City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-00535 2/18/2025 Discussion Item 1.
Interviews of Executive Recruitment Firms to Conduct the City Manager Recruitment File ID: 2025-00535
Location: Citywide
Recommendation: 1) Conduct interviews of firms proposing to conduct the executive recruitment for City Manager; 2) Discuss firms’ qualifications; and 3) Pass aMotion recommending engagement of a firm based upon the review and discussion of the Personnel and Public Employees (P&PE) Committee and directing the City Clerk to forward the recommendation to the City Council for consideration.
Contact: Mindy Cuppy, City Clerk, (916) 808-5442, [email protected], Office of the City Clerk
Presenter: Rick Jennings, II, Chair, Personnel and Public Employees Committee, Office of Councilmember Jennings, District 7
Attachments:
1-Description/Analysis
2-CPS HR Consulting Proposal
3-MGT Impact Solutions Proposal
Description/Analysis
Issue Detail: The position of City Manager was vacated effective December 31, 2024. The City Council has begun a recruitment process for the position of City Manager.
On October 22, 2024, the City Council approved entering into professional service agreements with five firms for executive recruitment services. With that action, the Council pre-approved executive recruitment vendors who had successfully met the requirements of the City's Request for Proposals for Executive Recruitment Services on an as-needed basis. The rationale provided for this Council action was that since each of the five firms on the list met the qualities the City sought such as unique experience, recruitment approach, geographic reach, fee schedule, and diversity profile, their pre-approval would give the City much needed flexibility and agility in meeting its executive recruitment needs. As the City has contracts in place with these five firms, the City requested that each of the firms submit cost proposals and respond to basic process questions.
File ID: 2025-00535 2/18/2025 Discussion Item 1.
The following firms submitted cost proposals, which are attached:
· CPS HR Consulting
· MGT Impact Solutions
On January 28, 2025, the City Council referred to the Personnel and Public Employees (P&PE) Committee the evaluation of executive recruitment search firms from the list of firms approved by the City Council on October 22, 2024, and directed the P&PE Committee to return to the City Council with a recommendation on the executive recruitment search firm to use in the City Manager recruitment no later than March 1, 2025.
On February 4, 2025, the P&PE Committee reviewed cost and process proposals of firms proposing to conduct the executive recruitment for City Manager, discussed comments and suggestions from City Councilmembers at the January 28, 2025, Council meeting, discussed the executive recruitment firms’ qualifications and proposals, and passed a motion directing the City Clerk to invite CPS HR Consulting and MGT Impact Solutions to present to the P&PE Committee on February 18, 2025.
Policy Considerations: Not applicable.
Economic Impacts: Not applicable.
Environmental Considerations:
California Environmental Quality Act (CEQA): This action is not a project that is subject to CEQA because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines §15378(b)(5)).
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: Using an outside firm to conduct the recruitment for an executive level position is consistent with past practices.
Financial Considerations: The estimated total cost for the recruitment is less than $60,000.
Local Business Enterprise (LBE): Not applicable.
CALIFORNIA
TEXAS
COLORADO
PROPOSAL
City of Sacramento
Executive Recruitment Services for City Manager
Due Date: January 29, 2025
5:00 P.M. PT
Submitted by:
Melissa Asher
Chief of Client Services
CPS HR Consulting, 2450 Del Paso Road, Suite 220, Sacramento, CA 95834 P: (916) 471-3358, [email protected]
Tax ID: 68- 0067209
www.cpshr.us
2450 Del Paso Road, Suite 220 Sacramento, CA 95834 www.cpshr.us Tax ID: 68-0067209
Table of Contents
Recruitment Experts ............................................................................... 1 Our Approach ........................................................................................ 5 Key Stakeholder Involvement ................................................................. 5 The City’s Needs ....................................................................................... 5 Commitment to Communication .......................................................... 5 Aggressive, Proactive, and Robust Recruitment .................................. 5 Diversity Outreach Process ..................................................................... 6 Community/Stakeholder Engagement ................................................. 6 Methodology and Scope of Work....................................................... 7 Phase I - Develop Candidate Profile and Recruitment Strategy ....... 7 Phase II - Aggressive, Proactive, and Robust Recruitment ................. 8 Phase III - Selection ................................................................................ 10 Timeline.................................................................................................... 11 Our Executive Recruiting Team .......................................................... 14 Team Biographies .................................................................................. 14 References ............................................................................................ 16 Professional Fees and Guarantee ..................................................... 17 Professional Services .............................................................................. 17 One-Year Service Guarantee .............................................................. 17 Appendix A: Sample Brochure .......................................................... 18
2450 Del Paso Road, Suite 220 Sacramento, CA 95834 www.cpshr.us Tax ID: 68-0067209
January 29, 2025
Jennifer Wilkinson
Program Specialist
City of Sacramento
915 I Street
Sacramento, CA 95814
Submitted via email to: [email protected] Subject: Executive Recruitment Services
Dear Ms. Wilkinson:
CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist the City of Sacramento (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting public agencies with executive search, screening, and placement.
CPS HR offers a broad spectrum of human resource services while delivering personalized, results-oriented services, utilizing best practice methods of recruitment and selection strategies from our team of recruitment experts. Each recruitment is an opportunity to shape and prepare your organization for the future. We understand how important this transition is for you and are perfectly placed to assist you in this endeavor. Once this project begins, we will work with the City to tailor our process to highli ght this exciting opportunity and attract the best possible candidates.
In-Depth Experience with the City of Sacramento
We have developed an extensive and ongoing collaborative partnership with the City of Sacramento, working closely with the City Council, Mayor, appointed staff, and council staff to support their diversity, equity, and inclusion (DEI) goals. Most recently, we partnered with the City to design and facilitate a comprehensive training program that addressed critical topics, including cultural intelligence, emotional intelligence, implicit bias, microaggressions, and crucial conversations. This program was tailored to meet the unique needs of city leaders and staff, equipping participants with the knowledge and skills necessary to foster a more inclusive, equitable, and effective workplace. Through multiple sessions, we engaged stakeholders at all levels of city governance, creating a shared framework for understanding and addressing complex DEI challenges. The training yielded measurable improvements in participants’ learning outcomes and advanced the City’s broader inclusion efforts, highlighting our capacity to deliver impactful and sustainable change within government organizations.
2450 Del Paso Road, Suite 220 Sacramento, CA 95834 www.cpshr.us Tax ID: 68-0067209
Additionally, we have assisted the City with numerous executive searches , classification and compensation s ervices, police and fire exam and testing developments , and various training services over the past twenty (20) years.
It is our commitment to work in partnership with your organization to a successful result.
Thank you for the opportunity to be considered for this assignment. Should you have questions or comments about the information presented in this proposal, please do not hesitate to contact me at (916) 471-3358 or via email at [email protected].
Sincerely,
Melissa Asher
Chief of Client Services
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 1
Recruitment Experts
CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non -profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency’s unique needs. Our wealth of recruitment experience has been gained through more than 20 years of placing top and mid -level executives in public agencies throughout the United States.
Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting executive -level professionals for public agencies across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors.
Focus on Diversity Recruiting. In the past three years, 57% of the candidates placed by CPS HR were female, members of ethnic minorities or both. To continue this trend, CPS HR is constantly assessing the best methods for reaching the broadest network of possible candidates. To that end, we have just signed a contract with Zoom Info, a new sourcing platform, that includes a diversity sourcing filter.
Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in recruiting and placing executive -level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employe es, and part -time employees with a variety of public and private sector experience.
Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics.
Success Recruiting Non-Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates.
Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive -level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 2
Satisfied Clients. Our executive search client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship. Retention/Success Rate. Our success rate is tied to the longevity of the candidates we place, currently more than 95% of our placements are still in their position after two years.
Partial list of recruitments. Below is a brief listing of recent similar recruitments to show our experience with similar executive recruitments.
Agency Title Year Completed
County of Orange, CA County Executive Officer Current
City of Carbondale, IL City Manager Current
City of Arvada, CO City Manager Current
San Joaquin Area Flood Control
Agency, CA
Executive Director Current
San Diego Ethics Commission, CA Executive Director 2024 California Workforce Association Executive Director 2024 County Welfare Directors
Association of California, CA
Executive Director 2024
City of Simi Valley, CA Deputy & Assistant City Manager, Outreach
2024
City of Farmersville, CA City Manager 2024
County of San Diego, CA Chief Administrative Officer 2024 San Diego Association of
Governments, CA
Chief Executive Officer 2024
City of Arcata, CA City Manager 2024
California Student Aid Commission,
CA
Executive Director 2024
Stanislaus County Housing
Authority, CA
Executive Director 2024
City of Simi Valley, CA City Manager 2024
Contra Costa County Employees’
Retirement Association, CA
Chief Executive Officer 2024
Orange County Power Authority,
CA
Chief Executive Officer 2024
Southern California Public Power
Authority
Executive Director 2024
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 3
Agency Title Year Completed
County of San Luis Obispo, CA County Administrative Officer 2024 Metropolitan Transportation
Commission, CA
Executive Director 2023
Ventura County Employees’
Retirement Association
Retirement Administrator (CEO) 2023
City of Gillette, WY City Administrator 2023
City of Phoenix, AZ Assistant City Manager 2023
City of Phoenix, AZ Deputy City Manager 2023
City of Baytown, TX City Manager 2023
City of Littleton, CO Deputy City Manager 2023
City of Littleton, CO City Manager 2022
City of Oklahoma City, OK Assistant City Manager 2022
City of Bellaire, TX City Manager 2022
County of Trinity, CA County Administrative Officer 2022 City of Nogales, AZ City Manager 2022
County of Imperial, CA County Executive Officer 2022
City of Turlock, CA City Manager 2022
City of Dallas, TX Assistant City Manager 2022
City of Tucson, AZ Assistant City Manager/Chief Financial Officer
2022
City of Piney Point Village, TX City Administrator 2022 City of Nogales, AZ City Manager 2022
City of Surprise, AZ City Manager 2021
City of Aztec, NM City Manager 2021
County of Yolo, CA County Administrative Officer 2021
City of Aurora, CO Deputy City Manager 2021
City of Dickinson, TX City Manager 2021
City of Dayton, TX City Manager 2021
County of Los Alamos, NM County Manager 2021
City of Hercules, CA City Manager 2021
City of Clayton, CA City Manager 2021
City of Marysville, CA City Manager 2021
County of Flathead, MT County Administrator 2021
County of Yolo, CA Assistant County Administrative Officer 2020 City of Greeley, CO Deputy City Manager 2020
City of Reno, NV City Manager 2020
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 4
Agency Title Year Completed
City of Bozeman, MT City Manager 2020
City of Richmond, CA City Manager 2019
City of Columbia, MO City Manager 2019
City of Union City, CA City Manager 2019
Town of Paradise Valley, AZ Town Manager 2019
City of Carson, CA City Manager 2019
City of East Palo Alto, CA City Manager 2019
City of Woodland Park, CO City Manager 2018
City of Modesto, CA City Manager 2018
Churchill County, NV County Manager 2018
City of Sacramento, CA Assistant City Manager 2018
County of San Luis Obispo, CA City Manager 2018
City of Goodyear, AZ City Manager 2018
County of Imperial, CA County Executive Officer 2018
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 5
Our Approach
Key Stakeholder Involvement
The City Council on behalf of the City of Sacramento must be intimately involved in the search for a new City Manager. Our approach assumes their direct participation in key phases of the search process. At the discretion of the City Council, other key stakeholders may also be invited to provide input for the development of the candidate profile.
The City’s Needs
A critical first step in a successful executive search is for the City Council to define the professional and personal qualities required of the City Manager. CPS HR has developed a very effective process that will permit the City Council to clarify the preferred future direction for the City; the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate the City Council wishes to establish with the City Manager; and ultimately, the professional and personal qualities required of the City Manager.
Commitment to Communication
Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.).
We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to t he management of the recruitment process. As a result, we have many long -term relationships with clients that have led to opportunities to assist them with multiple recruitments.
CPS HR’s communication continues once you have selected the new City Manager. We will contact the City Council and the newly appointed City Manager within six months of appointment to ensure an effective transition has occurred.
Aggressive, Proactive, and Robust Recruitment
We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 6
We use advertisements, directly email the outreach brochure, post messages and connect with potential candidates on business media such as LinkedIn, and of course, pick up the phone and call qualified individuals and referral sources.
Diversity Outreach Process
CPS HR strives to attract the most highly qualified, diverse candidate pool possible. We are pleased that our diligent efforts have resulted in more than 57% of our executive level placements being people of color and/or female candidates within the past three years.
We accomplished this by advertising with organizations like the National Forum for Black Public Administrators and the Local Government Hispanic Network in order to reach these specific population groups. We also seek candidate referrals from local subject matter experts and the national leadership of groups like Women Leading Government. By taking the time to directly contact these influential industry experts, we ensure that we capture the maximum number of distinguished candidates – particularly those wh o are well- known in their industries, but who may not be actively looking for a new job.
Our recruitment process results in an exceptionally diverse candidate pool and a high level of client satisfaction.
Community/Stakeholder Engagement
The City Council desires input from City staff, community members, and stakeholders (business community, CBOs, labor, etc.). CPS HR proposes a rigorous internal and community outreach program to help achieve a 360-degree view of the future City Manager. To accomplish this task, we have deployed several strategies to gather feedback including community meetings, online surveys, roundtable/visioning meetings, and teleconferences. CPS HR will provide a summary to the City stemming from these activities as an additional source of information for developing the candidate profile and selection criteria. While a final schedule and format would be generated in consultation with the City, a suggested framework includes spending a day on- site soon after being awarded the contract to interview the City Council , associated staff, and community stakeholders who work with the City Manager
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 7
Methodology and Scope of Work
Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a new City Manager is uniquely suited to the City's needs.
Phase I: Our consultant will meet with the City Council to ascertain the City’s needs and ideal candidate attributes, to target our search efforts, and maximize candidate fit with the City.
Phase II: The recruitment process is tailored to fit the City’s specific wants and needs, with targeted advertising, combined with contacts with qualified individuals from our extensive database.
Phase III: The selection process is customized for the City. CPS HR will work with the City Council to determine the process best suited to City of Sacramento.
Phase I - Develop Candidate Profile and Recruitment
Strategy
Task 1 - Review and Finalize Executive Search Process and Schedule Task 2 - Key Stakeholder Meetings
Task 3 - Candidate Profile and Recruitment Strategy Development Task 4 - Develop Recruitment Brochure
The first step in this engagement is a thorough review of the City’s needs, culture and goals; the executive search process; and the schedule. CPS HR is prepared to meet with key stakeholders to obtain input in developing the ideal candidate profile and to assist us in understanding key issues and challenges that will face a new City Manager. Activities will include:
Identifying key priorities for the new City Manager and the conditions and challenges likely to be encountered in achieving these priorities. Describing the type of working relationship the City Council wishes to establish with the City Manager.
Generating lists of specific competencies, experiences, and personal attributes needed by the new City Manager in light of the discussions above.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 8
Discussing recruitment and selection strategies for the City Council’s consideration to best produce the intended results.
CPS HR will provide a summary to the City stemming from these activities as an additional source of information for developing the candidate profile and selection criteria.
Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the City for review. Please refer to Appendix A for a sample brochure. Additional brochure examples are available on our website at https://www.cpshr.us/executive-level-recruitment-2/.
Phase II - Aggressive, Proactive, and Robust Recruitment Task 1 - Place Advertisements
Task 2 - Identify and Contact Potential Candidates
Task 3 - Resume Review and Screening Interviews
Task 4 - City Council Selects Finalists
The recruitment process is tailored to fit the City’s specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database.
CPS HR will prepare, submit for your approval, and publish advertisements on professional and affiliate websites to attract candidates on a nationwide, regional, local or targeted basis based on the recruitment strategy. Examples may include:
Advertising Sources
• City website
• CPS HR website
• California City News
• Public CEO
• ICMA
• Careers in Government
• GovernmentJobs.com
• Western City
• LinkedIn
• Municipal Management Association
Northern/Southern California
• National League of Cities
• National Hispanic Network
• National Forum of Black Public
Administrators
• Women Leading in Government
• Asian American Government Executives
As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit th e special needs of our client.
Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 9
CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates. In addition to placing ads on websites aimed at minority candidates, we will contact leaders within appropriate associations to gain their insight and referrals of possible candidates.
Within the past three years, more than 57% of our executive level placements have been minority and/or female candidates.
CPS HR will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the City Manager brochure along with a personal invitation to contact CPS HR should they have any questions about the position.
CPS HR maintains a comprehensive, up -to-date database of industry leaders and experienced professionals; however, we do not rely solely upon our current database. We also conduct research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates.
We will:
Convey a strong sense of the purpose and strategy of the City. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment.
Provide guidance and resources to candidates regarding the area’s cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. Actively seek highly qualified candidates who may be attracted by the prospect of collaboration with other departments, providing exceptional leadership to the City or continuing to ensure the public confidence in the integrity of the City.
CPS HR will directly receive and initially screen all resumes. This screening process is specifically designed to assess the personal and professional attributes the City is seeking and will include a thorough review of each candidate's resume, and if appl icable, supplemental questionnaire responses and other supporting materials. CPS HR will personally speak to selected candidates during a preliminary screening interview and will spend extensive time ascertaining each candidate’s long-term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate’s technical competence and management philosophy. We will gather data on any other unique aspects specific to this recruitment based upon the candidate profile, as well as conduct internet research on each candidate interviewed.
CPS HR will prepare a written report that summarizes the results of the recruitment process and recommends candidates for further consideration by the City Council. Typically, the report will recommend five to eight highly qualified candidates and will inc lude resumes and a profile on each interviewee's background. CPS HR will meet with the City Council to review this report and to assist them in selecting a group of finalists for further evaluation.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 10
Phase III - Selection
Task 1 - Design Selection Process
Task 2 - Administer Selection Process
Task 3 - Final Preparation for Appointment
Task 4 - Contract Negotiation (if requested)
CPS HR will design a draft selection process based on information gathered in Phase I. We will meet with the City to review this process and discuss the City’s preferred approach in assessing the final candidates. The selection process will typically inclu de an in-depth interview with each candidate but may also include other selection assessments such as an oral presentation, preparation of written materials, and/or problem-solving exercises.
We will coordinate all aspects of the selection process for the City. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; facilitating the interviews; assisting the City with delibe ration of the results; and contacting both successful and unsuccessful candidates.
Following the completion of the selection process, CPS HR will be available to complete the following components:
Arrange Follow-up Interviews/Final Assessment Process: Should the City wish to arrange follow-up interviews and/or conduct a final assessment in order to make a selection, CPS HR will coordinate this effort.
Conduct In-Depth Reference Checks: The in-depth reference checks are a comprehensive 360-degree evaluation process whereby we speak with current and previous supervisors, peers, and direct reports. (It is our policy to not contact current supervisors until a job offer is made, contingent upon that reference being successfully completed, so as not to jeopardize the candidates’ current employment situation.) Candidates are requested to provide a minimum of five references. CPS HR is able to ascertain signific ant, detailed information from reference sources due to our commitment to each individual of confidentiality, which leads to a willingness to have an open and candid discussion and results in the best appointment for the City. A written (anonymous) summary of the reference checks is provided to the City.
Conduct Background Checks: Upon a conditional job offer, we will arrange for a background check of a candidate’s records on driving, criminal and civil court, credit history, education, published news, and other sensitive items. Should any negative or questionable content appear during these checks, CPS HR will have a thorough discussion with the finalist(s) and will present a full picture of the situation to the City for further review.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 11
Contract Negotiation (if requested): Successful negotiations are critically important, and we are available to serve as your representative in this process. With our expertise, we can advise you regarding current approaches to various components of an employment package. We can represent you r interests with regards to salary, benefits, employment agreements, housing, relocation, and other aspects, with the ultimate goal of securing your chosen candidate.
Timeline
The project team CPS HR has selected is prepared to begin work upon receipt of a fully-executed contractual agreement. All search activities up to and including the selection of a new City Manager can be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising on appropriate professional and affiliate websites, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 12
WORK PLAN SCHEDULE
DRAFT
Timeframe Activity
KICK-OFF MEETING
Week 1 Consultant speaks with Selection Committee.
STAKEHOLDER ENGAGEMENT OPPORTUNITIES
Week 2 Consultant conducts engagement activities as desired by the City Council. These may include in-person interviews with the Mayor and each Council Member, department heads, and other identified stakeholders; online surveys, or town hall meetings.
RECRUITMENT MATERIALS
Week 3 Recruitment Brochure:
Consultant submits recruitment brochure text to the City for review.
The City submits final revisions to the recruitment brochure text to the consultant.
Consultant submits final text to graphic designer.
Consultant submits draft brochure PDF to the City.
Consultant prepares recruitment and advertising materials. The City provides final approval of brochure.
ACTIVE RECRUITMENT
Weeks 4-8 Marketing: Consultant posts the job opening to various websites and publications.
Consultant sends initial e-mail blast to approximately 5,000 potential candidates and referral sources.
Aggressive Outreach/Application Process: Consultant follow-up with targeted/qualified candidates (those who are a match to the candidate profile) to ascertain interest and encourage application.
Candidates apply through the CPS HR website, receipt of applicant materials acknowledged.
The Consultant vets candidate resumes against minimum qualifications.
Consultant provides weekly updates to the City regarding recruitment activities.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 13
Timeframe Activity
SELECTION ACTIVITIES
Weeks 9 and
10 Screening Interviews: Consultant conducts comprehensive screening interviews with all candidates who meet the minimum qualifications as described in the job announcement. Consultant will also conduct media checks on all screened candidates.
Week 11 Client Report Meeting: Consultant will review recommendations regarding top candidates with to determine the short-list candidates to be interviewed by the City and possibly by other subject matter experts, staff, etc.
Client Reports will be delivered electronically prior to determined meeting date.
Week 12 The City Interviews: Interview short-listed candidates and determine finalists for further consideration.
Consultant prepares all materials, coordinates candidate logistics and assists with facilitation of the short-listed candidate interviews.
Week 13 Background/Assessment Activities: Consultant conducts reference checks on the finalist candidates. Finalist candidates will participate in any pre- determined assessment exercises.
Consultant prepares all materials and coordinate any assessment activities.
Week 14Week
of 8/31
The City Interviews: Conduct interviews with finalist candidates and approve selection. Other assessment and candidate activities TBD.
Consultant prepares all materials, coordinates candidate logistics and assists with facilitation of the finalist candidate interviews.
NEGOTIATION OF OFFER
Immediately
following final
interviews
Consultant assists in the negotiation of a salary offer and terms and conditions of employment with the selected candidate and conducts final background check.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 14
Our Executive Recruiting Team
CPS HR has assembled a strong project team with each member possessing extensive recruiting experience and a direct, in-depth understanding of local government. Our executive recruitment team will work collectively to fulfill the City’s needs in a timely and effective manner. The dedicated Project Team for this engagement will be Ms. Pam Derby, Ms. Teddy An derson, and Ms. Fatima Nukic. We are committed to providing each of our clients the same level of service excellence, and we take great care not to take on more work than this commitment allows. We will not utilize subcontractors for these services. No staff members will be removed or replaced without the prior written concurrence of the City.
Team Biographies
Pamela H. Derby, Manager, Executive Recruitment
Since joining CPS HR Consulting in 2003, Pam Derby has conducted a wide range of recruitments for county, city, special district and association executives including city attorney, executive director, general manager, city manager, assistant and deputy city manager, police chief, community and economic development director, human resource director, finance director, city administrator, registrar of voters, library director, and director of information technology in addition to specialized support positions.
Prior to joining CPS HR, Ms. Derby served as the Aide to the Yuba County Board of Supervisors serving as the Board’s liaison to County Department Heads, the community, and the media. This experience provided her with a unique perspective into the special c ircumstances that exist in a Board/Council-Manager relationship and a keen awareness of the inner workings of local government. She is sensitive to balance the wants of the community with the needs of the client so as to tailor a recruitment process that reaches out to the most appropriate candidates and ensures a diverse group of individuals from which to make a selection. She has successfully employed these techniques in jurisdictions ranging from under 10,000 to 10 million. Moreover, she employs a firmly -held personal philosophy that candidates must be treated with the same respect and careful consideration as her client.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 15
Teddi Anderson, Executive Recruiter
Teddi Anderson is an accomplished human resources professional with the ability to manage a large number of staff and complex projects and programs. She has the ability to transition quickly between strategy and tactical efforts where customer service is always the priority. Ms. Anderson has a unique background, starting her career in public sector as a Police Officer in Oregon and now has more than 30 years in local government. She has managed all functional areas of HR, including 20 years in recruitment a nd compensation and labor relations. She has been the lead negotiator on a number of police and fire union contracts across the country. She has experience with executive searches during her role as HR Manager and with a previous Executive Search firm. She most recently served as the City of Littleton Colorado's Budget Manager.
Fatima Nukic, Associate Executive Recruiter
Fatima Nukic brings over ten years of professional experience in the public sector, specializing in a wide range of executive recruitments for counties, cities, special districts, and associations. Her expertise includes recruiting for key leadership positions such as Executive Director, City Attorney, Police Chief, Human Resources Director, Finance Director, Health and Human Services Director, Risk Manager, and Environmental Resources Director, among others.
Ms. Nukic is an action -oriented, results -driven recruiter who excels in developing innovative strategies to promote recruitments and identify ideal candidates. With a strong background in promotion, sourcing, and social media marketing, she plays a key rol e as an Associate Executive Recruiter at CPS HR Consulting.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 16
References
Provided below is a partial list of clients we have recently worked with in providing similar executive recruitment services. We are confident that these public -sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization’s needs.
Reference 1
Agency: City of Simi Valley
Contact: Jennifer Gutierres, Deputy Human Resources Director Phone/Email: (805) 583-6741 ; [email protected] Address: 2929 Tapo Canyon Road, Simi Valley, CA 93063
Project: Full Recruitment for City Manager (2024)
Reference 2
Agency: County of San Diego
Contact: Joel Anderson, Member, Board of Supervisors
Phone/Email: (619) 204-2200; [email protected]
Address: 1600 Pacific Hwy Ste 335, San Diego, CA 92101
Project: Full Recruitment for County Administrative Officer (2024) In addition, Supervisor Anderson has served on SANDAG during two CEO recruitments and the Independent Performance Auditor recruitment conducted by Ms. Derby
Reference 3
Agency: City of San Diego Ethics Commission
Contact: Sharon Spivak, Outgoing Executive Director
Phone/Email: (619) 533-3477; [email protected]
Address: 451 A Street, Ste. 1410, San Diego, CA 92101
Project: Full Recruitment for Executive Director (2024) Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 17
Professional Fees and Guarantee
Professional Services
Our professional fixed fee covers all CPS HR services and deliverables associated with Phases I, II, and III of the recruitment process.
Travel expenses for candidates who are invited forward in the interview process are not included.
Professional Fixed Fee*
Professional Services for Full Recruitment (Fixed Flat Fee) $40,000 *Professional fees would be billed and paid monthly.
One-Year Service Guarantee
If the employment of the candidate selected and appointed by the City as a result of a full executive recruitment(Phases I, II, and III) comes to an end before the completion of the first year of service, CPS HR will provide the City with professional services to appoint a replacement.
Professional consulting services will be provided at no cost. T he City would be responsible only for expenses such as re -advertising, consultant travel, additional background checks, etc. This guarantee does not apply to situations in which the successful candidate is promoted or re - assigned within the organization during the one -year period. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort.
We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with the City of Sacramento in this important endeavor.
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 18
Appendix A: Sample Brochure
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 19
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 20
Proposal to City of San Jose
Executive Recruitment Services for Deputy City Manager
Page | 21
Proposal to City of Sacramento
Executive Recruitment Services for City Manager
Page | 22
Submitted by:
MICHELE MORAWSKI
CLIENT SERVICES MANAGER
790 FRONTAGE ROAD
SUITE 213
NORTHFIELD, IL 60093
224.415.3791
[email protected]
Proposal
JANUARY 29, 2025
City Manager – Executive
Recruitment Services
City of Sacramento, California
MGT.US
SACRAMENTO, CA
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES
JANUARY 29, 2025
Table of Contents
COVER LETTER ................................ ................................ ................................ ....... 1 FIRM PROFILE ................................ ................................ ................................ ......... 2 OUR TEAM ................................ ................................ ................................ .............. 6 WHY CHOOSE MGT? ............................................................................................... 7 PROJECT APPROACH & METHODOLOGY ................................ ............................. 8 PROJECT UNDERSTANDING .................................................................................. 8 PROPOSED WORK PLAN ......................................................................................... 8 PROJECT TIMELINE .............................................................................................. 12
COMMITMENT TO DIVERSITY, EQUITY, & INCLUSION IN
RECRUITMENTS ..................................................................................................... 12 COST PROPOSAL ................................ ................................ ................................ . 14 FULL SCOPE RECRUITMENT ................................................................................ 14 OUR GUARANTEE – FULL SCOPE RECRUITMENT .............................................. 15 OPTIONAL SERVICES ................................ ................................ ........................... 16 APPENDIX A. CONSULTANT BIOGRAPHIES ................................ ....................... 17 APPENDIX B. CLIENT LIST ................................ ................................ ................... 22
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 1
Cover Letter
January 29, 2025
Jennifer Wilkinson, Program Specialist
City of Sacramento
Human Resources
915 I Street
Sacramento, CA 95814
RE: PROPOSAL FOR CITY MANAGER EXECUTIVE RECRUITMENT
Dear Ms. Wilkinson:
Thank you for the opportunity to provide you with a proposal for the City Manager recruitment and selection process for the City of Sacramento (City). Our proposal provides the City with firm qualifications, key experience, a detailed work plan and timeline, and associated fees to provide services that exceed expectations. We provide a tailored, personal approach to executive recruitment and selection, and can adapt to your specific requirements for the position.
MGT Impact Solutions, LLC (MGT) is a nationally respected leader in public sector management consulting and technology services with a long track record in support of state, local, and education clients. MGT takes the next step in offering integrated solutions that can accelerate our most important goal: dramatically improving lives by advancing and lifting up the communities we serve.
Our consultants have worked in all areas of local government leadership including city/county management, human resources, public safety, finance, public works, parks and recreation, and utilities. This combined hands-on knowledge and experience has made MGT a proven leader in public sector consulting.
MGT CONTACT INFORMATION
MGT HEADQUARTERS
MGT Impact Solutions, LLC
4320 West Kennedy Boulevard | Tampa, Florida 33609
P: 813.327.4717 | www.mgt.us
FEIN: 81-0890071
PROPOSAL CONTACT
Michele Morawski, Client Services Manager
790 Frontage Road, Suite 213 | Northfield, IL 60093
224.415.3791 | [email protected]
Thank you for the opportunity to submit a proposal to the City of Sacramento. Should you have questions on any aspect of this proposal, please contact Michele Morawski at 224.415.3791 or [email protected].
Regards,
Patrick J. Dyer, Vice President
Authorized to bind the firm
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 2
Firm Profile
Impacting communities for good.
MGT brings 50 years of experience driving positive
social change and performance in education,
government, nonprofits, and critical
infrastructure/private industries through assisting
clients to strengthen their foundation, change
systematically, and enable resiliencies for long-
lasting change. Since inception, MGT has
significantly grown in size and capacity – working
with state and local governments and education
partners. Today, we bring a team of over 900
professionals who offer in-depth market
knowledge and understanding so we can hit the
ground running.
MGT is a privately held, employee-owned and
financially stable limited liability company with a
deep roster of staff and a commitment to serving
the public. Our clients care about addressing the
world’s most-pressing problems, and so do we.
Their “why” is our why.
What sets us apart is our ability to customize and offer individualized support but also the resources of a larger infrastructure to enable flexibility in impacting to-scale. Throughout our history, MGT has successfully delivered more than 30,000 projects through a thoughtful balance of balancing the “immediate” needs while changing systems to plan for future resilience and success.
Our Commitment
MGT embraces the most complex challenges on the leadership agenda, with deep commitment, agility, and local expertise to make a measurable and profound impact. Simply stated, We are impacting communities for good.
years
50 900
consultants
30,000
projects
MGT
| FIRST LOOK
Name: MGT Impact Solutions, LLC (MGT)
Locations: Headquarters in Tampa, FL;
branch offices nationwide.
Cooperative Contracts:
ASC 20-7359, 24 -7484
OMNIA LS4612
TIPS 220601, 220802, 230105
TX Share 2024 -019
Structure: Privately held, employee -owned,
client-driven Limited Liability Company .
Lines of Business : Strategy and
Implementation, Performance and
Operations, IT Infrastructure, and Cyber
Security and Resilience for public sector
and commercial companies.
FIRM PROFILE
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 3
A Social Impact Commitment
MGT’s Expertise
Our firm includes more than 900 professionals, structured into the following primary groups, along with various internal infrastructure groups to support our operations and growth.
DEFINED BY IMPACT
Making a profound impact on society is at the heart of who we are and what we do. The City of Sacramento should be proud to make a difference in the lives of the citizens in your community, and we are proud to work with you toward this goal. Our team empowers organizations through innovations in people, processes, and technology to lift and strengthen your solutions.
Strategy & Implementation
Working alongside an organization’s C-
suite, we help leaders co-create
strategy through organizational reviews
and data analytics to create actionable
roadmaps for success.
Cyber Security & Resilience
From real-time, 24/7 monitoring to
proactive threat detection and rapid
incident response, we can give you the
tools to heighten your network’s
security posture and keep it there.
IT Infrastructure & Digital
We provide engineering expertise to
modernize IT infrastructure and ensure
your technology implementation is
properly designed, integrated,
modernized, and maintained.
Performance & Operations
Bridging the gap between strategy and
enduring change, we support efficient
revenue allocation, promote economic
development, and create fairness in
hiring and contracting systems.
FIRM PROFILE
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 4
Our MGT Vision
To achieve our mission of being the social impact and performance leader in our industry, we are continuously improving to earn the privilege of being selected as our clients’ partner of choice in the mission-critical domains we impact. By elevating education systems, managing and securing critical networks, solving complex human capital and fiscal problems, and advancing equity as a performance imperative, we can impact communities, for good through client partnership.
We deliver these solutions through our “three-point stance” of technology, education, and performance offerings. With our long-term vision of creating profound social impact through client performance, we seek out the “best of the best” to join us in our work supporting clients’ top priorities.
Markets we serve:
• Higher Education
• Prek-12
• Government
• Nonprofits
• Commercial Industries
FIRM PROFILE
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 5
MGT’s Differentiator: Full Suite of Services
Cyber & Network Solutions
Our Cyber Security and Network Security
Solutions team offers a deep technical
engineering bench of seasoned, certified experts,
working in the “security trenches” in complex IT
environments. For the Managed Detection and
Response (MDR) solution, our Security Operations
Center (SOC) doesn’t sleep so our clients can. Our
flagship, best-in-class managed firewall services
are unparalleled. We detect, respond, and recover
from cyber incidents proactively and harden our
clients’ security posture.
100 in-house certified engineers
24x7 NOC and SOC
Human Capital Solutions
Our experts are former local government and
school leaders who understand the challenges
facing today’s public sector organizations. We
offer consulting, recruiting, and staffing solutions
that include a full suite of human resources and
management studies; executive recruitment
services; and interim, managed, and outsourced
staffing options. Our experts can assess your
organizational culture, permanent and temporary
staffing needs, and evaluate your systems and
structures, all to maximize efficiency and
effectiveness.
1,725+ interim employees placed
1,500+ executive recruitments
500+ consulting studies
In 48 states!
Education Solutions
We create recommendations for our educational
clients that are reliable, actionable, and based on
proven research and a thorough understanding of
each district or system’s program needs and long-
term goals. Our team is led by former state
education commissioners, district
superintendents, school board members,
principals, and teachers. Our partnerships have
allowed clients to reinvest hundreds of millions of
dollars back into the classroom.
50 million students served
38 state DOEs as clients
Financial Solutions
Public agencies face increasing pressure to
improve effectiveness and efficiency, while
operating in a transparent and sustainable
manner. We partner with government
organizations, school districts, higher education
institutions, and not-for-profits to help them
achieve long-term success.
50+ years of trusted relationships
Proprietary software
Diversity, Equity, & Inclusion (DEI)
Solutions
We help public sector clients address issues and
challenges related to policies and practices which
adversely impact DEI. We are one of the largest
providers of disparity studies and other DEI
solutions designed to increase equitable and
inclusive organizational outcomes.
225 disparity studies
DEI assessments & training
Equity Audits
Public Affairs Solutions
Our team of former nationwide leaders in policy
development and education leadership partner
with our clients to provide business advisory and
public opinion architecture solutions which lift up
and evolve education ecosystems and impacts
public policy programs.
Global clientele
Staff are former policy makers
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 6
Our Team
The success of a consulting engagement is founded on the qualifications of the project team and the way in which it is structured and managed.
MGT employs a team of professionals with backgrounds in local government and the not-for- profit sector. With the City’s staffing needs in mind and due to the significance of this recruitment, we plan to assign one of our highly knowledgeable and experienced consultants to act as your project manager and primary point of contact for this project. All project managers are supported by our Recruitment Team Leader, as well as a recruitment coordinator and reference specialist. Depending on availability at the time a contract is awarded, MGT reserves the right to assign another project manager to ensure the recruitment is completed within an appropriate time frame. Staff biographies are attached as Appendix A.
Project Manager & Main Point of Contact
SARAH MCKEE
Senior Consultant
847-867-5151
[email protected]
MARY JACOBS
Director – Human
Capital Solutions
847-380-3240
[email protected]
Proposal Inquiries
CHARLENE STEVENS
Vice President –
Human Capital
Solutions
847.380.3240 x124
[email protected]
MICHELE MORAWSKI
Client Services
Manager
224.415.3791
[email protected]
OUR TEAM
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 7
Why Choose MGT?
✓ Unparalleled Expertise and Level of Service. With executive recruitment experience in 44 states, and in communities ranging in population from 1,000 to 3,000,000, we are a leader in the field of local government recruitment and selection. More than 40% of our clients are repeat clients, and 94% of surveys show our overall performance rating as Outstanding – indicating a plan to use our services and/or highly recommend us in the future.
✓ Delivering the Best. We conduct comprehensive due diligence on candidates. Our state-of-the-art process includes extensive use of social media for candidate outreach and video interviews with potential finalist candidates, ensuring successful recruitment for the City. We will provide important information to potential candidates by developing a high quality, thorough Recruitment Brochure reflecting the knowledge we will have about your community and your organization. Before we recommend a candidate to you, we ask probing questions that will verify their expertise during video interviews, reference calls, and news and social media searches.
✓ A Partner from Start to Finish. We are your partners in this important process. We welcome you to review all the resumes we receive, and we will share our honest assessment of the candidates. Our goal is your complete satisfaction. We can strategize with you on a variety of approaches for meeting your recruiting needs, including evaluation of internal candidates, identification of non-traditional candidates who meet your recruitment requirements, succession planning, and mentoring options. We are committed to working with you to find the candidate that is the best fit for your position.
✓ Services for Any Budget and Any Search. We strive to meet the specific needs of our clients by offering several options for recruitment services to meet your budget. Our services range from Full Executive Recruitments to Virtual Recruitments and even simply Professional Outreach for those who want to reach a broader network. In the following proposal, we have provided the scope we believe best fits your needs.
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 8
Project Approach & Methodology
A detailed plan specifically designed for you.
Project Understanding
We believe our experience and ability to
professionally administer your recruitment will
provide you with a diverse pool of highly qualified
candidates for your position search.
Our clients are informed of the progress of their
recruitment throughout the entire process. We are
always available by mobile phone or email should
you have a question or need information about the
recruitment.
Proposed Work Plan
PHASE 1
POSITION ASSESSMENT, POSITION
ANNOUNCEMENT , & BROCHURE
MGT treats each executive recruitment as a transparent partnership with our client. We believe in engaging with stakeholders early in each recruitment process to fully understand the challenges and opportunities inherent in the position. Understanding the organizational culture is critical to successful recruitment. We gain this insight and information through meetings (one on one and in small groups), surveys, and a review of relevant information. This information is reflected in a polished marketing piece that showcases the organization and the area it serves.
INFORMATION GATHERING
• One-on-one or group interviews with stakeholders identified by the City. • Community forums (in-person or via video) can be used to gather input and feedback. • Surveys can be used for department personnel and/or the community to gather feedback. • Conversations/interviews with department heads.
• Collaborate with City’s Human Resources department to ensure City required compliance checklist is met: including ensuring applicants complete the City’s employment applications, checking for nepotism conflicts, verifying applicants are not currently receiving CalPERS retiree benefits and other requirements discussed during information gathering/stakeholder meetings.
• We offer candidates the option to self-report gender, race/ethnicity and can collect confidential statistics during the recruitment process.
A combination of the items listed above can be used to fully understand community and organizational needs and expectations for the position (this proposal includes 12 hours of
PROJECT APPROACH & METHODOLOGY
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 9
meetings – additional meetings can be added for a fee of $195/hour plus actual expenses if incurred). Community Forums are conducted as an optional service.
Development of a POSITION ANNOUNCEMENT to be placed on websites and social media.
Development of a thorough RECRUITMENT BROCHURE for City review and approval.
Agreement on a detailed RECRUITMENT TIMETABLE – a typical recruitment takes between 90 to 120 days from the time you sign the contract to the appointment of the finalist candidate.
SURVEY – QUALITY AND TRANSPARENCY
MGT brings an additional depth of experience in survey development and analysis through its other operating groups. We recently utilized this option for the Executive Director recruitment and selection process for the International City/County Management Association. Senior Analyst Diana Goldstein with the Education Solutions Group will lead the development of the survey and the programming of the final, approved questions into Qualtrics, a powerful survey tool. Her survey, market research and data management experience spans well beyond education and into other governmental areas (Diana’s bio is included with the other consultants in Appendix A). Qualtrics is mobile friendly and can be deployed through text messaging if cell phones numbers are available. Distribution can also occur through an anonymous link and/or QR Code which may be included on the City’s website,
social media, and direct email without specifically
capturing the identity of the respondent.
Once completed, the survey data will be downloaded into MGT’s proprietary data visualization tool, Bento. This tool allows anyone to easily view, explore, understand, and report survey data in meaningful ways. The consultants will use the tool for analysis and develop a summary report for the City that will be combined with the other stakeholder and member input.
In addition, direct access to the data will be provided to designated City personnel via a link for a period of one year. The link can be used by the City and potentially be added to the City’s website to increase transparency should the City determine that a page on the City Manager recruitment process be added. The consultants can recommend and provide suggested periodic website content updates to the page if desired.
PHASE 2
ADVERTISING, CANDIDATE RECRUITMENT , & OUTREACH
We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. Our website is well known in the local government industry – we typically have 17,000+ visits monthly to our website and career center. Additionally, our weekly jobs listings are sent to over 8,000 subscribers.
Phase 2 will include the following:
• MGT consultants will personally identify and contact potential candidates. • Develop a database of potential candidates from across the country unique to the position and to the City, focusing on:
─ Leadership and management skills.
─ Size of organization.
PROJECT APPROACH & METHODOLOGY
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 10
─ Experience in addressing challenges and opportunities also outlined in Phase 1. • Placement of the Position Announcement:
─ Public sector online Career Centers, including diverse professional network career centers (National Forum for Black Public Administrators, Local Government Hispanic Network, Women in Local Government, etc.)
─ Social media: LinkedIn (posted on MGT Executives LinkedIn news feeds to reach over 50,000 connections), Facebook, and Instagram.
─ MGT will provide the City with a list of advertising options for approval.
PHASE 3
CANDIDATE EVALUATION & SCREENING
Phase 3 will include the following steps:
• Review and evaluation of candidates’ credentials with consideration to the criteria outlined in the Recruitment Brochure.
• Candidates will be narrowed down to those that meet the qualification criteria. • Candidate evaluation process:
─ Completion of a questionnaire explaining prior work experience. ─ Live Video Interview (45 minutes to 1 hour) conducted by consultant with each finalist candidate.
─ References provided by the candidate are contacted.
─ Internet/Social Media search conducted on each finalist candidate.
All resumes will be acknowledged and inquiries from candidates will be personally handled by MGT, ensuring the City’s process is professional and well regarded by all who participate.
PHASE 4
PRESENTATION OF RECOMMENDED CANDIDATES
Phase 4 will include the following steps:
• MGT will prepare a Recruitment Report presenting the credentials of those candidates most qualified for the position.
• MGT will provide an electronic recruitment portfolio which contains the candidates’ materials along with a “mini” resume for each candidate so that credentials are presented in a uniform way.
• The City will receive a log of all applicants and may review resumes if requested. • Report will arrive in advance of the Recruitment Report Presentation.
MGT will meet with the City to review the recruitment report and provide additional information on the candidates.
PROJECT APPROACH & METHODOLOGY
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 11
PHASE 5
INTERVIEWING PROCESS & BACKGROUND SCREENING
Phase 5 will include MGT completing the following steps:
• Develop the first and second round interview questions for City review and comment. • Coordinate candidate travel and accommodations.
• Provide City with an electronic file that includes:
─ Candidates’ credentials.
─ Set of questions with room for interviewers to make notes. ─ Evaluation sheets to assist interviewers in assessing the candidate’s skills and abilities.
Background screening will be conducted along with additional references contacted:
MGT will work with you to develop an interview schedule for the candidates and coordinate travel and accommodations. MGT consultants will be present for all the interviews, serving as a resource and facilitator.
MGT will coordinate a 2-Step Interview process. The first-round interviews will include four to five candidates. The second-round interviews will include two or three candidates. MGT will supply interview questions and an evaluation form.
In addition to a structured interview, the schedule can incorporate:
• Tour of City facilities.
• Interviews with senior staff.
MGT BACKGROUND SCREENING
✓ Social Security Trace & Verification
✓ US Federal Criminal Search
✓ Enhanced Verified National Criminal
─ National Sex Offender Registry
─ Most Wanted Lists: Federal Bureau of
Investigation (FBI), Drug Enforcement
Agency (DEA), Bureau of Alcohol,
Tobacco, Firearms and Explosives (ATF),
Interpol
─ Office of Foreign Assets Control (OFAC)
Terrorist Database Search
─ Office of the Inspector General (OIG),
General Services Administration (GSA),
System for Award Management (SAM),
Food and Drug Administration (FDA)
─ All felonies and misdemeanors reported
to the National Database
✓ County/Statewide Criminal
✓ Civil Search
✓ Bankruptcy, Liens, and Judgements
✓ Motor Vehicle Record
✓ Education Verification – All Degrees Earned
Optional: Credit Report – Transunion with score
(based on position and state laws)
Optional:
─ Professional License Verification
─ Drug Screen
─ Employment Verification
PROJECT APPROACH & METHODOLOGY
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 12
PHASE 6
APPOINTMENT OF CANDIDATE
• MGT will assist you as much as requested with the salary and benefit negotiations and drafting of an employment agreement, if appropriate.
• MGT will notify all applicants of the final appointment, providing professional background information on the successful candidate.
Project Timeline
Based on our experience in conducting similar projects, we anticipate the proposed project can be completed within 14 weeks of project initiation as illustrated in Exhibit 1.
Exhibit 1. Proposed
Schedule
Commitment to Diversity, Equity, & Inclusion in Recruitments MGT is a leader in diversity, equity, and inclusion (DEI) consulting services, strategic planning, and organization transformation. MGT’s experience working in diverse communities across the United States and working with organizations seeking to change organization culture is critical to the success of all our projects. We have a track record of building awareness, solutions, and direction for systemic change by generating transformative ideas and solutions, information, and practices into operational strategies, which help us stand out in all our projects.
MGT is also one of the original and premier disparity research firms in the country. Disparity studies were the first instance of bringing principles of diversity, equity, and inclusion into the public sector, through the procurement process, and since 1990, MGT has conducted more than 230 public sector disparity studies. These studies are designed to improve procurement departments, promote and advance equity, and improve economic outcomes for diverse communities that have been historically marginalized by analyzing policies, practices, and programs to increase the utilization of minority- and women-owned businesses. Clients that have conducted a disparity study are in the unique position to increase and improve systematic equity through procurement and contracting, which can ultimately promote economic empowerment by creating strong business and employment pipelines in communities of color.
MGT also has a long-standing commitment to DEI. Since the firm’s inception they have supported, with their time and financial resources, organizations that advance underrepresented populations in local government. These include the National Forum for Black Public Administrators, the Local Government Hispanic Network, The League of Women in Government, and CivicPride. Our Team Members have moderated and spoken on DEI topics at the
WORK PLAN TASKS
WEEK
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Phase 1: Position Assessment,
Position Announcement, &
Brochure
Phase 2: Advertising, Candidate
Recruitment, & Outreach
Phase 3: Candidate Evaluation &
Screening
Phase 4: Presentation of
Recommended Candidates
Phase 5: Interviewing Process &
Background Screening
Phase 6: Appointment of
Candidate
PROJECT APPROACH & METHODOLOGY
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 13
International City and County Management Association conference and state conferences. Our employees and consultants have undergone Implicit Bias Training, and we are frequent speakers on incorporating equity and inclusion into all levels of local government. Additionally, we provide a list of DEI resources on the homepage of the website at mgt.us.
MGT has formally partnered with the National Forum for Black Public Administrators' consulting arm, i4x, and in several recruitment and selection processes throughout the country including Toledo, OH; Fort Collins, CO; Ann Arbor, MI; Oakland, MI; and Arlington, TX. Our partnership reflects our mutual commitment to advancing DEI values and increasing the diversity of local government leaders at the highest levels of local government organizations.
MGT’s Recommendations to RECRUIT and Retain Top Talent
RESPONSIVE: ROLL OUT THE WELCOME MAT! Candidates may struggle with relocating for a new position as well as being concerned about the “fit” with a new team. It is important to include costs for your top candidate(s) to travel to your location for the final interview process.
Our team will work with you to create a welcoming, informative experience for both you and the candidate(s).
ENCOURAGING: Employee development is a must-have in today’s market. Candidates appreciate their employer investing in them as much as they are investing themselves in the job.
Consider “up and coming” candidates who may lack one or two preferred skills and assign a mentor or invest in a course to encourage their professional development. A mentor/training program will also help establish a peer-to-peer connection and make them feel more comfortable about the transition to a new job.
COMPETITIVE: Our team will guide you in offering a competitive market rate compensation and competitive benefits package attractive to today’s candidates. Competitive employers must include relocation expenses and should consider signing bonuses and temporary housing.
RESOURCEFUL: Review your job description – do you need public sector experience? Are the years’ experience you list essential, or can that be preferred? Consider a more resourceful approach when reviewing candidates’ experience. Carefully assess requirements such as Certified Public Accountant (CPA), Professional Engineer, and others that will limit your talent pool – consider using the word “ideally” or “preferably.” UNDERSTANDING: These past few years have, without a doubt, changed the work environment.
Competitive employers have recognized this and are offering flexible/hybrid/remote work options. Those positions that offer this type of flexibility consistently receive a better candidate response rate.
INNOVATIVE: Think about what is unique and attractive about your community and organization and highlight that in your recruitment efforts. Talk about organizational culture and what your values are with respect to your employees. MGT will assist you in being as innovative as possible in your outreach.
TRANSPARENT: Some states now mandate listing salary ranges in any job advertisements or postings. More and more companies are showing at least a salary range in their postings to promote pay transparency and equity. Post the salary range you will use for hiring – it is public information. If we make it too difficult for candidates to find out the salary, they will move on to the next opportunity.
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 14
Cost Proposal
Defined by Impact. Driven by People.
Dedicated to the Community.
We take pride in customizing our client’s needs — and we will work with you to ensure our fees are aligned with your expectations and budget.
Full Scope Recruitment
Summary of Costs Price
Recruitment Fee $45,000
Survey Development and Analysis $5,000
Recruitment Expenses (not to exceed)
Expenses include candidate due diligence efforts $3,000 Advertising
*Advertising costs over $3,000 will be placed only with client approval. If less than $3,000, Client is only billed for actual cost. $3,000*
TOTAL: $56,000**
**Consultant travel expenses are not included in the price proposal. Travel expenses are estimated at $2,000 per trip and up to three trips per recruitment. Only actual expenses will be billed to the City for reimbursement.
Possible in-person meetings could include:
• Recruitment brochure interview process
• Presentation of recommended candidates
• Interview Process
Any additional consultant visits requested by the City (beyond the three visits listed above) will be billed at $195/hour. The additional visits may also result in an increase in the travel expenses billed.
*This fee does not include travel and accommodation for candidates interviewed.
Payment for Fees & Services
• 1st Invoice: Contract Award (40% of the Recruitment Fee). • 2nd Invoice: Presentation of Candidates (40% of the Recruitment Fee & expenses incurred to date).
• Final Invoice: Completion of Recruitment (20% of the Recruitment Fee plus all remaining expenses).
COST PROPOSAL
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 15
Payment of invoices is due within 30 days of receipt.
Our Guarantee – Full Scope Recruitment
MGT is committed to assisting our clients in the selection and appointment of a suitable candidate. In today’s competitive hiring market, it is critical to move expeditiously to interview candidates and make key hiring decisions; failure to do so may result in the loss of desirable candidates. If the client has not responded to multiple requests for decisions and/or guidance within six weeks of candidates being presented for interview or following finalist interviews, MGT may choose to cancel the contract and bill the client for work completed to date.
It is MGT’s goal to provide the client with well-qualified candidates for their hiring needs. If the client rejects the list of qualified candidates and/or fails to negotiate in good faith and come to terms for hiring a candidate and instead chooses to readvertise the opportunity, MGT reserves the right to charge additional consulting fees commensurate with the additional work requested.
Upon appointment of a candidate, MGT provides the following guarantee: should the selected and appointed candidate, at the request of the City or the employee’s own determination, leave the employ of the City within the first 12 months of appointment, we will, if desired, conduct one additional recruitment for the cost of expenses and announcements. Reimbursable expenses may be incurred should the recruitment process require the consultant to travel to the City. To engage in this guarantee, the request must be made within six months of the employee’s departure.
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 16
Optional Services
The Nation’s Recruitment Leader.
Having a solid plan in place is the only way to reach your long-term vision and goals, and we want to see you thrive. Our variety of services can be personalized to make the most of your strengths and give you an extra layer of support where you need it. We offer the following additional service offerings:
GOVTEMPSUSA
Need an Interim? GovTempsUSA, a division of MGT, specializes in the temporary placement of positions in local government. The firm offers short-term assignments in addition to long-term and outsourced arrangements. Our placement professionals at GovTempsUSA have typically enjoyed distinguished careers in local government and displayed a commitment to public service throughout their careers.
RECORDED ONE-WAY VIDEO INTERVIEW OF CANDIDATES
Candidates we recommend for your consideration can complete a one-way video interview with three to five questions that will be recorded and which you can review electronically at your convenience. This can occur prior to making your decision on which candidates to invite for an interview at a cost of $100 per candidate.
LEADERSHIP/PERSONALITY TESTING
MGT has experience working with a wide variety of leadership and personality assessment tools, depending on the qualities and experiences the City is seeking in their candidates. These include but are not limited to Luminaspark, Caliper, DISC, and others. Depending on the evaluation type, selected fees can range between $100 to $500 per candidate. 360° EVALUATION
As a service to the City, we offer the option of providing you with a proposal for a 360° performance evaluation for the appointed position at six months into their employment. This evaluation will include seeking feedback from both elected officials and department directors, along with any other stakeholder the City feels would be relevant and beneficial. This input will be obtained on a confidential basis with comments known only to the consultant. If you are interested in this option, MGT will prepare a proposal for this service.
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 17
Appendix A. Consultant Biograph ies
Biographies of our proposed consultants are provided on the following pages.
APPENDIX A. CONSULTANT BIOGRAPHIES
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 18
Areas of Expertise
• Local Government
Management
• Non-Profit Management
• Recruitment and
Organizational Analysis
• Performance Evaluations
• Classification and
Compensation Studies
• Community and Economic
Development
• Public Works Administration
• Strategic Planning and Fiscal
Management
• Solid Waste Management
• Community Association
Governance
Education
• M.P.A., Organizational
Communications, Murray State
University
• B.S., Business Administration,
Management, Murray State
University
Sarah McKee
Senior Consultant
Sarah McKee is a seasoned professional with over 25 years of experience in local government and non-profit management. As a Senior Consultant at MGT, she has led recruitment efforts and organizational analyses across 23 states, specializing in performance evaluations and classification and compensation studies. Her tenure in city management roles in Johnstown, OH, and Rolling Meadows, IL, highlights her strategic leadership, including successful community growth initiatives, comprehensive planning, and fiscal management during economic downturns.
Ms. McKee's extensive public works experience includes innovative cost-saving measures, such as the establishment of Kentucky's first biosolids waste composting facility. Her international expertise through the ICMA's program includes developing Bulgaria's solid waste management program and contributing to Lebanon's
economic development plan. She also served as the Executive Director of the Issaquah Highlands Community Association, managing a large-scale urban village and enhancing community services and infrastructure.
Memberships & Affiliations
International City/County Managers Association’s (ICMA), Coach Illinois Government Finance Officers Association
Indiana Municipal Managers Association
Illinois City/County Management Association
Professional Experience
Executive Director, Issaquah Highlands Community Association, 2011-2014
City of Rolling Meadows, City Manager, 2008-2011
Village of Johnstown, Village Manager, 2003-2008
City of Paducah, Public Works Director, 1999-2003; Solid Waste Superintendent/Fleet Superintendent, 1994-1999
APPENDIX A. CONSULTANT BIOGRAPHIES
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 19
Areas of Expertise
• Strategic Planning
• Organizational Assessments
• Succession Planning
• Economic Development
Strategies
• Process Improvement and
Innovation
• Community Partnership
Development
• Financial and Capital Planning
• Leadership and Team
Development
• Training and Facilitation
• Public Administration
• Municipal Services Negotiation
• Employee Engagement and
Development
Education
• M.P.A., University of Arizona
• Senior Executive Program,
State and Local Government,
Harvard Kennedy School
• B.A., Political Science,
University of Arizona
Training & Instruction
• Presenter, Various Conference
and Training Sessions for
ICMA, ACMA, Arizona League
of Cities and Towns, Arizona
Women Leading Government,
State Associations, &
Community Groups
• Regular Guest Lecturer at
University of Arizona MPA
Classes
Mary Jacobs
Director
Mary Jacobs is a Director at MGT, where she leads with a focus on strategic planning, organizational assessments, and succession planning. With nearly 30 years of leadership experience in local government, she has served in various high-profile roles, including Town Manager of Oro Valley, Arizona, and Assistant City Manager of Sierra Vista, Arizona. Mary is renowned for her strategic advisory skills and her ability to develop and implement comprehensive economic development strategies, foster community partnerships, and drive process improvement initiatives.
Throughout her career, Mary has demonstrated a commitment to supporting women and young professionals in the field, earning her a reputation as a respected executive. She has a robust network of professional connections across the U.S. and internationally, bolstered by her involvement with the International City/County Management Association and other professional organizations.
Mary is a trained facilitator, excellent communicator, and skilled at leading both government and non-profit organizations in developing short- and long-term strategic plans, organizational strategies, and financial and capital plans.
Memberships & Affiliations
International City/County Management Association (ICMA), Current Member and Past Regional Vice President/Board Member.
Arizona City/County Management Association (ACMA), Past President and Board Member, ACMA Coach/Mentor and
Recipient of the Catherine F. Connelly Outstanding Assistant City Manager Award in 2008
Campus Research Corporation, Current Chair and Board Member.
Wildland Fire Executive Council, Member. Appointed by the U.S.
Secretaries of Interior and Agriculture to Serve as the National League of Cities’ Representative
Professional Experience
Town of Oro Valley, Town Manager, 2017-2022
City of Sierra Vista, Assistant City Manager, 2000-2017 Town of Barnstable, Assistant Town Manager, 1994-2000
Maricopa County Manager’s Office, Administrative Support
Manager, 1991-1993
Maricopa County Office of Organizational Development,
Management Analyst, 1989-1991
APPENDIX A. CONSULTANT BIOGRAPHIES
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 20
Areas of Expertise
• Executive Recruitment
• Strategic Planning
• Civic Engagement
• Community Visioning
• Community Engagement
• Staff Mentoring Programs
• Stakeholder Engagement
• Park Expansions and
Greenspace Preservation
• Workforce Training Initiatives
• Municipal Management
Education
• Master of Public
Administration, University of
Kansas
• Bachelor of Arts, International
Relations, Pomona College
Training & Instruction
• Instructor, International City
and County Management
Association (ICMA), Emerging
Leaders Development Program
and Mid-Career Institute
• Presenter and Speaker for
ICMA, MCMA, and State
Association and Affiliate
Groups
Charlene Stevens
Vice President
Charlene Stevens brings over 20 years of municipal management expertise to her role as Vice President at MGT. With a distinguished career that spans rural, suburban, and urban settings across Minnesota, Kansas, and Pennsylvania, Charlene has led more than 80 executive recruitments nationwide. Her experience includes significant roles in civic engagement, community visioning, workforce development, and downtown revitalization. Charlene is known for her professionalism and commitment to public service.
She has held numerous leadership positions throughout her career and across the country. A dedicated mentor and advocate for inclusive environments, she excels in stakeholder engagement and has successfully managed projects involving park expansions, greenspace preservation, and workforce training initiatives.
Charlene leads MGT’s Recruitment Services and directly conducts recruitments and general consulting services. She is a frequent speaker at state and national conferences.
Memberships & Affiliations
International City/County Manager Association (ICMA), Current Member, Past Regional Vice President, Past Committee and Task Force Chair
Minnesota City/County Managers Association (MCMA), Current Member
League of Minnesota Cities, Past Board Member
Coalition of Greater Minnesota Cities, Past Board Member Women in Public Service Wichita/Sedgwick County, Kansas, Founding Member
Professional Experience
Cottage Grove, MN, City Administrator, 2015-2018
Willmar, MN, City Administrator, 2011-2015
Sedgwick County, KS, Assistant County Manager, 2006-2011 Lower Gwynedd, PA, Assistant Township Manager, 1999-2006 Buckingham, PA, Assistant Township Manager, 1997-1999
City of Wichita, KS, Neighborhood Assistant, 1995-1996
APPENDIX A. CONSULTANT BIOGRAPHIES
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 21
Areas of Expertise
• Web-based Survey
Administration
• Job Description Development
• Focus Group/Individual
Interviews
• Market Research
• Program Management
• Literature Review
• Data Documentation
Education
• M.Ed., University of Georgia,
1994
• B.A., Psychology, Wake Forest
University, 1990
Memberships and Affiliations
• Phi Beta Kappa
Diana Goldstein, M.Ed.
Senior Analyst
With over 25 years of consulting experience, Diana possesses a robust skill set in communication, counseling, and data organization and analysis. As a senior analyst at MGT for more than 16 years, she has demonstrated proficiency in developing and implementing stakeholder input models through various
methodologies, including web-based survey administration, focus groups, and individual interviews. Diana specializes in online survey design, development, and administration, having led the creation of surveys for numerous MGT engagements spanning program needs assessments, strategic planning, feasibility studies, market demand analysis, and evaluation of support services. Her expertise lies in effectively assessing needs, preferences, and market factors to inform strategic decision-making and drive project success.
Selected Project Highlights
Community College of Alleghany
County
Pittsburgh, PA
Organizational Review
Georgia Gwinnet College
Lawrenceville, GA
Strategic Plan
Kennesaw State University
Kennesaw, GA
Strategic Planning
Tarrant County College District
Fort Worth, TX
Strategic Plan
Winston-Salem State University
Winston-Salem, NC
Organizational Review
York Technical College
Rock Hill, SC
Market Study and Labor Analysis
Work Experience
MGT Impact Solutions, LLC, Senior Analyst, 2006-Present University of Georgia, Department of University Housing, Consultant, 2001-2003, 2004-2004
Peirce College, Office of Faculty Development, Adjunct Faculty Member, 2000-2001; Coordinator of Faculty Recruitment and Development, 1999-2000
SACRAMENTO, CA | JANUARY 29, 2025
CITY MANAGER EXECUTIVE RECRUITMENT SERVICES PAGE 22
Appendix B. Client List
A list of the clients we have had the pleasure of partnering with that complements the City’s recruitment request is provided on the following pages.
City/County Management Client List
State Client Position Title Year Population
Alaska
Arizona
California
Colorado
Connecticut
Delaware
Florida
Georgia
Illinois
Bethel City Manager 2019 6,500
Bethel City Manager 2024 6,500
Homer City Manager (Professional Outreach) 2019 5,300
Homer City Manager (Professional Outreach) 2024 5,300
Seward City Manager 2019 2,693
Unalaska City Manager 2017 4,768
Buckeye City Manager 2021 69,744
Kingman City Manager 2023 34,669
Yuma County County Administrator 2015 203,000
Antioch City Manager 2024 115,264
Adams County County Manager 2022 519,572
Adams County Deputy County Manager 2024 519,572
Eagle Town Manager 2017 6,739
Englewood City Manager 2019 34,957
Larimer County County Manager 2022 359,066
Loveland City Manager 2024 82,460
Bloomfield Town Manager 2024 21,301
Cheshire Town Manager 2017 29,261
East Hampton Town Manager 2019 13,000
Enfield Town Manager 2015 45,246
Enfield Town Manager 2018 45,246
Enfield Town Manager 2022 45,246
Granby Town Manager 2023 11,375
Manchester General Manager 2021 59,710
Meriden City Manager 2018 60,838
Simsbury Town Manager 2023 25,517
Newark City Manager 2018 33,398
Apopka City Administrator 2024 55,496
Deerfield Beach City Manager 2024 80,000
Fort Lauderdale City Manager 2024 184,255
Lakeland City Manager 2020 110,000
Marion County County Administrator 2015 337,362
Miami Beach City Manager 2024 88,000
Pasco County County Administrator 2016 475,502
Pinellas County Assistant County Administrator 2020 970,600 Pinellas County Assistant County Administrator 2024 970,600 Pinellas County Deputy County Administrator/Chief of Staff 2019 970,600 Ponce Inlet Town Manager 2022 3,411
St. Johns County County Administrator 2023 292,466
Walton County County Administrator 2023 75,305
Albany City Manager 2021 77,434
Decatur City Manager 2018 25,000
Algonquin Village Manager 2012 30,947
Arlington Heights Village Manager 2014 75,500
Barrington Village Manager 2018 10,455
Bensenville Village Manager 2015 20,703
Bloomington City Manager 2018 78,005
Buffalo Grove Village Manager 2010 42,909
Carbondale City Manager 2011 25,092
Cary Village Administrator 2011 17,840
Centralia City Manager 2020 13,000
Clarendon Hills Village Administrator 2014 8,653
Clarendon Hills Village Manager 2010 8,653
Crest Hill City Administrator 2015 21,169
Crest Hill City Administrator 2021 21,169
Decatur City Manager 2014 76,178
Decatur City Manager 2018 76,178
Decatur Deputy City Manager 2019 76,178
DeKalb City Manager 2013 44,862
DeKalb City Manager 2018 43,849
DeKalb County County Administrator 2012 105,160
Dixon City Manager 2015 18,601
East Moline City Administrator 2011 21,300
East Moline City Administrator 2016 21,300
East Peoria City Administrator 2016 23,503
Effingham City Administrator 2010 12,384
Effingham City Administrator 2018 12,577
Elmhurst City Manager 2010 46,387
Farmer City City Manager 2024 1,828
Forsyth Village Administrator 2021 3,490
Fox Lake Village Administrator 2013 10,550
Fox Lake Village Administrator 2021 10,550
Freeport City Manager 2017 25,000
Galesburg City Manager 2010 33,706
Galesburg City Manager 2022 33,706
Galesburg City Manager 2023 33,706
Geneseo City Administrator (Virtual) 2019 6,500
Glen Ellyn Village Manager 2010 27,000
Glencoe Village Manager 2013 8,900
Greenville City Manager 2021 7,000
Hanover Park Village Manager 2012 38,510
Highland Park City Manager 2011 31,365
Hinsdale Village Manager 2013 17,631
Homer Glen Village Manager 2011 24,220
Inverness Village Administrator 2013 7,400
Joliet City Manager 2013 147,806
Joliet City Manager 2017 147,806
Kenilworth Village Manager 2012 2,562
Kenilworth Village Manager 2024 2,562
La Grange Village Manager 2022 15,610
La Grange Village Manager 2017 15,610
Lake Barrington Village Administrator 2022 4,879
Lake County Assistant County Administrator 2016 703,462 Lake County Assistant County Administrator 2017 703,462 Lake County County Administrator 2019 703,462
Lake Forest City Manager 2018 19,375
Lake Villa Village Administrator 2013 8,774
Lake Zurich Village Manager 2015 19,967
Libertyville Village Manager 2016 20,431
Lincoln City Administrator 2014 14,500
Lincolnshire Village Manager 2012 7,500
Lindenhurst Village Administrator 2017 14,468
Lisle Township Township Administrator (Virtual) 2024 119,040 Lombard Village Manager 2013 43,815
Long Grove Village Manager 2023 8,153
Marengo City Administrator 2011 7,614
Maryville Village Administrator 2024 8,316
McHenry City Administrator 2023 27,135
McHenry County Deputy County Administrator 2014 318,000 Mettawa Part-time Village Administrator 2010 500
Mokena Village Administrator 2015 19,042
Moline City Administrator 2017 43,100
Monmouth City Administrator 2014 9,444
Morton Grove Village Administrator 2011 23,500
Morton Grove Village Administrator 2024 23,500
Mt. Prospect Village Manager 2015 54,771
Mundelein Village Administrator 2020 31,385
New Lenox Village Administrator 2011 25,000
Niles Village Manager 2021 30,001
Normal City Manager 2017 54,264
North Chicago Chief of Staff 2021 30,020
Northbrook Village Manager 2021 35,000
Northfield Village Manager 2023 5,400
Oak Brook Village Manager 2014 8,058
Oak Brook Village Manager 2021 8,058
Oak Park Village Manager 2021 52,000
Oak Park Township Township Manager 2023 51,774
Orland Park Village Manager 2016 60,000
Orland Park Village Manager 2019 60,000
Palos Heights City Administrator (Virtual) 2021 12,480
Pekin City Manager 2016 33,223
Pingree Grove Village Manager 2020 10,000
Pingree Grove Village Manager 2023 10,000
Plainfield Village Administrator 2021 41,734
Princeton City Manager 2011 7,700
Princeton City Manager 2019 7,700
River Forest Village Administrator 2010 11,635
River Forest Village Administrator 2021 11,635
Rock Island City Manager 2011 39,684
Rock Island City Manager 2021 39,684
Rock Island County County Administrator 2014 147,258
Rock Island County County Administrator 2017 147,258
Savoy Village Administrator (Virtual) 2020 8,607
Schaumburg Township Township Administrator (Virtual) 2021 140,000 Schiller Park Village Manager 2015 11,692
Shorewood Village Administrator 2018 17,495
Skokie Village Manager 2013 67,824
Sycamore City Manager (Professional Outreach) 2021 18,557 Tazewell County County Administrator 2014 135,394
Tazewell County County Administrator 2022 135,394
Tinley Park Village Manager 2013 56,831
Vernon Hills Village Manager 2021 25,911
Villa Park Village Manager 2022 22,038
Volo Village Administrator 2013 6,283
Washington City Administrator 2015 15,700
Washington City Administrator 2021 15,700
Wauconda Village Administrator 2013 14,125
Wauconda Village Administrator 2017 14,125
Wauconda Village Administrator 2021 14,125
Willowbrook Village Administrator 2019 8,967
Winnebago County County Administrator 2016 290,600
Woodridge Village Administrator 2017 33,256
Munster Town Manager 2014 23,603
St. John Town Manager (Professional Outreach) 2020 18,047 Bondurant City Administrator 2017 5,493
Burlington City Manager 2011 25,663
Indianola City Manager 2022 15,833
Knoxville City Manager 2021 7,300
Marshalltown City Administrator 2024 27,338
Muscatine City Administrator 2020 23,819
Newton City Administrator 2016 15,000
Urbandale City Manager 2024 45,580
Washington City Administrator 2011 7,266
Webster City City Manager 2016 8,000
West Liberty City Manager 2013 3,736
Windsor Heights City Administrator 2023 4,860
Windsor Heights City Administrator 2019 4,860
Wyandotte County County Administrator 2022 169,245
Paducah City Manager 2021 24,850
Paris City Manager 2021 9,846
Bangor City Manager 2021 33,039
Greenbelt City Manager 2016 23,753
Hagerstown City Administrator 2015 40,612
Sykesville Town Manager 2019 3,941
Takoma Park City Manager 2023 17,629
Westminster City Administrator 2021 18,522
Cambridge City Manager 2016 110,000
Eastham Town Administrator 2016 4,956
Provincetown Town Manager 2015 2,990
Wayland Town Manager 2022 13,882
Williamstown Town Manager 2015 8,400
Williamstown Town Manager 2021 8,400
Adrian City Administrator 2018 20,676
Adrian City Administrator 2020 20,676
Albany City Manager 2018 8,337
Alpena City Manager 2012 10,410
Barry County County Administrator 2024 60,540
Berkley City Manager 2024 14,970
Caro City Manager 2012 4,208
Charlotte City Manager 2020 9,100
Clawson City Manager 2021 11,946
Delta Charter Township Township Manager 2014 32,400
Eastpointe City Manager 2019 32,673
Ferndale City Manager 2019 20,428
Grand Traverse County County Administrator 2017 90,782
Hamtramck City Manager 2017 21,752
Kalamazoo City Manager 2013 75,000
Kalamazoo County County Administrator 2022 265,066
Kent County County Administrator/Comptroller 2017 636,369 Lake County County Executive 2015 11,386
Indiana
Iowa
Kansas
Kentucky
Maine
Maryland
Massachusetts
Michigan
Laketown Township Manager 2024 6,192
Lincoln Park City Manager 2019 36,665
Muskegon County County Administrator 2014 172,200
Oakland Township Township Manager 2013 16,779
Oakland Township Township Manager 2018 19,132
Ottawa County County Administrator 2021 296,200
Rochester City Manager 2022 13,017
Rochester City Manager 2015 13,017
Royal Oak City Manager 2020 59,112
Troy City Manager 2018 83,181
Troy City Manager 2024 83,181
Becker City Administrator 2021 4,874
Blaine Director of Administrative Services 2024 67,939
Fairmont City Administrator 2024 10,477
Golden Valley City Manager 2024 22,715
Hibbing City Administrator 2021 15,855
Lindström City Administrator 2023 4,888
Minnetonka City Manager 2022 53,953
Ramsey County County Manager 2024 536,000
Scandia City Administrator 2023 4,149
St. Joseph City Administrator 2022 7,342
St. Louis Park City Manager 2021 48,662
Waconia City Administrator 2021 13,500
Ballwin City Administrator 2020 30,181
Cape Girardeau City Manager 2020 38,000
Ferguson City Manager 2015 21,111
Frontenac City Administrator 2024 3,640
Jackson City Administrator 2024 15,702
Maryland Heights City Administrator 2015 27,436
Ozark City Administrator 2024 21,284
Republic City Administrator 2016 15,590
South Lyon City Manager 2018 11,327
University City City Manager 2017 35,172
Warrensburg City Manager 2021 20,200
Webster Groves City Manager 2020 22,800
Wildwood City Administrator 2014 35,517
Wildwood City Manager 2019 35,524
Nebraska City City Administrator 2022 7,200
Boulder City City Manager 2021 16,207
Portsmouth City Manager 2019 21,796
Waldwick Borough Administrator 2015 9,800
Los Alamos County County Manager 2023 19,330
Mamaroneck (Town) Town Administrator 2021 29,156
Mamaroneck (Village) Village Manager 2018 19,426
New Rochelle City Manager 2022 79,067
Scarsdale Village Manager 2021 17,837
Albemarle City Manager 2024 16,404
Ayden Town Manager 2023 5,000
Cumberland County County Manager 2022 336,000
Minot City Manager 2020 45,700
Oberlin City Manager 2016 8,390
Allegheny County County Manager (Professional Outreach) 2024 1,230,000 Centre County County Administrator 2022 158,172
Ferguson Township Township Manager 2017 18,300
Minnesota
Missouri
Nebraska
Nevada
New Hampshire
New Jersey
New Mexico
New York
North Carolina
North Dakota
Ohio
Pennsylvania
Ferguson Township Township Manager 2022 18,300
Mt. Lebanon Municipal Manager 2015 33,137
Patton Township Township Manager 2022 15,801
South Fayette Township Township Manager 2018 14,416
North Kingstown Town Manager 2015 26,326
Beaufort County County Administrator 2018 192,122
Oak Ridge City Manager 2023 31,402
Burleson City Manager 2011 36,990
Burleson City Manager 2018 43,960
Missouri City City Manager 2022 74,139
Winooski City Manager 2022 7,997
Chesapeake City Manager 2019 245,000
Fairfax County Deputy County Executive 2024 1,150,309
Newport News City Manager 2023 181,958
Portsmouth City Manager 2020 96,000
Salem City Manager 2019 25,643
Virginia Beach City Manager 2019 442,707
Duvall City Administrator (Professional Outreach) 2021 8,090 Rhode Island
South Carolina
Tennessee
Texas
Vermont
Virginia
Washington Burien City Manager 2022 52,066
West Virginia Bridgeport City Manager 2019 8,582
Bridgeport City Manager 2021 8,582
Morgantown City Manager 2016 31,000
Wisconsin Adams County County Manager/Administrative Coordinator 2021 20,220 Baraboo City Administrator 2019 12,048
Beaver Dam City Administrator 2021 16,291
Bellevue Village Administrator 2018 15,524
Beloit (City) City Manager 2015 36,966
Beloit (Town) Town Administrator 2016 7,083
Beloit (Town) Town Administrator 2020 7,083
Brown Deer Village Manager 2012 12,000
Burlington City Administrator 2014 10,511
Cedarburg Town Administrator 2015 11,475
Dunn County County Manager 2016 44,806
Eau Claire County County Administrator 2015 101,400
Fond du Lac City Manager 2012 43,021
Fort Atkinson City Manager 2012 12,300
Franklin Director of Administration 2019 36,155
Glendale City Administrator 2016 12,920
Harrison Village Manager 2021 13,185
Hartford City Administrator 2015 14,251
Hobart Village Administrator 2016 8,500
Janesville City Manager 2013 63,480
Lake Geneva City Administrator 2015 7,710
Lake Geneva City Administrator 2024 7,710
Lisbon Town Administrator/Clerk 2014 10,734
Monroe City Administrator 2020 10,827
Oak Creek City Administrator 2016 35,243
Oshkosh City Manager 2024 66,700
Plymouth City Administrator/Utilities Manager 2020 8,540 Plymouth Director of City Services 2010 8,540
Prairie du Chien City Administrator 2017 5,900
Princeton City Administrator 2010 1,504
Rhinelander City Administrator 2018 7,800
Richfield Village Administrator 2009 11,500
Rome Town Administrator 2016 2,720
Sheboygan City Administrator 2023 48,327
Sheboygan County County Administrator 2022 118,034
Shorewood Village Manager 2017 13,331
Waukesha City Administrator 2012 71,158
Waukesha City Administrator 2014 71,158
Waukesha City Administrator 2023 71,158
West Bend City Administrator 2016 31,000
Whitewater City Manager 2012 14,300
Whitewater City Manager 2022 14,300
CITY MANAGER
FORT LAUDERDALE, FLORIDA
THE POSITION IN BRIEF
Fort Lauderdale, Florida seeks a sophisticated and highly skilled municipal executive to serve as its next City Manager. This high profile position is appointed by and serves at the pleasure of the City Commission and manages a total budget of over $1 billion. The City Manager also leads a workforce of almost 3,000 employees, 87% of whom belong to collective bargaining units.
THE CITY
Fort Lauderdale is a community of 184,255 on 35 square miles situated along the New River and the Atlantic Ocean. Located 42 miles south of Palm Beach and 28 miles north of Miami, Fort Lauderdale is the county seat of Broward County. It is part of the Miami-Ft. Lauderdale-West Palm Beach Metropolitan Statistical Area, a region with a population of approximately 6.18 million, and was recognized as an All-America City Hall of Fame inductee in 2023.
Known as the “Venice of America” and the “Yachting Capital of the World” for its 300 miles of canals and inland waterways, marinas, and yacht clubs, Fort Lauderdale is the perfect host for the annual International Boat Show. The city is also home to the Florida Panthers, the 2024 NHL Stanley Cup winners, and Inter Miami CF.
Offering beauty, leisure, and major league sports in a temperate climate, it’s no wonder Fort Lauderdale is also known as “the city you never want to leave”!
The Fort Lauderdale-Hollywood International Airport (FLL) and Port Everglades are just a short drive from the city center. The airport offers direct flights to nearly 140 cities in the U.S., Canada, the Caribbean, and Central and South America, while Port Everglades is the third busiest cruise port in the country. Additionally, Miami International Airport and the Port of Miami are less than an hour’s drive from the city, making Fort Lauderdale an ideal location for business, leisure, and international travelers.
The city is accessible via Interstates 95 and 75, U.S. Highway 1, and the Florida T urnpike. However, there are
multiple alternatives to driving, including the Brightline high-speed passenger rail line which runs north and south between the downtowns of Miami, Fort Lauderdale, West Palm Beach, and Orlando multiple times each day. The city is also served by Broward County Transit, the Tri-Rail commuter line, and long-distance passenger rail service through Amtrak.
CITY MANAGER
FORT LAUDERDALE, FLORIDA
PAGE 2
DEMOGRAPHICS &
RELATED DATA
(Source: U.S. Census Bureau)
The thriving business community is
anchored by the downtown business district
and the tourism industry. Fort Lauderdale
is home to nine of the county’s largest
employers, including Broward Health,
AutoNation, Citrix, Kaplan, Broward College,
and Kemet Corporation; however, hundreds of
smaller employers in hospitality, boating, arts
and culture, and other industries buoy the
city’s economy.
Fort Lauderdale offers a vibrant life for
residents and visitors, including a host of
arts, culture, entertainment, and recreational
amenities. In addition to pristine Fort
Lauderdale Beach, fans of the outdoors can
enjoy hiking, canoeing, and camping at Hugh
Taylor Birch State Park. The Riverwalk Arts &
Entertainment District runs east to west along
the popular Las Olas Boulevard with access
to the Broward Center for the Performing Arts
and a range of shopping, dining, and nightlife
offerings. The city is also home to the
Stranahan House, the Bonnet House Museum
& Gardens, the African American Research
Library & Cultural Center, the Stonewall
National Museum & Archives, and many other
unique historical and cultural amenities.
Fort Lauderdale has 63 recognized
neighborhood associations along with
many active boards, committees, and civic
organizations. Caribbean, Latino, and LGBTQ
communities contribute to the diversity of the
city and a welcoming atmosphere that makes
it easy for residents of all backgrounds to get
connected and get involved.
Broward County Public Schools serves nearly
a quarter million students through more than
300 schools and technical centers, including
some of the top-ranked high schools in the
country. Barry University, Nova Southeastern
University, Keiser University, and Broward
and City Colleges call Fort Lauderdale home
along with a satellite campus for Florida
Atlantic University.
Median Age 43.2 years
Median Household Income $75,376
Median Home Value $417,600
Race/Ethnicity
White only, 54.7%; Black only, 29.3%; Two or more
races, 11.3%; Hispanic/Latino ethnicity, 19.8%; All
other races, 1.9 %
Educational Attainment
High school diploma or higher, 89.6%
Bachelor’s degree or higher, 40.3%
Advanced degree, 15.5%
Average Travel Time to Work 26.3 minutes
CITY MANAGER • FORT LAUDERDALE, FLORIDA
PAGE 3
THE CITY GOVERNMENT
The City of Fort Lauderdale operates under the commission-manager form of government. Four City Commissioners are elected by districts while the Mayor is elected at-large. Mayor and Commission races are non-partisan, and members are limited to three consecutive four-year terms. The City Manager is appointed by and serves at the pleasure of the City Commission and has administrative oversight responsibility for all city operations and staff.
Fort Lauderdale has a FY2025 proposed budget of $1.19B and 2,860 full-time equivalent (FTE) employees across all funds. This represents an 11.3% increase over FY2024 and maintains a stable millage for the 18th consecutive year. Because the millage has remained constant, the budget is driven by the city’s steady growth, which averages 0.8% per year.
Under the organization’s current configuration, the City Manager oversees 10 departments with the support of four Assistant City Managers; the Police and Fire Chiefs report directly to the City Manager. The leadership team is a healthy mix of longer-tenured and newer department heads who possess deep subject-matter expertise in their respective areas and share a strong sense of interdependence and camaraderie.
CITY MANAGER • FORT LAUDERDALE, FLORIDA
PAGE 4
MISSION
We Build Community
VISION
The City you never want to leave
VALUES
Integrity
Compassion
Accountability
Respect
Excellence (ICARE)
FOCUS AREAS
Public Safety
Housing
Infrastructure and Resilience
Public Places
Business Growth and Support
The City’ s “Press Play Fort Lauderdale 2029” strategic plan sets out the following direction:
CITY MANAGER • FORT LAUDERDALE, FLORIDA
PAGE 5
KEY PROJECTS AND PRIORITIES
The incoming City Manager should be prepared to address a number of ongoing and imminent priorities, projects, and challenges:
CITY MANAGER • FORT LAUDERDALE, FLORIDA
PAGE 6
• Facilities & Capital Projects – Construction
of a new police headquarters is ongoing, and a
new water treatment facility is scheduled to come
online in two years. The City Manager must also
address inflationary impacts on the 2019 Parks
Bond initiative and constructing a new City Hall
after severe flooding damaged the old building.
• Infrastructure Needs – The “FORTify
Lauderdale” program is a set of initiatives in the
Stormwater Master Plan designed to improve
resilience and mitigate the effects of climate
change on vulnerable neighborhoods. The City
is also subject to two current and two pending
consent orders that will require infrastructure
investment and improvements.
• Homelessness & Housing Affordability –
The passage of HB 1365 outlawing public camping
and sleeping necessitates short- and long-term
strategies to mitigate homelessness and address
housing affordability.
• Collective Bargaining – All collective bargaining
agreements are currently settled. Negotiations with
Teamsters and the Federation of Public Employees
(FOPE) may begin in the spring of 2025, while the
International Association of Firefighters (IAFF) and
Fraternal Order of Police (FOP) contracts expire
September 30, 2026.
• Organizational & Financial Management–
The next City Manager will need to formalize
internal processes and implementation of the
strategic plan in order to facilitate collaboration,
operationalize the values, and enable the city
to operate effectively within existing budget
constraints.
CANDIDATE PROFILE
Because the City Manager is a highly visible role,
the incumbent must be poised, professionally
mature, and able to earn credibility with elected
officials, employees, and the public. The ideal
candidate will demonstrate the ability to navigate
conflict with confidence and tact and build
consensus around shared priorities. They will be
an engaged, active leader who empowers their
managers to make decisions while maintaining
accountability for results. They will demonstrate
a strategic, data-informed management approach
and the ability to cultivate a productive team with
positive morale.
Given the makeup of the community and
workforce, the incumbent must demonstrate a
track record of valuing individuals with diverse
backgrounds and identities. There is a high level
of engagement from the public and business
community, and the City Manager must therefore
be adept at understanding and balancing the
interests of various stakeholders.
PREFERRED KNOWLEDGE,
SKILLS, AND EXPERIENCE
• Experience in a full-service municipality of
comparable size, complexity, and diversity
• Experience negotiating collective bargaining
agreements and leading in a unionized
environment
• Experience managing complex emergency
response events
• Broad grasp of the functions and dynamics
associated with a growing city
• Strong grasp of municipal budgeting and
finance
CITY MANAGER • FORT LAUDERDALE, FLORIDA
PAGE 7
QUALIFICATIONS
Bachelor’s degree in public administration, business administration, finance, or other related area. Fifteen years of progressively responsible experience, of which five years must include senior management/senior administrative local government experience. Master’s degree preferred. Residency within the city of Fort Lauderdale is required.
COMPENSATION & BENEFITS
Salary negotiations for highly qualified candidates are expected to start in the $300,000 range. The City of Fort Lauderdale provides a range of benefits to its employees. Details can be found on the Employee Benefits website.
HOW TO APPL Y
Apply at www.GovHRjobs.com with a cover letter, resume, and contact information for five professional references by November 15, 2024. Confidential inquiries may be directed to Dele Lowman, MGT Senior Consultant, at (847) 380-3240 x141.
CITY MANAGER • FORT LAUDERDALE, FLORIDA
PAGE 8
The State of Florida has strong public records laws. Candidates are advised to be aware that all aspects of this recruitment are open to public records requests throughout the process.