manager's office
⇒ Fosters creativity and innovation
⇒ Research skills to find innovative ways to provide services in a cost effective and efficient manner Qualifications:
• Required Master's Degree in public or business administration or a closely related field. With ICMA Credential Manager status or other executive level certification programs preferred. Minimum of five (5) years of responsible executive and management experience which provides a demonstrated ability to perform the duties of the position; or any equivalent combination of education and experience (such as Bachelor's Degree and 8 years of experience)
• Preference for experience with budget, planning for the future, operations, economic development, project management, municipal experience, Council relations, human relations, labor relations, and financial management
• Preference for manager that works with regional entities, other towns, state agencies and national and state professional associations
The Charter does list residency for Town Manager but council will provide up to 2 years to meet requirement. The Town council will be pursuing a change on that aspect of the Charter as well. 287
Challenges & Opportunities
• Monitor and oversee various economic developments such as: White Oak project downtown, completion of Americold, and various projects in the two industrial parks • Hire a new Assistant Town Manager (who can supervise some departments to reduce the direct reports for the Town Manager) and be prepared to hire new professional staff who will be retiring ♦ Manage such projects as the closing of the Landfill, Municipal Airport improvements based on FAA regulations, sewer expansion in a 50 year old neighborhood, implementation of the Farmington Canal Trail in conjunction with the State, bonding and implementation of the middle school renovations, continue overseeing Road/Sidewalk projects • Assist with the decisions on how to spend the ARP A Funds. The Town is currently looking at various capital projects to catch up with equipment and infrastructure needs ♦ Plainville is known as a well-managed Town and where people move for the good schools and the family friendly atmosphere. There are many generations of families that have lived in Plainville for a long time. • Current Town Manager is retiring after 17 years and previous managers also had strong tenures. • There is a dedicated staff of public servants who want to provide the best services to the public; however, there has been a loss of systems knowledge with a large number of retirees in the past few years. ♦ The computers are up-to-date but there are some systems that need to be modernized such as payroll that includes a digital time clock. More digitizing of Town Clerk records is also needed. ♦ The FY 22-23 Budget should be in place for the new Town Manager which will provide time to get up to speed
♦ Private water company was acquired by Aquarion--will need to develop a good relationship • A forward focused Town Council wants to research broadband and continue to effectively deliver services that meet public needs and positively impact the quality of life.

Compensation and Application Process
Open and competitive beginning salary DOQ' s ($160.000-$ I 80,000) supplemented by an excellent benefit package.
⇒ Benefits provided in accordance to Pay Plan-includes PPO Health Plan from CT State Partnership Plan for employee & family with 18% for premium share by employees-Defined Contribution Retirement Plan ICMA (401a) Employees contribute 6.5% and the Town contributes 9% ⇒ 13 Holidays, 18 days of Sick Leave for a maximum of 150 days, 3 Personal Days plus negotiated vacation leave and attendance at professional conferences for Town Manager Plainville is an AA/EOE employer
If you are interested in this position or have questions, on position, residency, or salary and benefits please contact Ms. Frank at the address below before applying. To apply now for this great opportunity please submit your cover letter and resume to Ms. Frank. Position will remain open until filled; first screening date is May 11, 2022. The Town is anxious to fill the position as soon as possible, so a quick response is strongly recommended. Ms. Frank will screen resumes as they arrive. Well qualified ap- ------------- plicants will immediately be asked to complete a comprehensive supplemental questionnaire. Qualified candidates will be reviewed by the Town Council ASAP with a 20 minute zoom interview if they approve of the candidate.

More information is available on websites: Budget
htt.ps://www.plainvillect.com/finance-depar.tment/51es/fy-2022-adopted-bud~et Economic Development Videos https://www.elocallink.tv/tn/v/player.php? Ms. Randi Frank
Randi Frank Consulting, LLC
7700 Hoover Way
Louisville, KY 40219
203-213-3722
[email protected]
www.randifrank.com
288
• TOWN OF"NEWINGTO-N

CONNECTICUT
EST 1871

INVITES CANDIDATES

TO APPLY FOR THE

TOWN MANAGER

POSITION
2023
289
Commanity Profile

TOWN HISTORY
Naming the Town
Newington was a part of the Town of Wethersfield until 1871. Early names for the area were "Pipestave Swamp," then "Cow Plain," and later, "West Farms." These reflected its use first as a source of staves for making "pipes" (large sized barrels) used in colonial trade, then as a pasture for cattle, and the new farms taken up by descendants of early Wethersfield settlers who had been given grants on the western frontier of their riverside town. By 1721 there were enough new farmers on these grants to request that the General Assembly of the Colony of Connecticut give them the name "Newington." This name means new town in the meadow.

Incorporation
Because most inhabitants were related to Wethersfield families, Newington accepted government by a Wethersfield Town Meeting until 1871. But the railroad had come through Newington in the 1830's and frequent, inexpensive transportation attracted growth. Some years later, Wethersfield Town Meeting refused to approve expenses for highway improvements for better access to the railroad. Newington was ready to take government into its own hands. It applied to the General Assembly of the State of Connecticut for incorporation, which was approved in 1871. By 1966 population increases fostered the replacement of the town meeting by the council-manager form of government
Transportation
The trolley and the automobile brought more growth early in the 20th century.

Newington's geographical location in the center of the state, plus great improvement in highways, attracted many new residents and businesses. A train also operated in Newington for approximately 100 years until 1959. The trolley was replaced by regular bus service along the same route. Commuting to Hartford and New Britain was convenient. 290
I - - • =_I - - ' - - -- ... - - • i " - - " •,. • ' - .. ;-• - ~ Population-30,234
Land Area-13 sq miles
Population Density-2,325
Number of Households-12,366
Median Age--45.5
Median Household Income-$81,646
Total Active Businesses-2,824
New businesses registered in 2020-130
School Population-3,974
Pre-K Enrollment-87
Median Rent-$1,263
Housing Units-12,810
Owner occupied-78%
Residents with Bachelor's Degree--24%
Residents with Master's Degree -17%
Economic Development
The Town of Newington has been very active in supporting new developments which will increase the grand list. Some of the projects have already begun while others remain in the planning stages. These projects will require the Town Manager's oversight. ⇒ Meadow Commons (3333 Berlin Turnpike)-An approved mixed use development with 269 apartments and approx. 80,000 sf of commercial/retail space - currently under construction ⇒ The Spark (690 Cedar St)- An approved 4 story apartment building within the TOD (Transit Oriented Development Overlay District) - construction to begin in 2023 ⇒ Woodbridge Suites Hotel (712 Cedar St) - An approved 122 room hotel within the TOD - currently under construction
⇒ Dakota Properties (550 Cedar St)- An approved 3 building affordable housing apartment complex - currently under construction
⇒ The Pike (227 Pane Rd) - An approved 2 building apartment complex of approx. 150 units (with some affordable units)- site has been cleared and ready for construction ⇒ The Keeney Building (1170 Main St) - Approved for a change of use (an adaptive reuse of an old industrial building) to allow a mix of retail, commercial, and other uses compatible with the downtown center business district- renovations are slated to begin this winter ⇒ 731 Russell Rd-An approved EV (electric vehicle) showroom with an associated gas/EV charging station, convenience store, and car wash - construction to begin late 2023 291
Government Services-See Organizational Chart
• Metropolitan District Commission serves Newington and 7 other towns for regional water and sewer. • Town participates in the Capitol Regional Council of Governments. • Town has its own cable station located in town hall that covers major meetings and events
• The Town and Board of Education are self-insured for employee health insurance and uses the same third party insurance agency for property and liability insurances • Newington has a contracted grant writer to assist the various departments • The Central Connecticut Health District is a regional agency that serves as the local health department for Newington, Wethersfield, Rocky Hill and Berlin Form of Government
The Town of Newington has a Council-Manager form of Government which was established in 1966. There are 9 council members including the Mayor, all elected at large for two years with a minimum of 3 minority party members. The Mayor is elected separately and has only one vote. The next election for Council and Mayor is November 2023. The Town Manager is appointed or removed with no less than 6 votes. The Council serves as the legislative body which approves the budget, determines the tax rate, sets community goals and approves Town Ordinances.
292
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Total 22-23 Budget-Expenditures
General Govt-$39,031,603 Education-$78,660, 124 Total-$134,023,411 General Government 5% Public Safety 7%
Public Works 4% Community Planning & Development &
Public Health 1 %
Community Services 1% Public Library 1 %
Parks & Recreation 1% Insurance/EE Benefits/Leave Liability/ Misc. 9%
Debt 2% MDC-Water & Sewer 4%
CIP & Equip. Reserve CIP 7% Board of Education 59%
Revenue Sources for Town of Newington Budget 22-23

78.9% Property Taxes 18.9% Non-Tax Revenue 2 .2% General Fund Balance About the Town Manager Position
The Town Manager is responsible to the Town Council for the proper administration of all Town affairs as outlined in the Town Charter. The Town Manager is the Chief Executive Officer who oversees and manages all municipal service functions and day-to-day operations of the Town. The Town Manager performs personnel management, collective bargaining, labor relations and appoints or removes all department heads and employees. The Manager works closely with Town Council, Department Heads and the Board of Education to develop strategic priorities and annual budgets. The Manager administers all laws and ordinances through the various departments. He/She implements policies and manages operations and maintenance of Town assets and facilities plus the current budget. The Town Manager researches issues of concern for the Council and makes recommendations for their review. The Town Manager serves as the Economic Development Director; works collaboratively with internal and external stakeholders to promote economic development and growth of the Town's Grand List. He/She represents the Town in regional and state meetings to ensure awareness of programs
and opportunities that may affect
the community and serves as voice
and advocate for Newington's interest. The Manager works with elected State Representatives on state funding, reimbursement or grant
opportunities.
294
Plan of Conservation And Development Vision Statement for 2020 Newington will continue to protect its environmental resources, particularly its wetlands, and Cedar Mountain. Identifying additional open space and striving to create an open space system will be a priority as will the stewardship of the Community's land resources.

Newington will continue to maintain its historic resources, housing stock, public buildings, parks, schools and infrastructure at the highest quality possible.

Newington will continue to be primarily a medium density single-family, owner-occupied community with safe neighborhoods and excellent community services. Newington will seek ways to diversify its housing mix to meet the changing needs of present and future residents.

Newington will place a high priority on the vitality and appearance of its Town Center and the Center's proximity to governmental and institutional buildings. Newington will strive to maintain the Center's New England character and compact size and discourage expansion into adjacent residential areas.

Newington will look at ways to take advantage of transportation services (such as a potential rail station and the existing CT Fastrak bus stations) to enhance the community, including its economy and housing portfolio.

Newington will continue to recognize that the quality of life in the community is influenced and enhanced by the non-residential land uses that support the Town's grand list. While these uses are essential to a vibrant and economically successful community, changes in zoning districts will be evaluated based on the characteristics of the surrounding area.

Newington will use its location within the Capitol Region as an asset to encourage new development and the reuse of older sites in harmony with surrounding areas. 295
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Land Use
Newington, CT
Residential
Single Family
Residential
Multi-Family Residential
Business I Industrial
1111 Business I Commercial
1111 Mixed Use
.. Industrial
lnatltutlonat
1111 Community Facility
Ill Institutional
Open Space
1111 Dedicated Open Space
Managed Open Space
Other
Utility / Transportation
Vacant
296
Characteristics of the Ideal Candidate:

Newington seeks a highly qualified and successful Town Manager, who possesses a range of knowledge, skills, and abilities necessary for effective leadership and management of a complex local government. The Manager is expected to be a leader, collaborator, visionary and strategic thinker. The Manager should be an excellent communicator with a commitment to customer service. Additionally, the Manager should have excellent budgeting skills, with the ability to recruit and retain top talent, and develop succession plans for key positions. The manager is also expected to be knowledgeable about all municipal issues and services and be skilled in human resources and labor relations as well as economic development and redevelopment.

Newington seeks a team builder with a positive attitude who inspires and guides those around him/her and is comfortable with delegating to staff and holding them accountable for results. He/She is able to build consensus with various stakeholders internal and external to the Town. The Manager is expected to be a strong communicator, collaborator, and nonpartisan leader who values diversity, inclusion, and equity. A successful Town Manager should be able to bring together different departments, stakeholders, and members of the community to work towards a common goal and vision.

The Manager should have a strong financial background including short and long-term budgeting and capital planning skills. They should communicate effectively with the Council, staff and public with a customer focus. The manager should also be flexible and look for opportunities for shared services. Newington is looking for a Town Manager who has the ability to plan and execute strategies for the growth and development of the Town. The Manager should be able to establish a professional relationship with all stakeholders and work towards maximizing resources and consolidating services. 297
298
Ms. Randi Frank
Randi Frank Consulting, LLC
7700 Hoover Way
Louisville, KY 4021 9 203-213-3722
[email protected]
www.randifrank.com
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The Worcester area was first settled
by Europeans in 1673. The municipality was first incorporated as a town in 1722 and later as a city in
1848. The City is forty miles west of
Boston has excellent interstate highway connections as well as bus, train and airport services. As a manufacturing and innovation giant for over two centuries, Worcester has transformed itself into a leader in biotechnology, advanced manufacturing, information technology, health care
and medical research and an a c •
ademia. Worcester is now the
second largest city in New England.

Education:

The Worcester region is home to
thirteen colleges including the UMass
Medical School, Holy Cross College,
Worcester Polytechnic Institute,
Clark University, Massachusetts College of Pharmacy & Health Sciences, Becker College, Worcester State
College, Community College and a
number of others in the region. The
city has a strong primary and secondary school system including its $90 million Worcester Technical High
School, a state-of-the- art and nationally awarded vocational high school.

The US Department of Education
recognized the school as a 2013 national Blue Ribbon School. Its principal Dr. Sheila Harrity was selected by Metlife/NASSP as 20 I 4's national
Principal of the Year. President
Obama delivered the school's 2014
commencement address. Worcester
Transportation:

Worcester is well-poised for
success due to a number of
factors that make the city a
natural environment for development: major investments in transportation projects such as
the Massachusetts Turnpike/
Route 146 Interchange and the
magnificently renovated Union
Station, an intermodal center
providing commuter rail
(including express service) to
Boston, as well as Amtrak service to Boston and New York and intra- and inter-city bus
service. Jet Blue provides air
service at the Worcester Airport.

Economic Development:

Worcester is in the midst of an
investment boom with more
than $2.3 billion of both private
and public projects currently
planned, under construction or
recently completed including:
• CitySquare, one of the
largest public-private initiatives in the Commonwealth, welcomed a new corporate office for Unum
Insurance and the Saint
Vincent Cancer & Wellness
Center, as well as announced the development
of a new Marriott Renaissance and 350 unit residenalso recently built a new $72 million • North High School. This intellectual
capital adds up to an increasingly
educated workforce in support of
continued economic development.
tial complex in downtown
Hanover Theatre for the
Performing Arts, the 2008
renovation of the former
Loew's Poli Palace, drew
more than a million visitors
•
•
•
•
to Downtown's Federal
Square
The City's DCU Convention Center & Arena completed a $22 million makeover Gateway Park, which already includes Worcester
Polytechnic lnstitute's new,
$40 million, 120,000 square
foot Life Sciences and BioEngineering Center, expanded with the opening of a 92,000 square foot office
an laboratory building at
Gateway Park
UMass Medical School
opened the 500,000 square
foot Albert Sherman Center and 250,000 square
foot Advanced Center for
Clinical Care, Education,
and Sciences, which will
increase Worcester's
standing as one of the Nations' leading centers for
medical advancement
These, when combined
with the City's diverse
neighborhoods and open
arms to all, makes Worcester a good investment
300
Governance
The City Manager is the Chief Executive Officer of the City appointed by an eleven-member City Council. Five of the Councilors are elected by district and the remaining six councilors are elected at-large. The Mayor is elected as the highest votegetter of those Councilors elected at-large who wish to run for Mayor, the second highest vote-getter is the Vice Chair of the Council. The Mayor is the chairperson of the Council and Council meetings and serves as the ceremonial head. All Council members serve for two-year terms. The next election is 2015. The City Manager structure of governance has been in place since 1950.

The City Manager appoints all department heads who are not elected or appointed by the City Council. The City functions are divided into seven major categories as listed below:

Budget
Traas urer&
Collector
Purchasing

WORCESTER CITY GOVERNMENT
H eelth & Human
Services
Wotkfo rca
Oevalo'1m•nt
Ubrary
City Auditor
Organizational Chart
Elec:-t.orat:e
Clly Council
City Manager
Ellecutlve Office
Election
Commission
CltyC1e rit
Public Safety
License Commi,.sion
Scho,;,I Comm\ttee
Economic
Development
i=>vo1lcWorks
a rks, Recreation
Carnatery
C ivic Center
City Mtosseng•H
Economic
Davalopmant
Nol ght:,QthOOds & Housing
Planrd r,g &
Ragule10ry
Housing
Redevelopment
The school system, which comprises the majority of the City's budget, is managed by the elected School Committee. The Mayor serves as an ex officio member and chairperson. The City Council allocates a total dollars amount to schools. Once allocated, the School Committee determines how school funds will be used.

City Finances
The City has benefitted from prudent financial management and is in good financial condition. Worcester has adopted many long-term financial policies including a five-year financial budget modeling and a five-year capital plan. The City's Bond Rating by Moody's Investor Services, Fitch Ratings, and Standard and Poor's is Aa3, AA- and AA- respectively.

Like all Massachusetts municipalities Worcester has been forced to adjust to significant cuts in state aid. Massachusetts also has Proposition Two and a Half which holds annual tax revenue increases to 2.5% of the prior years tax levy plus any "new growth" and limits property tax to 2.5% of the assessed value.

Worcester's FY 2015 budget projected revenues are $575 million and are comprised of $258.4 million in property taxes; $38.9 million in State Aid for City operations and $223.3 million in State Aid for Education. Expenditures equal $575 million. Approximately fifty-eight percent ($332.4 million) is for schools; twenty-two percent ($126.4 million) for City services and twenty percent ($116. 1 million) for total fixed costs. 301
Characteristics of the Ideal Candidate
Management & Leadership
• Professional, diplomatic, consensus building, inclusive and COLLABROATIVE leader • Team player and team builder with Council, department heads, staff and stakeholders • Able to build relationships with State legislators, officials and agencies • Ability to work with district and at-large Councilors and the numerous subcommittees to develop and implement policy direction from legislative body • Good communication skills, keeps council informed and meets on regular basis with each council member • Visionary Leader who embraces bold vision and moves the vision forward • Inclusive with staff, citizens, businesses, stakeholder-brings everyone to the table
• Uses a strategic approach to issues and projects
• Builds a staff of excellence-hires the right people
• Promotes best practices--evaluates services to insure efficiency and effectiveness
• Strong management skills; holds department heads accountable • Sets and achieves goals-strong leadership skills
• Good listener
Personal Characteristics
• Person of conviction with a strong backbone and self confidence • Calm temperament (even tempered when under fire)
• Values public input and involves public and appropriate stakeholder in the process • Checks ego at the door-gives credit to Council-promotes Council policy • Accessible and approachable
• Ability to compromise
• Energetic and passionate about public service
• Politically astute and sensitive-brings people together Key Responsibilities
• Works well with business community, promotes and markets City, directs economic development effort
• Understands the diversity of Worcester and it's various neighborhoods embraces the diversity including refugees
• Maintains the financial strength and stability of the City-Knows how to balance competing interests • Promotes public safety and educational funding as high priorities for the Council and citizens • Builds relationship with neighborhoods and businesses and stakeholder: gets out to their locations • Promotes new ideas and searches for alternative funding to achieve the goals for the good of the City Oual ifications:

Requires a Bachelor's degree (Master's preferred) in public administration, urban studies, finance, business administration or a closely related field. Must be a seasoned manager with increasingly responsible experience in municipal management or government administration. Labor relations experience is required. Preference will be given to candidates with experience in comparable size and complex cities or organizations; experience with economic development and private-public partnerships which have created jobs for the community; experience with snow operations and other emergencies; experience in diverse communities or with diverse populations; and strong financial and budget experience. 302
Challenges and Opportunities
♦ Continue aggressive economic development in both downtown and the neighborhoods, to attract job growth and new businesses ♦ Promote redevelopment, market rate housing, middle class housing and owner occupancy
♦ Need for more taxable properties and PILOT payments
♦ Complete the City Square project with hotel, retail, and housing ♦ Challenge in dealing with infrastructure issues and water and sewer issues under EPA and DEP mandated improvements
♦ Embrace the diversity of the community-provide resources to newcomers to become engaged members of the City
+ Understand that education is the engine to economic growth in the community both at the public school level and the many colleges and universities around the City + Promote a more walkable city and new bicycle paths along with various parks + Address need to provide more diversity in City Hall
+ Move forward with the City to embrace the Community Health Improvement PlanCHIP ♦ Promote industrial development at the South Worcester Industrial Park-SWIP
♦ Continue the growth in transportation options with more express trains to Boston, and more train service to Providence and Springfield along with additional airline service for the Worcester Airport + Build on the momentum that has been building over the past five years to take the city to the next level of improvement
Compensation and Application Process
- - -----------
The starting salary for this position is negotiable depending on qualifications & experience and commensurate with position- with an excellent benefits package which includes:
• Professional Memberships
• Health Benefits and other employee benefits
Position requires permanent residency in City of Worcester within 6 months of appointment For more information see the City web sites: www.worcesterma.gov www.worcestermass.org Worcester is an EOE/AA/Equal Access Employer-Diverse Candidates Are Encouraged To Apply
If you are interested and meet these qualifications, we encourage you to email your resume and i cover letter with your current salary immediately to Ms. Randi Frank (See contact information i below. Deadline is July I 5, 2014):

Ms. Randi Frank
Randi Frank Consulting, LLC
7 Promontory Drive
Wallingford, CT 06492
[email protected]
www.randifrank.com
Phone 203-284-3707
Consulting Partner Robert Slavin can be contacted at:
[email protected]
www.slavinweb.com
Phone 770-449-4656
Fax 770-41 6-0848
303

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304
Adep

STAFF ING

REQUEST FOR PROPOSALS
SUBMITTED TO:

LOs Banos

CITY OF LOS BANOS

REQUEST FOR PROPOSAL

CITY MANAGER RECRUITMENT SERVICES
FEBRUARY 21, 2025 - 5:00 PM PST
Prepared by
Dayne Troupe, Managing Partner
Adelphi Staffing, LLC
965 Geneva Walk NW
Kennesaw, GA 30152
Tel: 678-365-1101; Fax: 678-257-2992
[email protected]
305

ADELPHI STAFFING, LLC
February 21, 2025
Lucy Mallonee, MMC

TRANSMITTAL LETTER
City Clerk/Human Resources Director
Los Banos City Hall
520 J Street
Los Banos CA 93635
Dear Lucy,
RE: CITY MANAGER RECRUITMENT SERVICES FOR THE CITY OF LOS BANOS

CITY MANAGER RECRUITMENT
Adelphi Staffing, LLC, herein referred to as "Adelphi," is honored to submit our response to the Request for Proposal for City Manager Recruitment Services from The City of Los Banos.

Adelphi is a nationally recognized provider of executive recruitment and professional staffing solutions, with over eight years of experience in sourcing top-tier leadership talent for municipal governments, state agencies, and public sector organizations. We specialize in identifying, recruiting, and placing senior executives such as City Managers, Executive Directors, Chief Financial Officers (CFOs), Public Works Directors and other high-level municipal leadership positions across the United States. Our 40-member team of highly skilled experts utilizes a proven methodology that includes targeted executive search, in-depth leadership assessments, and structured evaluation frameworks.

We understand that the City of Los Banos is seeking a highly qualified recruitment partner to conduct a comprehensive executive search for its next City Manager. We acknowledge the terms and conditions set forth by the City and agree to be bound by them. Furthermore, we certify the authenticity and accuracy of all information presented in this proposal, ensuring full compliance with the City's requirements and expectations.

On behalf of Adelphi, thank you for the opportunity to be considered for this RFP. If you have any questions or require additional information, please do not hesitate to contact me using any of the information listed below.

Kind Regards,
Dayne Troupe
Managing Partner
Adelphi Staffing, LLC
Tel: 678-365-1101; Fax: 678-257-2992
Email: [email protected]
306

BACKGROUNDINFORMATION

COMPANY SUMMARY
Table of Contents

OUR SERVICES AND CAPABILITIES

QUALIFICATIONS AND EXPERIENCE

EXECUTIVE RECRUITMENT EXPERIENCE

KEY PERSONNEL

REFERENCES

KEY PERSONNEL RESUMES

WORK SAMPLES
Bronchures

CANDIDATE QUESTIONNAIRE

CANDIDATE REFERENCE REPORT
PROPOSED SCHEDULE.APPROACH & WORKPLAN

PROPOSED SCHEDULE AND WORK PLAN

APPROACH TO UNSUCCESSFUL RECRUITMENTS

FIRM'S CURRENT ENGAGEMENTS AND CAPACITY TO FOCUS

COST PROPOSAL
3 4
5 6
7 11
14 15
19 20
22 24
25 26
30 31
33 307

BACKGROUND

INFORMATION

308

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
COMPANY SUMMARY ,=-' --- ·=.

CORPORATE PROFILE INFORMATION

1. LEGAL NAME Adelphi Staffing, LLC

2. ENTITY TYPE Limited Liability Corporation

3. STATE OF INCORPORATION Georgia

4. DATE OF INCORPORATION January 17th 2017

5. ADDRESS 965 Geneva Walk NW, Kennesaw, GA 30152

6. TELEPHONE NUMBER 678-365-1101

7. NUMBER OF YEARS OF STAFFING
8 Years EXPERIENCE

8. NUMBER OF EMPLOYEES 40
Adelphi advances towards becoming a leading provider of staffing services across the United States. We would be honored to work with The City of Los Banos to meet your staffing needs. ■ Figure 1: Our staffing experience across the US

309

ADELPH I STAFFI NG, LLC CITY MANAGER RECRUITMENT
OUR SERVICES AND CAPABILITIES . J; I "
Adelphi is a national staffing agency founded in 2017 that specializes in placing non-medical and medical professionals.

We have built a strong reputation for recruiting providers for some of the largest facilities and systems across the country, including public and private organizations, correctional facilities, and educational institutions. In addition to healthcare staffing, we also focus on recruiting exceptional candidates for key roles such as City Managers, CEOs, City Directors, Chief Operating Officers, and Administrators. We excel in sourcing talent for public and private organizations, employing a tailored approach that emphasizes diversity and inclusion.

By leveraging our extensive network and innovative recruitment strategies, we are committed to identifying and securing a visionary and results-driven City Manager who aligns with the City of Los Banos' governance priorities, economic development goals, and community engagement initiatives. Our approach ensures that Los Banos selects a leader who will effectively manage city operations, enhance municipal services, and drive strategic growth while fostering a responsive, transparent, and forward-thinking administration.

OUR SERVICES AND EXPERTISE

EXECUTIVE RECRUITMENT
We provide executive recruitment and placement services to federal and state agencies, county and local governments, and private organizations and universities. We understand the unique challenges that come with recruiting for high profile executive and management positions. Our recruitment process is thorough and well defined, and is designed to identify the most ideal candidates with the right combination of skills, experience, and personality traits to excel in these roles.
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HEALTHCARE RECRUITMENT
We have built a solid reputation in healthcare recruitment, and specialize in identifying and recruiting top talent for a wide range of healthcare-related roles; from physicians, advanced practitioners, and nurses, to healthcare administrators and support staff. Our recruitment experience in the healthcare field includes recruiting candidates for managerial roles. Our most recent recruitment contract involved conducting a nationwide search for the State of Maryland's Chief Medical Examiner; a physician in charge of 91 fulltime internal employees and 111 part-time employees. We have a wealth of expertise to draw from as we carry out a consequent contract with the County.

310

QUALIFICATIONS

AND EXPERIENCE

311

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT

EXECUTIVE RECRUITMENT EXPERIENCE

EXECUTIVE RECRUITMENT EXPERIENCE - PROVEN EXPERTISE IN SENIOR LEADERSHIP SEARCHES Adelphi has built a strong reputation in executive search and leadership recruitment, successfully placing high-level administrators, directors, and executives across government agencies, public service institutions, and regulated industries. Our proven methodology ensures that each placement aligns with the organization's strategic priorities, operational goals, and leadership culture.

While our executive recruitment history spans public administration, healthcare, and municipal services, our deep understanding of leadership selection, municipal governance, fiscal management, and cross-agency collaboration makes us exceptionally qualified to identify and place a City Manager for the City of Los Banos. We have successfully recruited leaders who have navigated complex governmental structures, implemented strategic policies, and driven operational efficiencies-critical competencies for an effective City Manager.

Below is a selection of key executive placements that showcase our expertise in identifying, vetting, and placing transformational leaders in government agencies and municipal services.

1. ASSISTANT DIRECTOR -ARIZONA DEPARTMENT OF ADMINISTRATION, PHOENIX, AZ The State of Arizona's Department of Administration has engaged Adelphi to provide Executive-Specialty Professional and Hard-to-Fill Recruitment Services. This ongoing contract covers recruitment for all state agencies, boards, commissions, and participating State Cooperative Members. We have a contract in place to recruit for a wide range of critical and specialized roles, including Agency Director, Assistant Director, Deputy Assistant Director, Medical Director, Health Care Management Professionals, Health Care Professionals at all levels, Information Technology Professionals at all levels, and Attorneys, Paralegals, and Legal Secretaries at all levels.

Being awarded this contract proves our capacity to manage complex recruitment processes and successfully fill high-level, specialized positions. This capacity aligns seamlessly with the Oakland Community College' executive searches and recruitment needs, ensuring we can meet the College's specific requirements with expertise and efficiency

2. ST. MARY'S COUNTY HEALTH DEPARTMENT
The St. Mary's County Health Department recently awarded Adelphi a three-year contract to recruit high-level executives and hard-to-fill clinical positions. We were awarded this contract due to our extensive experience implementing a multistep recruitment process explicitly tailored for permanent placements, enabling us to secure top candidates through a strategic and specialized approach.

This contract award highlights our expertise in areas relevant to the Oakland Community College' needs. Adelphi profoundly understands how to work with clients to assess organizational requirements and design roles that align with those objectives. Our team is skilled in recruiting and selecting executive and hard-to-recruit candidates, ensuring we identify talent that meets an organization's technical qualifications and cultural fit. The award also demonstrates our capability to create job descriptions that are engaging and clear, accurately reflecting the responsibilities involved.

Additionally, we secured this contract due to our experience in successfully utilizing various recruitment and marketing strategies to attract specialized talent. With a seasoned team and robust resources, Adelphi is well-positioned to handle complex recruitment challenges. Securing the contract with St. Mary's County confirms our capacity to deliver results in

312

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
challenging recruitment efforts, positioning us to effectively support the Oakland Community College in attracting the most qualified candidates for its executive positions.

3. STATE OF MARYLAND DEPARTMENT OF HEALTH
Adelphi successfully executed a contract with the Maryland Department of Health to provide specialized recruitment services for the Office of the Chief Medical Examiner. Our primary objective was to identify and attract candidates for the highly specialized Chief Medical Examiner-Post Mortem role, a position critical to the state's medical and legal operations.

This contract required us to apply targeted human resources expertise in identifying individuals with unique qualifications, including extensive medical knowledge, forensic experience, and leadership capabilities. The recruitment process involved meticulous screening, assessment of specialized credentials, and strategic outreach to engage top-tier candidates within a narrow and highly competitive talent pool. We were able to source several candidates who satisfied the Department's demanding criteria.

Through this experience, Adelphi has gained valuable skills in handling recruitment efforts for specialized executive roles that demand specific technical expertise and alignment with the client's organizational mission and values. Working with the Maryland Department of Health sharpened our ability to manage challenging searches for positions with limited candidate availability, while maintaining rigorous standards for candidate suitability.

This experience positions Adelphi as a highly capable partner for the Oakland Community College, where tailored executive searches and recruitment services are essential. Our proven ability to navigate complex recruitment landscapes, especially for roles requiring specialized skill sets, demonstrates our readiness to meet the College's needs in identifying the best candidates for critical leadership positions.

4. FAIRFAX COUNTY JUVENILE DETENTION CENTER
Adel phi's experience with Fairfax County exemplifies our capability to recruit and staff for high-level roles. In this project, we were tasked with sourcing candidates for Medical Director and Physician positions at the Detention Center. We successfully managed a multi-faceted recruitment process, including extensive consultations to gather precise role requirements, crafting detailed position profiles, and executing targeted outreach strategies. Our approach incorporated rigorous candidate screening and provided comprehensive support throughout the interview stages. Adelphi effectively identified multiple candidates who met the County's stringent standards.

This contract underscores Adelphi's ability to manage the recruitment process for high-level positions and tailor our strategies to meet specific demands. Our experience with Fairfax County demonstrates our proficiency in managing executive searches efficiently and effectively, making us well-suited to deliver similar results for the Oakland Community College. We bring a proven track record of adapting our methods to client needs and ensuring that we identify candidates who are qualified and a strong fit for the organization's culture and goals.

5. BUTTE COUNTY DEPARTMENT OF BEHAVIORAL HEALTH
Butte County contracted Adelphi to provide a licensed and board-certified Medical Director, a role that required stringent qualifications. We successfully identified several candidates who met the County's rigorous standards. Our approach involved sourcing and evaluating candidates to ensure they were well qualified to meet the County's demanding requirements and contribute effectively to its objectives.

This experience with Butte County demonstrates Adelphi's ability to handle specialized recruitment for high-level positions with complex requirements. Our successful track record in sourcing candidates with specific credentials and

313

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
experience and our proven ability to manage executive-level recruitment processes position us well to deliver exceptional executive search services to the Oakland Community College. We are adept at understanding and fulfilling the unique needs of high-profile roles, ensuring we provide candidates who are both highly qualified and a strong fit for the College's goals.

6. CITY OF CLERMONT, FLORIDA
The City of Clermont awarded Adelphi a contract to provide recruitment services for various positions, including key administrative and financial roles. This partnership underscores our commitment to identifying and placing highly qualified professionals who possess the technical expertise and credentials required and align with the College's values and organizational goals.

Our targeted and strategic recruitment process led to the award of this contract, showcasing Adel phi's ability to conduct executive and specialized searches successfully and to deliver candidates who align with the College's expectations for leadership, skills, and cultural fit. This contract award also proves Adelphi's capacity to deliver results across varied position levels, including executive roles. This ability directly aligns with the requirements of the Oakland Community College's solicitation for executive searches and recruitment services, proving that Adelphi has the skill and capacity to deliver the solicitation requirements.

CONCLUSION
Adelphi's extensive experience in executive recruitment, as demonstrated through our successful partnerships with organizations across various sectors, positions us as the ideal choice for the Oakland Community College. These engagements highlight our ability to navigate intricate recruitment landscapes, secure specialized talent, and deliver tailored solutions aligning with our client's strategic goals. Our proficiency in understanding and addressing client-specific challenges ensures that the Oakland Community College will benefit from a recruitment process that is efficient and aligned with its organizational values and objectives. Adelphi's commitment to professionalism, transparency, and innovation makes us a trusted partner, ready to deliver exceptional results

WHY THIS EXPERIENCE ALIGNS WITH CITY MANAGER RECRUITMENT Adelphi recruitment portfolio demonstrates our proven ability to identify, assess, and place high-caliber executives with strong decision-making capabilities, fiscal acumen, operational expertise, and leadership vision. These qualities are essential in the selection of a City Manager, a role that demands strategic oversight, financial stewardship, intergovernmental coordination, and community engagement.

Our executive recruitment experience aligns with City Manager hiring in the following ways:
• Proven Success in Government Leadership Searches
We have placed senior executives in government agencies, public sector operations, and regulated industries, demonstrating our ability to identify leaders who excel in policy implementation, interdepartmental collaboration, and municipal governance.
• Expertise in Fiscal Oversight & Public Administration Many of our placements involve leaders responsible for government budgets, financial reporting, and long-term fiscal planning-critical competencies for a City Manager responsible for municipal finance and economic sustainability.
• Experience in Stakeholder Engagement & Crisis Management

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ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
Our executive placements have required navigating complex political environments, managing emergency response efforts, and leading high-impact initiatives. A City Manager must effectively engage with community leaders, elected officials, and public service departments to drive municipal success. • Comprehensive Understanding of Recruitment Methodologies Our team utilizes data-driven talent acquisition strategies, extensive candidate vetting, and targeted leadership assessments, ensuring that Los Banos secures a City Manager with the vision and operational expertise to lead effectively.

With our track record in executive-level government staffing, fiscal leadership recruitment, and public sector strategic hiring, Adelphi is well-equipped to deliver a highly qualified City Manager who can navigate the complexities of municipal governance, foster sustainable growth, and lead Los Banos into the future. [THE REMAINDER OF THIS PAGE HAS BEEN LEFT BLANK INTENTIONALLY]

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ADELPH I STAFFING, LLC CITY MANAGER RECRUITMENT
KEV PERSONNEL I I • I
~
Adelphi stands as a leading staffing firm renowned for its diversity and unwavering commitment to excellence. Guided by a dynamic management team, our cohesive workforce of over forty skilled professionals shares a singular goal: to deliver exceptional services. At the helm of our organizational structure are three dedicated executives solely focused on contract management, ensuring The City of Los Banos receives unparalleled support.

Adelphi Medical Staffing, LLC
i

TANYA TROUPE
f Ad on
DAYNE TROUPE, Managing Partner
Dayne Troupe, Adelphi's Managing Partner is responsible for overseeing Adelphi's Operations, Government Contracting, and Information & Technology. In the event of a resulting contract with the City of Los Banos, Dayne will serve as the Project Manager and the main point of contact for the contract. From the bidding phase to contract management, he will ensure the overall performance and successful execution of the project. With 8 extensive years of experience in recruitment and staffing, he has successfully overseen numerous public and private sector staffing contracts for various government and private agencies. With strategic planning skills and a results-driven approach, Dayne possesses a natural ability to conceptualize, create, implement, and evaluate initiatives. Demonstrating superior organizational, managerial, and administrative abilities, he takes charge of planning, business improvement, and vendor negotiations, always guided by a strong ethical and professional code of conduct.

Dayne will take charge of contract execution and management. He will hold the responsibility of overseeing the entire hiring process. This involves initiating the initial interaction with the department's hiring committee to fully comprehend their professionals' needs and requirements. Subsequently, Dayne will diligently guide the recruitment process, ensuring its successful completion.

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ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
MEGEL TROUPE, Managing Partner
Megel Troupe also serves as Managing Partner and Head of Recruitment at Adelphi, where he has showcased remarkable achievements in recruitment across public and private sectors. With expertise in managing recruitment teams, collaborating with diverse organizations, and recruiting various professionals, Megel's adaptable strategies consistently exceed targets. His commitment to excellence and strategic leadership have left a lasting impact on the industry, driving positive change and growth. Additionally, his eight years of experience in Client Services and Recruitment at Adelphi highlight his exceptional abilities in recruiting professionals for esteemed government and private facilities, underpinned by effective staff supervision and strategic planning.

Megel will oversee the sourcing and recruitment of the City Manager required by the City of Los Banos. His expertise and focus will be dedicated to identifying, attracting, and selecting highly qualified candidates who possess the necessary skills and credentials required for the positions. He will ensure that the City of Los Banos is provided with a pool of talented professionals to support their staffing requirements.

TANYA TROUPE, Director of Administration and Human Resource Tanya, the Director of Administration and Human Resource at Adelphi, undertakes a crucial responsibility in supervising the credentialing team. This committed team is tasked with the meticulous verification of documents and the thorough vetting of candidates. Tanya and her team will conduct exhaustive background checks on candidates, which encompass their employment history, criminal records, and reference verifications. Their unwavering diligence guarantees the selection of only skilled staff for the City of Los Banos.

Tanya acts as the human resource manager and will oversee the credentialing team which is tasked with verifying and validating the qualifications and credentials of the professionals. She will ensure compliance with all relevant regulatory and industry standards, meticulously assessing licenses, certifications, and educational backgrounds.

In the collaborative spirit that defines our approach, Dayne, Megel, and Tanya Troupe, form an executive team poised to ensure the triumph of all recruitment endeavors undertaken under the forthcoming contract. Together, they represent a harmonious fusion of expertise and dedication, each contributing their unique skills to drive success.

The contract management team led by the three executives consists of:
• Contracting Coordinators
• Credentialing Specialists
• Payroll Specialists
• Recruiting Specialists
• Customer Service Representatives.

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ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT

CONTRACTING COORDINATORS
They will oversee the negotiation and execution of contracts between Adelphi and the City of Los Banos. Their primary responsibility will be to ensure that every contractual term is thoroughly vetted, agreed upon, and accurately documented. By leveraging negotiation expertise, meticulous attention to detail, and proactive risk assessment, they will safeguard the integrity of agreements while fostering collaboration and compliance. Through effective communication, collaboration with internal and external stakeholders, and a commitment to continuous improvement the Contracting Coordinators will play a vital role in ensuring the smooth operation and successful outcomes of Adel phi's contract with the City of Los Banos.

CREDENTIALING SPECIALISTS
The Credentialing will meticulously verify the qualifications, licenses, and certifications of the City Manager. They will ensure compliance with regulatory requirements, maintain detailed documentation, and uphold quality assurance standards. By facilitating communication and collaboration, they will ensure clarity and transparency throughout the verification process. Their efforts safeguard the integrity of our recruitment process and the interests of clients and professionals alike. Their rigorous attention to detail will ensure that only the most qualified and compliant candidates are selected, aligning seamlessly with the standards upheld by the City of Los Banos.

RECRUITING SPECIALISTS
They will be entrusted with the vital responsibility of sourcing, screening, and recruiting top-tier candidates to meet the staffing needs of the city. Leveraging their extensive expertise in talent acquisition, these specialists will employ strategic methodologies to identify and engage highly qualified professionals who not only possess the requisite skills and credentials but also align seamlessly with the unique requirements and culture of the city.

CUSTOMER SERVICE REPRESENTATIVES
They will serve as the primary point of contact for the City of Los Banos throughout the recruitment process. Their responsibilities will include providing dedicated support, addressing inquiries promptly, and ensuring a positive experience for both the facility and recruited candidates. By fostering seamless communication and delivering exceptional customer service, they will contribute to the overall success of the recruitment process, strengthening the partnership between Adelphi and the City of Los Banos.

With our comprehensive understanding of the demands of the City Manager Recruitment Services, we possess the expertise to accurately assess the specific needs of the City of Los Banos. This enables us to tailor our recruitment efforts and effectively match you with top-tier candidates who possess the necessary skills, experience, and qualifications.

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ADELPH I STAFFING, LLC CITY MANAGER RECRUITMENT
REFERENCES ,, • .r,. --~-
-. Reference #1
Name of FAIRFAX COUNTY JUVENILE Contact
Organization DETENTION CENTRE Person Daniel Reilly
Organization 212000 Government Center Parkway, Contact Email daniel.reill}'[email protected] Address Suite 427, Fairfax, VA 22035-0013
Contract Contact
Start Date September 2021 Phone 703-246-2844
Contract End Position Assistant Superintendent for Operations Date Ongoing
Description of Service: We have successfully deployed a variety of medical professionals, including physicians, to provide essential healthcare services within the correctional facility.

Reference #2
Name of EAST GEORGIA REGIONAL MEDICAL Contact
Organization CENTER Person Kathy Holmes
Organization
Address 1499 Fair Rd. Statesboro GA 30458 Contact Email kath}'[email protected] Contract Contact
Start Date July 2017 Phone 912-486-8473
Contract End Position Director - Medical Staffing Services Date Ongoing Description of Service: We have placed different healthcare providers - physicians and physician assistants with various specialties, including lnterventional Cardiologist, Hospitalists and Nocturnist.

Reference #3
Name of LONGVIEW REGIONAL MEDICAL Contact
Organization CENTER Person Amber Burleson
Organization 2901 Fourth St, Longview, TX 75605 Contact Email [email protected] Address
Contract April 2022 Contact
StartDate Phone 903-232-3606
Contract End Position Medical Staff Coordinator Date Ongoing Description of Service: We successfully recruited highly skilled Physicians/ Vascular Su rgeons

319

KEY PERSONNEL

RESUMES

320

DAYNETROUPE-MANAGING PARTNER
236 Masters View Court, Johns Cre.ek GA, 30097
678-365-1101 I [email protected]

PROFESSIONAL SUMMARY
Dayne Troupe is a highly accomplished Managing Partner at Adelphi Staffing, overseeing Operations, Government Contracting, and Information & Technology. He excels in providing high-value services through leading technology initiatives, strategic planning, optimizing business processes, and successful vendor negotiations. With exceptional organizational and managerial skills, Dayne inspires confidence, fosters strong relationships, and demonstrates outstanding interpersonal and communication abilities. He is a proven team builder with a deep commitment to ethics, making him a valuable asset to the company's success.

WORK EXPERIENCE
Adelphi Staffing, LLC - Kennes_aw GA (January 2017 - Present) Founder and Managing Partner
Dayne Troupe plays a critical role in facilitating successful partnerships with government entities, ensuring the smooth execution of contracts, and supporting the overall growth and success of Adelphi his responsibilities include:
• Negotiating and managing contracts with government agencies, monitor performance, resolve disputes, ensure compliance with government regulations, as well as regulations related to labor and employment • Overseeing the preparation and submission of proposals in response to government Requests for Proposals (RFPs}, clearly articulating the company's value proposition and capabilities. • Monitoring the performance of government contracts, ensuring that Adelphi meets its contractual obligations and performance metrics.
• Building and maintaining strong relationships with government agency representatives and key stakeholders such a subcontractors involved in government contracts to foster trust and collaboration. • Conducting market research to identify new government contracting opportunities and staying informed about changes in the government contracting landscape.
• Collaborating with internal departments such as the recruitment, credentialing, finance, and legal, to ensure that all aspects of government contracting activities are handled effectively and efficiently • Developing and implementing strategies to maximize opportunities and growth potential in government contracting as well as Identifying areas for improvement in the government contracting process and implementing enhancements to increase efficiency and effectiveness.

OTHER EXPERIENCE
• Milliman Inc. -Atlanta GA (Jan 2009 -April 2018}
IT Consultant
• Quickparts, Inc: -Atlanta, GA (Aug to Dec 2008}
Senior .NET Developer- Contract
• AGCO Corporation - Duluth, GA (Sept 2007 to March, 2008) Senior. NET Developer - Contract

EDUCATION
• Verizon Business - Alpharetta, GA
(Sep 2006 to Sep 2007)
. NET Web Developer
• Independent Contractor - Philadelphia, PA
(Jun 2002 to Sep 2006)
Drexel University (College of Engineering) - Philadelphia, PA I B.S., Computer Science, 2002

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PROFESSIONAL SUMMARY

MEGEL TROUPE - MANAGING PARTNER
973 Geneva Walk NW, Kennesaw, GA 30152
973 -901 -3362 I [email protected]
Megel Troupe serves as a Managing Partner at Adelphi Staffing, LLC, where he holds pivotal roles in Client Services and Recruitment. With over 8 years of exceptional expertise in healthcare staffing, he excels in recruiting physicians, advanced practitioners, nursing staff, and allied health providers for esteemed government and private facilities nationwide. As a results-oriented leader, Megel demonstrates a keen acumen in strategic planning, adept project management, and effective staff supervision. His valuable skill set contributes significantly to Adelphi's success and growth.

WORK EXPERIENCE
Adelphi Staffing, LLC - Kennesaw GA (January 2017 - Present) Megel Troupe oversees the recruitment department to ensure our compliance with contract obligations. With a robust background in recruitment and services management, he ensures we hire highly qualified healthcare professionals with the necessary licenses and certifications for our client facilities. • Utilizing all of Adelphi's candidate sourcing mechanisms to identify suitable and qualified candidates for our clients.
• Launching aggressive networking campaigns targeting top talent, incorporating national, regional, in-state, and local elements.
• Placing targeted advertisements in appropriate professional publications and on Internet bulletin boards to attract top talent.
• Reviewing job descriptions and qualification criteria, including required knowledge, skills, and abilities, while providing technical assistance in effectively marketing the position{s). • Developing and providing a comprehensive candidate summary sheet that offers valuable insights into each candidate's background, relevant skills, soft skills, and professional accomplishments. • Forwarding complete candidate profile packets of pre-screened providers to the clients' hiring team, ensuring they have access to all necessary information.

OTHER EXPERIENCE
• Phillip Gradric Engineering - Roswell, GA {2015 -2017) Electrical Engineer
• KLG Engineering -Valley Forge, PA (2013 - 2015)
Junior Engineer

EDUCATION
University of Akron - B.S., Electrical Engineering, 2013

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TANYA TROUPE - DIRECTOR OF ADMINISTRATION
Johns Creek GA, 30097
(678) 313-0434 I [email protected]

PROFESSIONAL SUMMARY
Tanya Troupe serves as the Director of Administration. She's an achievement oriented professional with over 25 years of experience in administration, credentialling, information technology consulting, quality assurance and data analytics. She continuously drives operational improvement for increased efficiency, by proactively promoting a culture of teamwork, best-practices, and creating strategies to address key business and technology requirements. She's experienced in diverse industries including healthcare, health insurance, life insurance, pharmaceutical, and banking.

WORK EXPERIENCE
Adelphi Staffing, LLC., Kennesaw, GA (January 2017 - Present) Director of Administration • Manage and oversee multi-departments including Human Resources, Onboarding, Finance, • Tracking and reporting on key metrics for human and capital management. • Establish, monitor, and enforce policies and procedures that align with company guidelines. • Manage and oversaw all aspects of the credentialing, re-credentialing and privileging processes for all medical providers.
• Ensure continued high levels of performance with regulatory, accreditation, and internal requirements from healthcare providers
• Provided direction to the department staff in the performance of their duties, establishing work priorities, maximizing efficiency, and achieving management initiatives. • Maintained current knowledge and understanding of regulations, industry trends, current practices, new developments, and applicable laws regarding human resources.

OTHER EXPERIENCE
• Milliman Inc., Atlanta, GA (June 2009-June 2017)
Health Informatics Manager
• Fiserv IPS-Sendero Inc., Norcross, GA
(Oct 2005 - Jan 2009) Senior Quality Assurance Analyst
• Fiserv Users Inc., Valley Forge, PA
(Oct 2001- Oct 2005) Quality Assurance Analyst

EDUCATION
• M.B.A., Finance, Drexel University
• B.A., Computer Science, University of the West Indies • Pfizer Incorporated, Groton, CT
(Sep 2000 - Oct 2001) Test Engineer/Consultant
• Prudential Insurance, Newark, NJ
(Aug 1997 - Aug 2000)
Programmer Analyst/Consultant

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WORK SAMPLES

324
Maryland Department of Health, Office of the Chief Medical Examiner Chief Medical Examiner
Salary Range: $344,000 - $521 ,000
Adelphi Medical Staffing is currently recruiting for a Chief Medical Examiner for the Maryland Department of Health, Office of the Chief Medical Examiner (OCME), located in Baltimore, Maryland. The Chief Medical Examiner is responsible for the investigation of all unattended and non-natural deaths within the State of Maryland. 325
The annual salary for this position ranges from
$155,000 - $255,000,depending on experience.

Other benefits include Retirement Benefits,
Leave Benefits, Health, Dental, Vision,
Prescription Benefits and Transport.

QUAl:IFICATIONS
• Master's degree (doctoral prefered)
• l0+yrs higher education management
experience.
• Prior success in admissions, student services,
financial aid, or marketing.
• Leadership in Enrollment Management a plus.
• Skilled in leading change across complex
organizations and relationship buHding
• Results-driven and forward-thinking.
• Preferred: STEM-focused high research
institution experience.
• Critical role in achieving strategic goals

RESPONSIBILITIES
• Collaborates with academics for supportive
campus culture.
• Oversees Enrollment Management, Student
Life, Career Services, Housing Programming.
• Leads in ensuring student success.
• Contributes to university governance and
policy-making.
• Partners with academic deans for enrollment strategies. • Aligns with institution Strategic Plan.
• Enhances campus safety.
• Cooperates with campus System Office for
better services.

326

CANDIDATE QUESTIONNAIRE

SECTION

PERSONAL & PROFESSIONAL

BACKGROUND

LEADERSHIP & GOVERNANCE

STRATEGIC PLANNING &

FINANCIAL MANAGEMENT

QUESTION

1. Full Name

2. Current Employer & Job Title
Adelphi Staffing, LLC
Geneva Walk NW, Kennesaw, GA 30152
Tel: 678-365-1101; Fax: 770-485-168
[email protected]

3. Total years of experience in municipal government management

4. Previous City Management or Public Administration roles (List last three)

5. Educational Background (Degrees, Institutions, Years Completed)

6. Professional Certifications & Memberships (e.g., ICMA, State Municipal Associations, Leadership Training)

7. Describe your leadership philosophy and how it applies to a Council-Manager form of government.

8. What experience do you have working with an elected City Council? How do you foster strong relationships while maintaining professional independence?

9. How have you handled conflicting priorities between elected officials, staff, and community stakeholders in past roles?

10. How do you ensure transparency, accountability, and ethical governance in city operations?

11. What experience do you have with budget development, financial forecasting, and fiscal responsibility?

12. Describe a situation where you successfully managed a budget shortfall or financial crisis. What strategies did you implement?

13. What is your experience overseeing capital improvement j projects and infrastructure planning? i
f------ -----' 1
I I 14. How do you ensure responsible management of public funds and grant opportunities?
1---------------t--·-···---· ----------------------

ECONOMIC & COMMUNITY

I DEVELOPMENT
[_ ___ _

15. What strategies have you implemented to promote economic development, business attraction, and job creation?
■••••------ Page 22 of 34
327
l
Adelphi Staffing, LLC
Geneva Walk NW, Kennesaw, GA 30152
Tel: 678-365-1101; Fax: 770-485-168
[email protected]

16. How do you balance economic growth with quality of life and sustainability?

17. Describe your experience collaborating with business leaders, developers, and regional economic agencies.

PUBLIC SAFETY & EMERGENCY 18. How have you worked with police, fire, and emergency services MANAGEMENT to improve public safety and crisis management?

19. Provide an example of a time when you managed a public safety concern, disaster, or emergency response. What key decisions did you make?
COMMUNITY ENGAGEMENT & 20. How do you ensure effective communication with residents, PUBLIC RELATIONS businesses, and community organizations?

21. What strategies have you used to improve public engagement, civic participation, and transparency?

22. How do you handle public relations and crisis communication in sensitive situations?
HUMAN RESOURCES & 23. What is your experience with labor relations, union ORGANIZATIONAL LEADERSHIP negotiations, and employee contract management? 1 24. How do you foster a collaborative and high-performing work culture with in city staff?

25. Describe your approach to recruiting, developing, and retaining top municipal talent.

FUTURE VISION & FIT FOR THE 26. Based on your experience, what do you see as the top three ROLE priorities for any City Manager in today's local government landscape?

REFERENCES & ADDITIONAL

INFORMATION

27. Why are you interested in this City Manager position, and what unique qualifications make you a strong candidate?

28. Provide three professional references (Name, Title, Organization, Contact Information).

29. Is there any additional information you would like to share to support your candidacy?
328
Adelphi Staffing, LLC
Geneva Walk NW, Kennesaw, GA 30152
Tel: 678-365-1101; Fax: 770-485-168
[email protected]

CANDIDATE REFERENCE REPORT
Current Position & Employer:

Date of Reference Check:

Reference Checker Name & Title:

Name:

I Title & Organization:

Relationship to Candidate:

Contact Information:

Reference #2
I Name:
1 Title & Organization:

I
Relationship to Candidate:

Contact Information:

Reference #3
Name:

Title & Organization:

Relationship to Candidate:

Contact Information:

1. How long have you known the candidate and in what capacity?

2. Can you describe the candidate's leadership style?

3. How does the candidate handle conflict resolution and decision-makin~?

4. Have you observed the candidate managing large budgets and financial planning? If 1 so, how effective were they?

5. How does the candidate engage with elected officials, city staff, and community stakeholders?

6. Can you provide an example of a successful initiative the candidate led?

7. How would you describe the candidate's ability to manage crises or emergencies?

8. How does the candidate handle public relations and community engagement?

9. What are the candidate's strengths and areas for improvement?

10. Would you recommend this candidate for the City Manager position in Los Banos? Why or why not?
Potential Concerns:

Final Recommendation: (Proceed, Proceed with Caution, Do Not Proceed) 329

PROPOSED SCHEDULE,

APPROACH & WORK
PLAN

330

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT

PROPOSED SCHEDULE AND WORK PLAN

PROPOSED SCHEDULE & WORK PLAN FOR CITY MANAGER RECRUITMENT Adelphi understands the importance of securing top-tier leadership efficiently while ensuring a thorough and methodical approach to the recruitment process. Our optimized 10-12-week timeline streamlines key activities without compromising on candidate quality, evaluation depth, or City Council engagement.

This accelerated timeline ensures that Los Banos can secure a highly qualified City Manager within a reasonable timeframe while allowing for adequate due diligence, strategic selection, and seamless on boarding.

Recognizing that the Los Banos City Council meets on the first and third Wednesdays of each month, we have strategically aligned key recruitment milestones to facilitate timely approvals, updates, and decision-making.

PHASE 1: PROJECT KICKOFF & NEEDS ASSESSMENT (WEEKS 1-2) The foundation of a successful recruitment process begins with a thorough understanding of the City's leadership expectations, operational needs, and strategic priorities. During this phase, we collaborate with City officials, department heads, and key stakeholders to define the ideal leadership profile for Los Banos' next City Manager.

KEY ACTIVITIES:

INITIAL STRATEGY SESSION:

Adelphi will meet with City Council members, department heads, and relevant stakeholders to identify:
• Current challenges and opportunities within the city's administration. • Key qualifications, experience, and leadership style desired in the next City Manager. • Strategic priorities for economic development, municipal governance, and community engagement.

DEVELOPMENT OF A CUSTOMIZED RECRUITMENT STRATEGY:

Based on input gathered, we will:
• Create a comprehensive recruitment plan that includes sourcing channels, selection criteria, and outreach strategies.
• Establish a timeline aligned with City Council meetings to facilitate informed decision-making. • Identify key performance expectations and success metrics for the new hire.

RECRUITMENT PROFILE DEVELOPMENT:

We will draft and finalize a City Manager recruitment profile detailing:
• Responsibilities, qualifications, and leadership expectations. • Desired experience in governance, budgeting, economic development, and intergovernmental collaboration. • Community engagement expectations and leadership philosophy.

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ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
PHASE 2: CANDIDATE SOURCING & TARGETED OUTREACH (WEEKS 2-5) A successful executive search requires proactive, targeted outreach to identify qualified candidates who align with Los Banos' leadership needs. This phase focuses on building a strong talent pipeline through strategic engagement and direct recruitment efforts.

KEY ACTIVITIES:

MULTI-CHANNEL SOURCING STRATEGY:

We will launch a comprehensive candidate search through:
• Public administration job boards and municipal executive networks. • Targeted outreach through ICMA, League of California Cities, and municipal leadership organizations. • Direct recruitment of current and former City Managers, Assistant City Managers, and senior government executives.

ACTIVE CANDIDATE ENGAGEMENT:
• Personalized outreach to passive candidates who are not actively job-seeking but are well-suited for the role. • Relationship-building through municipal leadership forums, government conferences, and professional associations.

PRELIMINARY SCREENING & INITIAL EVALUATION:
• Early-stage resume reviews to identify high-potential candidates. • Preliminary background research to confirm alignment with municipal governance standards.

PHASE 3: SCREENING & INITIAL EVALUATIONS (WEEKS 5-7)
This phase involves rigorous screening, structured interviews, and competency assessments to narrow down the candidate pool to the most qualified and well-suited individuals for the City Manager role.

KEY ACTIVITIES:

STRUCTURED FIRST-ROUND INTERVIEWS:

Adelphi will conduct detailed competency-based interviews to assess:
• Leadership style and experience managing municipal operations. • Strategic planning, budgeting, and financial oversight expertise. • Crisis management, intergovernmental coordination, and stakeholder engagement abilities.

332

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
BEHAVIORAL & COMPETENCY ASSESSMENTS:

Candidates will undergo structured evaluations that measure:
• Executive decision-making and problem-solving skills. • Ability to implement long-term strategic initiatives. • Approach to governance, public service leadership, and community relations.

INITIAL BACKGROUND VERIFICATION:
• Employment history validation and reference checks.
• Preliminary review of municipal service records and compliance standing.

MIDPOINT CANDIDATE REPORT:

Adelphi will provide the City Council with a comprehensive analysis of the top candidates, highlighting:
• Strengths, areas of alignment, and key considerations. • Recommended candidates for final interviews.

PHASE 4: FINALIST SELECTION, CITY COUNCIL INTERVIEWS & COMMUNITY ENGAGEMENT (WEEKS 7-9) This phase ensures thorough Council evaluation, structured interview processes, and potential community engagement activities.

KEV ACTIVITIES:

PRESENTATION OF FINALIST CANDIDATES:

Adelphi will present a shortlist of 3-5 candidates for City Council review.

CITY COUNCIL-LED INTERVIEWS:
• Development of tailored interview guides and evaluation rubrics. • Facilitation of multiple interviews rounds with structured assessments.

COMMUNITY & STAKEHOLDER ENGAGEMENT (IF APPLICABLE):
• Candidate town halls to engage local stakeholders in the selection process. • Public input sessions to foster community involvement.

POST-INTERVIEW COUNCIL DEBRIEFS:

Analysis of candidate performance and suitability for the City Manager role.

333

ADELPHI STAFF ING, LLC CI TY MANAGER RECRUITM ENT
PHASES: BACKGROUND VERIFICATION, OFFER NEGOTIATION & HIRING DECISION (WEEKS 9-10) A final due diligence process ensures the selected candidate is thoroughly vetted and prepared for successful on boarding.

KEY ACTIVITIES:

COMPREHENSIVE BACKGROUND CHECK:
• Criminal, financial, and legal compliance screenings. • Detailed executive reference verification and municipal service history validation.

CONTRACT NEGOTIATION & OFFER FINALIZATION:
• Competitive salary negotiations and benefits structuring. • Clear delineation of performance expectations and reporting structure.

FINAL OFFER PRESENTATION & ACCEPTANCE:
• Formally extending the job offer to the selected candidate, facilitating any necessary negotiations, and finalizing the employment agreement to ensure a smooth transition into the City Manager role.

PHASE 6: TRANSITION SUPPORT, ONBOARDING & PERFORMANCE MONITORING (WEEKS 10-12 & BEYOND) Ensuring a smooth transition and strong leadership integration is critical for the new City Manager's success.

KEY ACTIVITIES:

ONBOARDING & TRANSITION PLAN DEVELOPMENT:
• Orientation with City Council, department heads, and key stakeholders. • Briefings on city budgets, strategic initiatives, and governance priorities. • Development of a 30-60-90-day leadership plan.

ONGOING PERFORMANCE MONITORING & SUPPORT:
• 30, 60, and 90-day executive check-ins.
• Stakeholder feedback collection to assess integration success. • Leadership coaching and governance advisory as needed.

Adelphi maintains dedicated executive search teams to ensure Los Banos' City Manager search remains a top priority.

Our agile and focused approach guarantees uninterrupted execution, allowing us to deliver exceptional results while managing other municipal contracts. We affirm our full commitment to this project, ensuring Los Banos secures a highcaliber City Manager equipped to lead with strategic vision, operational excellence, and strong governance capabilities.

334

ADELPHI STAFFING, LLC CITY MANAGER RECRUITMENT
APPROACH TO UNSUCCESSFUL RECRUITMENTS _ • - r•

APPROACH TO UNSUCCESSFUL RECRUITMENTS AND CANDIDATE REPLACEMENT At Adelphi our goal is to ensure a successful, long-term placement that aligns with the City of Los Banos' expectations, organizational culture, and governance needs. However, we recognize that unforeseen circumstances-such as a candidate's premature departure, resignation, or performance misalignment-may necessitate a replacement strategy. Our firm has a proven approach to mitigating such challenges, ensuring a seamless transition with minimal disruption to City operations.

GUARANTEE PERIOD & COMMITMENT TO A SUCCESSFUL HIRE
Adelphi provides a comprehensive replacement guarantee for all executive placements, demonstrating our confidence in our vetting process and commitment to client satisfaction. • If the placed City Manager resigns, is dismissed, or fails to meet performance expectations within a specified timeframe {as outlined in our agreement), Adelphi will reinitiate the search process at no additional cost. • The guarantee period ensures that the City of Los Banos has a risk-free recruitment experience and a replacement process that does not compromise leadership continuity.

PROACTIVE RISK MITIGATION & CONTINUOUS PERFORMANCE MONITORING To minimize the risk of unsuccessful recruitments, Adelphi employs a proactive risk mitigation strategy, which includes:
• Robust candidate vetting through behavioral assessments, leadership competency evaluations, and cultural fit analysis.
• Post-placement check-ins at 30, 60, and 90 days to assess performance alignment, engagement, and leadership impact.
• Regular feedback loops with City Council and key stakeholders to ensure the City Manager is meeting governance and operational expectations.

By identifying early warning signs and maintaining consistent engagement, we significantly reduce the likelihood of premature departures.

REPLACEMENT PROCESS & TIMELINE FOR A NEW SEARCH
In the event of an unsuccessful recruitment or premature departure, Adelphi swiftly re-engages its recruitment strategy to identify a suitable replacement while ensuring minimal disruption to city operations.

STEPS FOR A REPLACEMENT SEARCH:

Needs Reassessment (Weeks 1-2):
• Conduct a debrief with City leadership to determine key factors contributing to the previous hire's departure. • Adjust the leadership profile and candidate criteria, if necessary.

Expedited Search Process (Weeks 2-6):
• Prioritize candidates from the original search who were strong contenders. • Re-engage our executive network and outreach channels for additional candidates.

335

ADELPH I STAFFING, LLC CITY MANAGER RECRUITMENT
• Conduct accelerated screening, interviews, and reference checks.

Final Selection & Onboarding (Weeks 7-8):
• Present new top-tier candidates to the City Council.
• Coordinate a swift interview and decision-making process. • Implement a tailored onboarding plan to enhance long-term success.

This structured approach allows us to efficiently replace the departing executive while maintaining thorough vetting and quality assurance.

LESSONS LEARNED & PROCESS IMPROVEMENT
Each unsuccessful recruitment provides an opportunity to refine our search process. Adelphi conducts a post-search review, evaluating:
• Key challenges from the prior placement (e.g., leadership fit, organizational expectations, external influences). • Adjustments needed in candidate sourcing, vetting, or on boarding processes. • City Council feedback to enhance future recruitment efforts.

By continuously learning and adapting, we enhance our executive search methodology to ensure higher placement success rates in future engagements.

Adelphi takes a proactive, client-focused approach to handling unsuccessful recruitments or premature departures.

Through comprehensive guarantees, rigorous performance monitoring, and an expedited replacement process, we ensure that the City of Los Banos receives a qualified, long-term leader who aligns with its vision and operational priorities. Our risk-mitigation strategies and commitment to continuous improvement further strengthen our ability to deliver top-tier executive placements with confidence and reliability.

336

ADELPHI STAFFI NG, LLC CITY MANAGER RECRUITMENT

FIRM'S CURRENT ENGAGEMENTS AND CAPACITY TO FOCUS
Adel phi's extensive expertise in executive recruitment is· well-documented, demo·nstrating our ability to effectively source and place high-level leadership roles in complex and competitive hiring environments. Our portfolio includes successful partnerships with government agencies, healthcare institutions, and public sector organizations, highlighting our proven track record in identifying and securing top-tier talent.

CURRENT ENGAGEMENTS & RELEVANT EXPERIENCE
Adelphi is actively engaged in executive recruitment projects across multiple sectors, including state agencies, healthcare systems, and municipal organizations. Some of our ongoing projects include:
• Arizona Department of Administration - Providing executive recruitment for agency leadership, medical directors, and high-level IT professionals.
• St. Mary's County Health Department - Managing executive search for leadership roles and hard-to-fill clinical positions through a multi-year contract.
• State of Maryland Department of Health - Executing specialized recruitment for forensic medical professionals and key leadership roles.
• Fairfax County Juvenile Detention Center - Recruiting medical directors and physicians for a high-security government-run facility.
• Butte County Department of Behavioral Health - Identifying and placing a board-certified Medical Director to oversee critical behavioral health programs.
• City of Clermont, Florida - Conducting executive recruitment for key administrative and financial positions within the city government.

These engagements demonstrate Adel phi's expertise in navigating complex recruitment landscapes and our ability to effectively manage multiple high-level searches simultaneously.

COMMITMENT TO THE CITY OF LOS BANOS
While Adelphi is actively involved in high-profile executive searches, we maintain a dedicated team of specialized recruitment professionals to ensure focused attention on each project. We are fully prepared to prioritize and allocate resources to the City of Los Banos City Manager recruitment, ensuring:
• Dedicated project management and recruitment specialists assigned exclusively to this search. • Tailored recruitment strategy designed to meet the City of Los Banos' unique needs and leadership expectations. • Direct engagement with City Council to ensure alignment with the City's vision and leadership goals. • Timely and efficient search process, leveraging our existing network of executive-level candidates.

Adelphi is fully capable and committed to delivering a successful City Manager recruitment process with the same efficiency, precision, and professionalism that has led to our ongoing success in executive search services nationwide.

337

COST PROPOSAL

338

ADELPH I STAFF ING, LLC CITY MANAGER RECRUITMENT
-
COST PROPOSAL •
February 21, 2025
Lucy Mallonee, MMC
City Clerk/Human Resources Director
Los Banos City Hall
520 J Street
Los Banos CA 93635
Dear Lucy,
RE: CITY MANAGER RECRUITMENT SERVICES FOR THE CITY OF LOS BANOS - _J_-
Our firm proposes a fixed consulting fee that covers all aspects of the City Manager recruitment process. This fee is allinclusive, meaning there are no reimbursable expenses outside of this cost Service Fee
Professional Consulting Fee $15,000
This fee is not to exceed $15,000 and covers all professional services required to complete the recruitment successfully.

This fee includes:
• Candidate sourcing and outreach
• Screening, interviews, and reference checks
• Background checks
• Advertising and job postings
• Travel, materials, and administrative costs
• Facilitation of final selection and hiring
Kind Regards,
Dayne Troupe
Managing Partner
Adelphi Staffing, LLC
Tel: 678-365-1101; Fax: 678-257-2992
Email: [email protected]

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THIS PAGE IS INTENTIONALLY LEFT BLANK
340
((; bakertilly
341
February 21, 2025
Lucy Mallonee, MMC
City Clerk/Human Resources Director
Los Banos City Hall
520 J Street
Los Banos, CA 93635
Delivered electronically
Dear Lucy Mallonee:

Baker Tilly Advisory Group, LP
2055 Gateway Place
Suite 140
San Jose, CA 9511 0
United States of America
T: +1 (408) 625 5100
F: +1 (408) 625 5125
bakertilly.com
The City of Los Banos (the City) is seeking customized executive recruitment solutions. This proposal is the starting point - our vision of how we can assist with your goal of to finding the best possible candidate for your new City Manager.

For a city that is on the brink of significant transformation like Los Banos, we know there's not just one finish line. Transformational success means looking beyond your first goal and imagining the next one. And the one after that. And then the one nobody has even thought possible. Your Baker Tilly team will support you through every step of the journey - during your executive recruitment process and beyond.

We understand that the successful recruitment of a new City Manager is crucial to your operations. You seek executive search services that aim to elevate your organization. Luckily, we are ready to chart a course that guides the City to its choice of experienced and well-qualified candidates that match your needs.

You need to find a City
Manager that is ready to step
beyond the boundaries of
everyday success.

It's only natural.

Governmental leaders don't
live In comfort zones. Neither
do we. This is why there's
limitless potential ahead of us
when we join forces.

We know that you have options for selecting a recruitment firm. Our unique approach, highly regarded customer service practices, and record of identifying and recruiting top-level executives in similar roles set us apart. Our commitment does not end once a candidate is placed; we offer ongoing support and services, including leadership services, human capital, financial management advisory, organizational management and class and compensation.

We're prepared to redefine what service means for the City of Los Banos. It's not about ticking boxes. It's about navigating complex landscapes, seeing what others don't and blazing new trails.

The road map shared in our proposal shows how important Los Banos will be to us as a client.

We can't wait to get started.

Very truly yours,
Carol Jacobs, Managing Director Edward G. Williams, Ph.D., Director +1 (949) 809 5588 I carol. [email protected] +1 (214) 842 6478 I [email protected] 342
343
Executive summary
This is more than a proposal. It's a promise. To serve as your sounding board, your navigator and your second set of eyes on the horizon and beyond.

Understanding your needs to help achieve your objectives The City of Los Banos is seeking customized executive recruitment solutions to find a City Manager to work under the direction of the City Council to oversee the day-to-day operations of the City government, implement policies, manage staff, and support the growth and development of the City. Baker Tilly proposes a comprehensive approach to assist the City in finding the right person for this important position.

Our proposal outlines a tailored recruitment plan that highlights the City of Los Banos' unique needs and goals. We emphasize the importance of understanding the City's culture, strategic initiatives and the specific challenges and opportunities the new City Manager will face. Our approach includes developing a detailed candidate profile, creating a marketing and recruitment brochure, and conducting an extensive outreach campaign to attract a diverse pool of highly qualified candidates.

We will highlight the City Manager position as a key role for a visionary leader who is passionate about public service and eager to make a significant impact on the community. The selected candidate will have the chance to shape the future of Los Banos, driving initiatives that enhance the quality of life for residents and foster economic growth while working for an organization that provides a work-life balance, competitive pay and benefits, and the opportunity to work with wonderful co-workers.

We will showcase the City of Los Banos as more than just a place to work; it's a great place to live. The City is known for its booming growth and development, thriving job market, outstanding schools, and abundant recreational opportunities. With a population nearing 50,000, Los Banos offers a perfect balance between small-town charm and urban amenities where residents enjoy a strong sense of community, with numerous events and activities that bring people together.

Baker Tilly's executive recruitment process is designed to be transparent, efficient, and effective. We utilize our team's extensive experience to screen and evaluate candidates, ensuring that only the best fit for the City of Los Banos' needs are presented. Our commitment extends beyond the selection of a candidate, offering ongoing support and services to ensure the successful integration and performance of the new City Manager.

We guarantee a smooth and responsive recruitment process, backed by our extensive experience in public sector executive recruitment. Our team is dedicated to delivering exceptional service and results, ensuring that the City of Los Banos finds a City Manager who can lead the City to new heights of success.

State and local government clients like the City of Los Banos are central to our executive recruitment practice, and we apply experience-based insight to help fill your recruitment needs. What makes us different from other firms? Our executive recruitment solution truly begins with your needs and does not end after the candidate is selected.

Pa
One of the nation's
largest executive
level, local government
candidate databases
344
Background information
The most effective solutions are born from a deep industry understanding.

Our decades-Jong record of serving the public sector is how we'll achieve your recruitment goals for the City of Los Banos.

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

Guiding you with our resources, reputation and reach
The City of Los Banos requires a firm with executive recruitment specialists who combine functional experience, industry knowledge and technical expertise to respond to your recruitment needs and support you as your City evolves.

Baker Tilly is that firm. We pay special attention to the intersection of strategy and execution to deliver:
• Innovative and pragmatic approaches for assessing candidates, adapting quickly, implementing best practices and competing in any environment
• Strategies to identify a diverse pool of qualified candidates • Solutions for your toughest recruitment challenges
When you work with Baker Tilly on your recruitment needs, you work alongside an agile team that drives transformation by supporting you with a flexible engagement model "right sized" to your unique culture and circumstances. We dedicate ourselves to delivering industry insights, efficiencies, creativity, flexibility and forward-thinking ideas every step of the way.

More than anything, the City will receive an exceptional experience for your governance team and - ultimately - your citizens. Below are some key facts about our public sector recruitment practice, including the depth of resources that stand ready to support your core project team:
5 583 1,770 45+ $1.81B 50+ 250+
team administration recruitments years of firm revenue U.S. office workplace members recruitments since 2000 experience in FY2024 locations and culture awards

GIVING YOU THE TOOLS YOU NEED TO NAVIGATE THE FUTURE
Baker Tilly will successfully guide Los Banos through changing landscapes with skills, stability and strength as one of the oldest and largest advisory, assurance and tax firms in the United States. 2 345

BACKGROUND INFORMATION
Delivering specialized expertise to our public sector clients Baker Tilly has served state and local governments since our establishment more than 90 years ago.

We are one of the few advisory, tax and assurance firms with a practice dedicated entirely to serving governmental clients.

State and local government is a complex, unique environment shaped by fiscal, regulatory and operational considerations not found in other industries. Recognizing this complexity and eagerness to serve as a true valued advisor to the public sector, Baker Tilly formalized its dedicated public sector specialization more than 50 years ago. Today, more than 350 Baker Tilly professionals - including nearly 30 principals - focus directly on serving governments and provide hundreds of thousands of client service hours annually to organizations like Los Banos.

Nationwide, our public sector practice serves nearly 4,000 state and local governmental entities, including municipalities, counties, school districts, utilities, transit organizations, and special authorities.

Several of these client groups are now served by dedicated specialists in distinct sub-practices.

Public sector:
00 oeo
,. ,.

COMMITMENT TO THE PUBLIC SECTOR
Baker Tilly has been in business for more than 90 years, and public sector entities were some of our first clients.

Since its beginnings, our firm has emerged as a leader in human resource management consulting and executive recruitment. Our 45+ years of consulting experience, coupled with our unique approach and personal touch, drives our internal standard for delivering outstanding services and leading-edge results.

The City of Los Banos will benefit from our industry specialization in several specific ways:
• Dedication to the public sector: Your engagement team members live and breathe government and work exclusively with the public sector year-round . This translates into insights only experience can bring, as well as an understanding of the best ways to communicate and collaborate with publicsector entities. • Knowledge sharing with the City of Los Banos: At Baker Tilly, serving governments goes beyond delivering services - we also supply our clients with crucial thought leadership in the form of webinars, workshops, articles and our regular newsletter, CommuniTIES. For examples of relevant thought leadership, see our articles Public sector executive recruitment: checklist for recruiting public sector employees and Hiring: Anticipating challenges and other considerations. 3 346

BACKGROUND INFORMATION
Investing our resources in California
California's population is the
largest in the United States and
growing, with the fifth-largest
economy in the world, boasting
California
local presence
a diverse range of
industries/sectors and
businesses. We're proud to be
growing right alongside you. For
Baker Tilly, expanding client
relationships, a burgeoning local
presence and an understanding
of your state's unique markets
are escalating our growth in the
Golden State.
20,000+
California clients
Nine offices
in the state of California
85+ years
of experience serving area clients
Baker Tilly has more than 950+
900 professionals across nine professionals in the state of California California locations here for you.

For Los Banos, that means o BakerTillyofficelocalion&
exceptional service from a team
passionate about protecting and enhancing your organizational impact and standing ready to draw on our broad national resources as your goals or needs evolve.

Making a difference for California communities
There is power in community. During our firm's latest annual Stewardship Week, Baker Tilly team members participated in 7,000 hours of volunteer activities in 91 communities to help build community in California and nationwide.

Our California team members donate their time and efforts to organizations around the state, such as:
• At the Crossroads, San Francisco
• Big Brothers Big Sisters of Santa Cruz County
• Big Heart Ranch, Malibu
• Boys and Girls Club of Buena Park, recipient
of a 2021 Baker Tilly Wishes Grant
• CAA T Friends, Pacific Palisades
• Children's Hunger Fund, Los Angeles
• Compass Family Services, San Francisco,
recipient of a 2022 Baker Tilly Wishes Grant
• Contra Costa Food Bank, Concord
• Feeding San Diego
• Fit 4 The Cause, Encino
• Florence Fang Community Farm, San Francisco
• Foundation for Hearing Research, Redwood City
• Fremont Chinese School
• GLIDE, San Francisco
• Hope of the Valley Rescue Mission, North Hills, recipient of a 2023 Baker Tilly Wishes Grant • Irvine Blood Donor Center at UC Irvine
4 347

BACKGROUND INFORMATION
• Kids Against Hunger, Pleasanton
• KidWorks, Santa Ana
• LA Animal Services
• La Mesa Arts Academy
• LA Mission
• Laura's House, Aliso Viejo
• LymeDisease.org, San Ramon, recipient of a 2023 Baker Tilly Wishes Grant • Leaps & Bounds Pediatric Therapy, Norco, recipient of a 2022 Baker Tilly Wishes Grant • Marin Food Bank, San Francisco
• Marine Toys for Tots, Silicon Valley
• Mary's Kitchen, Anaheim
• New Directions for Youth, North Hollywood, recipient of a 2023 Baker Tilly Wishes Grant • Open Heart Kitchen, Dublin
• Orange County United Way
• Our Big Kitchen, Los Angeles - 2024 Extra Impact Grant recipient • Pacific Beach Coalition (Pacifica)
• Pet Prescription Team, El Cajon, recipient of a 2023 Baker Tilly Wishes Grant • Project Angel Food, Los Angeles - 2023 Extra Impact Grant recipient • Read-Aloud Volunteer Program, San Pablo
• Sacramento Youth Cricket Association
• Sacred Heart, San Jose
• San Francisco Botanical Gardens
• SDCCU Stuff the Bus, San Diego
• Second Harvest Food Bank of Silicon Valley
• St. Anthony's, San Francisco
• Veterans Village of San Diego, recipient of a 2021 Baker Tilly Wishes Grant • Volunteers Cleaning Communities, Los Angeles
• WeSpark Cancer Support Center, Sherman Oaks
• Westchester Villa Retirement, Inglewood
Providing similar services to clients
You will receive exceptional service from a qualified team that can draw on our firm's broad national resources as your goals or needs evolve. We are well-versed in state regulatory requirements and value our local government clients, including, but not limited to, the following entities:
!¥1 ■ Client
Current Ann Arbor
Current Brooklyn Center
Current Cape Charles
Current Dallas
Current Herndon
LIST OF RELEVANT PROJECTS: PRESENT - 2020
i-1MN Project
Ml Deputy City Administrator
MN Deputy City Manager
VA Town Manager
TX City Manager
VA Town Manager
IIIIEml
123,851
31,006
1,183
1,302,868
24,456
5 348
Current
Current
Current
Current
Current
Current
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023

BACKGROUND INFORMATION
LIST OF RELEVANT PROJECTS: PRESENT- 2020
Client
Huntsville
Macon
Monett
Munster
Paris
Troy
Abington Township
Amarillo
Beckley
Brevard
Carrboro
Carrboro
Columbia Heights
Crookston
Denton
El Paso
Fulshear
Lexington
Manassas
Manassas Park
Marceline
Nevada
Oxford
Pensacola
Rice Lake
Troy
Tybee Island
Valdese
Belle Meade
Beloit
Bemidji
Carrboro
Corpus Christi
Fargo
Fernley
Freeport
Greenbelt
Highland Park
Huber Heights
E#iti Project
TX City Manager
MO City Administrator
MO City Administrator
IN Town Manager
TX City Manager
MO City Administrator
PA Town Manager
TX City Manager
WJ City Manager
NC Asst City Manager/City Engineer (partial)
NC Town Clerk
NC Town Manager
MN City Manager
MN City Administrator
TX City Secretary
TX City Manager
TX City Manager
VA City Manager
VA City Manager
VA City Manager
MO City Manager
MO City Manager
MD Town Manager
FL City Administrator
WI City Administrator
MO City Administrator
GA City Administrator
NC Town Manager
TN City Manager
WI City Manager
MN City Manager
NC Assistant Town Manager
TX Assistant City Manager
ND City Administrator
NV City Manager
ME Town Manager
MD City Manager
TX Town Administrator
OH City Manager
-
48,552
5,456
10,129
23,614
24,969
14,591
58,451
202,169
16,576
7,900
21,230
21,230
21,961
7,482
136,195
678,815
34,264
7,400
42,668
16,361
2,123
8,262
817
54,316
9,012
13,951
3,158
4,698
2,912
36,657
14,570
21,230
323,733
121,889
22,343
8,737
24,921
8,993
43,439
6 349
►·ii ■ Client
2023 Midland
2023 Morehead City
2023 Perrysburg
2023 Portland
2023 Spartanburg
2023 Warrenton
2023 West Fargo
2023 Wyoming
2022 Apex
2022 Beaumont
2022 Belton
2022 Blue Springs
2022 Branson
2022 Brevard
2022 Buda
2022 Denton
2022 Evans
2022 Golden
2022 Harrisonburg
2022 Hastings
2022 Joplin
2022 Kinston
2022 La Marque
2022 Minnetrista
2022 Oak Hill
2022 Oakland
2022 Overland Park
2022 Plain City
2022 Port Arthur
2022 Salisbury
2022 Shorewood
2022 Spicer
2022 Staunton
2022 Westminster
2022 Willmar
2021 Carrboro
2021 Clearwater
2021 College Park
2021 Corpus Christi

BACKGROUND INFORMATION
LIST OF RELEVANT PROJECTS: PRESENT - 2020
iM!iti Project
TX City Manager
NC City Manager
OH City Administrator
ME City Manager
SC Assistant City Manager
VA Town Manager
ND City Administrator
Ml City Manager
NC Assistant Town Manager
TX City Manager
MO City Manager
MO City Administrator
MO City Administrator
NC City Manager
TX City Manager
TX City Manager
CO City Manager
CO City Manager
VA City Manager
NE City Administrator
MO Assistant City Manager
NC City Manager
TX City Manager
MN City Administrator
TN City Manager
CA Deputy City Administrators
KS City Manager
OH Village Administrator
TX Assistant City Manager
NC City Manager
MN City Administrator
MN City Administrator
VA City Manager
CO City Manager
MN Asst City Admin/City Operations Director
NC Town Manager
FL City Manager
MD City Administrator
TX Assistant City Manager
-
132,520
9,556
21,730
66,595
38,732
10,057
38,626
76,501
58,780
118,428
23,480
54,850
10,000
7,900
15,108
136,195
22,165
20,399
54,033
25,152
50,386
20,083
16,627
7,621
4,587
440,646
191,278
4,065
53,937
33,727
7,974
1,188
25,750
116,317
19,628
21,230
115,159
32,196
323,733
7 350
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2021
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020
2020

BACKGROUND INFORMATION
LIST OF RELEVANT PROJECTS: PRESENT-2020
Client
Evansville
Grand Rapids
Greeley
Inver Grove Heights
Kimball
Long Grove
Louisville
Moline
Riverside
Rockville
Shakopee
Sidney
Stonecrest
Woodlawn
Clayton
Fairmont
Front Royal
Herington
Kansas City
Lake Ozark
Maple Plain
Matanuska-Susitna Borough
Middletown
Missouri City
Moose Lake
Oakdale
Rochester
Scottsbluff
Springdale
St. Joseph
i-1Mti Project
WI City Administrator/Finance Director
Ml Deputy City Manager (limited)
CO City Manager
MN City Administrator
NE City Administrator
IL Village Manager
CO City Manager
IL City Administrator
OH City Manager
MD Deputy City Manager
MN Assistant City Administrator
OH City Manager
GA City Clerk
OH Village Manager
OH City Manager
MN City Administrator
VA Town Manager
KS City Manager
MO City Manager
MO Asst City Admin/Community Eco Dev Director
MN City Administrator
AK Borough Manager
OH City Manager
TX City Manager
MN City Administrator
MN City Administrator
MN City Administrator
NE City Manager
OH Assistant City Administrator
MO City Manager
-
5,378
192,294
105,888
34,344
2,578
7,956
20,860
41,902
25,093
66,940
40,731
20,590
54,202
3,365
13,269
10,126
15,239
2,304
488,943
1,792
1,807
108,317
48,121
74,705
2,798
28,083
114,011
14,874
11,223
74,959
8 351

BACKGROUND INFORMATION
Aligning key engagement team members with your goals
Our executive recruitment team consists of eight recruitment professionals and project coordination staff available to meet your executive recruitment needs. Each consultant assigned to your recruitment has experience working with cities, counties, special districts, not-for-profit organizations and school districts, and the many disciplines comprising the City of Los Banos organization. Our consultants bring an experienced, participatory and energetic perspective to each recruitment. As such, we present our unique approach and individualized touch in our internal standard and commitment to outstanding service that meets or exceeds your expectations. Since 2000, our public sector executive recruitment practice has completed 1,770 executive searches.
1,770 recruitments
Our public sector
executive recruitment
practice has conducted
1,770 successful
recruitment projects
since 2000.

Meet the team we've assembled to achieve everything you envision. Selected intentionally for your goals and backed by our specialized resources, these individuals are collaborative and multidisciplinary. Their passion for the state and local government sector will make them an unstoppable force on your behalf.

This handpicked team offers a collaborative focus supported by the breadth and depth of our firm's resources. Engagement team members are introduced below, and complete resumes are available upon request.

INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR LOS BANOS
Engagement leadership
Carol Jacobs - Managing Director
18500 Von Karman Ave, 10th Fl., Irvine, CA 92612
+1 (949) 809 55881 carolj~cobs@bakertilly con,
Carol is a managing director with Baker Tilly. She has held a wide range of roles across local government and consulting, including multiple stints as a city manager, and served most recently as assistant city manager of the City of Newport Beach, California. In that role, she had responsibility for functions as varied as fire, library, harbor, information technology, utilities and homelessness, with service as interim finance director and harbormaster. Carol also served as city manager for the Southern California cities of Eastvale and Stanton; as interim city manager for the City of Grand Terrace, California; and in a series of roles with increasing responsibility for the City of Costa Mesa, California. Carol's consulting experience includes managing a financial solutions practice area that served local governments, with responsibility for managing client needs, preparing financial studies, and conducting management and organizational reviews.

Edward G. Williams, Ph.D. - Director
17 Cowboys Way, Suite 800, Frisco, TX 75034
+1 (214) 842 f?478 I edward.w1lliams(wbakertilly.com
Edward has more than 25 years of collective experience in human resources and organizational development at various levels and across multiple disciplines, including state and municipal government, community and educational institutions. His areas of specialization include human development, process improvement, workforce planning, executive recruiting, strategic planning, management and leadership development, classification, compensation, benefits administration, performance management, employee recognition, employee wellness and benefits administration. He has served 9 352

BACKGROUND INFORMATION

INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR LOS BANOS
as director of human resources and organizational development for the City of Missouri City, Texas, deputy personnel director for the State of Missouri and training and performance consultant for the Metropolitan Community Colleges Business and Technology Center in Kansas City, Missouri. Edward holds a Ph.D. in Educational Leadership and Policy Analysis from the University of Missouri, an Educational Specialist degree in Higher Educational Administration, a Master of Higher Education Administration, and a bachelor's in education from the University of Missouri. He is bilingual and proficient in Spanish. Edward joined the firm in 2019.

Consulting team
Art Davis - Director
5440 West 110th Street, Suite 300, Overland Park, KS 66211 +1 (816) 868 7042 I [email protected]
Art is a director in Baker Tilly's executive recruitment practice. He is responsible for managing and conducting executive recruitment engagements for the firm to ensure their integrity, timeliness and adherence to budget parameters. He has more than 30 years of experience in local government, executive recruitment and organizational management.

Art has served as a city administrator in Missouri and other local government positions in Kansas and Texas. He specializes in providing executive recruitment and organizational management consulting services for cities, counties and not-for-profits.

Art earned a Master of Public Administration from the University of Kansas and a Bachelor of Arts in Political Science and Public Administration from William Jewell College.

Yolanda Howze, MPA, PSHRA-SCP, SPHR, SHRM-SCP - Director 205 North Michigan Avenue , 28th Floor, Chicago, IL: 60601 +1 (~2) 240 3401 I ':[email protected]
Yolanda is a well-regarded, award-winning human resources professional with more than 20 years of public sector human resources experience-primarily in municipal government. Yolanda was assistant to the city manager/director of human resources at the City of University City, Missouri and director of human resources at the City of Bellaire, Texas. Before joining Baker Tilly, Yolanda was a senior consultant II at another human capital consulting firm where she was responsible for managing projects and providing consulting services to public sector and higher education clients in all aspects of classification and compensation systems and other areas of human resources. As a human resources leader, Yolanda's experience and competencies include executive recruiting services, total rewards and classification administration, performance management, project management, HRIS and process improvement, change management, employee and labor relations, emergency management and disaster recovery, training and organizational development and safety and risk management.

Yolanda earned a dual Bachelor of Arts in Psychology and Organizational Leadership from Maryville University and a Master of Arts in Public Administration and Policy Analysis from Southern Illinois University-Edwardsville. Yolanda is also a Senior Certified Human Resources Professional-SPHR, SHRM-SCP, PSHRA-SCP and she speaks at conferences and authors professional articles. Through the Texas Municipal Human Resources Association (TMHRA), her peers selected her as Human Resources Professional of the Year. Yolanda joined the firm in 2022. 10 353

BACKGROUND INFORMATION

INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR LOS BANOS
Donna Peter - Special Advisor
15760 Ventura Blvd., Suite 1100, Encino, CA 91436
+1 (818) 98~ 2600 Jdonna 12eter@bakert1ll_xc:9rn.~
Donna's career in local government spans 30 years. She is skilled in organizational development and helping agencies optimize their operations. Donna is accomplished in all areas of human resources practices and operations, executive coaching, and leading and training staff in conducting effective labor negotiations. Donna has a Master of Business Administration and undergraduate social welfare and child development degrees. As a consultant, she manages project teams and assists clients with organization assessments, benchmarking, succession planning and professional development, executive coaching, improving efficiency through teamwork, and analyzing staffing plans. Among the jurisdictions Donna has assisted are the cities of Arcadia, Baldwin Park, Covina, Diamond Bar, Duarte, Glendora, La Verne, Monrovia, Pomona, San Marino, Temple City, Perris, El Segundo, and the County of Orange. She previously held executive and management positions in the cities of Santa Monica, Manhattan Beach, and Fresno, and she served as a human resources consultant for the City of Lynwood and Santa Monica Community College. Donna has served in leadership roles with the League of California Cities and the Association of Workplace Investigators.

Project management
Michelle Lopez - Manager
+1 (651) 223 3061 I [email protected]
Michelle is a manager with Baker Tilly's executive recruitment practice group. Known for her attention to detail and organizational skills, Michelle is crucial in ensuring that recruitment projects are completed thoroughly and on time. She has more than 10 years of experience as a critical support staff member. Her colleagues appreciate her customer service skills and determination to ensure clients and candidates remain informed and engaged throughout the recruitment process. Her responsibilities include organizing assignments and workflows, coordinating information and resources, and identifying, analyzing and implementing solutions to ensure her team and clients always have the latest recruiting tools at their disposal. She is currently pursuing a Bachelor of Science degree in Organizational Leadership. Michelle joined the firm in 2017.

LOS BANOS WILL RECEIVE TANGIBLE RESULTS WITH BAKER TILLY Alf engagement team members are committed to Los Banos' success. Their state and local government experience and service expertise translates into tangible results for the City 11 354

BACKGROUND INFORMATION
Demonstrating that we've been down this path before
The experiences of our clients speak more to Baker Tilly's capabilities than any proposal ever could.

That's why we encourage you to talk with our clients. Here are a few individuals who welcome the opportunity to share their Baker Tilly experience.

Each will give you an authentic perspective as you consider your own needs.

Name
Phone
Mark J Widmann
+1 (432) 685 7247

CITY OF MIDLAND, TEXAS
Title
Email
Director of Administrative Services
[email protected]
Services City Manager recruitment (2023) - Police Chief recruitment (2025) Name
Phone
Deanna R. Reed
+1 (540) 432 7701

CITY OF HARRISONBURG, VIRGINIA
Title
Email
Mayor
Deanna. Reed@harrisonburava. gov
Services City Manager recruitment (2022)
Name
Phone
John Gates
+1 (970) 350 9772

CITY OF GREELEY, COLORADO
Title
Email
Mayor
[email protected]
Services City Manager recruitment (2021)
Name
Phone

CITY OF EL PASO, TX
Mary Wiggins, PHR, SHRM-CP
+1 (915) 212 1267
Title
Email
Chief Human Resources Officer
Wigginsml@elpasotexas gov
Services City Manager recruitment (2024)
EXPERIENCE MATTERS. ESPECIALLY THE EXPERIENCE OUR CLIENTS RECEIVE Connect with our clients to learn more. Additional references are available by request.

Providing samples of our recruitment materials
Sample materials are provided in the Appendix.
12 355
Service approach
1 We blend technology with the wisdom of our team members to deliver quality and insights. The City will benefit from our extensive experience and unwavering passion, having dedicated ourselves to this field full-time and successfully placing thousands of candidates across the United States.

Creating a customized recruitment plan unique to the City of Los Banos The City is a one-of-a-kind organization with unique risks, challenges and opportunities. We build our recruitment plans accordingly. Tailoring our executive recruitment service methodologies to your specific needs. Forging new routes to overcome your challenges.

Your goals, culture and the distinctive factors that impact your organization and community will play a role in shaping our approach. Along the way, our deep understanding of state and local government organizations and knowledge of the City's unique needs will fuel our dedication to helping you achieve your goal of recruiting exceptional candidates for your City Manager position.

We take pride in our ability to provide your City Council with comprehensive details and information about each candidate we present, expanding beyond applications, cover letters and resumes to better understand the individual professional experience, leadership traits and management style they would bring to your organization. Furthermore, we explore and attempt to understand their motivation for pursuing this career opportunity We can also provide you with a fully customized interview process that includes suggested questions, interview day scheduling and planning as you deem necessary or appropriate. Additionally, the lead consultant is available to the City Council or its designee before, during and after each interview session, and can facilitate your deliberations, employment offer and negotiations with the individual you select as a finalist.

Describing the Baker Tilly executive recruitment process State and local government clients like Los Banos are central to our executive recruitment practice, and we apply experience-based insight to help fill your recruitment needs.

The Baker Tilly engagement team will collaborate with the City Council and others designated as your technical advisor. As such, we conduct your recruitment process effectively, efficiently, transparently and professionally, consistent with best practices in the public sector executive recruitment space. Our agenda is your agenda. Our objective is to generate a list of highly qualified candidates and assist you with screening and evaluating these candidates to identify your next City Manager.

Since its beginnings, our firm has emerged as a leader in human resource management consulting and executive recruitment. Our 45+ years of consulting experience, coupled with our unique approach and personal touch, drives our internal standard for delivering outstanding services and leading-edge results. 13 356

SERVICE APPROACH
Kickoff and
development
Executive recruitment process

2. Execution
and assessment

3. Screening 4 Background and
and assessment reference checks
Ongoing project management • ·-- ·-

5. Onsite interviews,
offer made

WORKING TOGETHER TO MAKE LOS BANOS' RECRUITMENT A SUCCESS A successful recruitment will be delivered and backed by our guarantee.

Task 1: Kickoff, marketing, recruitment and outreach
Our comprehensive recruitment process begins with developing a detailed marketing and recruitment brochure, which includes specific details outlined in the candidate profile. We consider this the most important first step in your recruitment process. The candidate profile provides important information such as required and desired education, professional certifications, professional experience, leadership traits and attributes, management style and related personal characteristics. These qualifications may serve as predictive indicators of the success of your next City Manager. The recruitment brochure will also include essential details about your City and local community and information that captures and conveys the essence of your organization.

To launch the recruitment, the engagement team leader will meet (on-site or virtually) with the City Council or designee to discuss your desired and required qualifications and coordinate stakeholder input upon the direction of the City Council. During this meeting, we will also gather information on your strategic initiatives, goals and objectives, organizational culture, reporting structures and similar information.

Additionally, we attempt to understand the overall scope and responsibilities of your next City Manager, including individual and organizational goals. We also try to understand the key issues, challenges and opportunities your City Manager will face. We will also gather information about the total rewards (compensation and benefits) you offer for this position.

Information from these meetings and our review of the job description and other City documents is used to prepare the position and candidate profile. The City will approve the completed profile before the recruitment begins. The position and candidate profile will be central to our recruitment strategy and outreach to potential candidates.

Once we gather all the necessary information, we prepare a draft recruitment brochure for your review and approval. We then update the brochure, make your suggested edits or revisions, and launch your executive search. As you can see, the candidate profile is central to our strategy and outreach.

The project team will also work with the City to develop an advertising and marketing strategy to notify potential candidates about the vacancy and conduct an open recruitment that encourages applications from a talented and diverse pool of candidates.

If required, our team will place ads in relevant professional publications and websites and coordinate with City staff to include information about the search on the City's social media platforms. Baker Tilly also has a high-traffic website with an exclusive location dedicated to encouraging potential candidates to upload their resumes. The aggressive advertising and marketing campaign for top talent will consist of national, state, regional and local elements determined during our initial meetings with the City's representatives.

Our customized mailing list, selected from our extensive database and contacts collected at appropriate public sector conferences, will be utilized to promote the City Manager position further. 14 357

SERVICE APPROACH
Obtaining stakeholder input
Stakeholder input is essential to developing a profile for the City Manager position. The final decision for creating the parameters for recruiting a City Manager must always rest with the City's elected officials.

It is also helpful to obtain input from the professional staff and a cross-section of citizens in the community in a structured way. Every community is unique, and because of this, we would provide some suggestions.

Still, most of all, listen to the City Council regarding what kind of process to utilize, whether scheduling a series of meetings with key community members, using an online survey and/or holding a public forum for ideas and input from citizens. There are various ways to obtain feedback, which would be discussed with City officials.

Baker Tilly has experience facilitating search processes that provide staff and community input. This input typically occurs in several aspects of the search, including developing a recruitment brochure, interview design and structure, and opportunities for the community to engage with the candidates.

The brochure's development typically includes several group meetings with department heads to receive their input on what is vital to the leadership and management style of the City Manager. Several techniques can be used to receive community input, such as publicized community meetings, focus groups to ensure participation of key stakeholders and an online survey that residents can complete.

Interview design and structure include a panel of directors who will provide feedback to the City Council using a Microsoft Forms survey format to ascertain what individuals see as the strengths, concerns and organizational fit of each candidate. We compile feedback from the survey in a manner that gives the City Council a broad 360° perspective of candidates. Responses are anonymous. This report is provided to the City Council. Similarly, key stakeholders or members of the community, often members of advisory boards and commissions, can comprise an interview panel. Feedback can be ascertained similarly by providing the City Council with a separate report.

Community engagement before the candidate interviews can be facilitated as a general meet-and-greet or community forum. Whether a general meet-and-greet or a more structured community forum is desired, it is essential to recognize that events need to be structured to comply with local, state and national laws, regulations and rules affecting hiring.

We can work with the City of Los Banos to design staff and community input processes and incorporate them into the search to meet its specific goals.

Task 2: Execution of recruitment strategy and identification of quality candidates Utilizing the information developed in Task 1, Baker Tilly will identify and reach out to individuals who will be outstanding candidates for the City Manager position. Generally, these individuals may not be actively seeking a job but may be open to "the right opportunity." This is another benefit and advantage we provide our clients, enabling us to access more passive job seekers. However, potential candidates presented with the opportunity directly and properly may apply. We take pride in locating a diverse pool of highly qualified candidates nationwide based on the professional contacts and relationships we have developed and maintained over many years.

These efforts will be supplemented by creating a customized database utilizing our extensive, interactive applicant database for the City Manager position. This will allow the Baker Tilly team to customize applicant flow and tracking, communicate with applicants and conduct database inquiries for candidates based on characteristics important to the City, such as geographic location, particular experience, expertise and credentials.
15 358

SERVICE APPROACH
We use NeoGov as our online application system. It efficiently manages applications and allows us to communicate in real time with applicants, engaging and informing them of each step in the search process. Within this system, we can access, review and evaluate prior applicants or individuals who have expressed interest in similar positions.

Each candidate submitting a resume is sent a timely acknowledgment by our team, including an approximate schedule for the recruitment. Throughout the recruitment process, communications are maintained with each candidate regarding information about the recruitment progress and their status.

We take pride in the many complimentary comments made by candidates regarding the level of communication and professionalism with which they are treated during our recruitments.

Task 3: Screening of applicants and recommendation of semi-finalists During Task 3, the project team screens each application and compares qualifications (education, experience, etc.) and responses to our customized supplemental questions to determine an overall match to your desired profile. We will then narrow the list to approximately 8-10 semi-finalists for your review and identification of four or five finalists (often including an alternate) or the number of individuals you would like to interview and consider. The finalists will be selected based on written questionnaires, early due diligence information, consultant phone interviews and recorded and one-way video interviews.

Another unique aspect of our recruitment process is using a web-based one-way video interview. Each finalist has limited time to answer each question, which each applicant sees for the first time when the interview begins. We do not provide questions in advance. Each finalist then has 30 seconds to formulate their answer and up to three minutes to respond to each of about three questions. This tool lets our team understand each candidate's ability to "think quickly." The one-way videos also allow us to evaluate each applicant's professional demeanor. Our team will provide the City Council and designees with a link to review it.

You will have access to our applicant list, which will provide pertinent data for each applicant.

Task 4: Conducting background checks and reference checks (optional service) Once the City Council has identified a list of finalists, Baker Tilly will begin conducting reference and background records checks upon request. We then prepare a Confidential Reference Report to complete our research and understanding of each applicant's qualifications, management style, leadership traits or characteristics and professional work performance.

BACKGROUND CHECKS WILL INCLUDE INFORMATION FROM THE FOLLOWING AREAS:
• Consumer credit • Bankruptcy
• National/city/county - criminal • State district Superior Court - criminal • City/county - civil litigation • State district Superior Court- civil litigation • JudgmenUtax lien • Federal district - criminal
• Motor vehicle driving record • Federal district - civil litigation • Homeland Security/Office of Foreign Assets • Employment verification (currenUmost Control (OFAC} recent}
• Education verification • Sex offender registry

REFERENCE CHECKS AND BACKGROUND CHECKS
Los Banos will receive a report that thoroughly verifies each finalist 's background 16 359

SERVICE APPROACH
To ensure the overall quality standards of our process, we require a minimum of 10-15 business days between the time you identify finalists for interviews and the time we can provide you with our Final Report.

Task 5: Final interview process
In Task 5, we will work with your City Council and designated staff to develop the final interview process.

We customize the process according to your needs, desired outcomes, position functions, preferences and directives. This may include steps that are important to you, our client. As such, the final interview process may consist of meetings with department heads, the opportunity for a meet and greet with community members and individual tours of the City. We work with your organization to adjust all aspects of our process as you deem necessary and appropriate.

We will provide a Final Report that will include guidelines for interviewing the candidates, suggested interview questions and a candidate assessment process for your interview panel(s) before the interviews.

The engagement team leader will be available during the final interview process to answer questions about the candidates and, if requested, assist with the final evaluation of the candidates. If asked, we will help the City Council develop a compensation package and related employment considerations and negotiate an employment agreement.

Recruiting a diverse candidate pool for the City of Los Banos Baker Tilly's recruiting strategy for Los Banos reflects our firm's core values and commitment to diversity, inclusion, belonging and societal impact. Our work begins long before we collaborate with you to find the right candidate for your City Manager position. We cultivate relationships with diverse networks of leaders who can bring new perspectives and experiences to the role.

Our firm is a corporate member of the National Forum for Black Public Administrators (NFBPA) and the Local Government Hispanic Network. We serve on NFBPA's National Corporate Advisory Council and regularly participate in its membership events. As in every recruitment, we will call on our established networks to share our active searches, which supports our goal of identifying candidates from a wide range of backgrounds, including those traditionally underrepresented in public sector hiring, and encourage them to consider Los Banos' opportunity. Based on our performance record, prospective candidates trust that the Baker Tilly executive recruitment team will fairly consider each application based on their qualifications and the established profile.

Baker Tilly is committed to ensuring equitable participation in our business and employment opportunities without regard to race, color, religion, sex, national origin, age, disability, veteran status, marital status, sexual orientation or any other legally protected status. As a leader in the executive recruitment industry, we take positive actions to prevent and remedy any discriminatory effects of business and employment practices.

Recruiting for diversity requires intentional and proactive efforts. These include:
• Advertising job postings that are inclusive and free from bias, using gender-neutral language and avoiding language that could discourage some populations from applying • Reaching out to a wide range of communities and organizations and using various recruiting channels to help expand the slate of candidates
• Providing a welcoming and inclusive workplace culture within your city to attract and retain diverse talent 17 360

SERVICE APPROACH
This past year, 95% of our applicants provided their race, and 98% shared their gender during the recruiting process. We saw a 3.05% increase in the number of Black/African American applicants, a

4.11 % increase in the category of other races, and a 5.82% increase in female applicants over the same time frame in 2022. The demographic breakdown of 852 candidates presented to our clients was as follows:

No response

4.95%
Other

12.27%

DIVERSITY IN RECRUITMENT
As evidenced by positive trends in our applicant diversity data, we are committed to broadening the candidate pool for your position by reaching out to a wide range of communities, organizations and prospective candidates. 18 361
Project timeline
The City of Los Banos' time is valuable, and one significant way we will support the City is by delivering your services on time.

A proposed schedule for each phase of the process, including development of the recruitment profile, search, background evaluations, interviews. and selection. Be aware that the Los Banos City Council meets on the first and third Wednesdays of the month. The proposal should include information about the firm's current engagements and an affirmation of the firm's ability to focus on this project Meeting the City of Los Banos' deadlines
Timing is everything
They say time is money, and we agree. Every moment holds opportunity and we make the most of each moment together - adding value, supporting your goals and always delivering your services on time.

The chart below represents our customized approach to deliver executive recruitment services to the City on time. And it's just our starting point. We'll collaborate closely with you to finalize a recruitment plan that meets your needs - especially your timing. We intend to conduct your recruitment expeditiously, but not at the expense of finding qualified applicants to present to you. A typical timeline is 100-120 days from project kickoff to extending an offer of employment.

EXECUTIVE RECRUITMENT PROCESS BREAKDOWN
Project task foilii Hi Iii ltih i l1tlli i

1. Profile development, advertising and candidate
outreach

2. Applicant screening and assessment and
,recommendation of semi-finalists

3. Comprehensive background checks, academic
verifications and reference checks completed for
finalists (optional)

4. On-site Interviews with finalists

5. Employment offer made/accepted
1111

OUR COMMITMENT TO LOS BANOS
11111
Ill
I
II
Working closely with you and your team, we will co-develop a timeline to deliver recruitment services on time.

To ensure a smooth and timely recruitment process, the City will need to promptly provide photos, graphics and necessary information for developing the recruitment brochure, narrowing the candidate field and conducting interviews. Please note that delays in providing these materials may extend the timeline at Baker Tilly's discretion and could impact the overall outcome. 19 362

PROJECT TIMELINE
Sharing details on current searches presently being conducted Baker Tilly is currently working on 29 recruitment projects in various stages. Our executive recruitment team is equipped to simultaneously facilitate more than 50 active projects. We are confident that, based on our existing schedule, commitment to clients and absolute adherence to our internal standards of service delivery, quality, integrity, efficiency, responsiveness and results, the proposed engagement leader will be available to begin your executive recruitment on short notice.

Typically, we can launch a recruitment within 10 days of receiving official notice to proceed. We often complete recruitments in 100-120 days, depending on the availability of information we may need to meet our mutually agreed-upon schedule.

Securing our proposed team members' availability
We are committed to staffing your project with our proposed team. To make sure this happens, our firm uses ProStaff scheduling software to plan and secure each team member's availability. Project managers will also meet monthly to make sure our time is managed to meet your needs.

The team members identified in this proposal will perform the City Manager executive recruitment. They will not be substituted with other personnel or reassigned to another project without the City's approval.

Committing to responsiveness and accessibility
Real-time communication and responsiveness are key to our relationship, and the City of Los Banos will work with dedicated engagement team members who will be available when you need us, where you need us, for as long as you need us. We will resolve your issues quickly and offer timely, forward-looking insights and advice to benefit your organization.
20 363
Approach to unsuccessful recruitments
Provide mformation about the firm 's approach toward either unsuccessful recruitments or the premature dismissal or resignation of the selected candidate.

Guaranteeing your recruitment
We define success as a smooth, effective and responsive executive recruitment that culminates in hiring a highly qualified City Manager who matches the profile we develop with you. We further define success by identifying and presenting sufficient well-qualified applicants for the City Council to interview.

While we believe in the overall success of our process, we also recognize that unusual circumstances will invariably emerge. This is why we offer the following guarantee.

Service
Commitment to your
recruitment until you select
a finalist
Guarantee your executive
recruitment for 12 months

HIGHLIGHTS OF OUR GUARANTEE
Result
We commit to presenting a qualified group of candidates who meet the qualifications in the approved recruitment brochure. If you cannot reach an employment agreement with one of the individuals presented as finalists, Baker Tilly will identify and present a second group of qualified applicants to consider at half of our professional fee plus project-related expenses.

We guarantee your executive recruitment against involuntary separation for 12 months. This means that if you end the employment relationship for cause, we will repeat the executive search at half of our professional fee plus project-related expenses. Please note that candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws.

COMMITMENT TO YOUR RECRUITMENT
We commit to executive recruitment that culminates in finding the right finalist to achieve your recruitment goals. 21 364
Value for fees
· When we say value, we mean achieving your objectives and imagining new ones. We mean sharing public sector insights, gaining efficiencies and directing our best resources to the City of Los Banos.

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

Sharing our transparent fee estimate
Value means more than simply checking boxes and meeting your requirements. Value means services that lead to meaningful insights, help improve efficiencies and direct more dollars and resources to achieving the City of Los Banos' objectives.

The City's fee estimate is based on what we've learned is important to you. We'll go beyond what's expected to deliver a return on your investment. We have prepared this fee based on the needs and objectives you have shared and our experience conducting similar executive searches for our public sector clients. A detailed budget of the optional activities is provided on the following pages.

The professional fee includes the cost of services by the engagement team leader and project support staff.

Feel free to direct all questions regarding the professional fee and project-related expenses to Edward Williams at [email protected] or +1 (214) 842 6478.

SERVICE TOTAL FEE
Recruitment services for Los Banos' City Manager $29,500

OUR TRANSPARENT, FAIR FEE ESTIMATE
Los Banos can expect a competitive fee arrangement and continuous value.

All project-related expenses such as advertising, candidate background, reference and academic verification checks and travel expenses for on-site visits will be billed at cost. Baker Tilly is not responsible for candidates' travel expenses to the City's location for on-site interviews. Clients generally manage these matters directly with the finalists.

Describing our optional services
We offer the following optional services to meet the needs of your community and your recruitment.

OPTIONAL SERVICES
' SERVICE DESCRIPTION

ADDITIONAL SERVICES AVAILABLE DURING THE SEARCH
Community survey
Baker Tilly can conduct an on line community survey to help your organization identify key issues or priorities that your organization may consider as you launch an executive
$2,500
22 365

VALUE FOR FEES

SERVICE

OPTIONAL SERVICES

DESCRIPTION
search. Depending on your needs, we administer the
survey that your residents, community leaders, employees or designated key stakeholders may complete. Please note that this type of survey may alter the overall project timeline.

Translation services for Professional translation of the brochure or survey into any world language is available for an additional fee. Google printed materials Translate is not used; professionals perform all translations.

Translation services for
survey responses
Background and
reference checks
Leadership/
management style
assessment
Second round of
interviews
Other services
Six-month check-in
Professional translation of the survey responses into any world language is available for an additional fee. Google Translate is not used; professionals perform all translations.

Up to 500 survey responses.

After the City Council has identified a list of finalists Baker Tilly will conduct reference checks and background records checks. We then prepare a Confidential Reference Report to complete our research and understanding of each
applicant's qualifications, management style, leadership traits or characteristics and professional work performance.

While recruitment is underway, the engagement team will work with up to 10 subject matter specialists (SMS) who know what successful performance in the City Manager
position looks like to reach a consensus on the ideal
candidate's desired leadership and management style. We ask the SMS to complete a 30-minute online questionnaire.

When aggregated, these responses generate a benchmark
that prioritizes this position's key competencies, work values, and leadership and management style attributes, creating a framework for assessing if the candidate fits with the City. Later in the process, finalists are asked to
complete a companion questionnaire that allows us to
match candidates' competencies, work values and
leadership/management style to the benchmark.

Each additional round of interviews beyond the first round Baker Tilly will bill Los Banos at an hourly rate, plus expenses, if applicable, for additional work requested explicitly by your organization outside this project's scope or as described in the proposed scope. Before beginning these services,
Baker Tilly will prepare and submit a written explanation of the additional services requested and the estimated number of hours required before commencing any additional services.

POST-SEARCH SERVICES
A facilitated session allows the new City Manager and the City Council to discuss progress, goals and vision. It is usually structured as a half-day session and can form the basis for future performance evaluations.
$250 per
language
$250 -$450
per
language
$175 per
candidate
$215 base
fee plus $50
per
candidate
Billed at
time and
travel
$350 per
hour, plus
expenses
$1,000
23 366

VALUE FOR FEES

SERVICE
Executive coaching
Performance evaluation
plan
Organizational review
Goal setting
Strategic planning
Classification and
compensation study
services

OPTIONAL SERVICES

DESCRIPTION
Coaching can help improve communication, leadership,
prioritization and other skills needed for peak performance.

It also provides professional and personal counsel to a new city manager. For a six-month coaching engagement, we
will team up the new manager with a seasoned manager
who can help enhance skill sets to set the team up for
success.

An annual performance review process led by a third-party facilitator ensures valuable feedback, constructive dialogue and agreement on priorities. It can also strengthen the council/manager relationship.

A structured review of the organization's structure and function and identifies ways to increase efficiency and effectiveness. It is especially helpful for new city managers because it provides an objective agenda for improvement.

A facilitated session that allows the City Council to develop goals for the new City Manager. This process establishes goals so the community can move important initiatives
forward.

A three to five-year plan to provide the City Manager and the City Council with the tools to make progress on
community needs.

Classification and compensation study approach and project tools developed by our team of Certified Compensation
Professionals will provide your organization with sound results and recommendations that are fair and defensible.

DELIVERING OPTIONAL SERVICES TO BENEFIT LOS BANOS
Los Banos may benefit from the additional services we offer. No additional services will be billed without the express consent and agreement with the City.

Providing our invoicing procedures
$4,000
$12,000
TBD
TBD
TBD
TBD
Baker Tilly will bill for this engagement in four installments: 30% upon execution of the agreement, 30% at the implementation of Phase I, 30% at the implementation of Phase II, and 10% upon acceptance of an employment offer by the finalist. The fee is not contingent. If you terminate this engagement before completion, Baker Tilly shall invoice the City for any unpaid portion of the fee.

Negotiating mutually acceptable terms and conditions
If selected, we will provide the City of Los Banos with our standard engagement terms. Should the City wish to provide alternate terms or proceed on the basis of its own format agreement, we would require the ability to negotiate mutually acceptable terms and conditions prior to executing a final contract. 24 367
368
Ciq~
Greeley CITY MANAGER

GREELEY, COLORADO
369
About the City of Greeley, CO
Community
The City of Greeley is located 30 miles east of the front range of the Rocky Mountains, and 52 miles northeast of Denver in the State of Colorado. Greeley covers an area of 46.4 square miles in Weld County, one of the fastest and most productive and prosperous agricultural counties in the nation, and the location of Colorado's most productive oil and gas operations.

Incorporated in 1886, Greeley became a Home Rule
municipality in 1958. With a population of 710,997, Greeley is the 11th largest city in the state and the 27 4th largest city in the United States. Greeley is home to the University of Northern Colorado (UNC), the third largest university in the state, and home to Aims Community College, one of the largest and most comprehensive two-year colleges in Colorado.

The Colorado Office of Economic Development and
International Trade recognized Downtown Greeley as a Certified Creative District, in recognition of the city's contribution to the state's economy through creativity, culture, and the arts.

Furthermore, Downtown Greeley is home to excellent
restaurants, breweries and coffee shops, annually hosting signature events such as the AgriCUL TURE Fest and Feast (a celebration of the community's agricultural heritage) and the Greeley Stampede (a nearly 100-year-old northern Colorado tradition featuring rodeos, concerts, a demolition derby and other events, and carnival rides). Other musical, cultural, and artistic attractions include the UN C's College of Performing and Visual Arts, the Greeley Chorale, the Greeley Philharmonic Orchestra, the annual Arts Picnic, the Greeley History Museum, Centennial Village (a collection of vintage homes, a church, schoolhouse, and other structures on 5.5 acres dating back to the early 20th century), and Greeley's extensive public art collection.

With more than 650 acres of parks and recreational facilities, including golf courses, recreation centers, swimming pools, fields and courts, skate parks, playgrounds, biking and hiking trails, fishing ponds, and picnic areas, Greeley offers numerous outdoor and indoor recreational activities. The City of Greeley is only 45 minutes from Rocky Mountain National Park, one hour from Denver, and 45 minutes away from Cheyenne, Wyoming, making it an ideal location to explore. With its unquestionable commitment to planning, development, excellence, economic development, continuously enhancing quality of life, workforce development, and infrastructure development, the city is preparing for the future today. As such, Greeley is a great place to live, work and play
370
About the City of Greeley Municipal Organization
The City of Greeley is a self-governed, Home Rule Municipality under the State of Colorado Constitution. The city operates in a Council-Manager form of government with seven elected officials, including the mayor, who form the city council. As such, the city council establishes the mission, vision, policies and priorities designed to meet, or exceed, the needs and expectations of the citizens, while the city manager is responsible for the implementation, and overall service delivery and operations of the municipality. The city has an annual budget of $413,969,716 and a staff of 965.75 full-time equivalents.

The Council meets for regular sessions on the 7 st and 3rd Tuesday of every month, and on the 2nd and 4th Tuesday of every month for council workshops. Additionally, the council meets annually to evaluate the ongoing implementation of approved project and priorities, then with the input of city staff and the public, the council establishes priorities to guide operations of the city for the upcoming year. 371
The City of Greeley promotes ·employee participation an'd service delivery excellence, celebrates diversity, and serves the community according to the following core values:

Principled Relationships: Strive to develop, strengthen, and honor canng relationships 1n such a way to challenge ourselves and others to be their best selves We will practice the Golden Rule.

Accountability: Commit to trustworthy, dependable public service, and are empowered to take individual and collective ownership to achieve our service goals.

Stewardship: Commit to the efficient and effective use of the resources we are provided. We will leave 1t better than we found 1t.

Integrity: Treat all people with respect, act honestly and honorably. We commit to doing the highest moral action.

Excellence: Perform our duties with distinction and to the best of our ability. We will strive to improve our abilities to be innovative and set a standard for others.

Applied Wisdom: Believe that our individual and collective life experiences have given us the tools to make good Judgments in addressing the issues we face. We commit to being lifelong learners.

Organizational Commitment: Promise to preserve and improve the quality of life for Greeley through timely, courteous, and cost-effective service.

Customer Service: Committed to providing outstanding customer service to all of our customers including: the citizens of Greeley, coworkers, external clients; and business partners To accomplish thi s, it is the responsibility of each employee to treat all people with courtesy, respect, and dignity.
372
The City Manager
The city manager is the city's chief administrative officer, and one of three individuals appointed by the city council, in addition to the city attorney and municipal court judge. As the chief administrative officer, the city manager plans, manages operations, and leads city employees according to the directives of the city council and consistent with the city's goals, objectives and priorities. With an annual departmental budget of $1,831,451 and the support of three (3) direct reports, Deputy City Manager for Community Building, Deputy City Manager for Enterprise Resources, and an assistant city manager (currently vacant), each serving as primary contact for 14 department directors, the City Manager ensures that all employees, in all departments/ divisions/sections or units, deliver effective, efficient, responsive and innovative services to the residents and visitors of the city.

Leadership Opportunities
Manage Community and Organizational Growth: The city manager will provide strategic leadership and vision in the planning, responsible development, and continuous shaping and marketing of the city as a great community to live, work, visit and play. The city manager, working with the city council, will foster a vision that sets Greeley apart from other cities to continue to attract individuals, families and business, while continuously and responsibly stimulating growth, service and quality of life. This includes, but is not limited to, planning for physical growth, identifying opportunities to ensure housing affordability, reliable, effective, efficient utility services, and modernizing transportation and technological resources to meet projected growth, future service delivery and corresponding operational demands.

Champion Workforce Development: The City of Greeley has an outstanding group of dedicated, talented passionate and committed employees, many of whom have enjoyed long tenures, and others who are new to the organization and community. The new city manager will have an opportunity to evaluate the current workforce, evaluate current opportunities to fill key vacancies, and lead the selection of highly skilled professionals in various departments who can continue the delivery of efficient, responsive, and quality services, while improving the city's commitment to service excellence, people development, respect, character, and competence. Working with key members of the organization and other stakeholders, the city manager will establish Greeley's workforce for the future by ensuring that every employee has the skills, training, and character to make the organization a great place to work, based on a carefully crafted workforce development plan that focuses on recruitment, development, advancement, and retention.

Champion Partnership and Collaboration: The new city manager will rely on a supportive council who thrives on visionary leadership, effective communication, and outstanding interpersonal and servant leadership attributes, to build and maintain a respectful, trusting, accountable, and professional partnership dedicated to serving the current and future needs of this fast-growing community. The new city manager will also have an opportunity to listen to each council member, understanding the nature of the council-manager form of government, while continuously identifying opportunities to improve service delivery, efficiencies, policies, and procedures.

Manage Now for The Future: The new city manager will have a unique opportunity to build a high performing team, establish organizational culture, impact economic development and growth, and plan for the future, while inspiring and empowering employees at all levels within the organization to serve with excellence, dedication, innovation, and integrity at all times. The new city manager will work diligently to create a balance between retaining the city's connection to the past, with its vision to a bright future.

Service Delivery Excellence: The new city manager will have an unprecedented opportunity to establish a new standard for service efficiency, customer service, and municipal operations by engaging department heads in discussions, challenges and opportunities to increase efficiencies, capacity and operations. 373
Desired Traits, Attributes and Characteristics
The Greeley City Council desires to hire a visionary, progressive, and strategic leader who can communicate effectively, work collaboratively, and lead a team of dedicated public service professionals as its next city manager. This proficient manager will be a skilled servant leader with a track record of successfully managing complex, multi-faceted, and changing priorities, organizational challenges, and opportunities. Additionally, the city desires to hire a professional public sector executive who is proficient in municipal government administration and operations, including municipal finance, budgeting, planning, economic development, human resources and labor negotiations, growth management, public works, water and wastewater utilities, and public safety.

Additionally, the desired candidate will offer a record of effectively empowering individuals at all levels within the organization to deliver effective, efficient, and responsive services, while demonstrating leadership, critical thinking, honesty, integrity and commitment to continuous improvement and innovation throughout the organization. The new city manager must possess a verifiable record of integrity, ethical behavior, and personal accountability. Furthermore, the next city manager will bring outstanding interpersonal skills, self-confidence, and the ability to listen to, and embrace, divergent perspectives.

The new city manager must have respect for community and organizational traditions and values, yet also demonstrate a commitment to move today's organization forward in a positive direction, while planning and projecting for the future. In addition, the next city manager is approachable, and receptive to new technologies and innovation throughout the organization. Likewise, the city manager will ensure transparency, inclusiveness, and will champion opportunities for partnerships with an active and engaged citizenry.
374
Education, Experience and Credentials
A bachelor's degree, from an accredited college or university, in Business Administration, Public Administration, or a closely related field and a minimum of five (5) years of progressively responsible management experience in an organization of comparable or larger size and service delivery model, in positions such as city manager, assistant city manager or department director is required. A master's degree, ten (7 0) years related experience, and ICMA credentialed city management certification is desired, but not required.

Compensation and Benefits
The City of Greeley offers a competitive benefits package that includes a salary range starting at $798,659 (minimum) - $248,323 (mid-range) depending on the experience and qualifications of the successful candidate. Additional benefits include two self-funded medical plans (Preferred Provider Option and High Deductible Health Plan), four dental plans (2 discount dental plans through Beta Health, and 2 PPO (preferred provider organization) plans offered through Delta Dental of Colorado; vision insurance; basic life, AD&D, short-term and long-term disability insurance; voluntary accidental and hospital liability insurance; employee savings plan; 401 (k) with a 4% city contribution; Roth 401 K; 457 plans; Personal Time Off; and 11 holidays each year. Relocation assistance may be available.

Application and Selection Process
Ci of
Greeley
We invite qualified professionals to visit our application portal, create a profile, submit a cover letter and resume and allow us the opportunity to review your credentials and consider your qualifications for this outstanding career opportunity https://bakertilly.recruitmenthome.com/postings/3120
Application review begins on Friday, October 15, 2027. Following the first review date, we will evaluate all applications against the posted qualifications, and may extend invitations to submit additional information, including references, and a formal interview (virtual or in-person) to a select few. This announcement will remain posted and we will continue to accept applications until the city reaches an agreement with one finalist. For more information, please email Edward [email protected] or call 214-842-6478.

The City of Greeley, Colorado does not discriminate on the basis of race, color, religion, national origin, sex, age, disability, genetic information or any other status protected by law or regulation. <G bakertilly
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375

PRESENTED TO

SAMPLE CITY, USA

FINALIST REPORT

CITY ADMINISTRATOR
DATE
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THE INFORMATION CONTAINED WITHIN

IS PRIVATE DATA AND IS NOT INTENDED

FOR PUBLIC DISTRIBUTION
377

TABLE OF CONTENTS
• RECRUITMENT BROCHURE
• INTERVIEW SCHEDULE
• INTERVIEW GUIDE
• CANDIDATE EVALUATION FORM
• CANDIDATE 1 - NAME
• CANDIDATE 2 - NAME
• CANDIDATE 3 - NAME
• CANDIDATE 4 - NAME
• CANDIDATE 5 - NAME
((; bakertilly
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RECRUITMENT BROCHURE
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INTERVIEW SCHEDULE
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INTERVIEW GUIDE
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381
Interview Guide
The structured interview can be the best tool for evaluating candidates, particularly in today's litigious society. This section has been prepared to assist interviewers by providing guidance and suggestions for interviewing candidates.

In preparing for the discussion with the candidate, it is important to remember the interview is a very critical part of the employment process and is covered by anti-discrimination laws.

The purpose of state and federal laws regarding discrimination in employment is to ensure hiring decisions are based upon the applicant's ability to perform the job, not on arbitrary factors unrelated to job performance. In general, it is unlawful to base a decision to hire or not hire an applicant on any of the following criteria: race, color, creed, religion, national origin, gender, marital status, familial status, disability, public assistance, age, sexual orientation, or local Human Rights Commission activity.

Questions based upon any of these elements may open an employer to potentially costly claims for discrimination. It is illegal to base a decision on one of these criteria, even if the information is obtained outside of the interview process, or inadvertently during the interview.

The development of specific interview questions not only assures all important aspects of the job are covered during the interview, it helps to ensure that interviewers avoid potentially dangerous subjects.

Various federal and state laws regulate questions that the employer can ask a candidate. Interview questions must be related to the job the candidate has applied for. The interviewer's focus must be:
"What do I need to know to decide whether or not this person can perform the functions of the job?" Examples of illegal questions are listed on the following page. This is not, by any means, a complete list, but can serve as a guide for types of questions to avoid. 382
Interview Guide

1. National Origin/Citizenship

2. Age
Avoid questions about where the applicc;1nt or the applicant's parents were born.

Avoid inquiries about an applicant's name such as asking the derivation of one's last name.

Avoid questions about age/date of birth.

Do not ask a candidate when he or she graduated from high school/college.

Avoid asking about dates of military service.

3. Gender
Avoid asking questions related to an applicant's gender or gender identity.

4. Race/Color
Avoid questions regarding an applicant's race.

Avoid questions or comments regarding color of hair, eyes, skin, etc.

5. Marital/Family Status
Avoid questions about marital status. Do not ask applicants if they are single, married, or divorced.

Avoid asking whether an applicant's spouse is employed or about the occupation of the applicant's spouse.

Do not ask if the applicant has any children.

6. Sexual Orientation
Avoid all questions related to sexual orientation or sexual identity.

7. Salary History
Avoid inquiries related to the candidate salary history and/or compensation to comply with pay equity legislation.

8. Religion or Creed
Avoid inquiries into an applicant's religious denomination, religious affiliations or religious holidays observed.

Applicants may be asked if they are available to work on Saturday or Sundays, if needed.

9. Affiliations
Avoid asking applicants to list all clubs, societies and lodges to which they belong.

Avoid any information which would solicit information on the race, color, religion, national origin or ancestry of its members.

10. Disabilities
Avoid this area entirely. Pre-job offer medical inquiries are prohibited! Do not ask if applicants smoke, are under a doctor's care, if they have received disability insurance, about their general health condition, their workers' compensation history, or if they have any disability conditions.

11. Arrest Record
Avoid inquiries; the background check will review the applicant's criminal history, if it exists. 383
Interview Guide
As you prepare for the interview, you may want to develop additional questions based upon your review of the candidate's resume or the background material. Those candidate-specific questions might probe subjects such as:

Explanation of gaps in time;
Short tenure in position;
Explanations of apparent weaknesses in experience or education/training; and Clarification on anything that is not clear.

In general, open-ended questions that require candidates to answer in sentences are preferable to closedended questions that can be answered with one word or "yes" or "no" answers. Open ended questions encourage the applicant to:

Express goals, values, qualifications, or feelings;
Exhibit his/her ability to communicate;
Provide additional information regarding experience and background; and Probe "choice points".

Examples of open-ended questions include:

How do you handle .. . ?
What do you do if ... ?
How do you feel about ... ?
What have you found to be successful in handling ... ?
What are some examples of success in ... ?
Limited use of directive (closed-ended) questions can be used to gather information that is factual and objective.

As the interview proceeds, it is important to note the candidate's answers in addition to how content of the message is delivered. Body language and tone of voice are particularly important factors to notice.

Probe for as many details as possible such as names, dates, and other verifiable information when necessary. It is also a good idea to ask candidates for their thoughts and feelings about a situation. 384
Interview Guide
Often candidates may be somewhat brief in their responses. If you feel a need for additional information, the use of probing questions such as the following can draw out additional information:

Why did you say that?
Can you think of an example of that situation?
Is there something noteworthy in your experience in this area? Other considerations include how the candidate handles the stress of the interview and whether he or she appears to be avoiding some area(s) of inquiry.

Immediately after the interview, it will be helpful to note your overall feeling about the discussion and how you feel about the candidate.

Remember, the best predictor of success in any position is previous success in the same or similar position. Look for information on accomplishments and things the applicant has actually performed. 385

CANDIDATE EVALUATION FORM
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Not
Qualified
N
Qualified
Q
Superior
s
Community/Stakeholder Relations: Has
experience building relationships and in
facilitating community processes that
demonstrate outreach and inclusion of key
stakeholders
Organizational Leadership: Experience
working for or with a governing board; aligns
the organization with strategic goals

SAMPLE CITY - CITY ADMINISTRATOR

CANDIDATE EVALUATION FORM

COMPETITIVE FACTORS
Managing Change: Evidence of a systemic, big
picture approach to problem solving; experience
transforming organizations and thinking outside
of the box
Financial Acumen: Has a strategic
understanding of operational and capital budgets
and plans for the organization's long-term
financial health
Transferable Knowledge and Skills: Knowledge and skills are transferable to the organization; the candidate brings new experiences of benefit to the organization
Other (please specify): ---------------------------------------------------- ((i bakertilly
387
CANDIDATE 1 - NAME
<i bakertilly
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COVER LETTER AND RESUME
389
<t bakertilly
Name
Email
Education
Certifications I
Specialized
Advanced Training
Title
Dates of
Em~lo~ment:
(Include start/end
dates by month/year)
Organization
Please describe:
a) reason for
departure with
each change in
employment, and
b) reason for gaps
in employment.

Reports To (Title)
# of Direct Reports
Total city/county
budqet
Population of
city/county served
Instructions:

SAMPLE CITY

EXECUTIVE RECRUITMENT - CITY ADMINISTRATOR
Candidate Questionnaire
Click here to enter text. I Primary
Phone I Click here to enter text.

Click here to enter text.

Click here to enter text.

Click here to enter text.

Current (Most Recent) Previous Position Previous Position Position Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

Click here to enter text. Click here to enter text. Click here to enter text.

The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process.

Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct - limit your responses to 300 words per question.

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~ bakertilly

SAMPLE CITY

EXECUTIVE RECRUITMENT- CITY ADMINISTRATOR

1. Why are you interested in the City Administrator position at this specific time? Click here to enter text.

Describe your current scope of responsibilities and explain how these responsibilities prepare

2. you to take on the leadership and management responsibilities of the City Administrator position for the Sample City.

Click here to enter text.

3. What has been your role in working with members of a governing body, collectively and individually? What steps do you take to support the governing body's policy-making activities? Click here to enter text.

4. Describe your leadership philosophy. What steps do you take to cultivate trust, collaboration, and a strategic mindset among the City's leadership team?
Click here to enter text.

5. Explain your budget philosophy and the level of involvement you seek from City leadership and department directors in the budget development process.

Click here to enter text.

6. Briefly describe the most significant economic development partnership you have developed or managed. What was the project? What was your role? What was the outcome? Click here to enter text.

7. What is your view towards employee training, development, and advancement? What is one outcome that reflects your view or philosophy on employee development? Click or tap here to enter text.

8. Tell us about the feedback you have received from peers, supervisors, and subordinates with whom you work regarding your strengths as a professional leader and manager.

Click here to enter text.

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(G bakertilly SAMPLE CITY

EXECUTIVE RECRUITMENT - CITY ADMINISTRATOR
. Due Diligence Form
Name:

1. Do you have any concerns about the posted salary range for this position? Yes D No D

2. If selected for the City Administrator position, what is the length of notice you must give to your current employer and when will you be available to start employment with the Sample City?

3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career through your employer, a professional association, or licensing agency? If so, please explain.

Yes D No D

4. Have you been dismissed, asked to resign, or accepted a mutual separation agreement and/or severance? Are you currently negotiating a separation agreement? If yes to any, please explain the circumstances. Yes D No □

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

6. If requested, are you able to provide written performance evaluations, or performance reviews for the past two years? Yes D No D

7. Have you been in your current, or most recent organization, for less than two years? If yes, please explain why you are interested in a career move at this time. Yes D No D

8. Is there anything in your professional or personal background, conduct or history that a past or future employer or constituent may find concerning, or questionable, or that could impair your ability to perform your work, if said information emerged at a later date? If yes, please explain. Yes D No D

9. Have you ever been the subject of media reports, social media postings, or biogs in the communities where you have worked that make adverse statements about your work? (We encourage applicants to disclose all information and allow us the opportunity to discuss any issues that may be a concern.) Yes D No D I understand that if reliable information arises contrary to my above responses it could result in the disqualification of my current application or any future searches.

Signature _ ______________________ _ Date
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REFERENCES
393

LEADERSHIP ASSESSMENT RESULTS
394
Candidate Questionnaire
I Name
Email
Current and Previous Three (3) Position
Titles, Start/End Dates, and Organization:

Currently I Most Recently Reports to (By
Title):

Population Served:

Employees Supervised & Budget

1.) Number of Direct Reports

2.) Number of Employees in Department

3.) Number of Employees in Organization

4.) Department Budget

5.) Entire Organization Budget
Highest level of education achieved:

Licenses and Certifications attained:

Instructions:

I Primary
Phone

1. 2.

3. 1.

2. 3.

4. 5.

CITY OF SAMPLE, TEXAS

EXECTUIVE RECRUITMENT - XXX
The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process.

Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct - limit your responses to 300 words.

Prepare an introductory statement to the XXX that will succinctly tell the XXX about your traits,

1. attributes, qualifications, leadership style and skills that in your opinion are relevant to the XXX position.

Answer:
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2. Why are you interested in the XXX position?

CITY OF SAMPLE, TEXAS

EXECTUIVE RECRUITMENT - XXX
Answer:

3. How has your current (or most recent) position prepared you to assume the leadership role and management responsibilities of the position?
Answer:

4. Briefly tell us about your most significant accomplishment when it comes to XXX. What was the situation? What specifically did you do? What was the outcome? Why is this example relevant? Answer:

5. What do you consider is the most significant challenge the next XXX will face? How are you "best equipped" to address or resolve the challenge you listed? Answer:

6. What is one program, initiative, technology or process you would champion to improve XXX services in the City of Sample if selected as XXX?
Answer:

7. If selected for the XXX position, what type of relationship would you ideally desire to establish with the XXX?
Answer:

Summarize your experiences and record of accomplishments XXX. Specifically, tell us steps,

8. decisions or what specific actions you made regarding these types of projects, and what was the outcome.

Answer:

9. Briefly describe your communication style. Then, outline a contrast between your communication style and the various styles the next XXX will need to possess to be successful.

Answer:

10. What type of people do you find it difficult to deal with as a leader? Answer:

11. How would you handle a situation where you disagreed with a XXX on an issue that is in direct conflict with your personal beliefs?
Answer:

Tell us about the most challenging ethical dilemma you have encountered. What was the

12. situation? What actions, steps or decisions you took? What was the outcome? What did this example reveal about your leadership style?
Answer:
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13. CITY OF SAMPLE, TEXAS

EXECTUIVE RECRUITMENT - XXX
The a'nticipated salary range ·for this position is $XXX - $XXX (depending on experience) with an outstanding benefit package. Do you have any concerns about agreeing to a salary with the City of Sample in the posted range if selected? If necessary, please explain.

Answer:
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((; bakertilly SKILLSURV Y

CANDIDATE FEEDBACK REPORT

CANDIDATE

POSITION

LOCATION
Baker Tilly has elected to feature Reference responses as average ratings on this report.

Note: The information provided in this report is based solely on Reference feedback submitted in response to a Pre-Hire 360® Survey using SkillSurvey's solution. To preserve confidentiality of Reference responses, this report should not be shared with the Candidate.

SKILLSURV- Y
SkillSurvey is the leader in online reference checking, sourcing and credentialing , providing immediately useful insights to help employers make better hiring decisions. SkillSurvey speeds hiring for healthcare, commercial, higher education, and staffing and recruiting organizations. Its cloud-based referencing and credentialing solutions answer vital questions that help organizations hire the right people for every role. Visit us at www.skillsurvey.com 398
((; bakertilly SKILLSURV~Y
Competency Summary
The Candidate's References rated them on the extent to which they display job-specific behaviors, which are grouped into competencies.

Overall Average
Rating
Leadership
Managing Others
Professionalism
Interpersonal Skills
Never Observed Always Observed
2 3 4 5 6 7
All References .'---------------
1- Managers i-' ______________ _
l
2 3 4 5 6
All References '---------------
Managers ---------------. i
2 3 6 7
All References ---------------
Managers ----------------
2 3 4 5 6 7
All References - --------------
Managers ---------------.
2 3 4 6 7
All References ----------------
Managers ·---------------
Baker Tilly has elected to feature Reference responses as average ratings on this report.

Avg Rating

6.87 6.99

6.86 7.00

6.79 7.00

6.87 7.00

6.93 6.92
( Page 1 of 4 )
399
Problem Solving and
Adaptability
Personal Value Commitment
Ability to Work Remotely
Reference Comments
C. bakertilly
2 3 4 5 7
All References ---------------1 --,. Managers ______________ _.! I
2 4 6
All References ---------------
Managers ---------------
3 5 6 7
All References .---------------
Managers ---------------
SKILLSURV=Y

6.86 7.00

6.94 7.00

6.90 6.96
Each Reference had the option of entering open-ended comments on the Candidate's work-related strengths and areas for improvement.

Strengths
O 1. Integrity. Her integrity is second to none. She will help your organization as a manager and leader providing candid and confidential feedback to help those around her succeed in the most effective and honorable ways to accomplish organizational and individual goals. 2. Leadership:

Candidate inspires everyone around her to be their best and perform at the highest levels. She also identifies teammates who may not be performing at their best and takes a personal interest in doing what she can to help helping others succeed. A true servant leader. 3.

Organizational skills: Candidate should teach a masters class in organization efficiency and effectiveness. I have seen her take top tier organizations to new levels of success and turn around bottom tier teams to become highly effective. She helps everyone see where they fit in and how their roles are critical to the organization's success. Her approach inspires commitment, innovation, and accountability. 0 1. Candidate is a phenomenal organizational strategist. In all Candidate accomplishes, she constantly links her objectives and achievements to organizational goals and priorities. Candidate has a natural talent for assessing tasks and priorities and ensuring they support organizational goals. 2. Candidate is a team builder and works to develop the effectiveness and productivity of teams within any organization. She treats everyone with the utmost dignity and respect while creating an inclusive environment. 3. Her effectiveness in leading and managing teams also comes from her phenomenal communication skills. She has strong interpersonal skills and is politically astute to key relationships and organizational dynamics. 0 1. Candidate has an incredible ability to implement process improvements and change to an organization for the benefit of the organization. 2. Relationships with other directors and also the team of employees under her. She created a culture of loyalty and respect that was missing from the City. 3. She valued and respected everyone's input making all employees feel included in the decision making processes. 0 Absolute integrity and candor. Committed to team-oriented selfless service. Calm, steady demeanor that instills confidence and reassurance to teammates even in challenging situations.
0 Champion of change (for the better). collaborator with all stakeholders in making any decision, and integrity at the highest level 0 Highly dedicated to the organization. Not afraid to tackle difficult tasks or personnel. Integrity O Candidate is very thorough, and strategic in her thinking. Candidate is very organized, and efficient. Candidate understands what is takes to lead a team.

Areas for Improvement
0 I cannot comment on 3 ways Candidate could improve her performance. I have seen Candidate in a variety of roles throughout her career and she is the "real deal" in terms of top tier leader, team builder, and adaptive learner and servant leader. 0 I sincerely can not identify areas for work performance improvement. The only area I could comment upon is that Candidate is extremely committed and dedicated to accomplishing organizational goals and will work tirelessly to support the efforts of the team and ensure the success of the organization.

Candidate is a servant leader, and will put "service over self," resulting in sacrificing personal opportunities or time to ensure her work and teammates are supported.

Baker Tilly has elected to feature Reference responses as average ratings on this report. ( Page 2 of 4 ) 400
<9 bakertilly SKILLSURV=-Y
0 Unfortunately, there are not any weaknesses with her as an employee. As the City Attorney, I was in a quasi-supervisory role over her. It is hard to come up with any area she could improve upon in her work performance. She was truly an exceptional leader and strategist for the City. 0 She pulled the organization out of decades of inefficiencies, bureaucracy and the "we always did it that way" mentality. The City benefited immediately from her presence and guidance. Frankly, Candidate was working in an organization well below her expertise and knowledge set. She is an individual that could run a multinational corporation or a large city to great success. 0 This is a tough one. Candidate is a strong, dedicated team-player who is intellectually agile, forward thinking and pragmatic.

O Tact and timing for implementing new processes/ideas, group collaboration vs one-on-one times many collaboration, and increased accountability for subordinates
0 Concentrate on flexibility. Be willing to accept there are situations that cannot be resolved quickly. Life can be over scheduled.

O Candidate is a very strategic thinking individual. She could improve on being flexible on her thinking. Understanding that not everything is so black and white. Candidate could also learn to celebrate the victories , before jumping to the next project. Lastly, Candidate could soften her communication style.

You can see the military in her speaking.

Your Company's Questions
Reference responses to your organization's unique questions are provided below.

What is/was the most significant contribution thats/he has made to your organization? 0 Trusted conduit with all departments ensuring unity of operation, excellent communicator.

Comments are verbatim as provided by
References.
0 Built a closely knit team of professionals who were able to set critical conditions for future success of an entire Component of the United States Army.

O She eliminated many of the "silos" that the City suffered from. She improved interdepartmental communication and got everybody looking towards, not the benefit of their individual departments, but the benefit of the entire organization. She was able to make directors think strategically and long term about financial and operational decisions instead of simply addressing immediate needs.

O Strong and wise leader with unwavering leadership skills. She unfortunately was in a role for a city administrator who was not a strong leader and whom allowed the organization to crumble. She was never given the opportunity to fully utilize her skills.

O Candidate was vital in working with my organization to help change city code that would improve our business community.

O Effectively balanced leadership and management skills in a diverse staff. Candidate was able to provide clear direction and guidance to her immediate staff as well as provide guidance to peers and colleagues which relied on her management skills to support the senior commanders and CEO of the organization. 0 As a strategic thinker, her most significant contribution was leading across complex organizations and power structures earning the trust of decision makers at the highest levels of the Department of Defense. She became a thought leader and influencer of executive and legislative policy while helping to orchestrate the institutional and organizational plans to successfully execute the policy decisions.

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((; bakertilly SKILLSURv=-v
Do you have an opinion about why s/he is considering a move at this time? O Candidate was caught in a very bad political situation where an individual of low integrity bought his way to the positions of mayor. Almost the entire professional staff of the city left.

O I do not.
0 Based on what she has advised, this move is so that she can be close to where her children are stationed in the military O Made a tough decision to leave previous job and now looking to move into a more fulfilling job/position. 0 Candidate is looking for a fresh start and an opportunity that will allow her to bring success to the selected city.

O Broaden her experiences and continue to grow professionally in public service.

O Candidate is seeking to move to a place where they have better access to family. She is very familiar with the area and location of this role puts her closer to family and friends as well as near airports to reach people she is close to who do not live near. The mission of this role is something she excels in, and the citizens you represent will find her a wonderful addition to your community.

Are you aware of anything in the candidate's background that would be a problem for a prospective employer, if it became public knowledge? O Nothing, candidate is a consummate professional of high integrity and moral fiber that has been a great servant to her country.

O lamnot.
0 Absolutely not. Candidate is of impeccable moral character. 0 No.

O I am not aware. Candidate is an upstanding individual with a tremendous background.

O No. Candidate's integrity and background are beyond reproach. 0 No
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EXECUTIVE RETAINED SEARCH RECRUITING EXCELLENCE SINCE 1989 Proposal for
City Manager Recruitment
LOsBanos
February 21J 2025
Submitted By:

Amanda Kreller, Director, Executive Recruiter, Healthcare & Public Sector Berkeley Search Consultants
1990 North California Blvd, 8th Floor #1206, Walnut Creek, CA 94596 E: [email protected]
P: 510-898-9313
403

BERKE LEY SEARCH
--CONSULTANTS---
February 21, 2025
Greetings City of Los Banos,
Berkeley Search Consultants (BSC) is interested in providing Executive search, Recruitment, and Consulting Services for the City Manager position.

Our firm has been providing executive search excellence to our clients for over 30 years. You will find BSC featured in the ACHE Career Resource Center, Executive Search Firm Links, which is a privilege only bestowed on the most trusted firms in the industry.

Berkeley Search Consultants brings unparalleled expertise and a profound understanding of the public sector's needs to the table. Our firm is strategically positioned to partner with the City of Los Banos, employing a meticulous approach that combines in-depth sector knowledge with a commitment to collaboration. This ensures the identification and engagement of leadership talent that not only meets but exceeds the strategic objectives and cultural fit of the team.

For our Key Accounts, Priority and Retained Engagements, we assemble a full team of recruiters, researchers and industry experts who are highly skilled and experienced in tracking down and engaging the local and national markets' top talent in conversation about joining our clients' organizations. Once we have engaged their interest, our team thoroughly vets and screens them to determine their fit for our clients' teams, professionally releasing some from the process and presenting only the best. Most often, the candidates presented by us were not actively seeking new job opportunities and would have continued under their current employment had they not heard from our recruiters.

We have worked with numerous clients across the spectrum of the public sector. We take the time and effort to conduct research and partner with clients, with the goal of understanding and taking into consideration the nuances of each individual position and organization when planning and executing any recruitment project. The success rate of our retained work is nearly perfect, only occasionally disrupted by rare events where course changes were introduced at the client's discretion after the assignment was initiated.

This document reflects Berkeley Search Consultants' commitment to integrity and transparency, ensuring the highest standards are maintained throughout the executive search process. The submission of this letter constitutes a willingness and affirmation of BSC's qualifications to perform the search work for the City of Los Banos. We warrant that all data submitted is true and complete. Thank you again for considering Berkeley Search Consultants for your talent acquisition needs.

All the best,
Mark Howard, President & CEO
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 404
BERKELEY SEARCH - --CONSUtfANTS--

TABLE OF CONTENTS
Organizational Background and Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Executive Summary ... . .. . ..... .. . .... . .. . . .. .. . ... . . . . .. . .. . .. . ....... . ... . . . .. . . 1 Our Services ............. .. ...... . ....... .. . .. . .. . .... . .. .. . ..... . ......... . . .. . . . 1 Our Family of Companies .......... .. . . .. . ........ .... ....... .. .... . .. . ....... . ..... 1 Key Firm Statistics .. . ...... .. ... . . .. . .. .. ..... . . .. .... .. . .. . ........ . ..... . ........ 2 Industries We Serve . .... . . . . . . . . . . . . ..... . .............. . ... .. . . . . . .. ..... . . . .. . . . 2 Key Personnel . ................................ . ... . .. .. .. . ..... . ............. 3 Account Manager/Support Staff .... .. . . ... . . . ..... . . . . . ... . . . ...... . ........ . .. . ... . 3 Our Healthcare/Public Sector Team ... . . . . . . . .......... . ... . ... . . .. . . .. . . . . ..... . . . . . 3 Team Summary . . . . ..... .. . .. ... .. . . . .. .. . .. . .. . .... ..... ... ..... .. . .. . . .. . . . .. . . . 3 Scope of Work. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Description of Proposed Services .... . ...... . . . ............. . . . ..... .. ........ . ..... . 5 Project Approach . .. ............. . ...... . .. . .......... . .. .. . .... . . . . .. . .. . .. . .... . 5 Sourcing, Media & Communication Strategy . .. . .. . . .. .. . . . . ..... . .. . .. . . . . . . . .. . .. ... 8 Diversity and BSC Recruitment ..... .. ..... .. ... . .. .. ................ . ..... . ........ 9 Our Process Timeline .. ...... . ... . ..... .. . . . . . . . . . . . ......... .. .. . . . .. . . .. . .. . . . .. 10 Past Performance/Relevant Experience ..... . ....................... . ............ 12 Successful Searches ........ ... . .. .. . . . . . .. . . . . . . ..... . . .. . . ... .. ... . ... . ... . .. . . . 12 Unsuccessful Searches ................... . ...... . ................................. 13 Representative Placements ....... .. . .. . .. . . ... .... ... ..... ... .... . . . . . . . . . .. . . .. .. . 13 References ............ .. .. . .. . ... . .. . . ... . .. . ......... . ....... . .. . ... . ... . . 14 Cost Proposal ....................... . .. .. ... . .. . ...... .. ........ . ........ . .. 15 Candidate Travel Reimbursement ... . ....... . . . ...... . ...... .. . .. .. . .. . . . .. . . .. . . .. 15 Guarantee . ... . .. .. .... . .. . . . . .. . .. . .. . . ... ..... .. . . . . . . . .. . . . .. . . .. . .. . . . .. . . . 15 Appendix . ................................................................ 16 A. Team Resumes ......... .. . .. .. . . .. .. . . . . . . . . . . ...... .. . ..... . .. . . ... . . . .. . . .. 16 B. Sample Work Products .. . . .. . .. .. . ... .. . . .. . . . . . .. . . .. . . .. . . . .. . . . . .. . .... .... . 19 Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnu1 Creek, CA 94596 405

BERKELEY SEARCH
---CONSULIANTS--

ORGANIZATIONAL BACKGROUND AND OVERVIEW
Executive Summary
Berkeley Search Consultants is a full-service executive search and placement firm that has been collaborating with clients in the Public Sector, Healthcare, Consumer-Packaged Goods (CPG), Financial Services, and Technology industries since 1989. We believe a successful search is all about personal connections and relationships. There are many options out there that claim to be the silver bullet, but they simply are not working.

Within our business, we understand that the best candidates are contacted directly on a personal basis - they are not monitoring job boards and clicking on banner ads for their next great opportunity. We know this because we have taken a close look at our proudest placements over the years and in most cases, the winning candidate was not actively seeking a new job, but rather happily performing in their current role before a member of our team shared a better opportunity.

You cannot accomplish that in an email, Linkedln message or text alone.

BSC is based at 1990 N. California Blvd, Walnut Creek, CA, and operates with a team of 14 professionals. This strategic alignment ensures we are well-positioned to undertake the City of Los Banos project, leveraging our specialized healthcare and public sector team for targeted success.

Given BSC's specialized healthcare and public sector team, this project aligns seamlessly within our organizational structure. This dedicated team brings deep expertise and a tailored approach to meet the unique challenges and requirements of projects within these sectors.

Our Services
Berkeley Search Consultants offers search services on a retained, engaged, and interim basis determined by client needs.

We offer a comprehensive range of related search and placement services including relocation consultations, candidate and job profiling, reference checking, degree verification, and background checking if requested. Our thorough and holistic approach through the entire full cycle recruitment process ensures that our clients are exposed only to top-flight talent.

Our brand reflects the personal touch necessary in recruiting the best matches for our clients in terms of experience and cultural fit. We have retooled our services to highlight our retained and engaged offerings. This is where we do our best work, and retained and engaged searches now constitute most of our search work. We take the necessary time with candidates to vet their genuine interest and ensure they are the right fit. Taking care to cover every detail, we elevate the probability of a successful search outcome.

Our Family of Companies
Berkeley Search Consultants is a proud member of the Sanford Rose Associates& network of offices. The Sanford Rose Associates• family of companies is ranked and recognized as a Top 10 Retained Search Firm by Executive Search Review and is noted in Forbes as one of America's Best Professional Recruiting firms.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Pa ge 11 406

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--CON5Ul TANTS---
With over 130 offices worldwide, Sanford Rose Associates• is a network of independently owned and operated recruiting offices in its 60th year of offering executive search services. Our network specializes in retained search for experienced executives, managers, and individual contributors. We work on behalf of our client companies to search for and recruit highly qualified professionals.

Key Firm Statistics
Employees Years in
Business
Industries We Serve
Healthcare & Public Sector
Average Years
of Recruiting
Experience of
Our Employees
Placements Potential
Candidates
Across the
USA
Repeat
Business
Sucess Rate
Retained and
Engaged
Search
Our Healthcare and Public Sector division has over 20 years of healthcare and public sector management experience, primarily in CEO and COO positions. We partner with clients ranging from hospitals and health systems to local and regional public entities. We work vertically within these organizations to help them place key positions from middle management to senior executives at the Director, VP, and C-suite levels.

Technology
With technology ever changing, our clients need to be steps ahead of their competitors to attract and retain top talent. We partner with our clients to help bring their products and vision to life. We focus on all areas of technology including Networking, Security, UI/UX, Software Developers, Hardware Engineers, Backend Developers, Frontend, Full Stack, Quality Engineers, SDET, DevOps, Data Scientist, Data Engineers, Al, Machine Learning, and Big Data from mid to executive level across numerous industries.

Banking & Finance
The Banking and Financial Services team have been able to successfully navigate and adapt to the ever-changing landscape of our economy. Our recruitment efforts span a wide area with a focus on commercial loan origination, regional and team sales management, credit underwriting, risk management, credit administration, and loan servicing.

Consumer-Packaged Goods
Our Consumer-Packaged Goods practice represents well-known brands and clients nationwide in the identification and recruitment of top talent in Sales, Marketing, Product Development, Research, Quality, Finance, Supply Chain, and all areas of Manufacturing spanning from the mid to executive level.

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---CONSUl TANTS---

KEY PERSONNEL
Account Manager/Support Staff
Dedicated Primary Contact: Amanda Kreller, Director, Execuive Recruiter- [email protected] Initiates search plan with research and sourcing qualified candidates to perform initial candidate intake and screening.

Our Healthcare / Public Sector Team
Vice President and Team Lead, Julia Morse
Will conduct research, source, and manage qualified candidates to perform initial candidate intake and screening.

Executive Team member and CEO, Mark Howard
Will provide quality control and administrative oversight.

Senior Recruiter, laura Ayers
Will conduct research, source, and manage qualified candidates through the recruitment process.

Berkeley Search Consultants (BSC) asserts that it is a San Francisco Bay Area executive search firm with over 30 years of experience.

BSC has:

A competent and professional staff and project team.

Extensive experience recruiting executive staff for local governments.

Success in helping local government agencies identify recruitment objectives.

Experience identifying various candidate pools and conducting background and reference checks.

Success in developing an executive outreach campaign.

Experience developing and conducting interviews.

Success in negotiations with potential candidates.

Team Summary
Julia Morse
Julia is our Healthcare and Public Sector division's Team Lead and one of our team's top recruiting professionals. She has worked across many disciplines and has excelled at engaging top performers. Julia is adept at finding exceptional candidates and getting them excited about new opportunities. She has a background in sales and marketing.

Julia leverages this experience to make new and valuable connections with talented professionals.

Julia specializes in identifying, recruiting, and vetting top-level candidates for placement in the public sector and healthcare roles nationwide. So far, Julia has been able to fulfill the search needs of every retained assignment she has Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor ti 1206, Walnut Creek, CA 94596 Page 13 408

BER KELEY SEAR C H ---CO N SULT AN TS---
worked on, finding candidates to satisfy all her key clients. Julia graduated from the University of California, Davis with a B.A. in English.

Mark Howard
In his capacity as President and CEO of Berkeley Search Consultants, Mark oversees initiatives to grow the business and directs resources on retained projects for the firm. He manages the new hire and training functions and is also the comanager of the Financial Services Division where he continues to develop partnerships with key accounts.

Mark began with the firm in 1998 and has contributed to the development of the Financial Services Division. As an Account Manager, Mark achieved Pacesetter Status, ranking him among the top recruiters in the industry.

Amanda Kreller
Amanda Kreller is a seasoned talent acquisition expert with over 15 years of experience in executive search and human resource solutions, serving both private and public sector clients including organizations. Her focus is on securing top-tier talent for mid-management to C-suite, executive, and department head positions in the public sector. Amanda's expertise spans across multiple specialties and industries, including CEO and General Managers of Special Districts and City Executive Leadership.

With a proven track record of driving business growth and exceeding recruitment goals, Amanda is dedicated to aligning talent strategies with organizational objectives. Known for her deep understanding of HR and recruitment regulations, exceptional client retention rates, and securing top-tier talent for her clients, Amanda has successfully expanded her client base and fostered long-term partnerships through personalized service and innovative strategies. Amanda's consultative approach, combined with her commitment to excellence in candidate and client experience, ensures that public sector organizations achieve their workforce goals efficiently. Amanda holds a Bachelor of Arts in Communication and Media Studies from San Diego State University and a Master of Arts in Education from the University of Phoenix.

Laura Ayers
Laura is a Senior Recruiter on the Healthcare and Public Sector team at Berkeley Search Consultants; Laura supports the practice by sourcing and engaging top talent for various searches. She brings strong insight and experience to the practice through her background working in the public health, healthcare, and behavioral health fields.

Laura provides valuable support through analyzing qualified prospects across the nation and helping to screen, assess, and coordinate the recruitment process. She is a strong communicator and has proven ability to contribute assistance in several areas of the practice including client and candidate correspondence, market research, and business development.

Laura graduated from the University of California, Davis with a B.S. in Managerial Economics and Minor in Public Health Sciences.
*See Appendix A/or Team Resumes
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor t/1206, Walnut Creek, CA 94596 P age 14 409

BERKELEY SEA RCH
--CONSUl fAN TS--

SCOPE OF WORK
Description of Proposed Services
As part of the executive search process, in addition to regularly scheduled meetings, the BSC recruitment team will supply the City of Los Banos with a variety of tools and documents to exchange and provide updated information on the search as it progresses. the documents include, but are not limited to:

The Needs Analysis Profile
Recruitment Job Related Document Request
Recruitment Schedule (updated regularly)
Recruitment Metrics (updated regularly)
Candidate Matrix or Candidate Summaries
Candidate Document Packet
Project Approach
We would provide Executive Search services according to our process outlined below.

Phase 1-Initialize the Search
Step 1: Prior to any search, BSC conducts comprehensive market reconnaissance. We diligently investigate the local market and candidate landscape, providing invaluable insights into factors such as salary trends, location considerations, and candidate availability, ensuring an informed personally tailored and effective recruitment strategy for the City of Los Banos.

Step 2: We develop and define requirements for the search.

We will meet with you to take an in-depth Needs Analysis Profile (NAP). This will cover position requirements, urgency, roles & responsibilities, attributes, skill sets, accountabilities, benefits, and compensation. We will define what an "A" player means to your organization and ask key questions to fully understand the company mission, culture, organizational structure, key initiatives, etc. We will interview key stakeholders, develop Position Specifications and Search Schedule for your review and approval. This step ensures an inclusive process and a transfer of knowledge to promote a qualified, diverse candidate pool. This is essential to facilitate the overall selection process effectively. During this meeting, we will engage in detailed discussions to develop candidate criteria that include specific experience and strengths, ensuring alignment with the city's strategic needs.

Additionally, we gather comprehensive details regarding the compensation and benefits package to be offered.

Following our comprehensive Needs Analysis Profile meeting with the City of Los Banos, BSC crafts a set of tailored criteria that serve as benchmarks for assessing each candidate's resume, cover letter, and supplemental documents. This criteria-based assessment framework is designed to ensure a thorough and unbiased evaluation of each applicant's qualifications in relation to the City Manager position.

BSC will request a list of all prior applicants, prior interviewees, and any candidates previously engaged by the client in the recruitment before BSC's involvement. BSC will screen all prior candidates previously engaged by the client and support them through any future process steps alongside all BSC recruits.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 P age 15 410

BE RKELEY SEARCH ---CONSULIANTS-- -
Step 3: We brief our team and create a search strategy.

Each member of the search team is oriented to the agreed upon objectives of the project and the information gathered in the NAP. We create a comprehensive search plan, including:
• Compose a job description based on the information you have provided us regarding the position. • Identifying compatible organizations that would have the type of talent you require and create a Target List of those organizations to source from.
• Compile a targeted list of other sources most likely to identify appropriate candidates. These sources may include networking with industry contacts, executive level contacts, our database, internet research, sourcing and name gathering calls.
• Develop a Recruiting Presentation that establishes an accurate employer brand while representing your organizations and key characteristics about the opportunity. This presentation will be sure to address the elements that are most important to you about the position and is designed to attract the "right fit" candidates. BSC is able to develop comprehensive brochures in close collaboration with the City of Los Banos team. These brochures are tailored for each specific recruitment project, encompassing critical information about the community, the hiring organization, the relevant department, the City Manager role and compensation details.

Phase 2 - Implement the Search
Step 1: We identify potential candidates.

The search team takes your message to the market, contacting targeted candidates on our source list. To execute this stage, we use a combination of tools including our own and industry-specific database, social media, and other available technologies and venues. We reach out to those contacts utilizing extensive telephone calling efforts, email campaigns, and advertising.

Step 2: We interview and qualify candidates.

We will assess each candidate's credentials, motivations, career objectives and achievements based upon the requirements you provided at the initial phase. To fully vet each candidate, we will interview them thoroughly, during which time we will qualify the candidates' compensation, skills, accomplishments, background check etc. before presenting them to you.

Phase 3 - Select the Candidates
Step 1: We present a list of candidates.

Based on the agreed upon search schedule, we will present you with a group of potential candidates summarizing the important information about them.

BSC will incorporate all candidates previously engaged by the client in the recruitment process. BSC will screen them, support them and represent them to the client alongside candidates that enter the process because of BSC outreach and recruitment.

Step 2: We manage the client/candidate interviews.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor # l206, Wal nut Creek, CA 94596 P ag e IG 411

BE RK ELEY SEAR C H
--CONSULiANTS--
We will assist with the coordination of the interview process, including pre- and post-interview briefings with both the candidate and the Search Committee. It is important that you always provide us with open and honest feedback as we continue to work hard to bring you the candidate you want for the position.

Step 3: We help you select the final candidates.

We will consult with you to narrow down the candidates into a "short list". We will constantly be addressing any issues that may arise throughout the process that could create a roadblock.

Step 4: We check references.

We will conduct in-depth professional references and obtain verification of any pertinent education and/or licenses listed on the resume and required for the position. We consult with several different contacts at the appropriate phase in the process.

Step 5: We conduct pre-offer preparation.

We will reconfirm compensation requirements, address counteroffer, and start date availability with the candidate. We will also confirm the candidate's commitment to the opportunity to ensure that if the offer is extended and correct that it will be accepted.

Phase 4 - Extend the Offer Informally
Step 1: We present the offer to the candidate.

Initially, we will present all the components of the offer on an informal basis, including compensation, benefits, title, reporting structure and start date. When the candidate has verbally indicated their willingness to accept the offer, we will advise you to formalize the offer in writing.

Step 2: We facilitate any negotiation.

We assist in securing the final agreement of terms.

Step 3: We get a formal acceptance of the offer.

We will obtain a signed offer letter.

Step 4: We follow up with your new hire.

We track the progress of the candidate's resignation through their first day of employment with you.

Phase 5 - Follow up After the Placement
Step 1: We continue to follow up with both you and the new hire.

We will contact the candidate and you on the candidate's first day, two weeks after the start date and 30 days after the start date to ensure successful integration into the new environment and to address any concerns. We stay in contact on an agreed upon schedule for the first year and thereafter on an as needed and on-call basis.

Step 2: We help resolve issues if necessary.

If there is an issue, the three of us (you, the candidate and us) will work to resolve that issue together.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 P age 17 412
BERKELEY SEARCH ---CONS Ul lANTS---
How BSC will work with City of Los Banos
A sound process is key to finding and securing top talent. After nearly three decades of experience and thousands of successfully completed searches, we know how to find and recruit talent and help you achieve superior results during the interview, hiring and onboarding phases. Our proven process is fast and efficient.

Following the launch of our search process, we commit to maintaining open and consistent communication with the City of Los Banos through scheduled weekly or bi-weekly team meetings. These meetings are designed to provide updates, discuss progress, and address any immediate concerns or adjustments needed in our recruitment strategy. This approach ensures that the City remains closely involved and informed throughout each phase of the recruitment process, fostering a collaborative partnership that aligns with our comprehensive strategy for working with the City of Los Banos.

At present, BSC's Healthcare & Public Sector team is engaged in three active searches (listed in the Representative Placements). We affirm that our team is fully committed to dedicating the necessary time and resources to the City Manager search, ensuring its success.

Quality Control
Berkeley Search Consultants is dedicated to delivering high-quality talent to the City of Los Banos, underscored by our rigorous quality control plan. Our approach integrates best practices, thorough processes, and innovative strategies to ensure that only the most qualified candidates are presented. As part of our commitment to quality, we incorporate several key elements into our vetting process.

First, BSC will engage in comprehensive intake and evaluation methodologies tailored to the specific needs of the City of Los Banos. This includes a series of assessments designed to gauge the candidates' skills, competencies, and compatibility with the City's work culture and values. By conducting these assessments, we gain in-depth insights into the candidates' abilities, ensuring a match not only in qualifications but also in ethos and work style. Additionally, BSC works closely with the City of Los Banos team to customize these testing protocols, ensuring they are directly aligned with the City Manager role outlined in the project. This collaboration allows us to refine our selection process continually, adapting to the City's evolving needs and preferences.

Our quality control doesn't stop at testing; it extends to continuous monitoring and feedback mechanisms throughout the recruitment process. We will maintain open lines of communication with specifically the City of Los Banos hiring team, facilitating regular check-ins and updates. This enables us to adjust our strategies in real time, ensuring that the recruitment process remains aligned with the City's expectations and project milestones.

Sourcing, Media & Communication Strategy
Berkeley Search Consultants (BSC) employs a multifaceted media and communication strategy designed to maximize the visibility of the search process and attract a diverse array of highly qualified candidates. Our approach integrates traditional and digital media platforms, along with targeted messaging and direct outreach, to engage potential candidates and stakeholders effectively.

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The first place we begin each search is with our confidential database and ne~work. This rich resource is continually updated and curated to include a wide range of professionals across various sectors, enabling us to quickly identify potential candidates who meet the specific criteria and qualifications required for the position.

Our website serves as a central hub for information on current searches, offering detailed descriptions of opportunities, insights into the communities and organizations we serve, and testimonials from past successful placements. This platform is optimized for search engines to ensure high visibility for our search listings.

In addition to our website, we utilize both general and specialized job boards to post opportunities. This dual approach allows us to cast a wide net while also targeting professionals in specific sectors or with niche expertise. Our experience has shown that specialized job boards are particularly effective for reaching candidates with the unique skill sets required for this City Manager role.

Local, regional and national associations play a crucial role in our strategy, providing a conduit to reach professionals deeply embedded within specific communities or sectors. By collaborating with these associations, we can tap into their networks, leveraging their credibility and reach to engage potential candidates who may not be actively searching for new opportunities but are open to compelling prospects.

Social media platforms, particularly linked In, are integral to our communication strategy. We ensure that each search is accompanied by at least two dedicated postings on Linkedln, designed to highlight the unique aspects of the opportunity and the community it serves. These posts are crafted to engage potential candidates and encourage sharing within professional networks, amplifying their reach. Additionally, our team actively uses Linkedln lnMail to initiate direct conversations with prospective candidates, providing a personal touch to our outreach efforts.

Prospecting via email and phone constitutes a critical component of our strategy, allowing for personalized outreach to candidates identified through our sourcing efforts. This direct communication is tailored to each search, highlighting the opportunity's specific appeal and how it aligns with the candidate's career aspirations and professional expertise.

By combining these diverse channels and strategies, BSC ensures that our search process is transparent, inclusive, and capable of attracting the best talent from local, national, and even international pools. Our media and communication strategy are not static; it is continuously refined based on the feedback from stakeholders and the evolving landscape of media and professional networking, ensuring that we remain at the forefront of executive search best practices.

Diversity and BSC Recruitment
Berkeley Search Consultants has promoted racial and gender equity through its selection of clients by refusing to partner with any organization who subscribes to or promotes bias and inequity vis a vis their hiring practices. In the current decade, all clients, without exception, that BSC engages with are requesting diverse candidate pools composed of candidates who have experience leading a diverse workforce and serving a diverse community. It is the practice and philosophy of BSC to start every search in the local community of our client in order to enhance the possibility of acquiring talent that reflects the community and is cognizant of the culture and nuance of said community. Inevitably the search is enriched by radiating out, often nationally, in search oft he most talented individuals to fill a particular position. Examples of recent searches where the client expressed a clear interest in having a diverse candidate pool and pulling from a national stage were:

Executive Retained Search and Recruiting Excellence Since J 989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek, CA 94596 Pa ge 19 414

BERKELEY SEARCH
--CONSU! i ANTS---
Harris County, Houston Texas, Executive Director, Health, and Human Services Medical Director, Mecklenburg County Department of Public Health City and County of SF, Department of Public Health, Director Marin County, Director, Health, and Human Services
City and County of SF, Department of Public Health, Director of Behavioral Health Services/Mental Health San Francisco
Each of these clients had a clear and non-negotiable demand to hire a candidate who had a strong track record in diversity, equity, and inclusion.

Berkeley Search Consultants strategically partners with organizations and associations dedicated to promoting diversity within local government leadership. Our collaboration extends to diverse employee associations and leadership organizations that align with the specific needs and focus of each recruitment project. By leveraging these partnerships, BSC effectively utilizes their platforms for outreach and promotion. This targeted approach ensures that the opportunity reaches a broad spectrum of potential candidates from various backgrounds and experiences, thereby enriching the candidate pool with individuals who bring diverse perspectives to local government leadership. These partnerships are instrumental in our efforts to attract talent that reflects the community's diversity, fostering an inclusive and representative local government structure.

Julia Morse, BSC's Healthcare and Public Sector Practice Team Lead, has participated in the planning and outreach to several diversity groups at the national and regional levels, both through membership, organizing and leadership activities.

Through these efforts, she has helped position BSC to have linkages and recruiting resources into all the major diversity groups, which has translated directly into our ability to establish diverse candidate pools. BSC is committed to diversity not only in recruitment but also within our own team. We are proud to be an organization with members from diverse backgrounds, working together and honoring what everyone brings to the table. https://berkeleysearch.com/ who-weare/ Our Process Timeline
The diagram below serves as a basic overview of a typical recruitment schedule. This diagram outlines the key activities and milestones essential to the recruitment process, from the initial search kickoff to the final placement and on boarding of the candidate. It's important to note that each recruitment project possesses its own unique set of requirements and challenges. As such, the detailed schedule and the personnel assigned to various tasks will be carefully adjusted according to the specific needs of the project.

Our approach is designed to not only meet but potentially improve upon the City's hiring timeframes, maximizing efficiency and providing the best value. We achieve this through meticulous planning, constant communication, and adaptive project management practices. Our schedule includes controls to ensure that the project remains on track and within budget, incorporating checkpoints for review and adjustment as needed. This flexibility allows us to respond promptly to any unforeseen changes or challenges, ensuring minimal impacts on the public and a seamless hiring process for the City.

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BERKELEY SEARCH
---CONSULTANTS--
Week 1-3
LAUNCH
LAUNCH
Collaborate closely
with clients to develop
and define
requirements for the
search(es) at hand.

Co-create, with the
City of Los Banos team
and internal recruiting
team, a solid search
strategy and marketing
plan including
brochure.

Develop a project
time line with clearly
defined deliverables,
objectives & metrics.

Plan of Operation
Week2-5

IDENTIFY

IDENTIFY
Leverage numerous
recruiting resources,
beginning with
networking, to identify
and target a pool of
qualified potential
candidates.

Connect, gauge
interest and
motivations, and
conduct initial
candidate interviews.

Week 6-9

QUALIFY

QUALIFY
Present to client a
short list of highly
qualified candidates.

Facilitate and manage
the entire clientcandidate interview
process.

Upon selection of a
finalist candidate, BSC
conducts professional
reference checks,
verifies education, and
conducts any pre-offer
preparation.

Week 9-12
OFFER
OFFER
BSC presents offer to
candidate.

Facilitate any
negotiations.

Obtain candidate's
formal acceptance of
the offer.

BSC follow up with the
new hire before and
after start date.

Understanding that each recruitment project carries its unique set of requirements and challenges, BSC customizes its approach for every assignment. While we maintain a general outline for the recruitment process to ensure consistency and efficiency, modifications are made as necessary to tailor our methods to the specific needs of each project. This flexibility allows us to adapt our strategies to best meet the objectives and timelines set forth by the City of Los Banos team, ensuring a recruitment process that is both effective and efficient.

Regarding budget management, BSC integrates the budget into the overall plan from the outset, allowing for a holistic view of project resources alongside timelines and workload. This integrated approach ensures that we maintain financial oversight throughout the project lifecycle, without the need for allocating a budget separately for each workload or team member.

By intertwining schedule management with tailored recruitment strategies and integrated budget planning, BSC provides a robust framework for project execution. This methodology ensures that we not only meet but exceed our clients' expectations, delivering high-quality outcomes through efficient and effective project management practices.

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BERKELEY SEARCH
--CONSUl IANTS--

PAST PERFORMANCE/RELEVANT EXPERIENCE
Successful Searches
BSC has been providing executive search services for over 30+ years. Most recently, BSC has had the pleasure of providing executive search services to distinguished public sector organizations across the country.

BSC has demonstrated experience recruiting executive talent to the City & County of San Francisco (CA), the County of Mecklenburg (NC), Sonoma County (CA), and other public sector organizations of various size and scope.

Berkeley Search Consultants has no City Manager recruitment experience. However, we do have City Managers in our network, and we have listed below comparable Administrator positions placed at the county level. Additionally, team member Amanda Kreller has a depth of experience recruiting for city executives and top-level special district positions.

References for Amanda are available upon request.

County Administrator
Deputy County Administrator
Organization Name: Harris County (Texas)
Recruited Position: County Administrator
Harris County, TX {2023}
Harris County, TX {2022]
Size: County Population - 4.7 million/ 96,000+ county employees Contract type; time period: Retained Search/ May 2023 - November 2023 Brief Description of work or scope of services provided:

Berkeley Search Consultants were retained by Harris County (Texas) to lead a search for a County Administrator. The County Administrator is responsible for implementing the vision, goals, policy objectives, and budgetary decisions of Commissioners Court, the governing body of the County. In addition to facilitating the implementation of the long-term strategic vision of the Commissioners Court, the County Administrator is responsible for coordination and oversight of the day-to-day operations for the offices and functions that sit within the Office of County Administration. Recruitment concluded and the top ranked candidate was identified. The recruitment was completed on time and within budget. The new County Administrator has settled into the job and begun building their team.

Organization Name: City & County of San Francisco (California) Recruited Position: Director of Public Works
Contracty type; time period: Retained Search/ January-September 2023 Brief Description of work or scope of services provided:

Berkeley Search Consultants was retained by City & County of San Francisco's Department of Human Resources to assist with the recruitment of a new Director of Public Works. San Francisco Public Works is one of the largest and most complex municipal operations in the City, with a 1,600-member workforce and a $481 million annual operating budget. Reporting through the Public Works Commission to the Mayor, the Public Works Director serves as department head and is responsible for the overall administrative and operational effectiveness of the San Francisco Public Works Department.

After a nationwide recruitment, BSC presented the hiring team with a slate of twelve highly qualified candidates. In the end after extensive deliberation, an offer was made to the interim director who provided continuity and an opportunity for the organization to be promoted from within.

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BERKELEY SEARCH
--CONSUUANTS--
Unsuccessful Searches
Unsuccessful recruitments are very rare for Berkeley Search Consultants' work in the public sector. The firm has a 95% success rate in retained and engaged work due to the many safeguards that our process puts in place. In cases of candidate withdrawal or rejection during the interview process, BSC has provided a robust slate of candidates, so other candidates can be invited forward. When our firm commits to taking on a recruitment, we are committed to continuing to work until the position is filled. BSC also offers a 1 year guarantee for all hires. So in the event that a new hire is dismissed or resigns prematurely, BSC conducts the search again at no additional cost to the client. (See the fee proposal for guarantee terms.) BSC's public sector team has only needed to do 1 replacement search in the past 20 years. This track record is something the team is very proud of and is a direct result of a process designed to avoid mismatches between candidates and clients.

This includes constant contact with clients and candidates by providing regular updates, sharing challenges, and asking the right questions at the kick-off to ensure a successful recruitment.

Representative Placements
Since 1989, Berkeley Search Consultants has made over 1500 placements. Below is a sample of our client base from the past three years, including organizations for which we have conducted executive searches, both ongoing and completed.

In accordance with industry best practices, we also honor placement restrictions for certain clients to ensure ethical recruitment practices.

Executive Director, San Francisco Health Service System City & County of San Francisco, CA [ongoing] Director of Health Services Sonoma County, CA [ongoing] Adult and Older Adult Services Director
Chief Operating Officer (ZSFG Hospital)
Director, Contracts Management & Compliance
District Health Officer
Deputy Director, Behavioral Health {Project)
Director, Substance Use Services
Assistant Director, Child Welfare Services
Director, Public Works
(2) Asst. Nursing Home Administrator [LHH}
Director, HIMS [DPH]
Director of Nursing [LHH}
Medical Director [LHH}
County Administrator
Director, Child Welfare Services
Housing for Health Manager (Human Services)
COO - SF Health Service System
Compliance Officer
Deputy Chief Medical Examiner
Deputy County Administrator
Medical Director, Public Health
Asst. Director, Public Health Laboratory
Chief Equity Officer - HSH
Assistant Director, Clinical Services
City & County of San Francisco, CA [ongoing]
City & County of San Francisco, CA {2024}
City & County of San Francisco, CA {2024}
Northern Nevada Public Health [2024}
Santa Clara County, CA [2024}
Santa Clara County, CA [2024}
Santa Cruz County, CA [2024}
City & County of San Francisco, CA {2023}
City & County of San Francisco, CA [2023}
City & County of San Francisco, CA [2023}
City & County of San Francisco, CA [2023}
City & County of San Francisco, CA {2023}
Harris County, TX [2023}
Santa Cruz County, CA [2023}
Santa Cruz County, CA [2023}
City & County of San Francisco, CA [2022}
Harris County, TX {2022}
Harris County, TX [2022}
Harris County, TX [2022}
Mecklenburg County, NC [2022}
Riverside County, CA [2022}
City & County of San Francisco, CA {2021}
Mecklenburg County, NC {2021]
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor #1206, Walnut Creek. CA 94596 Page 113 418
BERKELEY SEARCH --CO N SUlfA N!S--
Assistant Director, Population Health
Deputy Director, Administration
Deputy Public Health Officer
Mecklenburg County, NC {2021]
Riverside County, CA [2021]
Riverside County, CA {2021]
Assistant Director, Human Services Santa Cruz County, CA {2021] Director, Emergency Services & Trauma
Director, Perioperative Services
Director, Supply Chain & EVS
SFPD Chief Information Officer (Project)
Behavioral Health Commissioner
Director, Health & Human Services
Alameda (County) Health System, CA {2020]
Alameda (County) Health System, CA {2020}
Alameda (County) Health System, CA {2020}
City & County of San Francisco, CA [2020}
State of Colorado {2020]
Director, Diversity, Equity & Inclusion (Project)
Director, Emergency Department {ZSFG]
Chief Financial Officer [ZSFG}
Director, Patient Financial Services
County of Marin, CA {2019]
City & County of San Francisco, CA {2019}
City & County of San Francisco, CA {2018}
City & County of San Francisco, CA {2017}
City & County of San Francisco, CA {2016}

REFERENCES
Diana Ramirez, County Administrator I Harris County
1001 Preston St., Suite 500
Houston, TX 77002
PH: (512) 924-4478 E: [email protected]
Randy Morris, Director, Department of Human Services I County of Santa Cruz 1020 Emeline Avenue
Santa Cruz, CA 945060
PH: 415-554-2900 E: [email protected]
Lauren Post, Chair of San Francisco Public Works Commission I City and County of San Francisco 49 S. Van Ness Ave., 16th Floor
San Francisco, CA 94103
PH: (415) 254-3667 E: [email protected]
Kristopher Dahir, Chair of the Board of Health I Northern Nevada Public Health 1001 E. 9th Street, Building B
Reno, NV 89512
PH: (775) 525-4155 E: [email protected]
Executive Retained Search and Recruiting Exce llence Since 1989 1990 N. California Blvd., 8th Floor 111206, Walnut Creek, CA 94596 Page J14 419

BERKELEY SEAR C H
--CONSULTANTS--

COST PROPOSAL
BSC is proposing a flat fee of $25,000 for a successfully placed candidate. At the time of engagement, we can mutually agree on a fixed fee for the purpose of having a defined "not to exceed" fee for budgeting and creating a Purchase Order.

BSC's professional recruitment fee is "all inclusive". There will be no add-ons or hidden fees for other line items such as Recruitment brochure development, Candidate References, Consultant Travel, on-site meetings, nor Stakeholder Input meetings if requested by the client. The Professional Recruitment fee is billed in 4 phases. The first 1/4 of the fee [Invoice 1 of 4] is due upon completion of the recruitment brochure. A second 1/4 of the fee [Invoice 2 of 4] is due following the recruitment closing date. A third 1/4 of the fee [Invoice 3 of 4] is due following the submittal of a slate of the most qualified candidates. The final invoice [Invoice 4 of 4] is due upon acceptance of an offer by the successful candidate. Within twelve (12} months of the conclusion of the search if the client elects to hire any candidate/s that have been presented by BSC for any position there will be an additional fee for said hire.

Candidate Travel Reimbursement
Approved candidate travel expenses will be reimbursed by the city to candidates per organizations policy. Candidates will be required to submit original receipts for reimbursement of reasonable travel expenses.

Guarantee
Berkeley Search Consultants warrants that in the unlikely event that the candidate hired should leave within twelve (12} months of his/her employment, BSC will reinitiate a search for the same position and level as the original placement and credit to this effort all the professional service fees paid on the original assignment, provided that for The City of Los Banos paid all invoices in full and on time. The City will provide in writing a notice of termination and reasons within five business days after the termination. The conditions under which this guarantee will not apply are for significant modification of the position or responsibilities, business direction or reorganization.

BSC has recently implemented a process enhancement step for future placements made to maintain a contact plan with the hiring manager through onboarding and the first year, to advise and consult on best practices and enhanced communication to assure smooth integration of the new hire into the culture of the organization.

Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor# 1206, Walnut Creek, CA 94596 Page 115 420
BERK ELEY SEARCH --CONSU i !A NTS--
A: Team Resumes
Julia Morse
P: 510-898-9306 E: [email protected]
Education
University of California, Davis
Bachelor of Arts Degree, English - 2017
Experience
BERKELEY SEARCH CONSULTANTS - Berkeley, CA

APPENDIX
Vice President & Co-Lead, Healthcare and Public Sector Practices January 2022 - Present
Recruiter
June 2017 -January 2022
Philanthropy Intern for V.I.P. Studios - Davis, CA
April - June 2017
Account Executive for Gawain Consulting - Davis, CA
March - May 2017
Event Specialist for Advantage Solutions - Davis, CA
March - May 2017
Field Manager at Grassroots Campaigns - Berkeley, CA
June 2016 - September 2016, December 2016 - January 2017 Mark Howard
P: 510-898-9305 E: [email protected]
Summary
Executive Search Consultant that specializes in recruiting top professionals in Financial Services, Accounting and Finance, Consumer Packaged Goods, Healthcare and Public Sector. Within Financial Services, our team places executives in Corporate Banking, Commercial Banking, Business Banking, Credit Administration, Wealth Management, Investments and Bank Operations. Our firm has partnered with Clients and Candidates since 1989. Many of our Clients have worked with us for greater than a decade to fill key positions. Our Consumer-Packaged Goods Division places executives in Operations, Sales and Marketing, Accounting and at the C-Level. Our Healthcare Life Sciences & Public Sector Division specializes in senior leadership within the healthcare and life science industries, as well public and government institutions.

Specialties
Executive Search, Professional Recruiting, Strategic Staffing Planning, Succession Planning, Banking, Financial Services, Banking, Investments, Consumer Packaged Goods, Compensation Structure and Negotiation, Retained, Engaged & Contingency Search.

Experience
President and CEO, Berkeley Search Consultants (formerly Management Recruiters of Berkeley) January 2005 - Present
Account Manager, Financial Services, Management Recruiters of Berkeley Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor # 1206, Walnut Creek, CA 94596 Pag ej16 421

BERKELEY SEARCH
---CONSUL fA 'HS---
December 1998 - January 2005
Education
University of Colorado at Boulder
BA, Environmental Studies, 1997
Honors and Awards
Achieved CSM Designation (2008): Management Recruiters Inc. established the Certified Senior Manager (CSM) Certification Program in 2005 to highlight its standout Billing Managers' achievements. Professional Billing Managers who hold the CSM are recognized leaders at MRI Worldwide and are ranked consistently at the top of their profession. A CSM is committed to delivering excellence and is accustomed to delivering only the highest quality of customer service.

Amanda Kreller
PH: 512-876-9434 E: [email protected]
Summary
Over 15 years of experience in executive search and talent solutions for retained, contingent, temp to hire, in house, start up, and RPO clients in both the private and public sectors. My mission is to align talent strategy with business goals while ensuring excellence in client and candidate experience. I focus on business development and client and management, delivering customized human resource services and strategic recruiting initiatives to ensure top-tier talent acquisition for mid-management to C-Suite.

Experience
Berkeley Search Consultants
January 2025-Present
Director, Executive Recruiter
Koff & Associates, acquired by Gallagher
7 /2023-1/2025
Senior Executive Search Recruiter - Public Sector and Higher Education, California Lucas Group, acquired by Korn Ferry
Senior Executive Search Recruiter - Private Sector, Global Randstad Sourceright
Client Relationship Manager - RPO, Nationwide
Creative Channel Services, acquired by Omnicom
Senior Recruiter Team Lead In-house, Nationwide
Kreller Insurance Agency
Startup - Texas
Education
Bachelor of Arts in Communication and Media Studies I San Diego State University, San Diego, California Master of Arts in Education/Elementary Teacher Education I University of Phoenix, Phoenix, Arizona Laura Ayers
P: 510-343-5330 E: [email protected]
Experience
Berkeley Search Consultants
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BERKELEY SEARCH
--CONSULTANTS--
Senior Recruiter, Healthcare and Public Sector Practices August 2023 - Present
Recruiter, Healthcare and Public Sector Practices
May 2022 -August 2023
Center for Social Dynamics - San Jose, CA
Behavior Specialist
Sep 2021 - Apr 2022
International Rescue Committee (IRC) - Sacramento, CA
Youth Program Intern
June 2021- Sep 2021
Volunteer Coordination and Donations Intern
Aug 2020 - June 2021
UC Davis Department of Public Health Sciences - Davis, CA Public Health Ambassador
Sep 2020 - June 2021
Yolo County Department of Health and Human Services - Davis, CA Tobacco Prevention Program Intern
Sep 2019 - Mar 2020
Education
University of California, Davis, Davis, CA - Bachelor of Science Graduated: June 2021 Major in Managerial Economics; Minor in Public Health Sciences • GPA: 3.93 Graduated Summa Cum Laude
Executive Retained Search and Recruiting Excellence Since 1989 1990 N. California Blvd., 8th Floor # 1206, Walnut Creek, CA 94596 Pa ge 11 8 423

BERKELEY SEARCH - - CONSULIANT S--
8: Sample Work Products
Candidate Summary Template
Candidate Summary
City Manager
Citty of Los Banos
Candidate Name
Current/Most Recent Position and Organizational Data
Current/Most Recent Title, Name of
Or atton
La
What is the organizational structure
surrounding their role? Who do they
report up to and who reports to them?
[Title - Organization - Location]
Or anization]: # of staff
Or anization : $ size of bud et
Reports to: [e.g. Board of Supervisors,
Commissioners Court, etc.]
Reports to them: [e.g. Deputy County
Mana er, Count Counsel, etc.

How does the candidate's experience align with the minimum required and desired qualifications?
Required Education: [Candidate's Education]
[Insert education requirement from job
description]
Required Experience: X years of qualifying experience
[Insert experience requirement from the [List of qualifying positions] job description]
Required/Preferred [Candidate's Relevant Certifications) Licensure/Certifications ( adjust for
specific search):
[Insert names of required or preferred
licenses and/or certifications]
[Desirable Oversight Experience. E.g. X years of this experience Budget Oversight Experience, Experience (List of positions where candidate had this overseeing large, multidisciplinary teams, experience)
etc.]
Logistics of Candidate Career Transition
Motivation: Why are they interested in the
Citt er role with • ?
[Succinct summary of candidate's
motivation for ex lorin this osition.

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BERKELEY SEARCH
--CONSUL!ANTS--
Minimum salary requirement [Insert salary [Statement on candidate's salary range) requirements]
Location: Commute or Relocation? [Summary of commute or relocation loqistics.l
Competition: Are they exploring career [Summary of candidate's other job opportunities with other organizations? search activity and any concerns. ] Next Steps: Are there any complications [Summary of any other factors that may regarding their candidacy to be aware be an obstacle to the candidate taking of? the position, starting in the desired
timeframe, etc.]
What unique factor(s} would this [Summary of candidate's fit for the candidate bring to this role? position.]
Final Reporting Template
City of Los Banos
City Manager
Recruitment Table of Contents
Table of Contents
Metrics Overview
Overview of Definitely Interview
Overview of Maybe Interview
Overview of Not Recommended for Interview
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3 4
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