Portola Valley City Council
February 12, 2025

TOWN OF PORTOLA VALLEY
Regular Meeting of the Town Council
Wednesday, February 12, 2025
7:00 PM

HYBRID MEETING

A G E N D A
Judith Hasko, Mayor
Craig Taylor, Vice Mayor
Rebecca Flynn, Councilmember
Mary Hufty, Councilmember
Helen Wolter, Councilmember
HISTORICSCHOOLHOUSE - 765PortolaRoad,PortolaValley,CA 94028 Remote Public Comments: Meeting participants are encouraged to submit public comments in writing in advance of the meeting. Please submit your comments using this online form by 1:00 PM on the day of the meeting. Time permitting, your correspondence will be uploaded to the website. All received questions will be forwarded to Council, Commission, or Committee members for consideration during the meeting and included in the public record. Additionally, technology permitting, the public body will take questions using the Raise Hand button for those who attend the meeting online or by phone. Phone callers may provide comments by pressing *9 on their phone to "raise your hand" and *6 to mute/unmute themselves. The meeting Chair will call on people to speak by the phone number calling in. Remote participation is provided as a supplemental way to provide public comment, but this method does not always work. The public is encouraged to attend in person to ensure full participation.

In-Person Public Comments: Please fill out and submit a Public Comment card to the Town Clerk or Mayor prior to speaking. The Mayor will call your name at the appropriate time. Each speaker’s time is limited to three (3) minutes. The Mayor reserves the right to limit speakers’ time, depending upon the number of speakers or other circumstances.

Assistance for People with Disabilities: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Town Clerk at (650) 851-1700 or by email at [email protected]. Notification 48 hours prior to the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting.

1. CALL TO ORDER / ROLL CALL

2. PRESENTATIONS / PROCLAMATIONS
a. Proclamation Recognizing February 2025 as Black History Month

VIRTUAL PARTICIPATION VIA ZOOM
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Town Council Agenda
February 12, 2025

3. TOWN MANAGER REPORT
There are no written materials, and the Town Council does not take action under this agenda item.

4. ORAL COMMUNICATIONS
Persons wishing to address the Town Council on any subject may do so now. Please submit a speaker’s slip located at the back of the room to the Town Clerk or Mayor, prior to speaking. Please note the Council is not able to undertake extended discussion or action on items not on the agenda.

Each speaker’s time is limited to three (3) minutes.

5. CONSENT AGENDA
a. Adopt Regular Meeting Minutes of January 22, 2025
b. Review and Accept Warrant List of February 12, 2025
c. Accept 2025 Town Council Brown Act Committee Roster

6. REGULAR AGENDA
a. Review of draft Town Donation Policy
b. Consideration of authorizing the Interim Town Manager to execute a contract with Baker Tilly or Wendi Brown & Creative Partners (WBCP) for Executive Search Services for the Town Manager Recruitment Process
c. Presentations by the Town Council Committees: Open Space, Trails & Paths, and Geologic Safety (10 minutes each)

7. COLLEAGUE MEMORANDUM/AGENDA SETTING
None

8. COUNCIL SUBCOMMITTEE, LIAISON COMMITTEE, AND REGIONAL AGENCIES

REPORTS
Oral and written reports arising out of Council subcommittee and liaison appointments to both in-town and regional committees and initiatives. The Town Council does not take action under this agenda item.

9. ADJOURNMENT
The next Regular Town Council meeting will be held on February26, 2025, at 7:00 p.m.

Land Acknowledgement:

The Town of Portola Valley acknowledges the colonial history of this land we dwell upon the unceded territory of the Ramaytush (rah-my-toosh) Ohlone, Tamien Nation, and Muwekma (mah-WEK- mah) Ohlone, who endured a human and cultural genocide that included removal from their lands and their sacred relationship to the land. Portola Valley recognizes that we profit from the commodification of land seized from indigenous peoples and now bear the ecological consequences. We seek to understand the impact of these legacies on all beings and to find ways to make repair.

PROCLAMATION
Recognizing February 2025 as

BLACK HISTORY MONTH
WHEREAS, Black History Month was formally adopted in 1976 to honor and affirm the importance of Black History throughout our American experience; and WHEREAS, the history of people of African heritage goes back tens of thousands of years and includes some of the greatest and most advanced and innovative societies in the history of human experience; and
WHEREAS, African-Americans have played a significant role in the history of the United States from the early days of the pioneers to our present-day leaders in such industries as aerospace, finance, government, and international trade; and WHEREAS, during Black History Month all Americans are encouraged to reflect on the rich history and teachings of African-Americans and bear witness to the progress, beauty, and achievements they have made throughout society.

NOW, THEREFORE, BE IT PROCLAIMED that I, JUDITH HASKO, MAYOR, hereby designate February 2025 as Black History Month in the Town of Portola Valley. We encourage the celebration of the collective ingenuity, creativity, cultures and traditions of African-Americans and encourage participation in educational events honoring the contributions of Black Americans.

Dated this 12th day of February, 2025.
___________________________
Judith Hasko, Mayor

Volume 47
January 22, 2025

PORTOLA VALLEY TOWN COUNCIL REGULAR MEETING MINUTES – JANUARY 22, 2025

1. CALL TO ORDER / ROLL CALL
Mayor Hasko called the meeting to order at 7:02 p.m. Roll call was taken.

Present: Councilmembers Rebecca Flynn, Mary Hufty, Helen Wolter, Vice Mayor Craig Taylor and Mayor Judith Hasko

Absent: None
Others: Interim Town Manager Mark Linder, Assistant Town Manager Corie Stocker-Pedalino, Town Attorney Catherine Engberg, Interim Planning and Building Director Terrence Grindall, Finance Director Anthony McFarlane, Clerk Consultant Christine Boland

2. PRESENTATIONS / PROCLAMATIONS
Mayor Hasko switched the order of the presentations and proceeded with item 2.b. first. a. Presentation of Portola Valley Founder’s Award
Mayor Hasko and Councilmember Hufty presented the Founder’s Award to Dieter Walz for his many years of service and dedication to the Town of Portola Valley. b. Presentation of Conservation Committee Award for Backyard Habitat Councilmember Hufty and Marianne Plunder of the Conservation Committee presented the award for the best Backyard Habitat to Judith Murphy.

The following members of the public addressed the Town Council:

Public Comment
• Jon Silver
• Danna Breen

3. TOWN MANAGER REPORT
Interim Town Manager Linder thanked the Council for the opportunity to work in the town. He updated the Town Council on recent Town business and called upon Finance Director Anthony McFarlane to provide a brief report on the budget and financial audits. Mr. McFarlane noted an upcoming Finance Committee and that a mid-year budget report would be provided to the Council on February 26.

4. ORAL COMMUNICATIONS
The following members of the public addressed the Town Council:
• Rita Comes Whitney
• Caroline Vertongen

Volume 47
January 22, 2025

5. CONSENT AGENDA
All items from the Consent Agenda were pulled for separate discussion. Mayor Hasko invited public comment:
a. Adopt Regular Meeting Minutes of January 8, 2025
Corrections to the January 8, 2025 Minutes were proposed by Councilmember Flynn, as follows:

made to discuss…

Vice Mayor Taylor made a motion to adopt the January 8, 2025 Minutes, with the above corrections, seconded by Councilmember Flynn. The motion carried unanimously by roll call vote.

Councilmember Hufty suggested more detail in the Minutes regarding speakers’ comments.

Councilmember Wolter discussed the length of Minutes and cost of responding to public record requests.
b. Review and Accept Warrant List of January 22, 2025
A request was made to discuss the contract with Ladris Technologies, contained on the Warrant List.

Public Comment:
• Dale Pfau
• Rita Comes Whitney
• Fire Marshall Kimberly Giuliacci
Vice Mayor Taylor made a motion to accept the Warrant List of January 22, 2025, without the warrant payment to Ladris Technologies, Inc., seconded by Councilmember Hufty. The motion carried unanimously by roll call vote.
c. Approve contract between the Town of Portola Valley and Christine Boland for Town Clerk Consulting Services
Public Comment:
• Rita Comes Whitney
Councilmember Hufty made a motion to approve a contract with Christine Boland for Town Clerk consulting services, seconded by Vice Mayor Taylor. The motion carried unanimously by roll call vote.

Volume 47
January 22, 2025

6. REGULAR AGENDA
a. Consideration of approving ad hoc Town Manager Recruitment Subcommittee Mayor Hasko referred to the staff report noting that the ad hoc committee would be involved in the selection of the recruiting firm for a new Town Manager, as well as to be available as a resource in the recruitment process.

Councilmember Taylor moved the appointment of Councilmember Flynn and Mayor Hasko to an ad hoc Town Manager Recruitment Subcommittee, seconded by Councilmember Hufty. The motion carried unanimously roll call vote. b. Presentations by the Town Council’s Emergency Preparedness (EPC) and the Conservation Committees (10 minutes each)
Chairs Christopher Raanes of the Emergency Preparedness Committee and Catherine Magill of the Conservation Committee, provided updates on their respective committee activities.
c. Presentation by Town Attorney on the Brown Act (Open Meeting law) Training Town Attorney Engberg provided an extensive training for the Council and public on the Ralph M. Brown Act, outlining laws for open and public meetings. It was noted that the presentation would be posted to the Town’s website and shared with the Town’s Committee chairs.

7. COLLEAGUE’S MEMO
a. Consideration of creating an ad hoc working group subcommittee with Town of Woodside Vice Mayor Taylor requested consideration of placing the matter on a future agenda.

Public Comment:
• Rita Comes Whitney
• Caroline Vertongen
The Town Council discussed the matter at great length. Vice Mayor Taylor moved to place the item on a future Council agenda for selection of an ad hoc working group subcommittee with Town of Woodside, seconded by Councilmember Hufty. Motion carried by unanimous roll call vote.

8. COUNCIL SUBCOMMITTEE, LIAISON COMMITTEE, AND REGIONAL AGENCIES

REPORTS
Councilmember Flynn reported on a Friends of the Portola Valley Library meeting.

9. ADJOURNMENT
Mayor Hasko adjourned the meeting at approximately 10:30 p.m.

Volume 47
January 22, 2025

_______________________________ _____________________________ Judith Hasko, Mayor Christine Boland, Clerk Consultant
Submitted for approval to the Town Council at its February 12, 2025 meeting.

______________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Tony McFarlane, Finance Director
DATE: February 12, 2025
RE: Review and Accept Warrant List
RECOMMENDATION:

1. Review and accept the following Warrant List for the month of December:
02/12/2025 Warrant List

REPORT SUMMARY
The following table lists warrant activity by date, tracks starting and ending warrant numbers, and total amount of warrants issued.

The following table lists the warrants issued as EFT payments. EFT payments are recurring payments for contributions related to retirement and deferred compensation, workers’ compensation premiums, and utilities, etc.

Date
Ending
Warrant #
Warrant 2/12/2025 4843 4889 47 167,486.25 2/13/2025 1/22/2025 4842 Attached are Warrant Lists for:

Prior Warrant List
Type of Warrant Date
Starting
Warrant #
Ending
Warrant #
Total
Warrants Amount
Warrants
Released
Date Warrant # Issued to Fund Dept Purpose Amount
2/12/2025 4844 CalPERS General 610 Dec Retirement Contributions $ 16,953.21 2/12/2025 4851 Missionsquare Retirement General Various Jan Def Comp Contributions 2,224.50 2/12/2025 4860 CalPERS Health General Various Feb Medical Premium 18,821.83 2/12/2025 4861 PG&E General 610 Jan Utility 3,506.98
2/12/2025 4869 Verizon Wireless General Various Jan Service 691.94 2/12/2025 4881 Amazon Capital Services, Inc General Various Office supplies 51.54 Warrants issued as EFT

TOWN OF PORTOLA VALLEY

STAFF REPORT

Warrant List January 22, 2025
The following table lists the warrants that were voided and the reason for the voided transaction.

The following table lists the warrants issued outside of the scheduled warrant list cycle for various reasons, such as processing error, reissuing a voided check, or employee separation.

DISCLOSURE
For additional information on any item disclosed in this report, please contact the Finance department directly at [email protected].

ATTACHMENTS

1. 02/12/2025 Warrant List Certification
Date Warrant # Issued to Fund Dept Reason Amount
1/22/2025 4833 Ladris Technologies, Inc General 220 Denied by Council - Amount $ 20,000.00 Warrants Voided
Date Warrant # Issued to Fund Dept Reason Amount
Warrants Voided
Date Warrant # Issued to Fund Dept Purpose Amount
Disclosure

TOWN OF PORTOLA VALLEY
Warrant Disbursement Journal
February 12, 2025
Claims totaling $167,486.25 having been duly examined by me and found to be correct are hereby approved and verified by me as due bills against the Town of Portola Valley.

Date _____________________________ ________________________________ Corie Stocker, Assistant Town Manager
Motion having been duly made and seconded, the above claims are hereby approved and allowed for payment.

Signed and sealed this (Date) _____________________
_______________________________ _________________________________ Anthony McFarlane, Finance Director Mayor

apachreg Town of Portola Valley mmagahiz 02/05/2025 15:33 Page 1 Check Register
Check Vendor Vendor Name Check Check BW CheckNumber Number Amount Date TypeChecks for Cash Account: 910-11011-000 4843 78 CALIFORNIA WATER SERVICE CO 2,875.19 02/12/254844 80 CALPERS 16,953.21 02/12/25 EFTPS4845 121 SCA OF CA, LLC 2,095.00 02/12/254846 124 COMCAST 232.67 02/12/254847 125 CONNIE STACK 1,299.20 02/12/254848 135 CSG CONSULTANTS INC 11,806.00 02/12/254849 156 DEPARTMENT OF CONSERVATION 389.39 02/12/254850 176 EXCEL LD 23.75 02/12/254851 218 MISSIONSQUARE RETIREMENT 2,224.50 02/12/25 EFTPS4852 234 J. W. ENTERPRISES 546.88 02/12/254853 235 JACKIE TANNER 1,000.00 02/12/254854 269 KATHY WADDELL 4,480.00 02/12/254855 278 LAMPHIER GREGORY 4,464.61 02/12/254856 293 LYNGSO GARDEN MATERIALS INC 628.59 02/12/254857 295 LYNX TECHNOLOGIES INC 450.00 02/12/254858 330 NAVIA BENEFIT SOLUTIONS 200.00 02/12/254859 337 O. NELSON & SON INC. 1,480.68 02/12/254860 364 PERS HEALTH 18,821.83 02/12/25 EFTPS4861 367 PG&E 3,506.98 02/12/25 EFTPS4862 372 PINNACLE BUILDING & DESIGN 1,000.00 02/12/254863 375 PLATINUM FACILITY SERVICES 4,936.68 02/12/254864 376 PORTOLA VALLEY HARDWARE 302.52 02/12/254865 413 SANGINI MAJMUDAR BEDNER 2,712.00 02/12/254866 423 SESAC 610.00 02/12/254867 429 SHELLY SWEENEY 1,480.00 02/12/254868 445 STANDARD INSURANCE CO. 1,089.58 02/12/254869 489 VERIZON WIRELESS 691.94 02/12/25 EFTPS4870 505 WOODSIDE FIRE PROTECTION DISTR 22,124.66 02/12/254871 518 GOT GOPHERS? 525.00 02/12/254872 697 CYNTHIA ROWE 480.00 02/12/254873 698 MIA DIGIOVANNI 480.00 02/12/254874 730 URBAN PLANNING PARTNERS INC 322.50 02/12/254875 860 STEPFORD 4,541.50 02/12/254876 864 DAILY POST 416.25 02/12/254877 914 UNITED MECHANICAL INC 2,057.25 02/12/254878 1016 SHUTE, MIHALY & WEINBERGER LLP 36,315.21 02/12/254879 1064 HDL COREN & CONE 1,459.11 02/12/254880 1130 COAST LIVE MUSIC INC 1,250.00 02/12/254881 1152 AMAZON CAPITAL SERVICES, INC 51.54 02/12/25 EFTPS4882 1174 PEARL WOON-TAI 100.00 02/12/254883 1186 AT&T CORP DBA ACC BUSINESS 742.89 02/12/254884 1195 LEAF CAPITAL FUNDING, LLC 302.17 02/12/254885 1197 CHRISTINE D. BOLAND 40.00 02/12/254886 1204 SHUMS CODA ASSOCIATES 3,780.00 02/12/254887 1216 WIZIX TECHNOLOGY GROUP, INC. 62.72 02/12/25

apachreg Town of Portola Valley mmagahiz 02/05/2025 15:33 Page 2 Check Register
Check Vendor Vendor Name Check Check BW CheckNumber Number Amount Date Type 4888 1226 DAVID SELDIN 5,134.25 02/12/254889 1227 WOODSIDE HIGH SCHOOL 1,000.00 02/12/25Check totals: 125,236.25ACH totals:EFTPS totals: 42,250.00Wire transfer totals:Payment Manager totals:GRAND TOTALS 167,486.25Check totals: 125,236.25ACH totals:EFTPS totals: 42,250.00Wire transfer totals:Payment Manager totals:GRAND TOTALS 167,486.25

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apapdinv2 mmagahiz Town of Portola Valley Page 1
15:33 02/05/25 Paid Invoices by Date
From: 02/12/2025 to 02/12/2025
Check Check Special Information Net Check Total Invoice Number Date Number Amount Invoices
Paid
Vendor: 78 CALIFORNIA WATER SERVICE CO
02/12/25 4843 Water Service 12/12/24 - 1/13/25 2,875.19 2,875.19 DEC-2024 Vendor: 80 CALPERS
4844 December Retirement- CLASSIC 16,953.21 5,694.68 100000017735982 December Retirement- PEPRA 11,258.53 100000017736001
Vendor: 121 SCA OF CA, LLC
4845 January Litter/Street Clean 2,095.00 2,095.00 2025-000994 Vendor: 124 COMCAST
4846 WIFI-1.21.2025-2.20.2025 232.67 232.67 1945-FEB25
Vendor: 125 CONNIE STACK
4847 WINTER 2025 Classes 1,299.20 1,299.20 WINTER-2025
Vendor: 135 CSG CONSULTANTS INC
4848 Dec Code Enforcement, Bldg Svcs, In House Plan 11,806.00 11,806.00 DEC-2024 Vendor: 156 DEPARTMENT OF CONSERVATION
4849 Strong Motion Instrumentation and Seismic Hazard Mapping Fee 389.39 389.39 OCT-DEC2024 Vendor: 176 EXCEL LD
4850 January Telephone LD Services 23.75 23.75 1199193183 Vendor: 218 MISSIONSQUARE RETIREMENT
4851 Deferred Comp - January 31, 2025 2,224.50 2,224.50 JAN-202531 Vendor: 234 J. W. ENTERPRISES
4852 Handicap Unit Rental & Services 546.88 315.44 263911 Handicap Unit Rental & Services 231.44 263912
Vendor: 235 JACKIE TANNER
4853 Deposit Refund - Community Hall 1,000.00 1,000.00 PRCH-24-18 Vendor: 269 KATHY WADDELL
4854 WINTER 2025 Classes 4,480.00 4,480.00 WINTER-2025
Vendor: 278 LAMPHIER GREGORY
4855 Planning Consultant 11/23/24 -12/20/24 Stanford Wedge 4,464.61 4,464.61 2024-1624 Vendor: 293 LYNGSO GARDEN MATERIALS INC
4856 Garden Compost- Town Center 628.59 628.59 46568

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apapdinv2 mmagahiz Town of Portola Valley Page 2
15:33 02/05/25 Paid Invoices by Date
From: 02/12/2025 to 02/12/2025
Check Check Special Information Net Check Total Invoice NumberDate Number Amount Invoices Paid
Vendor: 295 LYNX TECHNOLOGIES INC
4857 GIS Professional Services in Jan 2024 450.00 450.00 10343 Vendor: 330 NAVIA BENEFIT SOLUTIONS
4858 January 2025 Monthly Fee 200.00 200.00 10925647
Vendor: 337 O. NELSON & SON INC.
4859 Cervantes inspect/set pipe steel plate 1,480.68 1,480.68 268 Vendor: 364 PERS HEALTH
4860 February Health 18,821.83 18,821.83 100000017800647 Vendor: 367 PG&E
4861 January Statement 3,506.98 3,506.98 JAN-2025
Vendor: 372 PINNACLE BUILDING & DESIGN
4862 Deposit Refund - 501 Portola Rd Unit 6H 1,000.00 1,000.00 BLDR0128-2024 Vendor: 375 PLATINUM FACILITY SERVICES
4863 Janitorial Services - January 2025 4,936.68 4,488.67 50081 Janitorial Services - Jan 2025. Fridays disinfection svcs 448.01 50082 Vendor: 376 PORTOLA VALLEY HARDWARE
4864 January Statement 302.52 302.52 193-JAN25
Vendor: 413 SANGINI MAJMUDAR BEDNER
4865 WINTER 2025 Classes 2,712.00 2,712.00 WINTER-2025
Vendor: 423 SESAC
4866 2025 Music License 610.00 610.00 144330 2025
Vendor: 429 SHELLY SWEENEY
4867 WINTER 2025 Classes 1,480.00 1,480.00 WINTER-2025
Vendor: 445 STANDARD INSURANCE CO.
4868 LTD/Life Premium 1,089.58 544.79 2024-DEC
LTD/Life Premium 544.79 2025-JAN
Vendor: 489 VERIZON WIRELESS
4869 January Cellular 691.94 691.94 6104476065
Vendor: 505 WOODSIDE FIRE PROTECTION DISTR
4870 CERRP Coordinator Jan, Feb, Mar 2025 22,124.66 13,845.98 2025 Q1-PV 12/01/24-12/31/24 Fire Mitigation Crew Support 8,278.68 WFPDCREW2024-12

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apapdinv2 mmagahiz Town of Portola Valley Page 3
15:33 02/05/25 Paid Invoices by Date
From: 02/12/2025 to 02/12/2025
Check Check Special Information Net Check Total Invoice NumberDate Number Amount Invoices Paid
Vendor: 518 GOT GOPHERS?
4871 Town Fields Gopher Trapping- January 2025 525.00 525.00 77309 Vendor: 697 CYNTHIA ROWE
4872 WINTER 2025 Classes 480.00 480.00 WINTER-2025
Vendor: 698 MIA DIGIOVANNI
4873 WINTER 2025 Classes 480.00 480.00 WINTER-2025
Vendor: 730 URBAN PLANNING PARTNERS INC
4874 PVHE Housing Element Update Dec 322.50 322.50 21029-241231 Vendor: 860 STEPFORD
4875 Monthly Service Charges 02/01/2025 THRU 02/28/2025 4,541.50 3,920.00 2501048 Veeam Backup and Replication for Disaster Recovery - Feb 25 621.50 2501049 Vendor: 864 DAILY POST
4876 Advertisement- Dec 416.25 416.25 91340
Vendor: 914 UNITED MECHANICAL INC
4877 Preventative Maintenance HVAC Jan 2025 2,057.25 2,057.25 98671 Vendor: 1016 SHUTE, MIHALY & WEINBERGER LLP
4878 December Legal Service 36,315.21 36,315.21 DEC-24-SMW Vendor: 1064 HDL COREN & CONE
4879 Contract Svcs Sales Tax - Jan-Mar 2025 1,459.11 1,459.11 SIN046994 Vendor: 1130 COAST LIVE MUSIC INC
4880 Deposit - Refund Community Hall Main Room 1,250.00 1,250.00 PRCH-24-12 Vendor: 1152 AMAZON CAPITAL SERVICES, INC
4881 Office Supplies - Jan 24 25 51.54 51.54 117C-JC6M-M614 Vendor: 1174 PEARL WOON-TAI
4882 Deposit Picnic Table Refund 100.00 100.00 PROF-25-10 Vendor: 1186 AT&T CORP DBA ACC BUSINESS
4883 ACC Division of AT&T Ethernet/Internet Access 742.89 742.89 250184611 Vendor: 1195 LEAF CAPITAL FUNDING, LLC
4884 Toshiba Printer Copy Lease 302.17 302.17 17806905
Vendor: 1197 CHRISTINE D. BOLAND

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apapdinv2 mmagahiz Town of Portola Valley Page 4
15:33 02/05/25 Paid Invoices by Date
From: 02/12/2025 to 02/12/2025
Check Check Special Information Net Check Total Invoice NumberDate Number Amount Invoices Paid
02/12/25 4885 City Clerk Name Plate Reimbursement 2025 40.00 40.00 1172025 Vendor: 1204 SHUMS CODA ASSOCIATES
4886 Sr Permit Tech Services provided by SCA for December 3,780.00 3,780.00 10647 Vendor: 1216 WIZIX TECHNOLOGY GROUP, INC.
4887 Printer 62.72 62.72 452601
Vendor: 1226 DAVID SELDIN
4888 Deposit Refund - 145 Fawn Portola 5,134.25 941.75 BLDR0114-2023 Deposit Refund - 145 Fawn Portola 4,192.50 PLNARCH00032023 Vendor: 1227 WOODSIDE HIGH SCHOOL
4889 Deposit Refund - Community Hall/Kitchen 1,000.00 1,000.00 PRCH-24-41 Check Date Totals 167,486.25
Grand Total 167,486.25

TOWN OF PORTOLA VALLEY

STAFF REPORT
____________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Corie Stocker-Pedalino, Assistant Town Manager
Elizabeth Martelli, Administrative Analyst
DATE: February 12, 2025
RE: 2025 Town Council Brown Act Committee Rosters

RECOMMENDATION
Staff recommends that the Town Council accept the 2025 Town Council Brown Act Committee Rosters and any applicable updates.

BACKGROUND/DISCUSSION
The Town of Portola Valley Commission and Advisory Committee Policy and Procedures Handbook outlines the guidelines and requirements for Town Commissions and Committees. Currently, there are 9 (nine) Town Council Brown Act Committees.

All committee members serve one-year terms, which can be renewed annually through a Town Council majority vote. However, if no action is taken by the Town Council, committee members can continue to serve in the interim. In addition to committee roster renewal, committee chairs are limited to two-year terms, unless a successor cannot be found, in which case the Town Council can vote for the current chair to stand for reelection.

The following Town Council Brown Act Committee chairs have exceeded two years in a row. Staff recommend Town Council review the list and staff will work with committees on updates through 2025 with any changes in 2026.
• Bicycle, Pedestrian and Traffic Safety - Edward Holland (2 years +2025)* • Finance Committee - George Savage (3 years + 2025)*
• Trails & Paths - Fred Leach (2 years + 2025)
• Wildfire Preparedness - Jennifer Hammer (2 years + 2025)

This item inadvertently missed the Council review in 2024. Staff will continue to bring this item to the attention of the Town Council annually to comply with the procedure laid out in the Committee Handbook. Additionally, the Clerk’s Office will work with committee chairs to receive any updates for the annual Council review. If there are changes as a result of the upcoming update of the Committee Handbook, staff will adjust accordingly.

This will be a reoccurring annual standing item for a January or February meeting.

FISCAL IMPACT
There is no fiscal impact with the acceptance of the 2025 Town Council Brown Act Committee Rosters.

TOWN OF PORTOLA VALLEY

COMMITTEE ROSTERS
1 Brown Act Committees
Bicycle, Pedestrian and Traffic Safety - Maximum 11 Members Meets 1st Wednesday at 8:15 a.m.

COMMITTEE MEMBERS
Edward Holland, Chair
Angela Hey, Secretary
Patricia Baenen
Kevin Welch
Caroline Vertongen
COUNCIL LIAISON(S): Helen Wolter – Primary; Mary Hufty – Alternate Cable and Utilities Undergrounding Committee - 7 Members Meets as announced

COMMITTEE MEMBERS
Christopher Buja, Chair
Neil Weintraut, Vice Chair
Kenneth Lavine
Merijane Lee
COUNCIL LIAISON(S): Judith Hasko – Primary; Craig Taylor – Alternate Conservation Committee - 9 Members
Meets 4th Tuesday at 7:00 p.m.

COMMITTEE MEMBERS
Marianne Plunder, Chair
Judith Murphy, Vice Chair
Nancy Freire, Secretary
Catherine Magill
Teresa Coleman
Nona Chiariello
Megan Richards
Dieter Walz
Joerg Zimmerman
COUNCIL LIAISON(S): Rebecca Flynn – Primary; Helen Wolter - Alternate

Emergency Preparedness Committee - 5 - 11 Members
Meets 1st Thursday at 8:00 a.m.

COMMITTEE MEMBERS
Chris Rannes, Chair
Craig Heberer Vice Chair
Lynn Eisberg
Marianne Plunder
Dale Pfau
Ray Rothrock
Jerry Shefren
Vic Schachter
Bud Trapp
Robert Younge
Randy True
COUNCIL LIAISON(S): Helen Wolter – Primary; Craig Taylor - Alternate (No vacancies as of 1/8/24) Finance Committee - 7 Members
4-6 Meetings per year as required for annual budget, audit review and budget/financial reports

COMMITTEE MEMBERS
George Savage, Chair
Stephen Cassani
Kenneth Lavine
Chris Rittler
Mark Waissar
Michele Takei
William Urban
COUNCIL LIAISON(S): Craig Taylor – Primary; Judith Hasko – Alternate (Currently no vacancies as of 1/8/24) 2

TOWN OF PORTOLA VALLEY

COMMITTEE ROSTERS
3 Geologic Safety Committee - 7 Members
Meets 2nd Monday of each month at 10:00 AM

COMMITTEE MEMBERS
Nan Shostak, Chair
Bob Wrucke, Vice Chair
Patricia McCrory, Secretary
Gary Ernst
Steve Ingebritsen
Troy Douthit
COUNCIL LIAISON(S): Mary Hufty – Primary; Helen Wolter – Secondary Open Space Acquisition Advisory Committee - 7 Members
Meets every two months (1st Thursday at 7:00 PM)

COMMITTEE MEMBERS
Betsy Morgenthaler, Chair
Nona Chiariello, Vice Chair
Carter Warr
Beverly Lipman, Member
Terry Lee, Member
Gary Nielsen, Member
Ticien Sassoubre. Member
COUNCIL LIAISON(S): Judith Hasko – Primary; Mary Hufty - Alternate

Trails and Paths Committee - 9 Members
Meets 3rd Wednesday Monthly at 9:00 a.m.

COMMITTEE MEMBERS
Fred Leach, Chair
Gary Hanning, Vice Chair
Brenda Munks
Joe Coleman
Joe Lokey
Barb Eckstein
Ellie Ferrari
Susan Gold
COUNCIL LIAISON(S): Mary Hufty – Primary; Judith Hasko – Alternate (Currently 1 as of 2/4/25) Wildfire Preparedness Committee - 5 Members
Meets 3rd Wednesday Monthly at 4:00 p.m.

COMMITTEE MEMBERS
Jennifer Hammer, Chair
Marianne Plunder
Conservation Committee Liaison
Wanda Ginner
MJ Lee
Vacant
COUNCIL LIAISON(S): Craig Taylor – Primary; Rebecca Flynn – Alternate 4

______________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Tony McFarlane, Finance Director
DATE: February 12, 2025
RE: Review a Draft of the Proposed Donation and Gift Acceptance Policy RECOMMENDATION:

1. Review and provide direction on the proposed policy:

REPORT SUMMARY
A written donation and gift acceptance policy can help manage the expectations of donors and can provide guidance to employees and elected officials who are either on the asking or receiving end of donations and gifts. Other reasons to consider adopting a donation and gift acceptance policy include, but are not limited to the following,

1. Having a donation and gift acceptance policy is considered a “best practice”.

2. Some donations and gifts may not be consistent with the Town’s goals and objectives.

3. Some donations or gifts may lead to legal obligations that the Town is not ready to commit.

4. Some donations or gifts may lead to future funding for repair, or maintenance that could place additional strain on the Town’s budget.

Gifts and donations made to governmental units are tax deductible under section 170(c)(1) of the internal revenue code. A donation to the town can qualify as an itemized charitable deduction if the donation is made for a public purpose and the donor does not receive a direct benefit. There are other rules that apply for itemization of donations and gifts, including an independent appraisal for property worth more than $5,000, and the issuance of a receipt.

The proposed Donation and Gift Acceptance policy establishes a formal process for acceptance and documentation of donations and gifts made to the Town. It provides guidance to donors who wish to donate to the Town and establishes standards for Town employees and elected officials for accepting gifts during the performance of Town

TOWN OF PORTOLA VALLEY

STAFF REPORT

Proposed Donation and Gift Acceptance Policy February 12, 2025 business. Finally, it authorizes the creation of a special revenue fund to deposit cash received for undesignated purposes.

Council direction is needed to determine the delegation of authority for donation and gift acceptance by staff. In other words, at what dollar level can a department head or the Town Manager accept a gift or should all donations and gifts be accepted by the Town Council. The proposed policy does include a process for disseminating information related to donations and gift acceptance.

ATTACHMENTS

1. Draft Proposed Donation and Gift Acceptance Policy

Town of Portola Valley
Donation and Gift Acceptance Policy
Proposed February 12, 2025
Purpose
The purpose of this policy is to establish a formal process for acceptance and documentation of donations and gifts made to the Town. This policy provides guidance when individuals, community groups, and businesses wish to donate to the Town. This policy also establishes the standards for Town employees and elected officials regarding the acceptance of gifts during the performance of Town business.

Types of Donations
Donations may be offered in the form of cash, and real or personal property, except for alcohol. Designated donations mean those donations that the donor specifies for a particular Town department, location, or purpose. Undesignated donations mean those donations that are given to the Town for an unspecified purpose.

Consistency with Town Interests
Designated donations may only be accepted when they have a purpose consistent with the Towns goals and objectives and are in the best interest of Portola Valley. The Town must always consider the public trust and comply with all applicable laws when accepting donations.

Acceptance of Undesignated Donations of Cash or Tangible Items All donations to the Town, including offers to employees related to the Town, shall immediately be submitted for consideration for acceptance. Based on the value of the donation offered as outlined below, appropriate Town staff shall review every donation and determine of the benefits to be derived warrant acceptance of the donation. The following points list the threshold of amounts for donation acceptance.

A. Offers of donations of cash or items valued at $1X or below may be accepted by a Department Head.

B. Offers of donations of cash or items valued at $1X and up to $2X may be accepted by the Town Manager.

C. Offers of donations of cash or items valued more than $2X must be accepted by the Town Council. Donations valued at more than $2X shall be accepted through a written agreement consistent with these guidelines and approved by the Town Council.

D. Donations of property over $5,000 will require an independent appraisal of the property.

Town of Portola Valley
Donation and Gift Acceptance Policy
Proposed February 12, 2025
E. Offers of donations for gratuitous purposes (e.g., holiday gift baskets, food, etc) to any employee, department, or the Town shall be made available to benefit all employees.

Acceptance of Designated Donations of Cash or Tangible Items Based on the value of the donation offer as outlined in the section above, appropriate Town staff will review the conditions of any designated donation and determine if the benefits to be derived warrant acceptance of the donation. Criteria for the evaluation include, but are not limited to:

A. Consideration of an immediate or initial expenditure is required to accept the donation; and
B. The potential and extent of the Town’s obligation to maintain, match, or supplement the donation.

Acknowledgement of Donations
A. A Donation Acceptance Form is required to be completed by the receiving Department Head or the Town Manager’s Office for all donations provided to the Town (form attached).

B. Acknowledgement of the donation should be in writing and be the responsibility of the Department Head who is the beneficiary of the donation. Undesignated donations shall be acknowledged by the Town Manager. A copy of the acknowledgement agreement should be forwarded to donors.

C. The Donor Acceptance Form including the donor names and donation amounts are public information subject to disclosure pursuant to the California Public Records Act.

Declined Donations
The Town of Portola Valley reserves the right to decline any donation if, upon review, acceptance of the donation offer is determined in the sole discretion of the Town to not be in the best interests of the Town.

Distribution of Donations
A. Tangible items will be distributed to appropriate Town departments for use, or, at the discretion of the Department Head or Town Manager, disposed of in an appropriate manner according to this policy.

Town of Portola Valley
Donation and Gift Acceptance Policy
Proposed February 12, 2025
B. Donations of cash for designated purposes will be deposited into the appropriate fund revenue account for the designated Town purpose.

C. This policy authorizes the creation of a special revenue fund known as the Portola Valley Community Donations Fund for the deposit of undesignated cash donations.

D. Donations of cash for undesignated donations under $1X will be deposited into the Town’s General Fund contribution account. Undesignated donations in the amount of $1X to $2X will be designated to the Portola Valley Community Donations Fund. Undesignated donations in an amount over $2X will be distributed at the direction of the Town Council.

Dissemination of information
A. A copy of each Donation Acceptance Form for accepted donations shall be forwarded to the Town Council by the Town Manager’s Office.

B. A copy of each Donation Acceptance Form for accepted donations shall be forwarded for information to the Finance Department and the designated department for which the donation was assigned.

C. Each original Donation Acceptance Form shall be maintained by the Town Clerk’s Office.

Acceptance of Gifts to Employees and/or Elected Officials of the Town A. Employees and or Elected Officials of the Town shall follow the provisions listed in the Code of Ethics Policy and Conflict of Interest Rules as they relate to the receipt of gifts.

B. Employees and Elected Officials of the Town are required to be objective and fair in dealing with the public and persons or firms doing business with the Town.

Employees shall not solicit or accept gifts or gratuities for the performance of their Town job responsibilities.

C. Employees and Elected Officials shall not directly or indirectly solicit, accept, or attempt to accept any money, fee, credit, gift, gratuity, object of value, or compensation of any kind which the Employee or Elected Official knows, or has reason to know is being offered:
a. For improperly obtaining or rewarding favorable treatment,

Town of Portola Valley
Donation and Gift Acceptance Policy
Proposed February 12, 2025
b. With interest to influence the Employee or Elected Official in the discharge of official duties or,
c. In consideration of having exercised official powers or performed official duties.

D. Anonymous gifts shall be delivered to the Town Manager for appropriate disposition.

E. This policy does not prohibit an Elected Official from accepting anything of value by way of a gift when such a gift is made to and accepted on behalf of the Town of Portola Valley. All such gifts to the Town shall be forwarded to the Town Manager for compliance with this policy whenever possible. The Town Manager will ensure that all such gifts are shared by all Town staff. An example of such gifts would be those received during holiday periods.

F. Under the Political Reform Act, Employees and Elected Officials are required to disclose certain personal financial holdings as outlined in California Government Code sections 81000-91014. The Fair Political Practices Commission requires all Employees and Elected Officials to file a ‘conflict of interest statement,’ known as Form 700. The dollar value of gifts received is reported in Schedule D of Form 700.

Town of Portola Valley
Donation and Gift Acceptance Form
Proposed February 12, 2025
Note: The Town of Portola Valley cannot guarantee future funding for repair, maintenance, use or replacement of donated items.

Name of Donor: ________________________________________________________ Address: _________________________ City: __________ State: _______ Zip: ______ Description of Donation: __________________________________________________ ______________________________________________________________________ Donor Estimate of Current Value: ___________________________________________ Potential immediate or initial acquisition or installation cost, any ongoing maintenance or replacement cost (Tangible property only): ___________________________________ ______________________________________________________________________ Intended Use: __________________________________________________________ ______________________________________________________________________ Conditions of acceptance or donor designation: ________________________________ ______________________________________________________________________ Remarks: _____________________________________________________________ ______________________________________________________________________ Town Department receiving Donation: _______________________________________

APPROVED/DISAPPROVED
_______________________ ___________________________
Date Department Head Signature
_______________________ ___________________________
Date Town Manager Signature
_______________________ ___________________________
Date Submitted to Council Date Approved by Council
_______________________ ___________________________
Date Mayor Signature

Town of Portola Valley
Donation and Gift Acceptance Policy
Acknowledgement
Proposed February 12, 2025
I have received and read the Town of Portola Valley Donation and Gift Acceptance policy and understand its provisions. I further understand that when I sign this acknowledgement form it will be placed in my personnel file. __________________________________
EMPLOYEE (Print name)
__________________________________
Signature
__________________________________
Date

TOWN OF PORTOLA VALLEY

STAFF REPORT
____________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Corie Stocker-Pedalino, Assistant Town Manager
Mark Linder, Interim Town Manager
DATE: February 12, 2025
RE: Authorize Interim Town Manager to execute a contract with either Baker Tilly or Wendi Brown & Creative Partners (WBCP) for Executive Search Services for the Town Manager recruitment process

RECOMMENDATION
Staff recommends that the Town Council authorize the Interim Town Manager to sign and therefore execute the contract between either Baker Tilly or Wendi Brown & Creative Partners (WBCP) for the Town Manager recruitment process.

BACKGROUND/DISCUSSION
As part of a typical municipal recruitment process for Department Heads and Town Managers, the Town Council plans to utilize an Executive Search firm to recruit for a new Town Manager. The Town previously contracted with Peckham & McKenney for the 2015 Town Manager search and again in 2023 to find the next Town Manager.

In October 2024, the prior full-time Town Manager vacated his position. Staff shared and posted a Request for Proposals (RFP) to solicit bids from Executive Search firms who were interested in supporting the Town Council in their upcoming recruitment for a full-time Town Manager. The Town Council selected a subcommittee at the January 22, 2025, meeting consisting of Mayor Hasko and Councilmember Flynn to review the proposals, interview firms and follow up with reference checks.

The Town received two competitive bids from Baker Tilly and Wendi Brown & Creative Partners (WBCP). The subcommittee interviewed both firms on February 3, 2025. The subcommittee will provide detail and any recommendations they have to the full Town Council to assist in selecting a firm.

Executive Search Services - Town Manager February 12, 2025

FISCAL IMPACT
Each firm has associated costs of service:
• Baker Tilly’s estimate is $29,500
• Wendi Brown & Creative Partners estimate is $24,900 with potential additional expenses between $5,000-$7,900.

Attachments:

1. Request for Proposals (RFP)

2. Baker Tilly Proposal

3. Wendi Brown & Creative Partners Proposal

The Town of Portola Valley California

REQUEST FOR PROPOSALS

TOWN MANAGER

EXECUTIVE RECRUITMENT SERVICES
CLOSING DATE/TIME: January 17, 2025 at 8:00 P.M.

CONTACT PERSON: Corie Stocker-Pedalino/ [email protected] 1

2 I. INTRODUCTION
The Town of Portola Valley, California is seeking proposals from qualified executive recruitment service firms to assist the Town Council in the selection of a new Town Manager.

II. BACKGROUND
Portola Valley lies in the scenic foothills of southern San Mateo County just five miles west of Stanford University in a green and gold valley. Covering ten square miles and with a population of approximately 4,500, the Town values its environmental and historic heritage, its excellent public schools and its economical Town government supported by a multitude of volunteers. An extensive trail system, scenic roads, open space and natural views contribute to its small town rural character.

Incorporated in 1964, Portola Valley is a General Law City. It operates under a Council-Manager form of governance. An elected five-member Town Council sets policy for the Town, with valuable assistance from the Town’s many commissions and advisory committees. The Town Council appoints the Town Manager, Town Attorney, and members of the volunteer commissions and committees. The Town Manager is responsible for implementing the Council’s policies, ordinances and directives, for overseeing the day-to-day operations of the Town, and for appointing the directors of the Town’s departments.

The Town currently has approximately fourteen full-time positions. It contracts for police services with the San Mateo County Sheriff’s Office and is served by an independent fire district. The Town has an annual budget of $8.1 Million.

There is currently an Interim Town Manager serving, as the Town Manager and the Town Council mutually parted ways in October 2024.

III. SCOPE OF SERVICES
• Meet with the Town Council and stakeholder groups as necessary to facilitate the development of an appropriate candidate profile for the new Town Manager.
• Validate desirable candidate characteristics through discussions with the Town Council, Interim Town Manager, Assistant Town Manager, public representatives and, if applicable, department representative(s). • Develop and execute an inclusive media plan for the recruitment (print, web, social media, targeted calls, etc.)
• Identify specific strategies to encourage highly qualified applicants from diverse backgrounds to apply.
• Acknowledge receipt of candidates’ application materials and maintain communication with all candidates throughout the recruitment process. • Answer questions from candidates and collect application materials.

3 • Review the applications received, comparing them to the desired candidate profile.
• Advise the Town Council, Interim Town Manager and/or department representative(s) on the qualifications of the candidates, develop a list of recommended candidates for interviews, provide a written report summarizing the overall candidate pool and the qualifications of those selected to be interviewed.
• Perform initial screening interviews with the most qualified candidates. • Advise the Town Council on interview strategies, appropriate questions, and evaluation tools.
• Attend and facilitate the interview sessions for semi-finalist candidates. • Assist the Town Council in selection of finalists.
• Conduct complete background and reference checks on finalist candidates, including public records searches, education, employment and credit checks. • Prepare and present a confidential reference report on each finalist candidate.
• Facilitate the final interview process and be available to assist the Town Council in making a final selection.
• Provide progress reports at least bi-weekly to the Town Council. Periodic on site meetings may be required to discuss ongoing progress. • Assist the Town with employment contract negotiations. • Maintain all correspondence and record-keeping throughout the process. • Compile search documentation and prepare a final written summary of all work performed and outreach taken related to developing, conducting, and completing the search.

IV. PROPOSAL REQUIREMENTS
Each proposal shall include the following information:

4 A. A projected or sample timeline for the completion of a recruitment process as described in the Scope of Work.

B. Background information on the firm, including details of the firms experience with public agency recruitments generally and for similarly situated jurisdictions, including the number of searches and placements; a brief resume of the individual(s) to be assigned to this project; contact information for three (3) references; and sample work products including recruiting brochures, candidate questionnaires, candidate reference reports, etc. 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. A proposed schedule for each phase of the process, including development of the recruitment profile, search, background evaluations, interviews, and selection.

D. Information about the firm’s approach for recruitments that do not produce a viable candidate or the premature dismissal or resignation of the selected candidate.

E. A “not to exceed” fee for all the professional services and tasks described in the Scope of Work as well as a specific “not to exceed” amount for expenses related to the professional services.

F. A list of any additional activities and/or techniques that might be helpful to incorporate into the recruitment and selection process and the specific cost for adding such services.

G. The hourly rate at which the Town would be billed for any services that the Town might request outside the scope of the items in the RFP.

V. PROFESSIONAL SERVICES AGREEMENT
The Town shall enter into a Professional Services Agreement with the selected recruitment firm. A sample of a Professional Services Agreement is included in Attachment A. All Proposers must identify in their proposal any terms and conditions of the sample Professional Services Agreement that they wish to negotiate.

VI. SELECTION PROCESS
The final award will be based on the following criteria:
• Ability to meet requested service needs,
• Experience in conducting successful public agency recruitments especially for the position of Town Manager for similarly situated jurisdictions, • Overall experience of personnel to be assigned to the work, • Schedule and availability,
• Reference checks
• Cost to the Town. The Town is under no obligation to award a contract to the

5 lowest cost proposal. However, additional consideration will be given to those who provide the best value for the services requested.

The Town of Portola Valley has full discretion in its selection of a consultant. All proposals submitted will be subject to public record laws. The Town reserves the right to cancel or reissue the RFP or revise the timeline at any time. The Town reserves the right to reject any and all proposals and to waive minor irregularities in the proposal process. The Town may accept any proposal if such action is believed to be in the best interest of the Town. The Town is not liable for any cost incurred by the proposer prior to execution of a contract. The Town reserves the right to negotiate scope and cost with the consultant. The project team shall be approved by the Town of Portola Valley. The Town has the right to approve in its discretion any changes in the project team.

VII. SUBMISSION PROCESS
Proposals shall clearly be identified as “Response to Request for Proposals for Executive Recruitment Services.”
Proposals can be sent via email or seven (7) bound copies of the proposal in a sealed envelope shall be delivered no later than 8:00pm Friday, January 17, 2025.

Proposals may be delivered by email, mail or in person
to: Town of Portola Valley
Attn: Corie Stocker, Interim Town Manager/ Assistant
Town Manager
765 Portola Road
Portola Valley, CA 94028

6 EXHIBIT A

AGREEMENT FOR

EXECUTIVE RECRUITING SERVICES
THIS AGREEMENT is made and entered into this day of , by and between the Town of Portola Valley, a municipal corporation, (“Town”) and (“Consultant”).

RECITALS
A. The Town desires to retain the professional consulting services of Consultant as an independent contractor to provide
services to the Town, as described in more detail in Exhibit A. Consultant will work with the Town to .

B. Consultant represents that it is fully qualified to perform such services by virtue of its experience and the training, education and expertise of its principals and employees.

NOW, THEREFORE, in consideration of performance by the parties of the promises, covenants and conditions contained herein, the parties hereby agree as follows:

1. SCOPE AND LEVEL OF SERVICES. The nature, scope and level of the specific services to be performed by Consultant are as set forth in detail in Exhibit A attached hereto.

2. TIME OF PERFORMANCE. The services shall be performed on a timely, regular basis in accordance with the Schedule of Performance attached hereto as Exhibit B.

3. STANDARD OF PERFORMANCE. As a material inducement to the Town to enter into this Agreement, Consultant hereby represents and warrants that it has the qualifications and experience necessary to undertake the services to be provided pursuant to this Agreement. Consultant shall perform all work to the highest professional standards and in a manner reasonably satisfactory to the Town. Consultant hereby covenants that it shall follow the highest professional standards in performing all services required hereunder and will perform the services to a standard of reasonable professional care.

4. COMPLIANCE WITH LAW. All services rendered hereunder by Consultant shall be provided in accordance with all ordinances, resolutions, statutes, rules and regulations of the Town, and any federal, state or local governmental agency having jurisdiction in effect at the time the service is rendered.

7 5. TERM. This Agreement is effective on the date set forth in the initial paragraph of this Agreement and shall remain in effect until the services required hereunder have been satisfactorily completed by Consultant, unless earlier terminated pursuant to Section 17, below.

6. COMPENSATION. The Town agrees to compensate Consultant for its services according to the fee schedule set forth in Exhibit C, to a maximum of ($ ). The Town also agrees to compensate Consultant for its out-of-pocket expenses to the extent authorized in Exhibit C. In no event shall the total compensation and out of pocket expenses payable to consultant under this Agreement exceed the sum of ($ ), unless specifically approved in writing by the Town Council.

7. METHOD OF PAYMENT. Consultant shall invoice the Town for work performed after each task is completed as set forth in Exhibit B. Payments to Consultant by Town shall be made within thirty (30) days after receipt by Town of Consultant’s itemized invoices.

8. REPRESENTATIVE. is hereby designated as the
representative of Consultant authorized to act on its behalf with respect to the services specified herein. It is expressly understood that the experience, knowledge, capability and reputation of were a substantial inducement for Town to enter into this Agreement. Therefore, shall be responsible during the term of this Agreement for directing all activities of Consultant and devoting sufficient time to personally supervise the services hereunder. The representative may not be changed by Consultant without the express written approval of the Town.

9. INDEPENDENT CONTRACTOR. Consultant is, and shall at all times remain as to the Town, a wholly independent contractor and not an agent or employee of Town. Consultant shall receive no premium or enhanced pay for work normally understood as overtime, nor shall Consultant receive holiday pay, sick leave, administrative leave, or pay for any other time not actually worked. The intention of the parties is that Consultant shall not be eligible for benefits and shall receive no compensation from the Town except as expressly set forth in this Agreement. Consultant shall have no power to incur any debt, obligation, or liability on behalf of the Town or otherwise act on behalf of the Town as an agent. Neither the Town, nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall at no time, or in any manner, represent that it or any of its agents or employees are in any manner employees of the Town. Consultant agrees to pay all required taxes on amounts paid to Consultant under this Agreement, and to indemnify and hold the Town harmless from any and all taxes, assessments, penalties, and interest asserted against the Town by reason of the independent contractor relationship created by this Agreement. Consultant shall fully comply with the worker’s compensation law regarding Consultant and Consultant’s employees. Consultant further agrees to indemnify and hold the Town harmless from any failure of Consultant to comply with applicable worker’s compensation laws.

8 10. CONFIDENTIALITY. Consultant, in the course of its duties, may have access to financial, accounting, statistical and personal data of private individuals and employees of the Town. Consultant covenants that all data, documents, discussions, or other information developed and received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without written authorization by the Town. The Town shall grant such authorization if disclosure is required by law. Upon request, all Town data shall be returned to the Town upon the termination of this Agreement. Consultant’s covenant under this Section shall survive the termination of this Agreement.

11. OWNERSHIP OF MATERIAL. All reports, documents, other written materials, or other work product developed or discovered by Consultant or any other person engaged directly or indirectly by Consultant in the performance of this Agreement and all rights within, shall be and remain the property of the Town without restriction or limitation upon its use or dissemination by the Town.

12. CONFLICT OF INTEREST. Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by Consultant under this Agreement, or which would conflict in any manner with the performance of its services hereunder. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest which would conflict in any manner with the performance of its services pursuant to this Agreement. Consultant agrees not to accept any employment or representation during the term of this Agreement which is or may make Consultant “financially interested” (as provided in California Government Code Sections 1090 and 87100) in any decision made by the Town on any matter in connection with which Consultant has been retained pursuant to this Agreement. Nothing in this section shall, however, preclude Consultant from accepting other engagements with the Town.

13. ASSIGNABILITY; SUBCONTRACTING. The parties agree that the expertise and experience of Consultant are material considerations for this Agreement.

Consultant shall not assign, transfer, or subcontract any interest in this Agreement, nor the performance of any of Consultant’s obligations hereunder, without the prior written consent of the Town and any attempt by Consultant to do so shall be void and of no effect and a breach of this Agreement.

14. INDEMNIFICATION.

14.1 To the fullest extent permitted by law, Consultant shall indemnify, defend (with independent counsel approved by the Town) and hold harmless the Town, and its elective or appointive boards, officers, employees, agents and volunteers against any claims, losses, or liability that may arise out of or result from damages to property or personal injury received by reason of, or in the course of work performed under this Agreement due to the acts or omissions of Consultant or Consultant’s officers, employees, agents or subcontractors. The provisions of this Section survive completion of the services or the termination of this Agreement. The acceptance of such services shall not operate as a waiver of such right of indemnification.

9 14.2 With regard to Consultant’s professional services, Consultant agrees to use that degree of care and skill ordinarily exercised under similar circumstances by members of Consultant’s profession, including without limitation adherence to all applicable safety standards. To the fullest extent permitted by law, Consultant shall indemnify, defend (with independent counsel approved by the Town) and hold harmless the Town, and its elective or appointive boards, officers, and employees from and against all liabilities, including without limitation all claims, losses, damages, penalties, fines, and judgments, associated investigation and administrative expenses, and defense costs, including, but not limited to, reasonable attorneys’ fees, court costs and costs of alternative dispute resolution regardless of nature or type that arise out of, pertain to, or relate to the negligence, reckless, or willful misconduct of Consultant or Consultant’s officers, employees, agents or subcontractors. The provisions of this Section survive completion of the services or the termination of this Agreement. The acceptance of said services and duties by Town shall not operate as a waiver of such right of indemnification.

14.3 The Town does not and shall not waive any rights that it may possess against Consultant because of the acceptance by the Town or the deposit with the Town of any insurance policy or certificate required pursuant to this Agreement. This hold harmless and indemnification provision shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost or expense.

15. INSURANCE REQUIREMENTS. Consultant agrees to have and maintain the policies set forth in Exhibit D entitled “INSURANCE REQUIREMENTS,” which is attached hereto and incorporated herein. All policies, endorsements, certificates, and/or binders shall be subject to approval by the Town Attorney as to form and content. These requirements are subject to amendment or waiver only if so approved in writing by the Town Attorney. Consultant agrees to provide Town with a copy of said policies, certificates, and/or endorsements before work commences under this Agreement. A lapse in any required amount or type of insurance coverage during this Agreement shall be a breach of this Agreement.

16. SUSPENSION. The Town may, in writing, order Consultant to suspend all or any part of Consultant’s services under this Agreement for the convenience of the Town, or for work stoppages beyond the control of the Town or the Consultant. Subject to the provisions of this Agreement relating to termination, a suspension of work does not void this Agreement. In the event that work is suspended for a period exceeding 120 days, the schedule and cost for completion of the work will be adjusted by mutual consent of the parties.

17. TERMINATION.

17.1 This Agreement may be terminated by either the Town or Consultant following five (5) days written notice of intention to terminate. In the event the Agreement is terminated, Consultant shall be paid for any services properly performed to the last working day the Agreement is in effect. Consultant shall substantiate the final cost of

10 services by an itemized, written statement submitted to the Town. The Town’s right of termination shall be in addition to all other remedies available under law to the Town.

17.2 In the event of termination, Consultant shall deliver to the Town copies of all reports, documents, computer disks, and other work prepared by Consultant under this Agreement, if any. If Consultant’s written work is contained on a hard computer disk, Consultant shall, in addition to providing a written copy of the information on the hard disk, immediately transfer all written work from the hard computer disk to a soft computer disk and deliver said soft computer disk to Town. Town shall not pay Consultant for services performed by Consultant through the last working day the Agreement is in effect unless and until Consultant has delivered the above described items to the Town.

18. CONSULTANT’S BOOKS AND RECORDS. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, supplies, materials, or equipment provided to Town for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant pursuant to this Agreement.

19. NON-WAIVER OF TERMS, RIGHTS AND REMEDIES. Waiver by either party of any breach or violation of any one or more terms or conditions of this Agreement shall not be deemed to be a waiver of any other term or condition contained herein or a waiver of any subsequent breach or violation of the same or any other term or condition.

Acceptance by the Town of the performance of any work or services by Consultant shall not be deemed to be a waiver of any term or condition of this Agreement. In no event shall the Town’s making of any payment to Consultant constitute or be construed as a waiver by the Town of any breach of this Agreement, or any default which may then exist on the part of Consultant, and the making of any such payment by the Town shall in no way impair or prejudice any right or remedy available to the Town with regard to such breach or default.

20. NOTICES. Any notices, bills, invoices, reports or other communications required or permitted to be given under this Agreement shall be given in writing by personal delivery, by facsimile transmission with verification of receipt or by U.S. mail, postage prepaid, and return receipt requested, addressed to the respective parties as follows:

To Town:

Town Manager
Town of Portola Valley
765 Portola Road
Portola Valley, CA 94028
Fax: (650) 851-4677
To Consultant:

Fax: ( )
Notice shall be deemed communicated on the earlier of actual receipt or forty-eight (48) hours after deposit in the U.S. mail, the date of delivery shown on deliverer’s receipt, or by acknowledgment of facsimile transmission.

11 21. NON-DISCRIMINATION AND EQUAL EMPLOYMENT OPPORTUNITY. In the performance of this Agreement, Consultant shall not discriminate against any employee, subcontractor or applicant for employment because of race, color, creed, religion, sex, marital status, sexual orientation, national origin, ancestry, age, physical or mental handicap, or medical condition. Consultant will take affirmative action to ensure that employees, subcontractors or applicants are treated without regard to race, color, creed, religion, sex, marital status, sexual orientation, national origin, ancestry, age, physical or mental handicap, or medical condition.

22. ATTORNEYS’ FEES; VENUE. In the event that any party to this Agreement commences any legal action or proceeding to enforce or interpret the provisions of this Agreement, the prevailing party in such action or proceeding shall be entitled to recover reasonable attorneys’ fees and other costs incurred in that action or proceeding, in addition to any other relief to which the successful party may be entitled. The venue for any litigation shall be San Mateo County.

23. COOPERATION. In the event any claim or action is brought against the Town relating to Consultant’s performance or services under this Agreement, Consultant shall render any reasonable assistance and cooperation which Town might require.

24. EXHIBITS, PRECEDENCE. All documents referenced as exhibits in this Agreement are hereby incorporated into this Agreement.

25. PRIOR AGREEMENTS AND AMENDMENTS; ENTIRE AGREEMENT.

This Agreement, and any other documents incorporated herein by specific reference, represent the entire and integrated agreement between the Town and Consultant. This Agreement supersedes all prior oral and written negotiations, representations or agreements. No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This Agreement may only be modified by a written amendment duly executed by the parties to this Agreement. Any amendment relating to compensation for Consultant shall be for only a not-to-exceed sum.

IN WITNESS WHEREOF, the Town and Consultant have executed this Agreement effective as of the date written above.

TOWN: CONSULTANT:

By:

Mayor
By:

Name (printed):

Title:

EIN

EXHIBIT A
(SCOPE AND LEVEL OF SERVICES)

EXHIBIT B
(SCHEDULE OF PERFORMANCE)

EXHIBIT C
(COMPENSATION)

EXHIBIT D
(INSURANCE REQUIREMENTS)
Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to or interference with property which may arise from, or in connection with, the performance of the work hereunder and the results of that work by the Consultant, its agents, representatives, employees or subcontractors.

1. MINIMUM SCOPE OF INSURANCE. Coverage shall be at least as broad as:

1.1 Insurance Services Office Form No. CG 0001 covering General Liability and Commercial General Liability on an “occurrence” basis.

1.2 Insurance Services Office Form No. CA 0001 covering Automobile Liability, Code 1 (any auto), Code 8 (hired autos) or Code 9 (non-owned autos), if Consultant has no owned autos.

1.3 Workers’ Compensation Insurance as required by the Labor Code of the State of California and Employer’s Liability Insurance.

1.4 Errors and Omissions Liability Insurance appropriate to the Consultant’s profession. Architects’ and Consultants’ coverage is to be endorsed to include contractual liability.

2. MINIMUM LIMITS OF INSURANCE. Consultant shall maintain limits no less than:

2.1 Comprehensive General Liability. (Including products-completed operations, personal & advertising injury) One Million Dollars ($1,000,000) combined single limit per claim and Two Million Dollars ($2,000,000) in the aggregate for bodily injury, personal injury and property damage. If Commercial General Liability insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit.

2.2 Automobile Liability. One Million Dollars ($1,000,000) combined single limit per accident for bodily injury and property damage.

2.3 Workers’ Compensation and Employers Liability. Workers’ compensation limits as required by the Labor Code of the State of California. One Million Dollars ($1,000,000) per accident for bodily injury and property damage.

2.4 Errors and Omissions Liability. Two Million Dollars ($2,000,000) per occurrence.

3. DEDUCTIBLES AND SELF-INSURED RETENTIONS. Any deductibles or self-insured retentions must be declared to, and approved by, the Town. At the option of the Town, either: the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the Town, its officials, employees, agents and contractors; or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses in an amount specified by the Town. The Town may require the Consultant to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention.

4. OTHER INSURANCE PROVISIONS.

4.1 General Liability and Automobile Liability Coverages. The General Liability and Automobile Liability insurance policies required pursuant to Sections 1.1 and

1.2 shall contain or be endorsed contain the following provisions:

4.1.1 The Town, its officials, employees, agents, contractors and volunteers are covered as additional insureds with respect to liability arising out of work or operations performed by, or on behalf of, the Consultant including materials, parts or equipment furnished in connection with such work or operations, and products and completed operations of the Consultant on premises owned, leased or used by the Consultant. The coverage shall contain no special limitations on the scope of protection afforded to the Town, its officials, employees, agents and contractors.

4.1.2 The Consultant’s insurance coverage is the primary insurance as respects the Town, its officials, employees, agents, contractors, and volunteers. Any insurance or self-insurance maintained by the Town, its officials, employees, agents, contractors, and volunteers shall be excess of the Consultant’s insurance and shall not contribute with it.

4.1.3 The Insurance Company agrees to waive all rights of subrogation against the Town, its elected or appointed officers, officials, agents, and employees for losses paid under the terms of any policy which arise from work performed by the Town’s insurer.

4.1.4 Coverage shall not be canceled by either party, except after thirty (30) days prior written notice ten (10) days for non-payment) by regular mail has been given to the Town.

4.1.5 Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the Town, its officials, employees, agents or contractors.

4.1.6 Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

4.2 Worker’s Compensation Insurance. The Worker’s Compensation Policy required pursuant to Section 1.3 shall contain or be endorsed to contain the provision set forth in subsection 4.1.4 above.

4.3 Acceptability of Insurers. All required insurance shall be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the Town.

4.3 Claims Made Policies. If any of the required policies provide claimsmade coverage, the Town requires that coverage be maintained by Consultant for a period of 5 years after completion of the contract.

5. VERIFICATION OF COVERAGE. Consultant shall furnish the Town with original certificates, amendatory endorsements, and actual policies of insurance effecting coverage required by this clause. The certificates for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements are to be received and approved by the Town before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive consultant’s obligation to provide them. The Town reserves the right to require complete, certified copies of all required insurance policies, including endorsements affecting the coverage required by these specifications, at any time.

Proof of insurance shall be mailed to the following address:

Town of Portola Valley
Attn: Town Clerk
765 Portola Road
Portola Valley, CA 94028

6. SUBCONTRACTORS. Consultant shall include all subcontractors as insureds under its policies or shall obtain separate certificates and endorsements for each subcontractor.

1 Town of Portola Valley,
CA
Explore executive recruitment solutions that check all the boxes on the way to addressing the needs of your community.

January 17, 2025

SECTION TITLE
January 17, 2025
Corie Stocker, Interim Town Manager/Assistant Town Manager Town of Portola Valley
765 Portola Road
Portola Valley, CA 94028
Delivered electronically
Dear Corie Stocker:

The Town of Portola Valley (the Town) is seeking customized executive recruitment solutions. This proposal is the starting point — our vision of how we can assist with your goal of recruiting your next Town Manager. We understand the needs of the Town with our recent placement of your interim Town Manager, Mark Linder.

For dynamic and efficiently run municipalities like Portola Valley, 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 Town 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 Town to its choice of experienced and well-qualified candidates that match your needs.

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 Town of Portola Valley. 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 Portola Valley will be to us as a client.

We can’t wait to get started.

Very truly yours,
Carol Jacobs, Managing Director
+1 (949) 809 5588 | [email protected]
18500 Von Karman Ave
10th Floor
Irvine, CA 92612
United States of America
T: +1 (972) 748 0300
F: +1 (214) 452 1164
bakertilly.com
You need to find a Town
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.

Contents
The information provided here is of a general nature and is not intended to address the specific circumstances of any individual or entity. In specific circumstances, the services of a professional should be sought.

Baker Tilly US, LLP and Baker Tilly Advisory Group, LP and its subsidiary entities provide professional services through an alternative practice structure in accordance with the AICPA Code of Professional Conduct and applicable laws, regulations and professional standards. Baker Tilly US, LLP is a licensed independent CPA firm that provides attest services to clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and business advisory services to their clients. Baker Tilly Advisory Group, LP and its subsidiary entities are not licensed CPA firms.

Baker Tilly Advisory Group, LP and Baker Tilly US, LLP, trading as Baker Tilly, are independent members of Baker Tilly International. Baker Tilly International Limited is an English company. Baker Tilly International provides no professional services to clients. Each member firm is a separate and independent legal entity, and each describes itself as such. Baker Tilly Advisory Group, LP and Baker Tilly US, LLP are not Baker Tilly International’s agent and do not have the authority to bind Baker Tilly International or act on Baker Tilly International’s behalf. None of Baker Tilly International, Baker Tilly Advisory Group, LP, Baker Tilly US, LLP nor any of the other member firms of Baker Tilly International has any liability for each other’s acts or omissions. The name Baker Tilly and its associated logo is used under license from Baker Tilly International Limited.

A.PROJECT TIMELINE ............................................................................................... 2 B.BACKGROUND INFORMATION .............................................................................. 3 C.PROPOSED SCHEDULE ....................................................................................... 13 D.UNSUCCESSFUL RECRUITMENT ........................................................................ 14 E.VALUE FOR FEES ................................................................................................. 16 F.ADDITIONAL ACTIVITIES ...................................................................................... 18 G.HOURLY RATES ................................................................................................... 20 APPENDIX A: SAMPLE WORK PRODUCTS ............................................................ 21 APPENDIX B: ENGAGEMENT TEAM MEMBER RESUMES ..................................... 76 APPENDIX C: RECRUITMENT APPROACH ............................................................. 80 OUR SERVICE APPROACH ...................................................................................... 81 Thank you and your team on behalf of the Town. The process, indepth search, and information communicated were top-notch, and working with you and your team was a pleasure.

Assistant Town Manager | Baker Tilly client
“

2 A. Project timeline
A projected or sample timeline for the completion of a recruitment process as described in the Scope of Work.

The Town of Portola Valley’s time is valuable, and one significant way we will support the Town is by delivering your services on time.

Meeting the Town of Portola Valley’s deadlines
Timing is everything
The chart below represents our customized approach to deliver executive recruitment services to the Town 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.

The chart below represents our customized approach to deliver executive recruitment services to the Town on time. And it’s just our starting point. We’ll collaborate closely with you to finalize a client service plan that meets all your needs — especially your timing.

EXECUTIVE RECRUITMENT PROCESS BREAKDOWN
Project task Month 1 Month 2 Month 3 Month 4

1. Profile development, advertising and candidate
outreach, stakeholder engagement

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

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

4. On-site Interviews with finalists

5. Employment offer made/accepted

OUR COMMITMENT TO PORTOLA VALLEY
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 Town will 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.

3 B. Background information
Background information on the firm
Guiding you with our resources, reputation and reach
Making decisions today to shape tomorrow is especially challenging in these extraordinary times. The Town of Portola Valley 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 Town 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 Town will receive an exceptional experience for your management team, 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:

GIVING YOU THE TOOLS YOU NEED TO NAVIGATE THE FUTURE
Baker Tilly will successfully guide Portola Valley through changing landscapes with skills, stability and strength as one of the oldest and largest advisory, assurance and tax firms in the United States. 6 team
members
115+
admin
recruitments
1,770
recruitments
since 2000
45+
years of
experience
$1.81B
firm revenue
in FY2024
50+
U.S. office
locations
250+
workplace and
culture awards

4 BACKGROUND INFORMATION
Details of the firms experience with public agency recruitments generally and for similarly situated jurisdictions, including the number of searches and placements
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. Below is the list of our most recent recruitments in the State of CA, in the past 4 years:

RECENT CALIFORNIA RECRUITMENTS
Year Client State Position
Current Contra Costa Transportation Agency CA Deputy Executive Director, Planning, Programs & Policy
Current Contra Costa Transportation Agency CA Deputy Executive Director, Projects & Operations 2024 Cudahy CA Associate Engineer
2023 Contra Costa Transportation Agency CA Contracts Manager 2023 Contra Costa Transportation Agency CA Director of External Affairs 2023 Contra Costa Transportation Agency CA Programs Manager 2023 Oakland CA Principal Budget & Management Analyst
2023 Union City CA Human Resources Director
2022 Cudahy CA Associate Planner
2022 Cudahy CA Community Development Director
2022 Cudahy CA Finance Director
2022 Cudahy CA Human Resources Manager
2022 Oakland CA Deputy City Administrators
2022 Oakland CA Payroll Manager
2022 Oakland CA Tax and Revenue Manager
2022 Pasadena CA Interim Library Director
2021 Alameda CA Controller
2021 Alameda CA Deputy Public Works Director
2021 Fontana CA Finance Director
2021 Los Banos CA Public Works Director
2021 Monterey County CA Assistant Director of Public Works 2021 Transbay Joint Powers Authority CA Chief Financial Officer 2020 Silicon Valley Clean Energy JPA CA Chief Financial Officer/Director of Administrative Services

5 BACKGROUND INFORMATION

RECENT CALIFORNIA RECRUITMENTS
Year Client State Position
2020 Transbay Joint Powers Authority CA Facility Director 2020 West Valley Water District CA Human Resources & Risk Manager In addition, we have conducted searches for municipal administration roles across the country. Following is a list these of relevant public sector executive recruitments delivered by the Baker Tilly team.

LIST OF RELEVANT PROJECTS: PRESENT - 2022
YEAR CLIENT STATE PROJECT POP.

Current Ann Arbor MI Deputy City Administrator 123,851
Current Birmingham Waterworks AL General Manager
Current Brooklyn Center MN Deputy City Manager 31,006
Current Cape Charles VA Town Manager 1,183
Current Dallas TX City Manager 1,302,868
Current Herndon VA Town Manager 24,456
Current Huntsville TX City Manager 48,552
Current Macon MO City Administrator 5,456
Current Monett MO City Administrator 10,129
Current Munster IN Town Manager 23,614
Current Paris TX City Manager 24,969
Current Troy MO City Administrator 14,591
2024 Abington Township PA Town Manager 58,451
2024 Amarillo TX City Manager 202,169
2024 Beckley WV City Manager 16,576
2024 Brevard NC Assistant City Manager/City Engineer (partial) 7,900 2024 Butler County OH Assistant County Administrator 388,420 2024 Carrboro NC Town Clerk 21,230
2024 Carrboro NC Town Manager 21,230
2024 Columbia Heights MN City Manager 21,961
2024 Crookston MN City Administrator 7,482
2024 Denton TX City Secretary 136,195
2024 El Paso TX City Manager 678,815
2024 Fulshear TX City Manager 34,264

6 BACKGROUND INFORMATION
LIST OF RELEVANT PROJECTS: PRESENT - 2022
YEAR CLIENT STATE PROJECT POP.
2024 Green Valley SUD TX General Manager
2024 Lexington VA City Manager 7,400
2024 Manassas VA City Manager 42,668
2024 Manassas Park VA City Manager 16,361
2024 Marceline MO City Manager 2,123
2024 Nevada MO City Manager 8,262
2024 Oxford MD Town Manager 817
2024 Pensacola FL City Administrator 54,316
2024 Rice Lake WI City Administrator 9,012
2024 Stafford County VA County Administrator 136,788
2024 Troy MO City Administrator 13,951
2024 Tybee Island GA City Administrator 3,158
2024 Valdese NC Town Manager 4,698
2023 Albemarle County VA Deputy County Executive 112,040 2023 Belle Meade TN City Manager 2,912
2023 Beloit WI City Manager 36,657
2023 Bemidji MN City Manager 14,570
2023 Carrboro NC Assistant Town Manager 21,230
2023 Corpus Christi TX Assistant City Manager 323,733
2023 Delaware County PA Executive Director 564,751
2023 Essex County VA County Administrator 10,599
2023 Fargo ND City Administrator 121,889
2023 Fernley NV City Manager 22,343
2023 Freeport ME Town Manager 8,737
2023 Greenbelt MD City Manager 24,921
2023 Greene County VA County Administrator 19,779
2023 Highland Park TX Town Administrator 8,993
2023 Huber Heights OH City Manager 43,439
2023 Midland TX City Manager 132,520
2023 Morehead City NC City Manager 9,556

7 BACKGROUND INFORMATION
LIST OF RELEVANT PROJECTS: PRESENT - 2022
YEAR CLIENT STATE PROJECT POP.
2023 Perrysburg OH City Administrator 21,730
2023 Portland ME City Manager 66,595
2023 Spartanburg SC Assistant City Manager 38,732
2023 Warrenton VA Town Manager 10,057
2023 West Fargo ND City Administrator 38,626
2023 Wyoming MI City Manager 76,501
2022 Apex NC Assistant Town Manager 58,780
2022 Bath County VA County Administrator 4,292
2022 Beaumont TX City Manager 118,428
2022 Belton MO City Manager 23,480
2022 Blue Springs MO City Administrator 54,850
2022 Branson MO City Administrator 10,000
2022 Brevard NC City Manager 7,900
2022 Buda TX City Manager 15,108
2022 Clay County MO County Administrator 249,948
2022 Denton TX City Manager 136,195
2022 Evans CO City Manager 22,165
2022 Golden CO City Manager 20,399
2022 Harrisonburg VA City Manager 54,033
2022 Hastings NE City Administrator 25,152
2022 Joplin MO Assistant City Manager 50,386
2022 Kinston NC City Manager 20,083
2022 La Marque TX City Manager 16,627
2022 Minnetrista MN City Administrator 7,621
2022 Oak Hill TN City Manager 4,587
2022 Oakland CA Deputy City Administrators 440,646
2022 Overland Park KS City Manager 191,278
2022 Plain City OH Village Administrator 4,065
2022 Port Arthur TX Assistant City Manager 53,937
2022 Prince George County VA County Administrator 38,353

8 BACKGROUND INFORMATION
LIST OF RELEVANT PROJECTS: PRESENT - 2022
YEAR CLIENT STATE PROJECT POP.
2022 Salisbury NC City Manager 33,727
2022 Shorewood MN City Administrator 7,974
2022 Spicer MN City Administrator 1,188
2022 Stafford County VA County Administrator 136,788
2022 Stafford County VA Deputy County Administrator 136,788 2022 Staunton VA City Manager 25,750
2022 Westminster CO City Manager 116,317
2022 Willmar MN Asst City Administrator/City Operations Director 19,628

9 BACKGROUND INFORMATION
A brief resume of the individual(s) to be assigned to this project Aligning key engagement team members with your goals
Our executive recruitment team consists of four 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 Town of Portola Valley 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.

While other firms may not always assign their best and most experienced people to executive recruitment engagements, that is not the case at Baker Tilly. We believe in strong personal relationships, and this means a personal interest in the Town of Portola Valley from some of our most experienced team members. You will work with our best and brightest public sector executive recruitment professionals who will be dedicated to you and the organization you serve. 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 in Appendix B

INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR PORTOLA VALLEY Engagement leadership
Carol Jacobs — Managing Director
18500 Von Karman Ave, 10th Floor, Irvine, CA 92612
+1 (949) 809 5588 | [email protected]
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.
1,770 recruitments
Our public sector
executive recruitment
practice has conducted
1,770 successful
recruitment projects
since 2000.

10 BACKGROUND INFORMATION

INTENTIONALLY SELECTED ENGAGEMENT TEAM FOR PORTOLA VALLEY Consulting team
Jennifer Curtis, CCA, SPHR — Director, Recruiter
901 S MoPac Expressway, Building IV, Suite 100, Austin, TX 78746 +1 (512) 982 3408 | [email protected].

Jennifer recently joined Baker Tilly and brings more than 25 years of public sector human resources experience. She has broad technical knowledge and a proven record of developing and implementing programs that advance strategic goals, develop talent, foster engagement and trust, and comply with state and federal laws. Jennifer holds a master’s degree in mass communication from the University of Florida and a bachelor’s degree in communication from the University of California-Santa Barbara. She is a Certified Compensation Analyst (CCA), Senior Professional in Human Resources (SPHR), has certificates in labor relations and mediation, and is a member of SHRM.

Donna Peter — Special Advisor
15760 Ventura Blvd., Suite 1100, Encino, CA 91436
+1 (818) 981 2600 | [email protected]
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.

PORTOLA VALLEY WILL RECEIVE TANGIBLE RESULTS WITH BAKER TILLY All engagement team members are committed to Portola Valley’s success. Their state and local government experience and service expertise translates into tangible results for the Town.

11 BACKGROUND INFORMATION
Contact information for three (3) references;
Demonstrating that we've been down this path before
Don’t just take our word for it. Talk with similar clients to learn how we help them overcome challenges and reach new heights. 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.

CITY OF EVANS, COLORADO
Name Mark Clark Title Mayor
Phone +1 (970) 475-2200 Email [email protected]
Services Selection of City Manager (2022)

CITY OF FERNLEY, NEVADA
Name Neal McIntyre Title Mayor
Phone 1 (775) 784 9857 Email [email protected] Services Selection of City Manager (2023)

CITY OF AMARILLO, TEXAS
Name Cole Stanley Title Mayor
Phone +1 (806) 584 6175 Email [email protected] Services City Manager executive recruitment (Current)
EXPERIENCE MATTERS. ESPECIALLY THE EXPERIENCE OUR CLIENTS RECEIVE Connect with our clients to learn more. Additional references are available by request.

12 BACKGROUND INFORMATION
Sample work products including recruiting brochures, candidate questionnaires, candidate reference reports, etc The required information, including sample work products such as recruiting brochures, candidate questionnaires, and candidate reference reports, is detailed in Appendix A.

The proposal should include information about the firm’s current engagements and an affirmation of the firm’s ability to focus on this project.

We are pleased to affirm our firm’s unwavering commitment and ability to focus on this project. Our team is dedicated to delivering exceptional results, leveraging our extensive experience and resources to ensure the project's success. We are confident in our capacity to meet and exceed your expectations, providing the highest level of attention and expertise throughout the project.

13 C. Proposed schedule
A proposed schedule for each phase of the process, including development of the recruitment profile, search, background evaluations, interviews, and selection
Baker Tilly has outlined a comprehensive 120-day recruitment schedule, as detailed in Section A of this proposal. We are committed to collaborating closely with the City to tailor this schedule according to the project's start date, ensuring a seamless and efficient recruitment process.

EXECUTIVE RECRUITMENT PROCESS TIMELINE

PROJECT MILESTONE DELIVERABLES DATE
Profile development,
advertising and
candidate outreach ,
stakeholder engagement
• Baker Tilly meets with Town officials to develop a candidate profile and recruitment brochure; the Town approves the ad placement schedule and timeline
• Baker Tilly sends the draft recruitment brochure to the Town • The Town returns the draft brochure (with edits) to Baker Tilly • Baker Tilly begins recruitment advertising and marketing • Online data collection and profile development
TBD
Applicant screening
and recommendation
of semi-finalists
• Baker Tilly commences the formal review of applications, and the most promising candidates will be asked to complete questionnaires
• Candidates complete recorded interviews online
• Baker Tilly completes a formal review of applications and sends selected resumes to the Town Council for review
• Candidates’ recorded interviews are presented
• Baker Tilly meets with the Town Council and recommends semi-finalists; the Town Council selects finalists for on-site interviews
TBD
Background and
reference checks
• Baker Tilly completes background and reference checks on finalists (optional service) TBD
Interviews with
finalists
• Baker Tilly sends documentation for finalists to the Town Council
• The Town Council conducts interviews with finalists
TBD
Employment offer
made/accepted
• The Town Council extends employment offer to the selected candidate TBD

14 D. Unsuccessful recruitment
Information about the firm’s approach for recruitments that do not produce a viable candidate or the premature dismissal or resignation of the selected candidate.

Whether an unsuccessful recruitment or the premature dismissal for cause or resignation of the identified candidate, our approach is the same. It is imperative that our public sector executive recruiters fully understand your organizational culture, as well as the desired traits, attributes, and qualifications of the executive you desire to hire. Then, using our proven methods, strategies, proprietary tools, and approaches, we launch a comprehensive (local or national) marketing, recruiting, and outreach campaign to identify the most qualified professionals available. Our detailed approach for recruitment is mentioned in detail in Appendix C.

We pride ourselves on the nationwide relationships we have developed with local government professionals and the communities we serve. We are trusted to fully vet candidates and provide information on their experiences and credentials. Community information is detailed in the brochure and our one-on-one candidate interviews allow us to more fully explain the opportunities available in the community.

Previous placement tenure
Although we do not track the length of placement tenure, our firm is pleased that most of the candidates selected for leadership positions remain in their roles for at least five years. As an example, five years represents a good tenure for Town Manager and exceeds the two-year threshold indicated in the International City/County Management Association’s Code of Ethics. With Baker Tilly’s Triple Guarantee in place, you can be assured of the success of our recruitment process and have confidence in the selection of your Town Manager.

Successful search ratio
A successful search is one that allows our public sector executive recruiters to fully understand your organizational culture, desired traits, attributes, and qualifications of the executive you desire to hire.

Then, using our proven methods, strategies, proprietary tools, and approaches, we launch a comprehensive (local or national) marketing, recruiting, and outreach campaign to identify the most qualified professionals available. Success, therefore, is the placement of an individual who matches the qualifications outlined in the profile we develop, then this individual joining your organization, making an immediate and significant contribution, and staying with your organization for more than one year.

Based on the above definition, we believe that our success rate is an estimated 95% or higher. While we do not track placements beyond the one year required of our “Triple Guarantee,” over the past three years, we have honored our Guarantee (re-do a search free of professional fees) an average of four out of every 100 successful placements.

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

15 UNSUCCESSFUL RECRUITMENT

HIGHLIGHTS OF OUR GUARANTEE
Service Result
Commitment to your
recruitment until you select
a finalist
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.

Guarantee your executive
recruitment for 12 months
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.

16 E. Value for fees
A “not to exceed” fee for all the professional services and tasks described in the Scope of Work as well as a specific “not to exceed” amount for expenses related to the professional services.

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 Town of Portola Valley.

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 Town of Portola Valley’s objectives.

The Town’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.

In the event that multiple candidates are hired for the Town through the same search process and candidate pool, a percentage fee of the original contract per candidate will be negotiated.

We understand that budget considerations are crucial. While our pricing is fair based on estimated hours, we’re flexible. Let’s have an open conversation about the scope to find a solution, as we have done with other clients.

Feel free to direct all questions regarding the professional fee and project-related expenses to Carol Jacobs at [email protected] or +1 (949) 809 5588. This fixed fee price includes background checks, two on-site meetings and the community survey.

SERVICE TOTAL FEE
Recruitment services for Portola Valley’s
Town Manager $29,500

OUR TRANSPARENT, FAIR FEE ESTIMATE
Portola Valley 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 Town’s location for on-site interviews. Clients generally manage these matters directly with the finalists.

17 VALUE FOR FEES
Negotiating mutually acceptable terms and conditions
Per RFP Section V, we hereby take exception to Exhibit A Sections 3, 10, 11, 14, and 15 and Exhibit D Section 5. If selected, we will require the ability to propose additional terms and negotiate mutually acceptable revisions to these sections prior to executing a final contract

18 F. Additional activities
A list of any additional activities and/or techniques that might be helpful to incorporate into the recruitment and selection process and the specific cost for adding such services.

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

OPTIONAL SERVICES

SERVICE DESCRIPTION FEE

ADDITIONAL SERVICES AVAILABLE DURING THE SEARCH
Translation services for
printed materials
Professional translation of the brochure or survey into any world language is available for an additional fee.

Google Translate is not used; all translations are
performed by professionals.
$250 per
language
Translation services for
survey responses
Professional translation of the survey responses into
any world language is available for an additional fee.

Google Translate is not used; all translations are
performed by professionals. Up to 500 survey
responses.
$250 - $450
per language
Leadership/
management style
assessment
While recruitment is underway, the engagement team
will work with up to 10 subject matter specialists (SMS) who know what successful performance in the Town
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 Town. 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.
$215 base fee
plus $50 per
candidate
Other services
Baker Tilly will bill Portola Valley 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.
$350 per hour,
plus expenses

19 ADDITIONAL ACTIVITIES

OPTIONAL SERVICES

SERVICE DESCRIPTION FEE

POST-SEARCH SERVICES
Six-month check-in
A facilitated session allows the new Town Manager
and the Town 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.
$1,000
Executive coaching
Coaching can help improve communication,
leadership, prioritization and other skills needed for
peak performance. It also provides professional and
personal counsel to a new Town Manager. For a sixmonth 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.
$4,000
Performance evaluation
plan
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.
$12,000
Organizational review
A structured review of the organization’s structure
and function and identifies ways to increase efficiency and effectiveness. It is especially helpful for new
Town Managers because it provides an objective
agenda for improvement.

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

TBD
Strategic planning
A three to five-year plan to provide the Town
Manager and the Town Council the tools to make
progress on community needs.

TBD
Classification and
compensation study
services
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.

TBD

DELIVERING OPTIONAL SERVICES TO BENEFIT PORTOLA VALLEY
Portola Valley may benefit from the additional services we offer. No additional services will be billed without the express consent and agreement with the Town.

20 G. Hourly rates
The hourly rate at which the Town would be billed for any services that the Town might request outside the scope of the items in the RFP.

Delivering services above the standard — at standard hourly rates When you need us, we step in to help, even outside the scope of our engagement. If the service you need is out of scope, we’ll let you know and get your approval. Whenever possible, we’ll give you an estimate in advance, outlining the time and expense we believe we’ll need to achieve your objectives.

Any fees will be based on our standard rates shown below. Before we send a final invoice, we confirm that you’ve received the value you deserve.

STANDARD HOURLY RATES
Staff level Hourly rate
Managing Director/Director $415
Manager $275
Analyst $185

DELIVERING BEYOND THE STANDARD
When Portola Valley needs additional services, we're flexible and accessible, standing ready to serve your needs beyond the scope of our engagement.

21 Appendix A: Sample work
products

CITY MANAGER

CITY OF EVANS, COLORADO

THE COMMUNITY
Evans, Colorado, known as the “Queen City of the Platte” is a thriving Northern Colorado community, located in Weld
County, with a rapidly expanding population that exceeds 22,000. The City spans approximately 11 square miles and is located at the intersection of two major highways that promote its economic development: US 85 and US 34. Weld County is the third largest county in Colorado, covering approximately 4,000 square miles. It has an estimated
population of 348,987 and offers ample employment
opportunities in a variety of job sectors, including
healthcare, energy, education, small business, and many more.

Evans is less than an hour from downtown Denver and the Denver International Airport, facilitating easy travel to all parts of the country. Evans is also within an hour of the iconic Rocky Mountain National Park, with breathtaking
views of towering, snowcap mountains and abundant
wildlife which dominates the landscape.

Evans is growing due in part to its outstanding quality of life that includes a sunny climate with nearly 250 days of
sunshine annually and all four seasons. The City offers a wide choice of housing and schools plus year-round access to over 236 acres of parks and open space, including a dog park and several hiking and biking trails along the river.

Evans residents are minutes from award-winning
restaurants, breweries, museums, theaters, and a multitude of concerts and festivals throughout Northern Colorado.

Evans is proud of its multicultural heritage. The City has a median household income of approximately $66,026 and its median age is 30.5, trending significantly younger than the US median age of 38.9. There are 27 district-operated
schools and six charter schools in the Greeley-Evans School District 6, serving 22,000 students. Several nationally recognized universities are within driving distance, including the University of Northern Colorado, Colorado State
University, University of Colorado, Aims Community College, and Front Range Community College. There are many
technical and specialty schools in the area as well.

Evans offers a safe, family-friendly community which makes it a wonderful place to live, work, and play!

Vision Statement
“The City of Evans is an economically diverse, selfsufficient community providing a clean, safe, family friendly environment with growth oriented
infrastructure. We accomplish our vision with
strategic policies and partnerships and long range
plans necessary to maintain essential City
infrastructure and services.”

CITY GOVERNMENT
The City of Evans is a home rule municipality with a Council-Manager form of government. The City is divided into three wards. The City Council consists of seven elected members, one of whom is elected by the citizens as Mayor. The City Council sets policy, adopts ordinances and resolutions, and establishes an annual budget.

The City employs 115 full-time regular employees and up to 70 part-time, temporary, and seasonal employees.

The Police Department has 37 sworn officers, a full-time Animal Control/Community Services Technician, and three full-time civilian support staff. The Evans Fire Protection District was formed in 2011. While the District is a separate legal entity, they work along side the City, ensuring residents are provided the best in fire protection services. The District is governed by a Board of Directors, consisting of five non-partisan elected officials serving in staggered four-year terms. Riverside Library and Cultural Center, a partnership between the High Plains Library District and the City, opened in Fall 2014. It has become a destination library for the Evans community. The 18,500 square foot library is part of a joint use cultural center which is operated and maintained by the City. The City Council serves also as commissioners for the Evans Redevelopment Agency.

The City has a General Fund operating budget of $18 million, and a City-wide operating budget of $32.6 million.

View the 2022 City budget here.

THE POSITION
The City Manager is responsible for the efficient administration of all departments within the City as defined by the City organizational structure and City Charter. The City Manager directly oversees six positions: the Assistant City Manager, Administrative Services Director, Communications and Community Engagement Manager, Economic Development Director, Finance Director, and Police Chief. The City Manager department has a 2022 budget of $818,000.

Responsibilities of this position include:
• Provides leadership, mentorship, and supervision to department directors. • Recommends an annual budget to the City Council; administers the budget as finally adopted; and keeps the City Council fully advised as to the financial conditions and needs of the City. • Submits monthly financial reports to the City Council; prepares an annual report of the affairs of the City including a financial report.
• Analyzes problems, identifies solutions, forecasts consequences of proposed actions, and implements recommendations.
• Understands, prioritizes, and effectively manages City Council priorities and expectations. • Attends City Council meetings with the right to take part in discussions, but not to vote. • Establishes, subject to approval by the City Council, appropriate personnel rules and regulations governing officers and employees of the City.
• Ensures that all laws and ordinances are enforced.
• Provides ample notice of the expiration or termination of any franchises, contracts, or agreements, and ensures all terms and conditions are faithfully kept and performed. • Remains current in local government best practices, federal and state laws, community and economic development, water resources, and water rights.

LEADERSHIP OPPORTUNITIES
Community and Economic Development. The City Manager will support citywide neighborhood and district redevelopment, striving to attract new development and promote growth and transformation for attractive, thriving areas. Staff is currently overseeing a land use code update that is expected to continue into 2023; this update is intended to revisit standards and expectations for commercial development and redevelopment.

Infrastructure Development. Evans has raised the bar for ensuring wellmaintained infrastructure, including investments in streets, stormwater infrastructure, and wastewater treatment capacity. The City Manager will continue to support development in the City and warrant strong water rights for potable and non-potable water to sustain the City going forward.

As well, the City Manager will partner with the County when infrastructure projects are underway in the area.

Highway 85 Redevelopment. Redevelopment of the Highway 85 corridor is a priority project for Evans. As executive director of the Evans Redevelopment Agency, the City Manager will have an important role to play in guiding commercial recruitment and business development, including two properties owned by the Agency. Also, key is oversight of aesthetic improvements that have been planned for the Highway 85 urban renewal project area, with the support and input of the community.

Brand identity. Recognition of the City in a manner that promotes the City’s mission, vision, and values, and elicits a sense of community will be an important task for the City Manager. The City Manager will ensure that the City’s unique image works to attract new businesses and residents.

Police department. The City and the community have tremendous support of the police department and plans are underway to build a new police station. The City Manager will ensure completion of this project, while maintaining the positive relationship with the Evans Police Department.

Process improvement. The City Manager will determine which processes can be improved to provide high quality and seamless service delivery to residents. Regular communication and updates to the City Council, staff, and citizens help to ensure buy-in.

Education. The City Manager will continue to prioritize education and assist in the development and building of a new high school for local students when warranted. The City Manager will strive to improve Evans’ educational image and find ways to involve the community in the City’s educational outreach efforts.

EDUCATION AND EXPERIENCE
A Master’s degree in management, administration, business, or similar and ten years of progressively responsible experience in municipal government is required, or any combination of education, training and experience which would qualify for the position as determined by City Council. The successful candidate will be knowledgeable in local government best practices, have proven experience with economic development and redevelopment, have general knowledge of budgets, accounting practices, purchasing procedures, infrastructure maintenance, water and wastewater issues, contract administration, law enforcement, personnel issues, records maintenance, recreation programs, planning and zoning issues, and fire suppression/ prevention techniques.

DESIRED QUALIFICATIONS
• Effective, bold, and forthright communicator with the ability to deal with people in a positive manner; engages with staff and builds one-on-one relationships; has a strong ability to inspire, motivate, and instill confidence and pride in staff and leadership.
• Ability to establish and strengthen relationships with City Council, school board, county officials, local community groups, and neighboring municipalities; serves as a mediator between groups when needed. • Proven and successful visionary leader who upholds City values, leads by example, and inspires respect and trust.
• Strategic and innovative thinker who is approachable and responsive to all stakeholders; brings creative ideas to the table and presents complete information so City Council can make informed decisions; provides realistic expectations.
• Good fiscal steward that fosters and promotes a culture of accountability and transparency. • Functions as the face of the City; is involved in community events and makes connections with local businesses and industries; appreciates and celebrates the diversity of the community. • Diplomatic, apolitical, honest, confident, and with strength of character and ability to stimulate trust in government.
• Visionary with a strong track record with both economic development and redevelopment.

APPLICATION AND SELECTION PROCESS
We invite qualified professionals to submit a cover letter and resume by visiting our website at:
https://governmentjobs.com/careers/bakertilly
This position is open until filled; however, interested applicants are strongly encouraged to apply no later than September 6, 2022. First round virtual interviews will be held September 26-27 and final in-person interviews will be held on October 20-21. For more information, please contact Anne Lewis at [email protected] or by calling 703-923-8214
For more information about the City of Evans, visit https://www.evanscolorado.gov/.

The City of Evans is an Equal Opportunity Employer. The City does not discriminate against applicants or employees on the basis of race, color, religion, national origin, sex, age, disability, or any other status protected by law or regulation.

COMPENSATION AND BENEFITS
The City of Evans is offering an attractive hiring salary range of $180,000 - $210,000, commensurate with experience and qualifications. The competitive benefits package includes medical, dental and vision insurance (City offers 100 percent city-paid options for employee only coverage, dependent coverage available); city-paid life, short-term and long-term disability insurance and EAP; vacation, personal, and health leave; 10 paid holidays and one floating holiday; up to seven percent city contribution to 401(k) plan (three percent city contribution and up to four percent city match), three-year vesting schedule; car and cell phone allowance of $210 per pay period; up to $700 per year wellness program incentive; paid memberships to professional associations; and optional 457 deferred compensation, pre-tax Flexible Spending Account, Health Savings Account, and college savings plans; on-site City fitness center, and supplemental life, accident, and cancer insurance. The City Manager is required to live within the City limits. Relocation is negotiable. 8219 Leesburg Pike, Suite 800
Tysons, VA 22182
703-923-8300
bakertilly.com

CITY MANAGER
Paris, Texas

PUBLIC SECTOR EXECUTIVE RECRUITMENT

The Community
Paris, located in Northeast Texas, is a city that
exudes charm, warmth, and a rich sense of history.

Known for its friendly atmosphere and small-town
appeal, Paris boasts an enviable location in the
heart of Northeast Texas, offering easy access to
major cities like Dallas, Fort Worth, and
Texarkana. This central location makes Paris a
convenient base for both businesses and residents
who appreciate the charm of small-town living with
the benefits of proximity to urban centers. The city
is also surrounded by natural beauty, with parks,
lakes, and outdoor recreational opportunities that
make it a haven for nature enthusiasts.

Additionally, Paris is a community where neighbors
know each other by name and where a sense of
belonging is woven into the very fabric of everyday
life. Paris is a city that proudly celebrates its
heritage while embracing the future. From the
iconic Eiffel Tower replica topped with a red
cowboy hat to the historic downtown square, Paris
offers a blend of the old and new. The community
is known for its welcoming spirit, with residents
who are deeply invested in maintaining the city’s
unique character while fostering a vibrant, inclusive
environment for all.

The City of Paris offers a wealth of economic
development opportunities for businesses and
entrepreneurs alike. With a strategic location near
major highways and a robust infrastructure, Paris
is well-positioned for growth. The city has a diverse
economy, with thriving industries in manufacturing,
healthcare, education, and retail. Paris is
committed to supporting local businesses and
attracting new investment, offering a range of
incentives and resources to foster economic
growth. The Lamar County Chamber of Commerce
and the Paris Economic Development Corporation
are active partners in this endeavor, working to
ensure that Paris remains a dynamic place to live,
work, and do business.

At the heart of Paris is its 24,476 residents who
are resilient, welcoming, and proud of their city.

The community is diverse, with a blend of longtime residents and newcomers who have chosen Paris for its quality of life. The residents
of Paris are known for their hospitality,
volunteerism, and civic pride. Whether it is
through participation in local events, supporting
small businesses, or engaging in community
initiatives, the people of Paris are deeply
committed to making their city a better place for
all. Additionally, Paris takes pride in being a
safe and secure community. The city’s police
and fire departments are highly trained and
dedicated to ensuring the safety and well-being
of all residents. Paris has a low crime rate
compared to cities of comparable size, making it
an ideal place to raise a family, retire, or start a
new chapter in life. Community programs,
neighborhood watch initiatives, and strong
community-police relationships further enhance
the sense of security that residents enjoy.

Paris, Texas is more than a place to live, it is a
place to thrive. Whether it is looking for a place
to start a business, raise a family, or simply
enjoy a high quality of life, Paris offers the
perfect blend of opportunity, safety, and
community. For more information about the
community, visit: https://distinctivelyparis.com/.

The Organization
The City of Paris operates under the council/
manager form of government. Consistent with this
structure, citizens elect seven City Council
members. Following an election, the City Council
selects a Mayor and Mayor Pro-Tem from its
members. The City Council hires a City Manager to
direct the operations of the city and serve as chief
administrative officer, responsible for implementing
the council-established goals, priorities, policies,
and initiatives. The City Manager also ensures the
financial transparency, accuracy, and integrity of
the city, while representing the best interests of the
residents, implementing City Council adopted
policies, and supporting the City Council’s stated
strategies for advancing the community. The
General Fund Budget for Fiscal Year 2024-2025 is
$29,616,550, and the Water & Sewer Fund Budget
is $20,987,300. With the support of 324 Full-Time
Equivalent employees the City Manager will have
an opportunity to make a lasting impact on a city
with a rich history and an exciting future. For more
information about the City of Paris, TX, visit
www.paristexas.gov.

The Position
The City Manager, as chief executive officer, plays a pivotal role in shaping the future of the City of Paris, Texas. As such, the City Manager oversees the effective, efficient, and responsive administration of city services, drives economic development, and ensures that all city programs and operations align with the goals established by the City Council. Reporting to the City Council, the City Manager oversees all city operations, leads a resolute team of professionals, including a Deputy City Manager, HR/Civil Service Director, Assistant City Manager, Police Chief, and Fire Chief, and collaborates closely with the Council, and all stakeholders to achieve the city’s strategic goals. Additionally, the City Manager is responsible for:
• Development and implementation of policies and initiatives that align with the City Council’s vision and the community’s needs.
• Economic development to foster a business-friendly environment that attracts new investments and supports local enterprises.
• Community engagement to build strong relationships with residents, business leaders, and stakeholders to ensure transparent and responsive governance.
• Operational excellence and supervision of city departments to ensure efficient and effective delivery of services.
• Financial stewardship and management of the city’s budget and resources, while ensuring long-term sustainability.
• Interacts with the public as a spokesperson and ambassador for the city. • Performs other duties as prescribed by the City Charter or directed by the City Council.

Leadership Opportunities
The City Council has established the following goals and opportunities for the new City Manager:
• Enhance the City’s relationship with key state and county representatives. The City Manager will maintain positive and productive relationships with other cities, Lamar County, the Paris Economic Development Corporation, the Council of Governments, State of Texas, and the community at large. • Economic development through business development and retention planning. The City Manager will work closely with the Paris Economic Development Corporation, the Paris Chamber of Commerce, the school districts, Lamar County, and Paris Junior College and other regional economic development partners to position Paris for tax base expansion and diversification, job growth and the development of additional community amenities.
• Promote long-term growth in the community. The City Council has established code enforcement and community beautification, including downtown redevelopment, as high priorities and will expect the City Manager to leverage city and external resources to address litter, dilapidated structures, tall grass and weeds, sign violations and other nuisance abatement initiatives. • Retain citizens by developing and implementing strategies to enhance citizen satisfaction and community engagement, which includes improving public services, economic development opportunities, enhancing public safety and creating initiatives that promote a sense of belonging and pride in the community.
• Continuously enhance infrastructure by addressing deteriorating and/or substandard roadways and streets, making recommendations to the City Council in a timely manner and effectively administering approved funds. The City Manager will build and maintain a positive relationship with TXDOT to address state highways running through the city.
• Assess the organizational structure of the municipal organization to include senior staffing, interdepartmental relationships, and adherence to the strategic plan and related goals and objectives.

The Manager will ensure that exceptionally talented and effective directors are in place for each of the City’s operating departments and divisions.
• Evaluate the organizational climate and ensure that policies and procedures are in place and enforced to provide a positive and results- oriented environment, recognizing respect for and dignity of all employees, regardless of level within the City.

Education and Experience
This position requires a bachelor’s degree from an accredited college or university in public administration, engineering, business administration, finance, marketing, or a closely related field, and a minimum of ten (10) years related professional experience in a comparable or larger organization as a Director, Assistant City Manager or comparable leadership role. A master’s degree in public administration, and Certification as a Credentialed Manager by the International City/County Management Association (ICMA) preferred but not required.

Desired Capabilities
The City of Paris seeks a visionary, progressive, dynamic, approachable, and politically astute City Manager, whose experience, and expertise includes infrastructure management; strategic planning; utilities coordination and oversight; budget preparation, monitoring and administration; financial reporting; economic development; organizational branding and marketing; and community engagement. The selected candidate will offer skills, traits, and attributes consistent with, but not limited to, the following:
• A contagious passion for effective service delivery, effectiveness, efficiency, and responsiveness in managing the day-to-day operations of the City and the delivery of services to the community. • An open, honest, confident, and approachable professional, who communicates effectively, both in oral and written forms, and who equitably communicates with members of the City Council, employees, businesses, private and public entities, and residents in a respectful and productive manner. • An employee engagement and recognition champion who inspires staff, models excellence, supports employee and organizational development, and is transparent, honest, approachable, collaborative, and “walks the talk.”
• An adept team builder and team leader, who can maintain, and when necessary, repair relationships with the constituency in a cooperative and respectful manner, acknowledging and respecting the community and organizational traditions, while demonstrating a commitment to moving the City forward in a positive and progressive manner.
• A proven record of procuring and effectively managing specialized resources to continuously improve service delivery in areas such as wastewater management and service delivery efficiencies. • Proficiency in managing all matters concerning municipal government and intergovernmental cooperation.

The City of Paris desires to hire a dynamic leader with the vision, experience, and commitment to guide the city into a prosperous future. Additionally, this individual must understand the unique character of Paris and must be committed to continuously enhancing the quality of life for all who call Paris home.

Application and Selection Process
We invite qualified professionals to submit a cover letter and resume by visiting our website at:
www.governmentjobs.com/careers/bakertilly
Application review begins on September 30, 2024. This announcement will remain posted until the city selects a finalist. For more information, please email [email protected] or call 214-842-6478.

The City of Paris is an Equal Opportunity Employer and values diversity at all levels of its workforce.

In accordance with the Texas Public Information Act, all documents and information related to this recruitment process may be subject to public disclosure.
17 Cowboys Way, Suite 800 | Frisco, TX | 972-748-0300 | bakertilly.com Compensation and Benefits
The City of Paris offers a market-competitive total rewards package, which includes a base salary range of $165,000 - $185,000. The City will negotiate a vehicle allowance, employment agreement and relocation assistance with the successful candidate. Additionally, the city offers an outstanding medical, dental, vision and life insurance package, and participation in the Texas Municipal Retirement System. According to the City Charter, the City Manager must reside within the corporate limits of the city within six months of employment.

CITY MANAGER

CITY OF FERNLEY, NEVADA

PUBLIC SECTOR EXECUTIVE RECRUITMENT
First Review of Applications: June 16, 2023

THE COMMUNITY
Fernley, Nevada (est. pop. 23,511), nestled in Northern Nevada boasts a charming small-town lifestyle just 30 minutes from the Reno-Spark metropolitan area. With boundless outdoor adventures such as fishing, hunting, boating, camping, mountain biking, rock climbing, hiking, and extensive open land for ATV enthusiasts, Fernley is the perfect place for anyone seeking an active and fulfilling lifestyle. Fernley has one of the most popular 4th of July celebrations in Northern Nevada, and it offers small town pride with a huge heart that radiates through events like local high school sports victories and celebrations of local heroes.

The City of Fernley and its surrounding communities offer a wide range of exciting activities including multiple bowling alleys, movie theaters, arcades, go-kart tracks, and mini-golf courses. In addition, Fernley boasts a plethora of casinos, and the area offers numerous opportunities for a Wild West experience such as horseback riding, livestock raising, mineral mining, crop farming, railroading, and cattle herding.

Fernley takes pride in its exceptional school system, which is highly regarded for serving the needs of the City's residents. The Lyon County School District operates six schools in Fernley, including three elementary schools, one middle school, one intermediate school, and one high school. Fernley High School offers a comprehensive curriculum that includes Advanced Placement courses, vocational education programs, and a diverse range of extracurricular activities such as sports teams and clubs. The school district is committed to student success and has implemented several initiatives, including early literacy programs and college and career readiness programs, to support students’ academic and personal growth. The district also provides support services for students with disabilities and English language learners. Visit here for more school details. Overall, Fernley's school system is committed to providing a high-quality education for its students and preparing them for success in college and beyond.

With a superb school district, an impressive array of entertainment options, and a perfect balance between work and play, Fernley truly offers the best of all worlds.

Community Vision Statement
By 2040, Fernley is a community that:
• Is vibrant, safe, friendly, and family-oriented with a high quality of life and engaged residents
• Has a strong local economy and abundant amenities for residents • Has a financially stable City government

THE ORGANIZATION
The Fernley City government is a hybrid
form of government which allows City
residents, through the City Council to
control the direction of the City
government, while ensuring administration
of City functions. As illustrated by the
organizational chart, at the top are the
citizens who elect the Mayor and the City
Council. The Mayor appoints the City
Manager, City Attorney, City Clerk, City
Treasurer, and Municipal Court Judge with
confirmation by the City Council. All other
City employees are hired by the City
Manager. The City employs 73 FTEs, 15
union employees, and has a proposed FY
2024 budget of $37 million.

MISSION STATEMENT
It is the mission of the City of Fernley to facilitate the responsible and orderly growth of the community and to see that quality municipal services are provided in the most professional, efficient, and cost-effective manner.

VALUES
Values state what we stand for as an organization and how we approach our relationships with the community.

The elected officials and staff of the City of Fernley commit to serving the community with the following values:
• Respect. We treat all with dignity and fairness
• Integrity. We act with the highest ethical and professional standards • Accountability. We take ownership and responsibility for our actions • Transparency. We actively communicate our plans, decisions, and actions to the community

THE POSITION
Appointed by the Mayor with consent of the City Council, the City Manager exercises direct supervision over a diverse array of staff members including management, supervisory, professional, technical, and administrative support personnel. The City Manager performs high-level administrative, technical, and professional work directing and supervising the administration of City government under the general direction of the Mayor and City Council. Serving at the direction and pleasure of the Mayor, the City Manager plans, organizes, integrates, directs, administers, fiscally controls, reviews, and evaluates the activities, operations, programs and services of the City of Fernley; ensures development and execution of the City’s annual budget, goals and work plans; represents the City’s interests with other levels and agencies of government; effectively serves the needs of the community at large and business interests, while complying with applicable laws and regulations.

Essential responsibilities include:
• Develops, evaluates, and implements administrative policies and procedures to meet the Mayor and City Council goals and objectives; supervises the performance of City departments; directs the establishment of standards, goals, and objectives and evaluates the performance of departments; coordinates the activities of the various City departments to ensure timely, efficient, and effective delivery of programs and services.
• Selects, directs, develops, and evaluates management personnel and other staff; instructs and trains staff and provides training programs to enhance the capabilities of staff and improve the delivery of services; listens, responds to, and resolves employee problems, concerns, complaints, and grievances; administers discipline for inadequate performance and/or improper behavior. • Negotiates and/or supervises the negotiation of all City contractual agreements subject to the limitations of law and contractual policies; administers and enforces agreements. • Oversees the development of the annual City budget for approval by the Council; monitors expenditures to ensure compliance with budgets; accounts for variances between projected and actual expenditures, initiates remedial action, and reports significant variances to the Council. • Analyzes proposals regarding policies, programs, and services and develops recommendations to the City Council; analyzes information pertaining to City services and operations including policies, programs, methods, budgets, staffing, organization, and capital needs; writes reports and correspondence for government agencies, members of the community, and the City Council.

THE POSITION (continued)
• Administers the preparation of Council meeting agendas; attends Council meetings; makes oral and written presentations to the City Council and to other public and private groups; provides information to the news media and the public regarding City operations; represents the City with other government agencies and in meetings with the public.
• Analyzes proposed legislation and administrative regulations for their impact on City operations; reviews and makes recommendations to the Council regarding legislative activities; participates in the lobbying process by presenting oral and written testimony to appropriate bodies. • Provides direction and support to staff including advice and consultation to the Mayor and members of the City Council; receives, investigates, and resolves complaints and concerns regarding City programs, services, and facilities; acts as liaison with cities, counties, regional, state, and federal agencies on a broad range of matters.
• Assists the Mayor and City Council in the development of overall goals of the City; provides leadership and direction in the development of short- and long-range plans for achieving overall goals; collaborates with the Mayor and City Council and others to develop community and economic development plans. • Administers the City’s personnel system including classification, compensation, benefits, recruitment and selection, and personnel policies.
• Informs the Mayor and City Council of operational problems, offers solutions, and seeks advice and counsel on alternatives.
• Responds to media inquiries.
• Responds to and resolves difficult and sensitive inquiries from citizens and City employees. • Works cooperatively with appointed positions to serve the best interests of the City. • Serves as the Risk Manager.
• Regularly attending work on-site is an essential function of this position. Occasional remote work may be permitted at the discretion of the Mayor.

LEADERSHIP

OPPORTUNITIES
Community Response Resource Center
(CRRC) Project. Fernley Community
Response and Resource Center is a
collaborative project led by the City of
Fernley which includes the Boys and Girls
Club of Truckee Meadows and Fernley
Community Foundation. With plans
progressing for the construction of CRRC,
the City Manager will need to drive the
success and completion of the project.

Strong leadership culture. The City
Manager has an opportunity to build a
collaborative high-performing team and
create a positive culture, through leading by
example, guiding, directing, coaching,
challenging, inspiring and motivating staff to
reach higher levels of performance,
providing training and development,
performance management, rewards and
recognition and holding all staff accountable
to achieve organizational goals and City
vision.

Development and increased and diverse
revenue streams. The City Manager will be
tasked with ensuring the City is engaged in
public-private partnerships and
implementing business-friendly policies to
encourage growth for sustainability of City
operations. The City Manager will need to
promote and be attentive to land use and infill infrastructure possibilities and take on bigger picture items of the City’s future and
head up those programs—water rights,
utility rates, emergency management. Other
opportunities for revenue include advocating
for Fernley’s fair share of consolidated tax
funds and pursuing various grants.

Efficiency study, strategic plan,
comprehensive plan. City Council has an
existing strategic plan and efficiency study
outcomes which set the priorities for the City
in broad, general objectives. The City
Manager should have action items that
support the vision of City Council and
provide regular progress updates. The City
Manager will also need to update the
comprehensive plan.

The successful candidate will be a generalist, policy leader, and human relations expert committed to excellence in public service. The City Manager will be a politically responsible, effective policy executive who can acquire and utilize local and regional resources to resolve community problems and capitalize on community opportunities. As such, must be able to relate to and work with adjoining regional jurisdictions and state agencies in an open, honest, and cooperative manner. Must have demonstrated success in negotiating and implementing fair and mutually beneficial cooperative and regional service agreements with local governments and other agencies. The City Manager must have considerable knowledge of the City and possess the interpersonal and analytical skills necessary to effectively deal with the problems and opportunities confronting the community.

The City Manager will lead with integrity, be humble, honest and of good moral character with a strong work ethic, true sense of honor and good sense of humor. The City Manager will be a planner and problem solver, a delegator and doer and hold self and staff accountable. Must have clear communication skills and strong relational and public relations with all parties and an ability to be apolitical.

The City Manager will have knowledge of the principles and practices of management and supervision, public budget preparation and administration, public personnel administration, and employee relations; and laws and regulations which pertain to City operations, services, and programs.

The City Manager must possess a personality that can communicate the City Council’s goals and needs to the City’s employees and the residents of Fernley. Must be a charismatic relationship builder who is positive, energetic, and prepared to motivate employees and have demonstrated
success in dealing with staff fairly and openly. The successful candidate should demonstrate strong team-building skills and a commitment to selecting and retaining well-qualified, creative, and energetic staff. Must have demonstrated success in providing equal employment opportunity and training
programs for staff. Must have demonstrated ability to manage and tactfully resolve employee-related conflicts.

Additionally, the City Manager will have the ability to:
• develop policies and goals consistent with Council
directives;
• effectively administer projects and operations consistent with City policies and goals;
• supervise, plan, direct, and evaluate the work of all staff; develop, motivate, and supervise management staff;
• work effectively under the pressure of deadlines, conflicting demands, and emergencies;
• establish and maintain effective working relationships with all levels of City staff, elective and appointive bodies, and members of the general public;
• gain cooperation through discussion and persuasion;
• collect, interpret, and evaluate narrative and statistical data pertaining to policy, fiscal, and operational matters;
• analyze policies, regulations, projects, activities, and methods; • project the consequences of proposed actions; select alternatives; • implement administrative policies and work programs consistent with regulations and with City policies and goals;
• understand, interpret, and apply laws and regulations; • present findings, recommendations, and policies to individuals and groups in an understandable and persuasive manner; and,
• communicate effectively in writing on matters related to department policies, funding, and operations.

DESIRED CAPABILITIES

APPLICATION APROCESS
Qualified candidates please submit your cover letter and resume online at https://governmentjobs.com/careers/bakertilly
This position is open until filled; however, interested applicants are strongly encouraged to apply no later than June 16, 2023. For more information, please contact Yolanda Howze at [email protected] or by calling 312.240.3401.

The City of Fernley is an equal opportunity employer. In compliance with applicable disability laws, reasonable accommodations may be provided for qualified individuals with a disability who require and request such accommodations.

For more information about the City of Fernley, visit: cityoffernley.org.

COMPENSATION AND BENEFITS
The salary range for this position will be $113,025.44 - $161,464.92. The City of Fernley offers a comprehensive benefits package which includes personal time off, medical, dental, and vision insurance benefits, short-term and long-term disability, AD&D, life insurance, and retirement benefits. 205 North Michigan Avenue, 28th Floor | Chicago, IL | 312-729-8000 | bakertilly.com

EDUCATION AND EXPERIENCE
Qualified candidates will possess a bachelor’s degree in business or public administration and a minimum of five (5) years of City or other public agency administrative experience including responsibility for management of staff and programs or an equivalent combination of education, training, and experience may be considered.

Possession of a valid Nevada driver's license in compliance with Nevada law. Must reside within the City limits within one year of starting employment as the City Manager.

PUBLIC SECTOR EXECUTIVE RECRUITMENT

CITY MANAGER

CITY OF MIDLAND, TEXAS
Application Review Begins: Monday, May 15, 2023

THE COMMUNITY
Midland is a city located in the western part of the state of Texas, in the United States. With a population of 138,938, Midland is the 25th largest city in Texas. Founded in 1881 as a stop on the Texas and Pacific Railway, Midland has since grown to become an important center for the oil and gas industry, as well as a hub for transportation and logistics, and is also home to several parks, museums, and cultural attractions, including the Permian Basin Petroleum Museum, the Museum of the Southwest, and the Sibley Nature Center. In recent years, Midland has experienced a period of rapid growth and development, driven largely by the oil and gas industry. This has led to a boom in construction, as well as an influx of new residents and businesses.

With a median age of 31.4 years, the City of Midland, TX is a diverse and dynamic community with a strong sense of pride in its history and a commitment to its future. The City is home to a wide range of people, including families, young professionals, retirees, and individuals from a variety of ethnic and cultural backgrounds. One of the defining characteristics of the community in Midland is its strong connection to the oil and gas industry, which has been a driving force behind the City's growth and prosperity.

In addition to its ties to the energy industry, the Midland community is also known for its commitment to education and innovation. The City is home to a number of excellent schools and colleges, as well as a thriving startup ecosystem that is helping to drive the development of new technologies and businesses. The City is also proud to be the hometown of former First Lady Laura Bush and the former home of two U.S.

Presidents, George H.W. Bush, and George W. Bush. Midland is a vibrant and dynamic City with a rich history, a bright future, and a great place to live, work, and raise a family. Click here to learn more about Midland, TX.

VISION
Midland 2023
Is a GROWING URBAN CENTER in Texas,
With a HEALTHY ECONOMY and A VIBRANT
DOWNTOWN.

We enjoy GREAT LIVING, ABUNDANT LEISURE
OPPORTUNITIES, and EFFECTIVE
TRANSPORTATION/EASY MOVEMENT through our
City.

Our diverse Midland Community WORKS TOGETHER
for a bright sustainable future,
our City is A RECOGNIZED LEADER.

MISSION
WE, the employees of the City of Midland,
are PASSIONATE and ENERGETIC about the service
we provide
to EACH OTHER and OUR COMMUNITY.

GUIDING PRINCIPLES

1. Demonstrate INTEGRITY, RESPECT and VALUE
everyone.

2. Exhibit PROFESSIONALISM by being
ACCOUNTABLE and DEPENDABLE.

3. Exercise COOPERATION through a DEDICATION
to serve others.

THE ORGANIZATION
The City of Midland, TX has a council-manager
form of government. The City Council is the
governing body of the City and is composed of a
mayor and six council members who are elected
by the citizens of Midland.

The City Manager is appointed by the City
council and is responsible for the day-to-day
administration of City operations. The City
Manager oversees all City departments and
employees and works closely with the council to
implement policies and initiatives.

In addition to the council and City Manager, the
City of Midland has several boards,
commissions, and committees that are
responsible for advising the council on various
issues. These include the Planning and Zoning
Commission, the Parks and Recreation
Commission, among others.

The City of Midland also operates several
departments that provide services to residents,
including the Police Department, Fire
Department, Engineering Services &
Transportation Department, and Water Utilities
Department, among others.

The City has a AAA Rating, based on its history
of financial stability, fiscal management policies,
transparency and accountability. With a council
approved FY2023 Budget of $380 million and
1186 Full-Time Employees, the City continues to
implement strategies that highlights and drive the
community’s vision and the Council’s goals to
better service the community. Overall, the City of
Midland has a strong and effective system of
government that is designed to ensure that the
needs of its residents are met and that the City
continues to grow and prosper in the years
ahead.
138,938 $380M AAA 1,186
City Population 2023 City Budget Credit Rating City FTEs

THE POSITION
Appointed by the City Council, the City Manager is the City’s chief administrative officer responsible for planning, managing operations, and leading a highly skilled city employee workforce to achieve goals established by the City Council and consistent with the City’s vision, mission, guiding principles and priorities.

With an annual departmental budget of $1.5M and the responsibility of supervising a Deputy City Manager, Assistant City Manager, Utilities, and Police Chief, the City Manager ensures that all employees, in all departments/divisions/sections or units of the City, deliver effective, efficient, responsive, and innovative services to the residents and visitors, while consistently and visibly engaging with the community.

Additionally, the City Manager attends all council meetings, prepares, submits, and administers the City’s annual budget and capital program, manages the implementation of the City’s Comprehensive Plan, reports to the City Council on the City’s financial health and administrative activities, and keeps the City Council fully informed of the City’s financial conditions, future needs and recommends viable solutions and recommendations, based on “best practices” and the best interest of the community, and the organization.

DESIRED CAPABILITIES
The City Council desires to hire a visionary, progressive, and strategic leader who can communicate effectively, work collaboratively, and lead a team of resolute public service professionals as its next City Manager. This proficient manager is a servant leader with a record of successfully managing a complex, multi -faceted, and effective municipal organization with changing priorities, and outstanding organizational opportunities. Additionally, the Council desires to hire a professional public sector executive who is proficient in municipal government administration and operations and 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. The new City Manager must possess a verifiable record of integrity, ethical behavior, and personal accountability. Furthermore, the next City Manager will bring outstanding people skills, selfconfidence, and the ability to listen to, and embrace, divergent perspectives.

The City Council expects that the new City Manager must also respect the community and organizational traditions and values, yet also demonstrate a commitment to lead the organization forward in a positive direction, while planning and projecting for the future. In addition, the next City Manager must be approachable, and receptive to modern technologies, innovative, transparent, inclusive, and a champion for the establishments and expansion of partnerships with an active and engaged citizenry.

LEADERSHIP OPPORTUNITIES
The new City Manager will have an
opportunity to lead initiatives that correlate
with the three Strategic Pillars identified by
the Mayor and Council, which are to improve
the City’s Parks System by implementing key
projects, develop a long-term funding
strategy for the City’s Capital Improvement
Plan, strengthen communication with internal
and external stakeholders, preserve and
protect water and water rights, identify and
support programs that can provide funding
options and resources to address
transportation needs, support programs
which promote economic growth, and
preserve and protect home-rule municipal
authority including development standards
and processes.

Downtown Redevelopment: The City Manager
will work closely with city officials, community
leaders, and other stakeholders to review,
develop, implement, and continuously improve
the city’s effort to revitalize the Downtown
Midland. This may include the creation, revision,
or update to the comprehensive redevelopment
plan, which address infrastructure, zoning,
economic incentives, and attracting new
business.

Service Delivery Excellence: The City Manager
will communicate clearly, concisely, and
effectively with each member of the city council
and will have an opportunity to listen to each
council member, with a full understanding of the
nature of the council-manager form of
government, with transparency in actions and
decisions and always with the best interest of the
community in mind, and continuously improve
service delivery, efficiencies, and procedures.

Water Resources and Long-Term
Infrastructure Plan: Provide leadership in the
negotiations and possible sale of bonds to
purchase the Midland Freshwater Supply District
assets to increase the storage of water and
ensure additional water supply for the City while
identifying saving opportunities relating to
overhead expenses. Additionally, the new City
Manager will provide leadership in the West
Texas Water Partnership, along with other area
municipalities, to strategize long term water
resources.

Quality of Place Improvements: Lead
conversation with internal and external
stakeholders about ongoing Quality of Place
improvements necessary for the overall health
and well-being of Midland residents. This
includes a review of the Parks, Recreation and
Open Space Master Plan, the execution of an
irrigation and turf pilot program at four city parks,
and the conversion of two soccer/football fields to
artificial turf. Other projects include a long-term
master plan developed for Senior Services.

MAINTAIN THE CITY’S STRONG FINANCIAL
STABILITY: Continue to evaluate major revenue
streams for General Fund, specifically major
revenues such as sales tax, property tax, and
franchise fees to update the city’s Capital Plan,
review, update and ensure the City’s long-term
financial plan.

COMPENSATION AND BENEFITS
The City of Midland offers a generous, market competitive total compensation package that includes a base salary in the $245,000 - $367,500 range, and a benefit package that includes two (2) medical plans, a Wellness Center that provides basic medical services to employees and dependents enrolled in the group health plan at no cost, optional dental, optional vision, 457(b) deferred compensation, enrollment in the Texas Municipal Retirement System (7% require contribution, matched 2:1 by the city), Flexible Spending Account, $100,000 basic life insurance at no cost to the employee, plus the option to purchase additional life insurance for self and dependents, Long Term Disability, Employee Assistance Program, Paid Holidays, eligibility to enroll in the Midland Municipal Employee Credit Union, Longevity Pay, Tuition Reimbursement, Sick Leave Bank, and Midland Municipal Employee Scholarship Fund. Relocation assistance may be available.

A bachelor’s degree, from an accredited college or
university, in business administration, public
administration, political science, or a closely related field and a minimum of ten (10) years closely related
experience required. A Masters Public Administration,
at least five (5) years of leadership experience
(department director, assistant City Manager or City
Manager) or comparable professional experience, and
International City/County Management Association
(ICMA) credentials preferred.

EDUCATION
AND

EXPERIENCE

APPLICATION AND SELECTION PROCESS
We invite qualified professionals to submit a cover letter and resume by visiting our website at:
https://www.governmentjobs.com/careers/bakertilly/
This position is open until filled; however, first review of resumes occurs on May 15, 2023.

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 inperson) 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 [email protected] or call 214-842-6478.

The City of Midland does not discriminate on the basis of race, religion, color, national origin, sex, disability, or age in its programs, activities, and services.
5440 West 110th Street | Overland Park, KS

| 816-333-7200 | bakertilly.com

ENTITY, STATE
EXECUTIVE RECRUITMENT – TITLE
2024© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION.

THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY ADVISORY GROUP, LP Due Diligence Form
Name:

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

2. If selected for the Title 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 Entity?

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 a licensing agency? If so, please explain. Yes No

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 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 No

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

7. Do you know of any leadership or management issues with your performance, including letters of discipline in your personnel file, and/or have you ever been the subject of a performance improvement plan? If so, please explain. Yes No

8. 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 No

9. 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 later, including past or current litigation? If yes, please explain.

Yes No

10. Have you ever been the subject of media reports, social media postings, or blogs 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 No 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.

Typed Signature Date

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.

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

Competency Summary
The Candidate's References rated them on the extent to which they display job-specific behaviors, which are grouped into competencies.

Never Observed Always Observed
Overall Average
Rating
1 All References
Managers
2 3 4 5 6 7
Avg Rating
Leadership
All References
Managers
1 2 3 4 5 6 7
Managing Others
All References
Managers
1 2 3 4 5 6 7
Professionalism
All References
Managers
1 2 3 4 5 6 7
Interpersonal Skills
All References
Managers
1 2 3 4 5 6 7

Problem Solving and
Adaptability
All References
Managers
1 2 3 4 5 6 7
Personal Value Commitment
All References
Managers
1 2 3 4 5 6 7
Ability to Work Remotely
All References
Managers
1 2 3 4 5 6 7
Reference Comments
Each Reference had the option of entering open-ended comments on the Candidate’s work-related strengths and areas for improvement.

Strengths

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.

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.

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.

Absolute integrity and candor. Committed to team-oriented selfless service. Calm, steady demeanor that instills confidence and reassurance to teammates even in challenging situations.

Champion of change (for the better), collaborator with all stakeholders in making any decision, and integrity at the highest level Highly dedicated to the organization. Not afraid to tackle difficult tasks or personnel. Integrity 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
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.

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.

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.

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.

This is a tough one. Candidate is a strong, dedicated team-player who is intellectually agile, forward thinking and pragmatic.

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

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.

Comments are verbatim as provided by
References.

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

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

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.

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.

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.

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

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.

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.

Do you have an opinion about why s/he is considering a move at this time? 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.

I do not.

Based on what she has advised, this move is so that she can be close to where her children are stationed in the military.

Made a tough decision to leave previous job and now looking to move into a more fulfilling job/position.

Candidate is looking for a fresh start and an opportunity that will allow her to bring success to the selected city.

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

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? Nothing, candidate is a consummate professional of high integrity and moral fiber that has been a great servant to her country.

I am not.

Absolutely not. Candidate is of impeccable moral character.

No.

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

No. Candidate's integrity and background are beyond reproach.

No
Baker Tilly has elected to feature Reference responses as average ratings on this report. Page 4 of 4

8219 Leesburg Pike Suite 800 ● Tysons, VA 22182 ● 703.923.8300 ● www.bakertilly.com

PRESENTED TO

SAMPLE CITY, USA

FINALIST REPORT

C I T Y A D M IN I STR AT O R
DATE

THE INFORMATION CONTAINED WITHIN

IS PRIVATE DATA AND IS NOT INTENDED

FOR PUBLIC DISTRIBUTION

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

RECRUITMENT BROCHURE

INTERVIEW SCHEDULE

INTERVIEW GUIDE

Interview Guide
Introduction
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.

Legal Issues
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.

Summary of Protected Classes
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.

Illegal Interview Questions to Avoid
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.

Interview Guide

1. National Origin/Citizenship
· Avoid questions about where the applicant or the applicant’s parents were born. · Avoid inquiries about an applicant’s name such as asking the derivation of one’s last name.

2. Age
· 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.

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.

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

Interview Guide
Suggested Questions
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.

Interviewing Techniques
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.

Interview Guide
Additional Questions
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
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.

CANDIDATE EVALUATION FORM

SAMPLE CITY – CITY ADMINISTRATOR

CANDIDATE EVALUATION FORM

COMPETITIVE FACTORS
Candidate
Community/Stakeholder RelationsOrganizational
Leadership
Managing
Change
Financial
Acumen
Transferable
Knowledge and Skills
Other
(specify)
Moving Forward?
(Yes /No)

N Q S N Q S N Q S N Q S N Q S N Q S Y N

COMPETITIVE FACTORS
Community/Stakeholder Relations: Has
experience building relationships and in
facilitating community processes that
demonstrate outreach and inclusion of key
stakeholders
Managing Change: Evidence of a systemic, big
picture approach to problem solving; experience
transforming organizations and thinking outside
of the box
Transferable Knowledge and Skills: Knowledge and skills are transferable to the organization; the candidate brings new experiences of benefit to the organization
Organizational Leadership: Experience
working for or with a governing board; aligns
the organization with strategic goals
Financial Acumen: Has a strategic
understanding of operational and capital budgets
and plans for the organization’s long-term
financial health
Other (please specify): ________________________________________________________________________________________________________________________ Key
Not
Qualified Qualified Superior
N Q S

CANDIDATE 1 – NAME

COVER LETTER AND RESUME

SAMPLE CITY
EXECUTIVE RECRUITMENT – CITY ADMINISTRATOR
PAGE 1
2022© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION.

THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP Candidate Questionnaire
Name Click here to enter text. Primary
Phone Click here to enter text.

Email Click here to enter text.

Education Click here to enter text.

Certifications /
Specialized
Advanced Training
Click here to enter text.

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

Dates of
Employment:
(Include start/end
dates by month/year)
Click here to enter text. Click here to enter text. Click here to enter text.

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

Please describe:
a) reason for
departure with
each change in
employment, and
b) reason for gaps
in employment.

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

Reports To (Title) Click here to enter text. Click here to enter text. Click here to enter text. # of Direct Reports Click here to enter text. Click here to enter text. Click here to enter text.

Total city/county
budget Click here to enter text. Click here to enter text. Click here to enter text.

Population of
city/county served Click here to enter text. Click here to enter text. Click here to enter text.

Instructions:

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.

SAMPLE CITY
EXECUTIVE RECRUITMENT – CITY ADMINISTRATOR
PAGE 2
2022© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION.

THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP

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

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

SAMPLE CITY
EXECUTIVE RECRUITMENT – CITY ADMINISTRATOR
2022© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION.

THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP Due Diligence Form
Name:

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

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 No

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 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 No

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

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 No

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 No

9. Have you ever been the subject of media reports, social media postings, or blogs 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 No 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

REFERENCES

LEADERSHIP ASSESSMENT RESULTS

76 Appendix B: Engagement
team member resumes

77 MANAGING DIRECTOR
Carol Jacobs, ICMA-CM
Carol Jacobs is a managing director with Baker Tilly’s public sector advisory practice.

Carol has held a wide range of roles across local government and consulting, including multiple stints as a city manager and working directly with local governments as a consultant performing financial analyses, management and organizational reviews.

Her 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.

Carol’s skills and expertise include leadership, strategic planning, fiscal management, public works, economic and community development, customer service and community engagement with an emphasis on problem-solving.

Industry involvement
• California City Manager Foundation
• Women Leading Government
Baker Tilly Advisory Group, LP
18500 Von Karman Ave
10th Floor
Irvine, CA 92612
United States
T: +1 (949) 809 5588
[email protected]
bakertilly.com
Education
Master of Public Administration
with an emphasis in finance
Bachelor of Arts in
communications
California State University,
Fullerton

78 APPENDIX B: ENGAGEMENT TEAM MEMBER RESUMES DIRECTOR
Jennifer Curtis
Jennifer Curtis is a director with Baker Tilly’s public sector advisory practice.

Jennifer has broad knowledge and experience leading full-service human resources departments in the public sector. Prior to joining Baker Tilly, Jennifer was a consultant for local government clients and held top HR leadership positions with the cities of Pasadena, Ventura and Santa Clarita as well as the University of Florida. She has served as a strategic advisor and thought partner to executives, negotiated union contracts, led cross-functional teams, developed and implemented numerous organization wide programs that advanced strategic goals.

Specific experience
• Serves as a subject matter specialist in public sector human resources • Conducts compensation plan and pay policy reviews
• Provides consultation on best practices, internal communication and legal compliance
• Develops programs that advanced strategic goals, increase efficiency and competitiveness, foster employee engagement and comply with state and federal laws and local rules
• Assists clients with change management and employee communication related to new program implementation
• Makes presentations to employees, executives, elected officials and unions Industry involvement
• Society for Human Resources Management (SHRM) and Austin SHRM • California Public Employers Labor Relations Association (CALPELRA), board president, 2020; board member, 2016-2021; annual conference program, committee chair, 2015
Thought leadership
• Labor Relations Academy on Negotiations Simulation and Strategy, copresenter, CALPELRA, 2019, 2020 and 2022 • Fire Department Investigations Clinic: Establishing an Effective Investigation Process, co-presenter, CALPELRA, 2021
• Brightening Workplace Interactions: Management Strategies for Trying Times, co-presenter, CALPELRA, 2021
• Add Color to Your Employee Communication with Short Informational Videos, CALPELRA, 2021
• Women’s Leadership Summit: Municipal Management Association of Southern California, 2019
Continuing professional education
• Senior Professional in Human Resources (SPHR)
• Labor Relations Academy Masters Certification (CLRM)
• Mediation Training Certificate
Development Dimensions International (DDI) Certified Facilitator Baker Tilly Advisory Group, LP
901 MoPac Expressway S
Suite 100
Austin, TX 78746
United States
T: +1 (512) 982 3408
[email protected]
bakertilly.com
Education
Master of Arts in mass
communication
University of Florida
Bachelor of Arts in Communication
University of California - Santa
Barbara

79 APPENDIX B: ENGAGEMENT TEAM MEMBER RESUMES SPECIAL ADVISOR Donna Peter
With over 30 years of public sector human resources experience, Donna 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/leading and training staff in conducting effective labor negotiations.

Specific experience
• Human resources executive with expertise in all aspects of human resources, labor relations, employee engagement, leave management and employee benefits
• Developed policies for local governments’ remote workforce • Conducted and oversaw numerous executive recruitments for local governments
• Served as director of human resources for two California cities • Leadership roles with a league of California cities and an association of workplace investigators
• Extensive experience creating and managing leadership and supervisory training programs, executive coaching, establishing and managing performance processes, investigating and overseeing misconduct and discrimination investigations
• Well-versed in policy and procedure improvement, organizational restructuring, interview and facilitation skills, ability to engage employee and stakeholders in focus group meetings
Industry involvement
• League of California Cities
• Association of Workplace Investigators
Continuing education
• Basic Certification in Mediation, Los Angeles County Bar Association Thought leadership
• Presented at national conferences including such as the International Personal Management Association-HR and the Association of Workplace Investigators
Baker Tilly Advisory Group, LP
6320 Canoga Ave
17th Floor
Woodland Hills, CA 91367
United States
T: +1 (310) 266 8497
[email protected]
bakertilly.com
Education
Master of Business Administration
California State University
(Fresno)
Bachelor of Arts in social welfare
and child development
California State University
(Chico)

80 APPENDIX C: RECRUITMENT APPROACH
Appendix C: Recruitment
approach

81 OUR SERVICE APPROACH
Our service approach
We blend technology with the wisdom of our team members to deliver quality and insights. The Town 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 Town of Portola Valley
No one achieves breakthrough results by following well-worn pathways. The Town 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 Town will play a role in shaping our approach. Along the way, our deep understanding of state and local government organizations and knowledge of the Town’s unique needs will fuel our dedication to helping you achieve your goal of recruiting exceptional candidates for your Town Manager position.

We take pride in our ability to provide your Town 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 Town 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 Portola Valley 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 Town 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 Town 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.

82 OUR SERVICE APPROACH
WORKING TOGETHER TO MAKE PORTOLA VALLEY’S RECRUITMENT A SUCCESS A successful recruitment will be delivered and backed by our guarantee.

Task 1: Kickoff, marketing, recruitment and outreach and stakeholder engagement
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 Town Manager. The recruitment brochure will also include essential details about your Town 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) with the Town Council or designee to discuss your desired and required qualifications and coordinate stakeholder input upon the direction of the Town 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 Town Manager, including individual and organizational goals. We also try to understand the key issues, challenges, and opportunities your Town Manager will face. We will also gather information about the total rewards (compensation and benefits) you offer for this position.

Based on our discussions with the Town Council we will develop a media plan and community survey to gather input from the community. This information will serve to inform the Town Council on the traits the community is looking for in their next Town Manager.

Information from these meetings and our review of the job description and other Town documents is used to prepare the position and candidate profile. The Town 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 Town 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.

Your recruitment will
be national and
inclusive in nature, as
we pursue a candidate
pool of diverse,
experienced and
talented individuals.

83 OUR SERVICE APPROACH
If required, our team will place ads in relevant professional publications and websites and coordinate with Town staff to include information about the search on the Town’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 Town’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 Town Manager position further.

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 Town 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 Town 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 Town, such as geographic location, particular experience, expertise and credentials.

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 5 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 Town 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.

84 OUR SERVICE APPROACH
Task 4: Conducting background checks and reference checks Once the Town 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 • Judgment/tax lien • Federal district - criminal
• Motor vehicle driving record • Federal district – civil litigation • Homeland Security/Office of Foreign Assets
Control (OFAC)
• Employment verification (current/most
recent)
• Education verification • Sex offender registry

REFERENCE CHECKS AND BACKGROUND CHECKS
Portola Valley will receive a report that thoroughly verifies each finalist’s background.

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 Town 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 Town. 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 on-site 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 Town Council develop a compensation package and related employment considerations and negotiate an employment agreement.

Recruiting a diverse candidate pool for the Town of Portola Valley Baker Tilly’s recruiting strategy for Portola Valley 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 Town 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

85 OUR SERVICE APPROACH
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 Portola Valley’s 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 town to attract and retain diverse talent
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:

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.

J A N U A R Y 1 4 , 2 0 2 5

T O W N M A N A G E R

R E C R U I T M E N T S E R V I C E S

PROPOSAL

TABLE OF

CONTENTS
WWW.WBCPINC.COM

SUBJECT PAGE

COVER LETTER

BACKGROUND/QUALIFICATIONS

GUARANTEE

ORGANIZATIONAL CHART

WBCP KEY STAFF

RECRUITMENT STRATEGY / PHASES

SCOPE OF WORK

RECRUITMENT TIMELINE

REFERENCES

MARKETING MATERIAL EXAMPLES

COST SHEET/TIMELINE POLICY
OTHER
1 - 2
3 - 7
8 8
9 - 11
12 - 13
14 15
16 16
17 18
I.

II.

III.

IV.

V.

VI.

VII.

VIII.

IX.

X.

XI.

XII.

Confidential

I. COVER LETTER...............................................................................................

WWW.WBCPINC.COM PAGE 1
Confidential
January 14, 2025
Attn: Corie Stocker,
Interim Town Manager/Assistant Town Manager
765 Portola Road
Portola Valley, CA 94028
RE: Town of Portola Valley - Town Manager Recruiting Services It is our pleasure to submit this proposal for recruitment services to secure your ideal candidate to serve as the Town Manager of the Town of Portola Valley. WBCP has worked on many Town and City Manager recruitments, and after working with your organization previously, we look forward to the opportunity to partner with the Town of Portola Valley on this critical position! It is our pleasure to submit this proposal for recruitment services to secure your ideal candidate to serve as the Town Manager of the Town of Portola Valley. WBCP has worked on many similar recruitments, and we look forward to the opportunity to partner with your organization on this critical position! We trust our proposal will showcase our client-focused recruitment process and will act as a testament that we are passionate about what we do to make our clients happy.

It has been proven that great employees are looking for great employers, not just a paycheck. WBCP provides a broader perspective to recruitment services – going beyond securing the ideal candidate – we brand your organization as an employer of choice. We use eye-catching marketing materials, innovative search practices, and responsive and respectful communications with your applicants and stakeholders. We guarantee we will fill your position, and we guarantee that placement for 18 months.

We provide a fair and equal recruitment process that also focuses on attracting ethnic and genderdiverse applicant pools.

WBCP is talented at working with you to identify the strengths, challenges, and opportunities of this job, the ideal candidate, and your community and organizational culture. WBCP will work with your stakeholders to design a recruitment strategy that will include a customized engagement process. We will have a series of meetings, discussions, stakeholder interviews, and survey(s) to get to know you, the organization, the community, the culture, and the applicable staff.

My team and I know the California candidate marketplace and have many clients in your region, such as Valley Water, City of Palo Alto, City of Berkeley, City of San Rafael, City and County of San Francisco, and the County of San Mateo (just to name a few). We have exceptional experience successfully recruiting for Town and City Manager positions, with several recruitments including, but not limited to:

Town Manager, Town of Truckee, CA
Town Manager, Town of Windsor, CA
City Manager, City of Sonoma, CA
City Manager, City of Colfax, CA
City Manager, City of Atwater, CA
City Manager, City of Dunsmuir, CA
To see a full list of our clients and successful recruitments, visit: https://tinyurl.com/3f57jz25 Either I or one of my experienced executive recruiters will take the lead in managing this recruitment. We have over two decades of experience in public sector executive search services and have provided direct search services through WBCP since 2004. My executive recruiters are all highly personable and have unique backgrounds that make them well-equipped to take on your recruitments, as you can see on pages 8 & 9 of this proposal. WBCP now has offices in Oregon, Washington, Texas, North Carolina, and California, including offices in the South Bay Area and Central California.

WWW.WBCPINC.COM PAGE 2
WBCP, Inc. staff are experts in the virtual recruitment process. We are providing these services seamlessly and will be able to effectively support a virtual recruitment process or coordinate in-person interviews and/or hybrid virtual and/or in-person interviews.

Recruiting top talent has become the number-one topic among administrators. New and innovative recruitment strategies are critical to identifying and securing candidates with a deep understanding of how to assess and meet community needs and address future challenges. WBCP understands the complexity of community leadership, and we are prepared to provide a thorough, complete, and fair recruitment process to provide a diverse applicant pool. Upon our 2023 year-end review, we found that over the last three years, 90% of our applicants and 83% of our candidates placed in positions with our clients came from diverse backgrounds. In fact, because of our ability to reach diverse applicant pools, we were hired by two national Latino organizations to recruit for an Executive Director and other leadership positions: Latino Public Broadcasting and Radio Bilingüe (two of the largest Latino national nonprofit organization in the U.S.).

Clients choose our firm over others because of our ability to work with your support staff and stakeholder group (including boards, appointed/elected officials, and engaged constituents), manage all details of a recruitment process, and secure great candidates. Our dedication and commitment to the client are complemented by our deep understanding and ability to effectively navigate challenging political climates.

Our clients have great things to say about the quality of the service we provide and the amazing candidates we find them, In fact, many of our clients are return customers. Please feel comfortable reaching out to these organizations to get their feedback directly.

Lastly, I love what I do, and I am passionate about finding exceptional candidates who are also passionate about serving others. My staff and I are driven and desire to exceed client expectations. I appreciate your consideration in retaining our services and hope to have an opportunity to work with you in the future.

Best Regards,
Wendi Brown | Founder/President, WBCP, INC.
[email protected] | 541-664-0376
www.wbcpinc.com
83%
of WBCP candidates
placed in positions
come from a diverse
background

DIVERSITY
I. COVER LETTER...............................................................................................

Confidential

WBCP is a 100% women-owned
business, an S Corporation, not part of
a parent company, and is a registered
small business through the US Small
Business Administration (SBA). WBCP
is registered to do business in all states
we serve, and files and pays California
S Corporation and personal income
tax to the State of California.

WOMEN OWNED
WBCP, Inc. has been in business since
2004, and serves nonprofit and public
sector organizations. WBCP offers a
variety of services, including: partial
and full service search services for
individual contributor, supervisor,
management and executive
management positions; human
resources consulting: organizational
development, training, classification
and compensation studies, analysis
and assessments, etc.

BUSINESS HISTORY
WWW.WBCPINC.COM PAGE 3
II. BACKGROUND & QUALIFICATIONS.......................................................

Confidential
Company Legal Name: WBCP, Inc. (W. Brown Creative Partners) Tax ID: 81-5454037
Website: www.wbcpinc.com
Phone: 866-929-WBCP (9227) / 541-664-0376
Address:

Oregon (3 offices including WBCP, Inc. Headquarters): 213 E Main St., Rogue River, OR, 97537; City of Grants Pass and City of Tigard
California (5 offices): San Jose, Gilroy, Roseville, Los Angeles and Santa Barbara Washington: City of Seattle
Texas: City of Dallas
North Carolina: City of Jacksonville

WWW.WBCPINC.COM WWW.WBCPINC.COM/JOB-BOARD PAGE 4
II. BACKGROUND QUALIFICATIONS...........................................................

Confidential
WBCP has over 20 years of experience providing search services for public sector and non-profit organizations. We have successfully secured professionals and provided other consulting services in California, Arizona, Colorado, Idaho, Nevada, New York, Oregon, Texas, Utah, and Washington.

Cities of: Anaheim (CA), Arcata (CA), Ashland (OR), Astoria (CA), Atwater (CA), Berkeley (CA), Boulder City (NV), Calistoga (CA), Central Point (OR), Ceres (CA), Chandler (AZ), Colfax (CA), Corte Madera (CA), Culver City (CA), Davis (CA), Dunsmuir (CA), Duvall (WA), Fort Worth (TX), Fremont (CA), Fresno (CA), Garibaldi (OR), Gold Hill (OR), Grants Pass (OR), Hemet (CA), Hubbard (OR), Independence (OR), Irvine (CA), Laguna Beach (CA), Larkspur (CA), Lincoln (CA), Livermore (CA), Livingston (CA), Long Beach (CA), Medford (OR), Milpitas (CA), Napa (CA), Novato (CA), Oakland (CA), Orinda (CA), Oxnard (CA), Palo Alto (CA), Park City (UT), Pasadena (CA), Petaluma (CA), Phoenix (AZ), Phoenix (OR), Pismo Beach (CA), Port Hueneme (CA), Portola Valley (CA), Redding (CA), Riverside (CA), Rochester (NY), Rocklin (CA), Rogue River (OR), Roseville (CA), Sacramento (CA), San Francisco (CA), San Rafael (CA), Santa Maria (CA), Santa Monica (CA), Santa Paula (CA), Santa Rosa (CA), Solvang (CA), Sonoma (CA), South Pasadena (CA), Sutter Creek (CA), Talent (OR), Truckee (CA), Ventura (CA), Vernon (CA), Victorville (CA), West Hollywood (CA), Windsor (CA).

Counties of: Alameda (CA), Colusa (CA), Contra Costa (CA), Del Norte (CA), El Paso (CO), Fresno (CA), Humboldt (CA), Jackson (OR), King (WA), Lake (CA), Lane (OR), Los Angeles (CA), Marin (CA), Mariposa (CA), Mendocino (CA), Merced (CA), Mono (CA), Napa (CA), Nevada (CA), Orange (CA), Placer (CA), Riverside (CA), Sacramento (CA), San Benito (CA), San Bernardino (CA), San Diego (CA), San Francisco (CA), San Joaquin (CA), San Luis Obispo (CA), San Mateo (CA), Santa Barbara (CA), Santa Clara (CA), Santa Cruz (CA), Shasta (CA), Solano (CA), Sonoma (CA), Stanislaus (CA), Tehama (CA), Tuolumne (CA), Yolo (CA), Yuba (CA).

Local and National Councils, Boards, and Districts: Bear Valley Community Services District, Boulder Creek Fire Protection District, California Prison Industry Authority (CALPIA), Cosumnes Community Services District, Hass Avocado Board (HAB), Jackson County Fire District 5, Los Angeles County Employees Retirement Association (LACERA), Mendocino County Air Quality Management District, Metropolitan Transportation Commission (MTC), Modesto Irrigation District, Monterey One Water, Nevada Irrigation District, Newark Chamber of Commerce, North American Blueberry Council/U.S. Highbush Blueberry Council (NABC/USHBC), Oakland Housing Authority, Olivehurst Public Utility District, Orange County Employees Retirement System (OCERS), Placer County Transportation Planning Agency (PCTPA), Port of Long Beach (CA), Rogue Valley Sewer Services, Sacramento Area Flood Control Agency (SAFCA), Sacramento Area Sewer District, Sacramento Employment & Training Agency (SETA), Sacramento Public Library Authority, Sacramento Suburban Water District, San Benito Council of Governments, San Benito County Water District, San Joaquin County Employees’ Retirement Association (SJCERA), San Joaquin Tributaries Authority, San Rafael Sanitation District (SRSD), San Ramon Valley Fire Protection District, Sonoma County Library, South Coast Air Quality Management District, Tri-City Mental Health Authority (TCMHA), Truckee-Donner Public Utility District (TDPUD), Tuolumne Utilities District, Valley Water, West Basin Municipal Water District.

Nonprofit and Joint Powers Authorities (JPAs): California Corrections, California Municipal Utilities Association (CMUA), Center Point, Central California Legal Services (CCLS), Community Food Bank, Community Works, Dogs for Better Lives/Dogs for the Deaf, Downtown Streets Team, East Bay Regional Communications Systems Authority, First 5 (Alameda County, California Association, Fresno, Santa Barbara County, San Mateo), Futures Without Violence (Family Violence Protect Fund), Gold Coast Health, Greater Richmond Interfaith Program (GRIP), LA Public Media, Latino Public Broadcasting, Los Angeles Unified School District (LAUSD), Northern Valley Catholic Social Service (NVCSS), Options Recovery, Radio Bilingüe, Sacramento County Superior Court, Sacramento Public Library Authority (SPLA), Santa Barbara Superior Court, Santa Cruz County Animal Services Authority, Teton County Joint Housing Authority (TCJHA), Transitions-Mental Health Association, Valley Consortium for Medical Education (VCME), Water Forum, West Angeles Church of God in Christ.

Private Organizations: CDS Publications, Central California Truck and Trailer, Morton & Pitalo, NAVA, SWEED, Tekmanagement, Touchstone Accounting.

Consulting services (classification and compensation services, competency modeling, job description development, job family development, job analysis): City of Fremont (CA), City of Medford (OR), City of Santa Maria (CA), City of Santa Paula (CA), County of Humboldt (CA), County of Mariposa (CA), County of Santa Barbara (CA), and County of San Luis Obispo (CA).

WWW.WBCPINC.COM/JOB-BOARD PAGE 5
Confidential
II. BACKGROUND & QUALIFICATIONS.........................................................

BELOW IS A LIST OF SIMILAR RECRUITMENTS WBCP HAS MANAGED:

ORGANIZATIONAL LEADERSHIP
City Manager, City of Pasadena, CA
City Manager, City of Port Hueneme, CA
City Manager, City of Ceres, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Gold Hill, OR
City Manager, City of Sonoma, CA
City Manager, City of Petaluma, CA
City Manager, City of Phoenix, OR
City Manager, City of Dunsmuir, CA
City Manager, City of Oxnard, CA
City Manager, City of Ventura, CA
City Manager, City of Independence, OR
City Manager, City of Garibaldi, OR
City Manager, City of Talent, OR
City Manager, City of Colfax, CA
City Manager, City of Atwater, CA
Town Manager, Town of Truckee, CA
Town Manager, Town of Windsor, CA
City Administrator, City of Rogue River, OR
City Administrator, City of Hubbard, OR
City Administrator, City of Duvall, WA
County Executive Officer, County of Shasta, CA
Assistant City Manager (Public Safety), City of Sacramento, CA Assistant City Manager (Municipal Services), City of Sacramento, CA Deputy City Manager, City of Long Beach, CA
Chief Executive Officer, CalPIA (California Prison Authority), CA Chief Executive Officer, Newark Chamber of Commerce, CA Chief Executive Officer, San Joaquin County Employees' Retirement Association (SJCERA), CA Chief Executive Director, Valley Consortium of Medical Education, CA Executive Director, Water Forum, CA
Executive Director, Teton County Joint Housing Authority, ID Executive Director, Placer County Transportation Planning Agency, CA Executive Director, Options Recovery Services, CA
Executive Director, Latino Public Broadcasting, CA
Executive Director, First 5 Association of California, CA Executive Director, First 5 Santa Barbara County, CA
Executive Director, First 5 Fresno, CA
Executive Director, San Benito Council of Governments, CA

I N D U S T R I E S
Organizational Leadership
Economic Development
Facilities & Operations
Financial, Administrative
Services, Accounting, Auditing
Health & Human Services,
Housing, Unhoused
HR, Risk, Labor/Employee
Relations
Information Technology
Legal, Counsel, Clerk
Library
Marketing, Communications, PR
Parks & Rec, Community
Services, Arts
Planning, Environmental,
Community Development,
Building, Transit
Public Safety
Public Works, Transportation,
Engineering

WWW.WBCPINC.COM/JOB-BOARD PAGE 6
Confidential
II. BACKGROUND & QUALIFICATIONS.......................................................

Check out our full list of
recruitments here:
https://tinyurl.com/3f57jz25

ORGANIZATIONAL LEADERSHIP (CON'T)
Executive Director, Northern Valley Catholic Social Service, Redding, CA Executive Director, Community Food Bank, CA
Executive Director, Greater Richmond Interfaith Program, CA Executive Director, Tri-City Mental Health Authority, CA Executive Director, Sacramento Employment and Training Agency, CA Executive Director, Arts Commission, County of Santa Barbara, CA Executive Director, Police Accountability Board, City of Rochester, NY Executive Director, San Joaquin Tributaries Authority, CA Executive Vice President, Center Point, CA
Vice President/Business Development Director, WBCP Inc., OR ACEO - Assistant County Executive Officer, County of Napa, CA ACEO - Assistant County Administrative Officer, County of Santa Barbara, CA ACAO - Assistant County Administrator, County of San Joaquin, CA ACAO/HR Director, County of Mariposa, CA
Assistant Executive Director, First 5 San Mateo, CA
Chief Executive Officer, Downtown Streets Team, CA
Chief Operating Officer, IT and Administrative Services, Valley Water, CA Chief Operating Officer, Water Utility Enterprise, Valley Water, CA Chief Operating Officer, Futures Without Violence, CA
Chief Operating Officer/Executive Director, Valley Consortium for Medical Education, CA Chief Operating Officer, WBCP Inc., OR
Chief Animal Control Officer, City of Sacramento, CA
General Manager, Olivehurst Public Utility District, CA General Manager, Tuolumne Utilities District, CA
General Manager, LA Public Media, CA
General Manager, Radio Bilingüe, CA
General Manager, Santa Cruz County Animal Services Authority, CA

WWW.WBCPINC.COM/JOB-BOARD PAGE 7
Confidential
II. BACKGROUND & QUALIFICATIONS.......................................................

RECRUITING WITH DIVERSITY IN MIND
Since partnering with the country’s largest network of diversity job boards, we have seen a 21% increase in diverse applicants and a 13% increase in diverse candidates placed in positions with our clients. This demonstrates WBCP's dedication to expanding outreach and removing barriers to apply, ensuring access to a highly qualified and diverse applicant pool.

WBCP understands the complexities of
meeting the needs of a diverse community,
and we provide a thorough, complete, and
fair recruitment process.

Streamline and Satisfy the RFP Process
to receive recruiting on demand. Reach
out to WBCP today for more information.

When you post a job with WBCP, it is automatically shared across 600 diversity job boards, maximizing reach and ensuring access to a wide and inclusive pool of talent. We also utilize the largest diversity database with over 160 million resumes and 15,000 community based organization contacts to expand our search.

LinkedIn:

As LinkedIn recruiters, we have access to
over 1 Billion profiles, allowing us to
evaluate candidates' backgrounds,
education, experience, licensure, and more.

AI:

WBCP also leverages AI tools to gather
additional information to effectively reach
future applicants and candidates contact
information for emails and phone numbers.
600 Diversity Job Boards:

Scan to learn more!

WWW.WBCPINC.COM PAGE 8
III. GUARANTEE..................................................................................................

Confidential
(1) We guarantee a successful placement and will provide an additional recruitment at no extra cost for consulting services (the client will cover any direct expenses) if a candidate is not identified, OR
(2) If a candidate selected and appointed by the Client terminates employment for any reason before the completion of the first 18 months of service, WBCP will provide the Client with the necessary consulting services required to secure a replacement.

Professional consulting services will be provided at no cost to the Client. However, additional expenses will be covered by the Client. The Guarantee is valid for one recruitment/replacement up to a year from their departure.

IV. ORGANIZATIONAL CHART......................................................................

WBCP is a 100% woman-owned business. Staff and consultants are a diverse mix of gender/ethnicity Age ranges from 21 - 70+
ALAN
ROSEN
Executive Recruiter/
Sr. Facilitator
BERNIE
LICATA
Sr. Facilitator
BILL
LANDIS
Public Safety
Investigator

CHRISTY

WURSTER
Sr. Facilitator
RIVKAH
SASS
Retired Library
Director/Sr.

Facilitator

WILLIAM

RACOWSCHI
Fire/Public Safety
Expert
MIKE
LUKEN
Sr. Facilitator

CREATIVE PARTNERS / SENIOR ADVISORS
WBCP is a 100% woman-owned business. Staff and consultants are a diverse mix of gender/ethnicity Age ranges from 24 - 70+

WBCP STATISTICS
BRUCE

GRIFFITHS
Organizational
Psychologist

WENDI BROWN
President/Sr. Recruiter

MANAGEMENT/RECRUITERS ADMINISTRATIVE PROFESSIONALS EXECUTIVE LEADERSHIP TERI MAUSNISICH
Sr. Executive
Recruiter

LEAH MURPHY
Project Manager

THERESA COLLINS
Project Manager

JOSETTE

REINA-LUKEN
Executive
Recruiter

WENDI BROWN
President/Sr. Recruiter
MAGGIE

ALEXANDRE
Executive Search
Associate

MANAGEMENT/RECRUITERS

STEPHANIE
LAWSON
Recruitment
Manager

ADMINISTRATIVE PROFESSIONALS EXECUTIVE
LEADERSHIP TERI MAUSNISICH
Sr. Executive
Recruiter
LAUREN
GERSON
Executive
Recruiter
LEVI

KUHLMAN
Executive
Recruiter

NAOMI ORR
Project Manager

RYAN BROWN
IT Technician II
DD

GRISSOM
Talent Acquisition
Manager

KARLEE BECKSTEAD
Marketing & Communications
Manager

SOFIA QURAISHI
Talent Acquisition
Specialist

JAMI GILMAN
Marketing Assistant

ANNA BROWN
Talent Acquisition
Specialist

MADDY SCHWARZ
Marketing & Events
Coordinator

AIMEE KUHLMAN
Operations Assistant

LEAH MURPHY
Project Manager

THERESA COLLINS
Recruitment Assistant

ANGELA EDWARDS
Recruitment Assistant

JOSETTE

REINA-LUKEN
Executive
Recruiter

KATIE GARROTTO
Recruitment Assistant

LANE NOLAN
Recruitment Assistant

HEATHER JACK
Director of Finance &
Operations

ALEX LE
Copywriter

DEE LAREZ
Recruitment Assistant

JAYCE HERBOLD
Recruitment Assistant

RICHARD KUHNS
Vice President
of Recruitment & Culture

MYKAYLA PAGEL
Project Manager/
Executive Assistant
ADAM

OPPEGAARD
Executive
Recruiter

WWW.WBCPINC.COM PAGE 9
Confidential
V. WBCP KEY STAFF........................................................................................

I am the President of WBCP, with over 20 years of experience in marketing and advertising and combine this with my background in recruiting to successfully place hard-to-fill, management, and executive positions. My team and I are passionate about helping organizations improve their recruitment services, place great talent, conduct department assessments, redesign antiquated processes, revise job descriptions, conduct salary and benchmark studies, and more. I have worked in various industries – advertising and public relations, national real estate franchisor, global manufacturing – and I have worked with nonprofit and public sector organizations since 1999. Formerly, I was an internal Human Resources Consultant for the County of Orange, California, providing countywide communications, human resources, executive search, and recruiter training services to the Assistant Chief Executive Office/Human Resources Director and, at that time, 25 decentralized departments, with 17,000 employees, serving a community of 300,000. I have a Bachelor’s of Science in Business Administration with an emphasis in Marketing from Colorado Technical University; have earned several certificates in Project Management, Global Business, Marketing, and Human Resources; and working toward a Master’s in Management at Southern Oregon University

WENDI BROWN
Lead Consultant/
Sr. Executive
Recruiter
Richard Kuhns is a retired County Administrative Officer with over 28 years of experience in the Public Sector. He is currently the VP of Recruiting and Organizational Culture for WBPC. Richard began his career in Law Enforcement, transferring his focus to Administration where he served as the Director of Housing and Community Action, Behavioral Health, General Services, and Solid Waste. Richard has a “find a way, to find a way” mentality.

With his vast knowledge and experience in the Public Sector he has an intuitive understanding of working with government leaders, policy makers, and the public. Richard achieved a Bachelor of Science in Business Management, a Master of Arts in Behavioral Science with an emphasis in Conflict Resolution and Negotiations, and a Doctorate in Clinical Psychology.

For the past three years Richard has worked as an Executive Recruiter and Behavioral Health Consultant. As a Consultant, he worked with several Northern California Counties creating and implementing the newly state mandated 24/7 Mobile Crisis. He has now focused his time and efforts on assisting WBCP clients in finding and securing the top candidate for your organization.

RICHARD KUHNS
Vice President of
Recruiting
& Culture

WWW.WBCPINC.COM PAGE 10
Confidential
V. WBCP KEY STAFF........................................................................................

LAUREN GERSON
Executive Recruiter
Lauren Gerson is a seasoned Executive Recruiter at WBCP, where she draws on over 15 years of experience in career services, customer relations, and operations. Her recruiting expertise extends across various industries, with notable success in health and human services, utilities, and finance. Lauren has helped organizations across multiple states fill hard-to-hire positions at every level, from individual contributors to executives. Lauren’s diverse professional journey began in operations and events management, where she honed her expertise in human resources, business management, and regulatory compliance. She later transitioned to career services, and prior to joining WBCP, worked with a career coaching company helping job-seekers better leverage their skills and overcome barriers to employment. Lauren holds a Bachelor's degree in Philosophy from Whittier College. She brings a unique perspective to her role, and is committed to making a positive impact both professionally and personally. With her unwavering dedication and client-centric focus, Lauren continues to drive success and excellence in executive recruitment at WBCP.

Levi Kuhlman is an Executive Recruiter at WBCP, and an experienced professional with a multifaceted career spanning across executive recruitment, real estate, and entrepreneurship. He has worked extensively with local municipalities, special districts, and not-for-profit organizations across the Western region, with a focus in California, Oregon, and Idaho. Levi has conducted many successful recruitments in various industries including planning, rent stabilization and housing, engineering, finance, city management, transportation and transit, community development, building and safety, public safety, risk management, and information technology. Levi serves as a skilled and diplomatic liaison, earning a reputation for his personalized approach to recruiting. Before joining the ranks of WBCP, he advocated on behalf of tenants, landlord, and clients. With a diverse skill set and a commitment to excellence, Levi continues to make significant contributions to WBCP, his clients, and broadening the professional community one recruitment at a time.

LEVI KUHLMAN
Executive Recruiter

TERRI MAUS-NISICH
Sr. Executive Recruiter
Terri Maus-Nisich holds a pivotal role as one of our Senior Executive Recruiters, leveraging her extensive background as a distinguished leader in local government. With a local government career spanning over 40 years, Terri's journey includes transformative roles within the County of Santa Barbara, where she ascended from Parks Director to Assistant County Executive Officer, overseeing vital municipal and health/human service departments. Her remarkable impact encompasses leadership in Homeless Services, Communications, and Emergency Management, driving community engagement, disaster recovery, and support for vulnerable populations.

Before her tenure in Santa Barbara, Terri spent 15 years with the City of Santa Clarita in roles ranging from analyst to Deputy City Manager. Throughout her remarkable career, Terri prioritized strategic planning, organizational development, and innovative problem-solving, garnering numerous awards.

She holds a Bachelor’s Degree from UC Santa Barbara, a Masters of Public Administration from Cal State Northridge, and a graduate certificate from Harvard University’s JFK School of Government.

WWW.WBCPINC.COM PAGE 11
V. WBCP KEY STAFF........................................................................................

Confidential

REVIEW OTHER EMPLOYEES & CONSULTANT
PARTNERS ON OUR WEBSITE:

WWW.WBCPINC.COM/WBCP-TEAM
Adam is an Executive Recruiter at WBCP with nearly 10 years of recruitment experience and a strong foundation in HR. He began his career in education and employee training, transitioning to HR where he held roles such as Team Coordinator and Foreign HR Advisor, managing recruitment, onboarding, and employee relations for international employees. Adam also worked as a Project Office/Communication Specialist for a foreign government agency, managing international projects and designing training workshops. He served as a Learning and Development Specialist for a national diplomatic training institution, developing training for senior diplomats. Recently, Adam was a Lead Talent Acquisition Specialist for an HR consulting organization and the Director of Recruitment and Employee Development for a financial services company, overseeing full-cycle recruitment, employee engagement initiatives, and leadership development. Adam brings his expertise in talent acquisition, project management, stakeholder engagement, employee relations, and HR consultation to WBCP, helping clients secure top candidates for their organizations.

ADAM OPPEGAARD
Executive Recruiter
JOSETTE REINALUKEN
Executive Recruiter
Josette, an Executive Recruiter at WBCP, specializes in government finance and the water industry with nearly 30 years of experience. Her career began in IT, managing software implementations and leading training and sales teams. After earning her MBA, she transitioned to municipal agencies, holding various management positions, including Administrative Manager and Financial Manager. With expertise in budgeting, strategic planning, and organizational development, Josette has made significant contributions to the agencies she's served. She holds a Bachelor’s Degree in Political Science/Public Administration from the University of South Florida, an MBA from the University of Phoenix, and certificates in Human Resources from the California State University and Leadership from the University of Davis.

WWW.WBCPINC.COM PAGE 12
VI. RECRUITMENT STRATEGY / PHASES....................................................

Confidential
WBCP knows how to customize your search strategy to meet your unique recruitment needs. We customize your recruitment based on the specific needs, target audience, and challenges for each recruitment; however, below is a baseline approach for most recruitments.

We require the Client and/or Search Committee, and other stakeholders identified by the Client, be involved in the initial and final phases of this recruitment. These are critical phases to ensure we obtain a clear sense of the priorities and the successful hire of the right candidate. WBCP will meet with various stakeholders as warranted by the Client and the level of the position in the organization. These meetings will allow us an opportunity to gather information and gain knowledge about the organization, community, and unique aspects of the recruitment to design the ideal candidate professional profile, advertising materials, and strategic approach

F E E D B A C K O U T C O M E / T I M E L I N E D E V E L O P M E N T Following the Client/stakeholder meetings, we will develop a detailed timeline for the recruitment along with a proposed advertising plan for approval.

Immediately following the client feedback activities, we will draft the competencies for the recruitment and advertising material/recruitment brochure for the Client’s review.

This information will summarize what was learned from Client-related interviews and will be used to advertise the opening.

M A R K E T I N G S T R A T E G Y & I M P L E M E N T A T I O N WBCP will execute a customized marketing/ad plan once the job announcement is created. An ad plan could include the following (based on assumptions), and will be customized based on information gathered in Phase I:

We will provide weekly updates on the progress of this search unless the client prefers more or less frequent communications. We tailor our communications in accordance with our Client’s needs.

PHASE I

PHASE II

C L I E N T & S T A K E H O L D E R M E E T I N G S

C R E A T I V E D E V E L O P M E N T

C O M M U N I C A T I O N W I T H C L I E N T
WBCP utilizes digital advertising to obtain diverse applicant pools, leveraging local and national job boards, associations, and social media. In partnership with a diversity platform, our postings reach up to 600 local employment and diversity websites, connecting across 15,000+ community organizations and niche sites, tapping into a job bank of 2 million resumes. Our 2023 review indicates that 83% of candidates placed with WBCP clients have diverse backgrounds — a 21% increase from last year's review.

D I G I T A L A D V E R T I S I N G W I T H D I V E R S I T Y I N M I N D

E M A I L & D I R E C T M A I L A D V E R T I S I N G
In addition to tapping into WBCP's existing pool of potential applicants, we have the capability to access various professional lists. We actively seek out additional lists through associations, contacts, and other strategic channels.

S O U R C I N G / H E A D H U N T I N G
WBCP employs a proactive approach by reaching out to targeted individuals and cultivating new connections through referrals from reputable sources. As a LinkedIn recruiter, we harness the power of over 350 million profiles to identify and engage with ideal candidates. Additionally, WBCP utilizes cutting-edge AI tools for precise Boolean searches, enabling us to uncover niche candidates effectively.

WWW.WBCPINC.COM PAGE 13
VI. RECRUITMENT STRATEGY / PHASES....................................................

WBCP will review resumes as they are received and/or at the close of the recruitment. Those candidates determined to be the most highly qualified will be selected for a screening interview.

S C R E E N I N G I N T E R V I E W S / R E P O R T T O C L I E N T WBCP does not restrict the number of applicants or candidates to be screened. Rather, we interview candidates who meet our ideal candidate criteria; frequently this group amounts to 20 candidates, or on average 20% of the applicant pool. Following the completion of the phone screen interviews, we will develop a report/recommended shortlist of candidates, which includes: resumes, cover letters, and a one-page profile summary of candidates' professional history, including a brief overview of WBCP’s assessment and the results of their phone screen. We will meet with the selection committee/Client to review this report and select candidates for interviews. In this meeting, we will review the recruitment plan and discuss the final stages of the selection process.

WBCP will take responsibility for communicating with the applicants/candidates during each phase of the search process and Client should refer any inquiries from potential or existing applicants directly to WBCP.

S E L E C T I O N P R O C E S S
WBCP will design and administer an appropriate final selection process based on the needs of the Client (tailored to the need and recruitment). WBCP will facilitate the invitation and coordination of these meetings/interviews and provide additional assessment tools/recommendations such as interview questions, writing and presentation exercises, problem solving scenarios, etc.

PHASE III

PHASE IV

R E S U M E A S S E S S M E N T

C O M M U N I C A T I O N W I T H C A N D I D A T E S
Following the interviews and the Client’s top candidate(s) selection, we will assist the Client with facilitating a thorough background and reference check.

A typical approach includes a review of federal, state, and local criminal background checks and academic verification by a licensed background agency. Reference checks are conducted over the phone by a senior consultant and a final report is provided to the Client. References are completed on candidate(s) being considered after initial/panel interviews.

C O M M U N I C A T I O N W I T H C L I E N T
Once the client reviews and is comfortable with the
findings in the background and reference report, we are available to assist with negotiations on compensation, benefits, start date, and other transition details.

N E G O T I A T I O N S
Confidential

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Facilitate initial kick-off meeting with Client and other meetings that may include Executive Leadership, staff, community, and other stakeholders to assist with identifying the ideal candidate profile.

Assist Client hiring authority/stakeholders in modifying the job description (as needed), and develop a recruitment announcement, marketing materials, and advertising plan for the recruitment.

Attend all other meetings and engagements as needed or identified by the Client.

Implement advertising plan including: publication, headhunting, direct mail, and other online and email marketing efforts.

Provide timely updates and progress reports to the client regarding search services; every two weeks or as Client identifies is needed.

Preliminary internet searches will be conducted on recommended candidates.

Coordinate interview panel(s) as needed, or coordinate this process with Client.

Receive and review applicants and screen those applicants to identify top candidates. Top screened paper applicants will be video/phone screened by recruiter to identify the key competencies (technical and interpersonal) to assist in identifying the top group of candidates who will be recommended at the Client/WBCP shortlist meeting.

Facilitate shortlist meeting with Client – review and select candidates who will be invited to interview.

Coordinate invitations to candidates.

Develop interview questions and other selection details to meet specific needs and identify key competencies of candidates.

Facilitate interviews with panel(s).

Background and reference checks will be conducted with candidates who are identified as final candidates after initial Client interviews have been conducted. Background checks will typically include the following: criminal (local, state, and federal), education, credit, social security. References will be conducted based on a 360-degree perspective and will include staff, peers, and superiors. Onsite background services are available at an additional fee (see fees for details)
Facilitate offer and negotiations with selected candidate; as directed by Client.

VII. SCOPE OF WORK.......................................................................................

Confidential

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VIII. RECRUITMENT TIMELINE.......................................................................

BELOW IS A SAMPLE OF AN EXECUTIVE SEARCH TIMELINE THAT

WBCP WILL CUSTOMIZE FOR THIS RECRUITMENT
Week 1:

Secure services with search firm, WBCP, Inc.

WBCP can schedule a Kickoff meeting as soon as we are selected.

WBCP: review search parameters and recruiting processes with Client Interview with hiring authority and other stakeholders for competencies Identification of advertising venues and ideal candidate prospects Calls, meetings, or coordination with other stakeholders for information gathering Weeks 1 + 2:

Develop and approvals: recruitment process, deadlines, ad plan and strategy, recruitment timeline and brochure
Print coordination (if applicable)
Weeks 2 + 3:

OPEN RECRUITMENT AND AD PLAN: Implement marketing plan and direct mail (if applicable) Secure panel member calendars
Timeline may be extended if direct mail piece is included (i.e., print/postage) Finalize panel members and interview logistics and invitations to panel members Weeks 4, 5, + 6:

Receive applications –Collect and source applicants will continue until recruitment closes Weeks 7 + 8:

CLOSE RECRUITMENT AND ADVERTISING
Conduct initial phone screen to identify shortlist of candidates Preliminary check on shortlist candidates (Google search) Candidate profiles developed and short list recommendations to client Weeks 9 + 10:

MEETING - Client confirms selection of candidates to be advanced to panel interviews Finalize questions, presentation, in-basket (as determined) Coordinates invitations with selected top candidates (shortlist) Produce panel candidate interview packets
Weeks 10 + 11:

WBCP facilitates interview process – Interview process will be customized based on client and community needs:

Day 1: Panel Interviews Conducted; Day 2: 2nd Interviews with executive leaders; 3rd interviews may be scheduled as needed with Boards/Commissions, etc.; As needed schedule staff and/or community discussions/meetings Week 12:

WBCP conducts background and reference checks (backgrounds may be conducted by Client if current contract exists)
WBCP conducts full reference checks for candidate(s) selected for Board/Commission interviews; or when Client is interested in making an offer
NEGOTIATIONS / HIRE:

Hire date to accommodate possible candidate relocation
Client (WBCP available to assist in process) conducts offer and facilitates salary negotiations with preferred candidate
Confidential

WWW.WBCPINC.COM PAGE 16
IX. REFERENCES................................................................................................

X. MARKETING MATERIAL EXAMPLES...........................................................

Click below to see our marketing samples for similar positions. To see all of our brochures, visit: wbcpinc.com/closed-jobs-private/ and use the password: wbcp202510*
Confidential
3-City of Dunsmuir, California
Positions Filled:

City Manager
Contact Information:

Juliana Lucchesi, City Councilmember - [email protected] Matthew Bryan, Vice Mayor - [email protected] | 530-859-2156 2-Town of Truckee, California
Positions Filled:

Town Manager
Contact Information:

Anna Klovstad, Vice Mayor/Council Member - [email protected] | 530-582-2913
Town Manager, Town of Truckee, CA
Town Manager, Town of Windsor, CA
City Manager, City of Dunsmuir, CA
City Manager, Petaluma, CA
City Manager, City of Colfax, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Atwater, CA
City Manager, City of Port Hueneme, CA
1-City of Colfax, California
Similar Positions Filled:

City Manager
Contact Information:

Mike Luken, Interim City Manager - [email protected] | 916-997-2760

WWW.WBCPINC.COM PAGE 17
XI. COST SHEET/TIMELINE POLICY.............................................................

Description of Services/Deliverables: Inclusive Rate per Recruitment:

WBCP will not limit the number of hours we work on a recruitment, rather we charge a flat rate and will spend the time necessary to ensure we are successful. Consulting fees will be billed in thirds at the beginning (open for applications and advertising campaign launched), middle (shortlist selection), and end of the recruitment process (selection made and background/ references concluded).

S E R V I C E C O S T P E R R E C R U I T M E N T

TOWN MANAGER
Description of Services/Deliverables: Inclusive Rate per Recruitment:

Up to $5,500 - $7,900
(direct expenses not-to-exceed)
$24,900
(flat rate)
Consulting Services: Phases I-IV in the
proposal's recruitment strategy/phases
section.

To ensure the success and efficiency of our recruitment services, the following policies regarding cost and timelines are in place:

Timeline Development: Timelines provided to our clients are valid for 10 business days. If a timeline is not secured or confirmed within this period, it may no longer be available. In such cases, the timeline may be reassigned to another client, and a revised timeline will be provided.

1. Work Performed Out of Scope: To deliver optimal results, adherence to agreed-upon dates and times for critical recruitment milestones (e.g., shortlist meeting and interview dates) is required. Any changes to these timelines after the recruitment process has commenced may result in:

2. Forfeiture of the Recruitment Guarantee: Deviating from the agreed timeline will void the recruitment services guarantee.
a.

Additional Charges: Adjustments to timelines will incur additional fees, billed at our standard hourly rate.
b.

Cost Negotiable: While our standard pricing reflects the value and quality of our recruitment services, we understand that each client's needs are unique. As such, pricing may be negotiated depending on the specific scope and requirements of the engagement. Please feel free to discuss your needs with us, as we may be able to negotiate pricing.

3. These policies ensure clarity, fairness, and high-quality outcomes for all parties involved.

Confidential
Expenses Include: Travel to client location (up to 2
trips); document shipping fees/delivery charges to
facilitate virtual meetings, panel packet content; fees for background and reference checks; may include
fee for one additional consultant to travel (and
related expenses) and facilitate an additional panel
for one day ($700/day); brochure/graphic design
($950); marketing and advertising which may
include: print and postage (if applicable); online job
boards; social media; sourcing; and may include flat
fee pricing for: LinkedIn $395, InMails $300, Circa
Diversity Job Boards $295, Zoom Info $299. These
expenses will be billed based on what is expended
and based on the needs of the client/recruitment.

Cost and Timeline Policy

WWW.WBCPINC.COM PAGE 18
Confidential
Confidentiality is paramount in the work we do. We ensure that the client and candidate information we receive, and conversations with our client (and certainly discussions in closed session) are kept confidential. There are several physical safeguards we have in place including: locked and alarmed office space, password, and encryption protected information on our computers and servers, multiple backup systems. As information is shared with our client, we discuss the importance of confidentiality and why it is important to the candidates they are considering but also brands the organization appropriately. We also ask candidates who are interviewed to keep candidate information confidential, as they may see or meet a candidate during the process. We emphasize that confidentiality is not just until the recruitment is completed, and a candidate is hired, confidentiality is in perpetuity. Leaked information is not a reputation that a client wants to receive, as this could deter future applicants from applying.

C O N F I D E N T I A L I T Y S A F E G U A R D S

I N S U R A N C E
WBCP and its sub-consultants have reviewed the contractual agreement and the Insurance Requirements. If selected, WBCP will execute said agreement and will provide the required insurance documents. WBCP will submit certificates of insurance as evidence of the required coverage limits. Insurance policies include: liability, errors and omissions, workers compensation, and vehicle insurance.

WBCP embraces cross-cultural diversity and we are committed to equitable treatment and elimination of discrimination in all its forms at all organizational levels and throughout all consulting practices, including search services. We strive to reach diverse groups of people to inform them of leadership opportunities. Upon our 2023 year-end review, we found that over the last three years, 90% of our applicants and 83% of our candidates placed in positions with our clients came from diverse backgrounds. We will make extensive efforts to attract a qualified applicant pool that represents a broad range of gender and ethnically diverse individuals.

XII. OTHER...........................................................................................................

O R G A N I Z A T I O N A L D I V E R S I T Y S T A T E M E N T Wendi Brown, President
Client, Title Date
Date
January 14, 2025

F O R C E M A J E U R E
Client agrees that WBCP, Inc. is not responsible for any events or circumstances beyond its control (e.g., including but not limited to war, riots, embargoes, strikes, and/or Acts of God) that prevent WBCP, Inc. from meeting its obligations under this Agreement.

______________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Councilmember Rebecca Flynn
DATE: Tuesday 1/28/2025
RE: Report of Conservation Committee meeting
Action Items

1. Residents are invited to alert the Conservation Committee members of any patches of Broom in the Town in preparation for the Broom Pull scheduled for Sunday March 2, 2025.

Committee is recruiting scout troops and high schools and volunteers for help and launching outreach. Committee wants to encourage neighbors in the vicinity of their planned work areas to also engage in the Broom pull on their own properties on March 2..

2. The committee wants to generate more interest in Backyard Habitat Applications. Residents encouraged to apply. Members available to answer questions about the award.

3. The Committee would like some storage space for their tools and equipment on Town Property. They will be contacting the TM.

4. Part of Shady Trail is eroded. Public works getting estimate of cost to repair

5. Town needs to formally add Dittrichia and Broom removal to the requirements for ASCC.

6. Committee voted to approve changes to the Fencing Ordinance to incorporate open wildlife corridors. Committee to forward the new verbiage to the Planning Department and ASCC.

Note that the Wildfire Preparedness Committee would also like to suggest a few edits to the Fencing Ordinance to ban wood fences from touching homes.

7. Conservation Committee wishes to be involved in Fencing approvals for ASCC applications.

Notes
I. Election: Marianne Plunder elected new Chair, Judy Murphy Vice Chair. Nancy Freire Secretary.

II. Committee Priorities and Sub-Committee Assignments finalized for the new year.

III. Committee planning an evening lecture. Potential topics: mountain lions, rodenticides, or balancing habitat and fire.

IV. Update on oversight of Town Properties:
a. Completed seeding of Spring Down OS;
b. Concerned about school lights at CM affecting the Frog Pond

TOWN OF PORTOLA VALLEY
Conservation Committee Memo

c. Ford Field and Open Space: branches have dropped from trees but are not in the way of the trails. Branches should be left there and wood Rat nests not disturbed. Nona shared some slides of many wood rat nests along the trails near Alpine Road and Ford Park.
d. Shady Trail - part of trail is eroded, SW of Shady Trail Open space with caution tape.

Open space had meeting with CC, Trails, PW - getting estimate of cost to repair. Town has an easement from multiple properties. Homeowner bordering the slide area interested in collaborating on the repair effort.

V. Wildfire Preparedness - Email from the Town about the property inspections by the WFPD.

VI. Open Space - discussed using the OS fund: could it be used to acquire another property and use for OS and housing to preserve Ford Open Space? RF brought up the HE certification requirements from HCD to parcel out the housing site and rezone it for Housing. 2.48 acres is the housing area but less area is actually available to develop.

VII. Update on Dittrichia enforcement (Plunder) - Fire Marshall adding Dittrichia and Broom to the Fire Guidelines to require removal. Town needs to formally add Dittrichia and Broom removal to the requirements for ASCC.

VIII. Wildlife corridors/ Fencing Guidelines (Plunder/Chiariello) Vote to approve the draft revisions to the Town’s Fence Regulations Summary and Ordinance 2005-360 to afford greater protection to wildlife corridors. AB889 Room to Roam - municipalities will have to do a lot of work to follow the law. The Conservation Committee will submit the draft revisions to the Town’s Fence Regulations Summary and Ordinance 2005-360, for consideration by the Town and relevant commissions.

Conservation committee wants to be involved in approving fencing applications. Is there any enforcement by the Town for final approval of projects to respect CC requirements.

IX. Tip of the Month (Magill) What’s Blooming Now? (Magill) Native Manzanita (should not be planted close to the house) and weed Oxalis

______________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Councilmember Rebecca Flynn
DATE: Monday 2/3/2025
RE: Report of SMC Library JPA Governing Board meeting
Action Items

1. The finance department of the JPA can receive invoices from Portola Valley towards the PV Library Trust Fund at any time for reimbursement.

Notes

1. Recognition of Karen Cunningham, outgoing chair of the board. Instrumental in building the new Brisbane Library. Now on the SMC Library Foundation Board. Champion of the work of the Library.

2. Special election - Julia Mates elected chair and Rick Degolia elected vice chair to serve the rest of the term until June 30

3. Board approved purchase of a new diesel hybrid Bookmobile for $640K.Life expectancy is 10-20 years. Significant prices increases in recent years. Current electric vehicle technology not available yet for heavy vehicles like bookmobiles. The plug in hybrid will allow electric functionality while at stops. Can hold 12 people at stops.

4. Midyear Report - Previous Colas ~3% . New COLAs for staff: 5% per year for next 3 years. Budget in an excellent condition due to improved property tax revenue.

5. Significant ERAF funding ($7-8 million/year for the last few years)- proposal for 50% to be used on general ongoing expenses, particularly for new staffing. To rely on reserves in case the Library loses ERAF funding. Board approved the proposal.

6. Participation with the Dolly Parton Book Program which mails a book to children every month.

7. EPA planning a new library. Needs to raise $30-50 Million. Please contact Councilmember Mark Dinan if you would like to help out.

8. Local Libraries (PV and Woodside ) have held programs for Seniors, including Prevention of Falls, home safety. Plans for more activities for Senior Citizens.

9. Portola Valley Trust Fund Balance is approximately $1.375 million. To be used for library related expenditures including facility maintenance, remodeling, material and equipment, and overhead.

Invoices can be submitted for reimbursement at any time. July 20, 2025 deadline.

TOWN OF PORTOLA VALLEY
SMC Library Committee Update

______________________________________________________________________________________ TO: Mayor and Members of the Town Council
FROM: Councilmember Helen Wolter
DATE: February 12, 2025
RE: Emergency Preparedness Committee (EPC) Report for Feb 6, 2025 • Speaker from Wyndham Circle asked for the Committee to work on FireWise Communities • Problems with radio
o Someone took the emergency AM radio off the air??
o EPC would like to take control of the AM radio
o Woodside Fire District said they could possibly host the radio - needs to coordinate with the Town on whether to move the radio system to the firehouse o EPC voted to consider moving the radio to the firehouse - would like Council approval and support
• Need Council direction on whether to have an EOC
o EPC is not working with the County on this effort
o Prior staff would have run the EOC - those folks are now gone o In an emergency - there is no one in Town that could open an EOC and the Committee is worried
o Gear is still there and still works according to one of the committee members • Subcommittee of the Council to work with the EPC to get more support o EPC voted for a subcommittee of the Town Council to work with the EPC to make sure things happen
• Woodside Fire District Update - Tom Cuschieri, Fire Chief o Sent 15 staff to assist with the LA Fires- All back as of Jan 22, 2025 o Jan. 19 - Emerald Hills Fire - rescued a paralyzed person through a window o Recruitments for new personnel are now open
o 100 year anniversary - March 22, 2025 Open House
o New negine is coming - 3 years to get a new engine - $1 million o Chipping program will be back in May - has a new sign up procedure. Unclear whether residents need to sign up or whether trucks are still coming by on a set day. o AI tech spotted a small fire - pretty awesome new technology to help us be safer o CERT class in the ranch is starting - 25ish residents are taking it o CalFire Hazard Map should be out Feb. 20 - will have 30 days of public outreach on the map

TOWN OF PORTOLA VALLEY
Emergency Preparedness Committee