Item 20 2025-01030 SUPPLEMENTAL MATERIAL City Manager Executive Recruitment Process and Development of a Facilitated Goals Based Review Process for Appointed Officers that Directly Report to the City Council [Updated 05/20/2025 @ 11:20 AM]

CITY COUNCIL
Kevin McCarty, Mayor
Lisa Kaplan, District 1
Roger Dickinson, District 2
Karina Talamantes, Vice Mayor, District 3
Phil Pluckebaum, District 4
Caity Maple, District 5
Eric Guerra, Mayor Pro Tem, District 6
Rick Jennings, II, District 7
Mai Vang, District 8

CHARTER OFFICERS
Mindy Cuppy, City Clerk
Susana Alcala Wood, City Attorney
Farishta Ahrary, City Auditor
Leyne Milstein, Interim City Manager
John Colville, City Treasurer

City Council
Financing Authority
Housing Authority
Public Financing Authority
Redevelopment Agency Successor Agency
City Hall Complex
915 I Street, Sacramento, CA 95814
Published by the Office of the City Clerk
(916) 808-7200

SUPPLEMENTAL MATERIAL

Description: Attached is supplemental material received after publishing the agenda. The online Community Survey deadline was extended to May 16, 2025, at the request of community groups. The final aggregation of survey results is included in the report as Attachment

7. The attached staff report replaces the original staff report in its entirety.

For the Meeting of: Tuesday, May 20, 2025 at 5:00 p.m.

Agenda Item: Discussion Item 20

20. City Manager Executive Recruitment Process and Development of a Facilitated Goals-Based Review Process for Appointed Officers that Directly Report to the City Council

File ID: 2025-01030

Location: Citywide

Recommendation: 1) Receive the City Manager and Assistant City Manager total compensation information from CPS HR Consulting (CPS); 2) receive CPS ’s report on community feedback and marketing materials for the City Manager executive recruitment; 3) provide additional direction to staff and CPS on the executive recruitment process; 4) pass a Motion directing CPS to proceed with the executive recruitment process; and 5) pass a Motion directing staff to proceed with developing a formal facilitated goal-based performance review process for all Appointed Officers to the City Council.

Contact: Jennifer Wilkinson, Administrative Officer, (916) 808-5295 [email protected], Human Resources Department

City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01030 5/20/2025 Item 20.

City Manager Executive Recruitment Process and Development of a Facilitated Goals-Based Review Process for Appointed Officers that Directly Report to the City Council File ID: 2025-01030
Location: Citywide
Recommendation: 1) Receive the City Manager and Assistant City Manager total compensation information from CPS HR Consulting (CPS); 2) receive CPS ’s report on community feedback and marketing materials for the City Manager executive recruitment; 3) provide additional direction to staff and CPS on the executive recruitment process; 4) pass a Motion directing CPS to proceed with the executive recruitment process; and 5) pass a Motion directing staff to proceed with developing a formal facilitated goal-based performance review process for all Appointed Officers to the City Council.

Contact: Jennifer Wilkinson, Administrative Officer, (916) 808-5295, [email protected], Human Resources Department Presenter: Jennifer Wilkinson, Administrative Officer, (916) 808-5295, [email protected], Human Resources Department; Pamela Derby, Executive Recruitment Manager, CPS HR Consulting.

Attachments:
1-Description/Analysis
2-CPS HR Consulting Report
3-City Manager Executive Recruitment Memo
4-City Manager Executive Recruitment Community Engagement Flyer 5-CPS HR Consulting Presentation
6-CPS HR Consulting Community Feedback Report
7-CPS HR Consulting Community Survey Results
78-CPS HR Consulting Draft Marketing Materials
89-Potential Example of a Facilitated Goals Based Review Process Description/Analysis
Issue Detail: CPS HR Consulting (CPS) was selected by the City to conduct the executive recruitment for the City Manager. As a part of their recruitment services, CPS performed a City

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File ID: 2025-01030 5/20/2025 Item 20.

Manager compensation study in various California jurisdictions. Based on the compensation study results, CPS recommended the City Council adjust the annual salary range for the City Manager classification to $273,211 to $420,684 at the March 25, 2025, City Council meeting. A copy of the CPS report is included herein as Attachment 2.

On April 1, 2025, the Personnel and Public Employee Committee (P&PE) was presented with the proposal to adjust the City Manager salary range as recommended by the CPS representative. The P&PE passed a motion recommending to the City Council approval of the new City Manager annual salary range of $273,211 to $420,684.

On April 22, 2025, the City Council adopted a resolution adjusting the City Manager annual salary range to $273,211 to $420,684.

The City Council requested additional information regarding salary for the City Manager in comparison with the Assistant City Manager (ACM). Outlined below is the salary and total compensation for the City Manager and ACM classifications. There is a 23.4% spread between the classifications’ maximum salary and a 26% spread between the classifications’ maximum total compensation.

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Community Engagement and Marketing Materials
As a part of the community engagement process CPS, on behalf of the City, conducted an online community survey. That survey was scheduled to close on May 5, 2025. At the request of community groups, the survey remained open until May 16, 2025, to provide additional time for community feedback. CPS presented information to the P&PE Committee on May 13, 2025, based upon information received through May 12, 2025. A full report based upon all survey results received is included in this presentation.

The community engagement included interviews of the Mayor and City Council, community groups, in-person and virtual listening sessions, interviews of City labor groups, and the community survey.

Based upon the information obtained in this process, CPS has created a draft set of marketing materials for the recruitment.

Attachments 5-7 8 are reports produced by CPS detailing the community outreach, community survey results, the draft marketing materials and information on total compensation as directed by the P&PE and Council.

On May 13, 2025, P&PE was presented with the reports from CPS listed above with the community outreach feedback received through May 12, 2025. The P&PE Committee passed a motion recommending to the City Council that CPS proceed with the executive recruitment process.

Review Process for Appointed Officers
As part of the City of Sacramento’s ongoing commitment to transparency, accountability, and performance excellence, the City is proposing to establish a formal facilitated goal setting and review process for its Charter Officers (City Manager, City Attorney, City Auditor, City Clerk, and City Treasurer) and the Director of Public Safety and Accountability (DPSA). This new initiative aims to

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ensure that the City Council and the public have a clear understanding of the priorities and expected outcomes associated with these key leadership roles. By collaboratively identifying goals at the beginning of each evaluation period, the City will strengthen alignment between Council direction and departmental operations, enhancing the overall effectiveness of municipal governance.

To ensure objectivity and support best practices, the review process is proposed to be facilitated by a third-party human resources (HR) consultant. This external facilitation would be similar in nature to the process used during the City Manager recruitment. The HR firm would work with the Mayor and Councilmembers to facilitate an agreed upon set of goals and objectives for each Appointed Officer.

The proposed goals and objectives would be created in collaboration with the direct reports and voted on by the Mayor and Council as a body. These goals and objectives would be what each Appointed Officer’s performance review would be based upon. This would help provide an impartial framework for assessing performance, enhancing the integrity and credibility of the evaluation process.

Establishing defined goals and reviewing progress against them at regular intervals is a cornerstone of good public administration. It not only provides a framework for strategic focus and resource allocation, but it also fosters accountability by allowing performance to be measured against agreed- upon objectives. This process supports continuous improvement, encourages proactive problem- solving, and provides Charter Officers and the DPSA with clear expectations and feedback.

Ultimately, it ensures that Sacramento's leadership is responsive to community needs, guided by Council priorities, and equipped to deliver results that reflect the City's values and vision.

On May 13, 2025, P&PE received the proposal to establish a formal goal setting and review process as outlined above. The P&PE Committee passed a motion recommending the City Council discuss developing a formal goal setting and review process for all Appointed Officers to the City Council.

Policy Considerations: Not applicable.

Economic Impacts: None.

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: As detailed above, on May 13, 2025, P&PE passed a motion recommending Council proceed with the executive recruitment process as proposed by CPS, and passed a second motion recommending the City Council discuss developing a formal goal setting and review process for all direct reports to the City Council.

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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 $40,000, which is included in the department’s FY2024/25approved budget.

Local Business Enterprise (LBE): Not applicable.

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1 TO: Mayor and City Council
City of Sacramento

FROM: Pam Derby, Manager
Executive Recruitment

Cc: Human Resources

DATE: March 19, 2025

SUBJECT: City Manager Executive Recruitment

As directed by the Mayor and City Council, CPS HR has conducted individual feedback conversations with each Councilmember. These discussions focused on the attributes the Council is seeking in the next City Manager. This information will be used to create recruitment marketing materials, ensure CPS HR is seeking candidates who possess the desired attributes and, assist in formulating interview questions and selection processes that will help identify the characteristics and qualities sought in the next City Manager.

In addition, Councilmembers provided their expectations regarding the manner in which CPS HR will conduct public, staff and stakeholder engagement activities.

Summary of Desired Attributes for the Next City Manager – City of Sacramento

1. Fairness, Transparency, and Council Relations
• Treats all Councilmembers equally, without favoritism. • Ensures openness and transparency in decision-making. • Effectively communicates with Councilmembers, adapting to their individual engagement needs.
• Strong relationship-builder with the entire Council, able to navigate different personalities. • Can secure consensus and align the Council around a shared vision.

2. Leadership and Organizational Culture
• Sets a strong culture of customer service and efficiency from the top. • Encourages collaboration across departments, avoiding silos. • Fosters a team-oriented environment with clear direction and follow-through. • Leads by example, ensuring staff have the tools to succeed. • Values innovation, open to new ideas, and embraces constructive criticism.

2 3. Public Engagement and Community Connection
• Actively engages with residents beyond City Hall.
• Attends town halls and community events alongside Councilmembers. • Balances relationships with businesses and community-based organizations. • Understands and prioritizes the needs of diverse neighborhoods. • Receptive to public concerns and input.

4. Experience and Strategic Vision
• Sacramento is not a "training ground"— must be an experienced leader with a strategic mindset.
• Understands California-specific challenges (e.g., labor laws, permitting, collective bargaining).
• Familiar with issues facing mid-sized cities with complex governance. • Background in public safety, finance, development, and infrastructure preferred. • Experienced in cities with significant ethnic diversity and social equity challenges.

5. Decision-Making and Governance
• Understands the legislative framework at the local, state, and federal levels. • Can navigate labor relations, working with Sacramento’s 11 unions. • Able to implement Council ordinances effectively, including Diversity, Equity, Inclusion, and Belonging (DEIB) policies.
• Uses data-driven decision-making and reporting to improve city operations. • Ensures strong project follow-through—avoiding a “my way or the highway” approach.

6. Visionary Leadership and Innovation
• Must be a strong, strategic leader while remaining open to alternative ideas. • Capable of uniting the Council and City staff under a shared vision. • Ready to tackle key city issues, including homelessness, affordable housing, and public safety.
• Encourages modernization and efficiency in city services. • Collaborative with strong political acumen while avoiding political maneuvering.

7. Integrity and Professionalism
• Takes pride in public service and the role of government. • Respects the Mayor, Council, and governance structure. • Acts with integrity, avoiding political entanglements. • Committed to leaving Sacramento in a better state than they found it.

The ideal City Manager is a visionary yet adaptable leader who fosters teamwork, communicates effectively, and drives results—all while maintaining fairness, transparency, and strong public engagement.
3 Summary of Sacramento City Council Feedback on Public, Staff, and Stakeholder Engagement for the City Manager Recruitment Process

1. Expanding Community Engagement
• Increase communication channels to reach diverse communities, particularly in North and South Sacramento.
• Engage Hmong communities and consider partnering with non-profits for outreach. • Ensure community and staff input early in the process to inform decision-making.

2. Structured but Efficient Process
• Some Councilmembers prefer community meetings for input, while others do not want to slow the process with extensive public meetings.
• Stakeholder meetings should be structured, interactive, and not open-mic free-for-alls. • A mix of engagement methods, including surveys, breakout sessions, and virtual town halls, is preferred.

3. Key Stakeholder Groups to Engage
• Community Groups: Each Councilmember should identify their top three groups for outreach.
• Sac Metro Chamber Board: Regularly meets with City leadership and has business ties. • Business & Economic Leaders: Representatives from key industries (e.g., Kings, manufacturers, soccer arena).
• Labor Organizations: Engage labor leaders with differing perspectives. • Language & Accessibility Considerations:
o Top languages: Spanish, Vietnamese, Cantonese.
o Ensure interpreters at in-person meetings where needed. o Advertise community meetings effectively to ensure attendance.

4. Staff & Leadership Input
• Essential to gather insights from Department Heads, Assistant City Managers), and Charter Officers.
• These discussions provide internal perspectives on leadership needs.

Key Takeaways
The City Council seeks balanced, efficient engagement that ensures diverse community input without slowing the hiring process. They favor structured stakeholder meetings, surveys, and targeted conversations. Early input from staff, business, labor, and community groups is critical to building trust and guiding the selection.

A Community Engagement Plan is attached to this memo and included in the Recruitment Schedule/Workplan also included in this packet.

City of Sacramento – City Manager

CITY OF SACRAMENTO

CITY MANAGER

RECRUITMENT WORK PLAN/SCHEDULE

Timeframe Activity

PLANNING AND PREPARATION

2/28 – 3/10

2/28 – 3/17

3/25
Activities:
 Consultant meets with City Council members individually to discuss ideal candidate attributes, engagement activities and recruitment plan.  CPS HR Compensation Professional conducts an executive compensation study and prepares report.
 Consultant presents findings and makes recommendations regarding ideal candidate profile, engagement activities and compensation.

ENGAGEMENT ACTIVITIES
3/31
3/26 – 4/11

4/14 – 4/21
 Online Survey Deployed
 CPS HR speaks with Charter Officers, Assistant City Managers and schedules meetings with groups identified by Councilmembers.  CPS HR conducts in-person and virtual community engagement workshops.

RECRUITMENT MATERIALS

4/23
4/28
4/30
5/2
Recruitment Brochure:
 CPS HR submits draft recruitment brochure text to P&PE Committee.  P&PE Committee submits text edits to CPS HR.
 CPS HR submits draft recruitment brochure PDF to P&PE Committee.  P&PE Committee provides final approval of recruitment brochure.

ACTIVE RECRUITMENT
Week of 5/5 –
6/9
Marketing:
 Consultant posts the job opening to various websites and publications:

City website, CPS HR Website, ICMA, Western City, CSAC, California City News, Public CEO, National Association of Cities, National Forum for Black Public Administrators, Local Government Hispanic Network, International Network of Asian Public Administrators, Women Leading in Government and LinkedIn.

City of Sacramento – City Manager
 CPS HR sends initial e-mail campaign to almost 10,000 government executives across the country.

Aggressive Outreach/Application Process:
 CPS HR follows 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.
 Consultant vets candidate resumes against minimum qualifications.  Consultant provides weekly updates to P&PE Committee regarding recruitment activities.

SELECTION ACTIVITIES
6/11 – 6/20

6/24
Screening Interviews:
 Consultant conducts comprehensive screening interviews with candidates who meet minimum qualifications.
 CPS HR provides Client Report which includes application materials for candidates screened and recommendations regarding candidates for further consideration.
7/1 Client Report Meeting:
 In Closed Session, Consultant meets City Council to discuss candidate pool and determine semi-finalist candidates.

7/22 Semi-finalist Interview:
 In Closed Session, City Council interviews semi-finalist candidates and determines candidates for a final interview process.

Immediately
following semi-
finalist
interviews
Reference/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 coordinates any assessment activities.

7/29 Finalist Interviews:
 In Closed Session, City Council conducts interviews with finalist candidates.

 Consultant prepares all materials and coordinates any assessment activities.

City of Sacramento – City Manager

CPS BACKGROUND CHECK
Post Final
Interviews
 Consultant conducts background check including criminal, civil, driving, education, and credit.

NEGOTIATION OF OFFER
Post Final
Interviews
 Consultant is available to assist with negotiation of salary offer and terms and conditions of employment with the selected candidate as desired by the City Council.

City of Sacramento
City Manager
Community Engagement Plan

In order to ensure ample opportunity is provided to City stakeholders including the general public, business community, community based and non-governmental organizations, unions and staff, a robust engagement process is being planned over the next month. Activities include the opportunity for one-on-one meetings with the consultant, four (4) in-person community meetings and two (2) virtual community meetings, in addition to an online survey that will be deployed in English, Spanish, Vietnamese and Cantonese, with hard copies also available at appropriate locations throughout the City. These activities will be coordinated in consultation with the City’s Community Engagement team.

While a tentative schedule is provided below, virtual and in-person community meeting logistics will need to be coordinated with the Community Engagement team.

Tentative Schedule of Activities
3/31 Online Survey Deployed

3/26 – 4/11 Individual discussions with Charter Officers, Assistant City Managers and meetings with groups identified by Councilmembers. It is anticipated these meetings will take place via telephone or Zoom.

4/14 – 4/21 Conduct two (2) virtual community meetings anticipate one morning and one evening.

Conduct four (4) in-person community meetings. Suggest two (2) each in the North and South split between morning and evening sessions.

1 To: Mayor and City Council, City of Sacramento
From: Teddi Anderson, Project Consultant
RE: Total Compensation for City Manager, City of Sacramento

Summary
The City Manager compensation for the City of Sacramento was reviewed. This memo describes the methodology, data obtained, and considerations based on the findings. The primary recommendation is to consider eliminating or minimizing the supplemental leave incentive of 2,320 hours that was negotiated and cashed out by the previous City Manager in 2023. This large one-time payout of over $200,000 significantly impacts the market position. The tables below reflect the side-by-side comparison of current data (actual salaries) for 2025 when including (Table A) or excluding this incentive (Table B). Recommendations based on this data and other factors are in the conclusion section of this memo.

Table A Table B

Background
The City of Sacramento (City) is the capital city of the state of California. Based on the U.S.

Census, the population estimate for the City in 2023 was 526,384. Currently, the position of City Manager is vacant. CPS HR and the City are in the planning stages of a nationwide executive search. Part of this plan typically includes a review of salary in order to gauge market competitiveness and provide an opportunity to make any changes. Prior to my analysis, the city contracted with another ﬁrm to conduct compensation analysis, using established pay ranges for various positions. Although using the ranges is a valid and helpful data point for both the agency and candidates, my analysis included actual and current salaries when possible. This memo is not meant to audit other consultants’ work, but it will include additional elements such as actual pay, value of leave, and more speciﬁcally, cost of living based on the similar position within the comparable agencies.

Position City COL Adjusted Total
Compensation With
Supplemental Leave
Position City COL Adjusted Total
Compensation Without
Supplemental Leave
City Manager Anaheim 506,577 City Manager Anaheim 506,577 City Manager Bakersfield 417,157 City Manager Bakersfield 417,157 CEO/GM CSDA 443,214 CEO/GM CSDA 443,214 City Manager Fresno 471,253 City Manager Fresno 471,253 City Manager Long Beach 614,366 City Manager Long Beach 614,366 City Admin Oakland 576,759 City Admin Oakland 576,759 City Manager Roseville 530,016 City Manager Roseville 530,016 CEO Sac County 409,007 CEO Sac County 409,007 CEO SACOG 598,238 CEO SACOG 598,238 COO San Diego 425,059 COO San Diego 425,059 Dept Head V San Francisco 384,502 Dept Head V San Francisco 384,502 City Manager San Jose 600,881 City Manager San Jose 600,881 CEO/GM SMUD 761,308 CEO/GM SMUD 761,308 City Manager Stockton 562,365 City Manager Stockton 562,365 Average 521,479 Average 521,479 City Manager Sacramento 844,231 City Manager Sacramento 493,634 Variance 47% Variance -5.49%

2 Market Factors
There are many factors that go into reviewing the elements of salary for City Managers and equivalent positions in local government, such as County Administrators and General Managers. A common practice for these positions includes a more formal employment agreement updated annually or during their performance review. These agreements go beyond just base salary to include other “perks” or economic adds of their employment. Additionally, not only are these contracts available upon public records request they are often displayed on agency websites or included in media articles.

All of these factors and considerations are taken into account when establishing and analyzing total compensation packages for executives. Additionally, while recruiting, it can help inform us about the success of a strong candidate pool and help quantify the total cost of a position for budgeting purposes. A critical consideration is that any change in compensation to one position in the agency may have unintended consequences, most specifically a domino effect as it relates to internal equity and compression.

Market Pay
Market pay is typically defined as the average pay of actual salaries, salary ranges and/or total compensation for similar positions in comparable agencies. Depending on the agencies’ pay philosophy, the target market rate can vary. Rates can be determined or relative to the average of the minimum, midpoint, or maximum range or market average of actuals, or a combination of both. Additionally, whereas California is very transparent about sharing or listing salaries, current and actual salaries or related benefits are not always accessible in a timely manner.

Due to the volatility of the labor market, it is important to review market pay and include actual salary as well as ranges annually OR when there is a significant vacancy. This data can help determine competitiveness and in turn support a more successful recruitment. As the world changes around us, it has become even more difficult to persuade passive candidates to leave the security of their agency unless there is a significant economic impact. Although most of the surveys look at market average, it does not always reflect what candidates will expect. We cannot predict where every candidate places their value, but it is not unusual for strong candidates to ask for 20% or more above their current salary in order to accept job offers.

Pay Philosophy and Structure
A common philosophy and best practice related to range placement for market competitiveness is allowing for variation of data points that contribute to market pay including hiring rate and internal equity. The City’s practice of +/- 5% pay philosophy is a strong, valid practice. Although this can vary from agency to agency, having a desired market target rate or market target range is essential when determining pay philosophy. Additionally, in regard to salary structure, many executive positions do not have a range (min and max) but use a single hiring rate that can be adjusted annually based on a number of factors, in addition to internal equity, including qualifications, performance, cost of living and budget.

3 Budget
Budget is a critical consideration when determining market pay. Not everyone can afford the average market rate and regardless of your pay philosophy, once established, it is imperative to know how competitive your pay is. Looking at total compensation is also an ideal way to project the budget for the cost of a full-time employee (FTE). Many agencies supplement salaries with other economic adds to increase the overall total compensation package. Although we see these economic adds primarily in employment contracts for executives it can include other positions. These pay elements should be considered in totality.

Comparable Agencies
Determining which comparable agencies to use are essential. Typically, agencies are chosen based on similar population, size of agency, size of budget, scope of duties and span of control (direct reports/FTE). A lesser-known element is using agencies with similar revenue sources.

These factors as well as others determined by the agency all contribute to their established market pay. Many organizations and survey data show that an established market driven philosophy that includes proximity of agencies, that have or will draw talent can be helpful in preventing turnover. The lists below represent both those agencies the city has identified as comparable well as those included following discussion with City Council:

• Bakersfield
• Fresno
• Long Beach
• Oakland-Strong Mayor
• Roseville
• Sacramento County
• San Francisco- Strong Mayor
• San Jose
• Stockton
• State of California

Additional Agencies added
• SMUD
• CSDA
• SACOG
 Anaheim
For the purposes of City Manager analysis, these are solid comparable agencies, the exception being the State of California. Additionally, and I agree with the previous analysis conducted, the State of California does not have a strong match for this position, therefore no data was used for this agency. It is important to note that Oakland, San Diego and San Francisco have a Strong Mayor form of Government, and, although the salary is comparable, some agencies may choose to exclude it in their analysis. Although there is no “rule” for number of comparable agencies you use, the more you include, the less the variance in the average if/when one agency changes pay and conversely, the smaller number of comparables, the more dynamic the change.

Cost of Living
Cost of living is also a significant factor to consider when establishing pay. When conducting analysis, it is important to consider cost-of-living variances, especially as it relates to attraction and retention. For purposes of this analysis, I used a credible, validated source for determining cost of living, the Economic Research Institute Cost of Living Comparison Calculator | Living

4 Cost Comparison Tool | ERI. In order to be as specific as possible and also from the perspective of candidates that would consider relocating to Sacramento, I used the calculator that allows the user to put in the comparable agency position and then compare it to the City Manager at the City of Sacramento.

The table below reflects the cost of living compared with the City of Sacramento. Additionally, if the % is green-this means that Sacramento has a lower cost of living than the comparable agency and conversely if the % is red it reflects a higher cost of living in Sacramento. The data was then adjusted accordingly. For agencies in Sacramento County, no adjustments were made.

The results of using the aforementioned calculator are below in Table #1:

Table #1: Cost of Living Differences

Attraction and Retention
All the factors above are driving factors in attracting and retaining quality talent in an organization. Savvy executive level candidates may utilize the same resources and calculators when making a decision to apply or go elsewhere. Candidates and employees may also expect that the previous incumbents’ pay is available to them upon hire, promotion or achievable through established pay strategies.

Data Resources and Transparency
Although these resources are available to the public there are considerations when using one or more for analytical purposes. The primary consideration is the year in which the data was reported. Typically, these lag 1-2 years and are reported annually. If current data is not Position Agency
City
Population/Population
Served
County
SAC has
LOWER/HIGHER % of
Cost of Living than
comp agency (ERI)
City Manager Anaheim 340160 Orange County -2%
City Manager Bakersfield 413,381 Kern County 9.0%
City Manager Fresno 545,716 Fresno County 12.0%
City Manager Long Beach 449,468 Los Angeles County 0.1% City Admin Oakland-Strong Mayor 436,504 Alameda County -5.0% City Manager Roseville 159,135 Placer County 3.0%
CEO Sacramento County 1,584,104 Sacramento County 0.0%
COO San Diego-Strong
Mayor 1,138,800 San Diego County -6.0%
Dept Head V San Francisco- Strong
Mayor 808,988 San Francisco County -17.0%
City Manager San Jose 969,655 Santa Clara County -7.0%
City Manager Stockton 319,543 San Joaquin County 8.0%
CEO SACOG 28 agencies Sacramento/Placer County 0%
CEO/GM CSDA 1300 agencies Sacramento County 0.0%
CEO/GM SMUD 1,500,000 Sacramento/Placer County 0.0%

5 available, these numbers can be “aged” by adding the known cost of living increase or other monetary increases for those years not reflected. It is important to note that these numbers are a snapshot in time, and they do not account for mid-reporting turnover, nor do they reflect any details distinguishing the difference between an ongoing, potentially compounded incentive and a severance one-time payout upon separation.

For example, included in 2023 data for the previous City Manager was a large supplemental leave negotiated in his contract. This represented $200,000 in additional “other pay” and increased the total compensation well above market (details in tables #2 and #4 below.) Although significant for transparency purposes, if these large sums are not explained or compared as a one-time payout, it can misrepresent the data for purposes of market comparison. To show how the data compares I included the data resources, a brief definition and a side-by-side comparison.

• Actuals: Current data derived directly from agencies through current employment agreements, or from agency staff, this is the most credible and timely data. Data is adjusted for cost of living and includes value of vacation or other compensable leave.

Additionally, depending on the reason for the analysis, such as future recruitment, certain incentives may not be available to the future incumbent. Where actuals were unavailable, Public Pay was used for 2023.
• Public pay: Government Compensation in California through the State Controller’s Officer. They do not include value of all elements, including leave in their total comp calculations. Most recent data is 2023.
• Transparent pay: I did not utilize this resource. Represented as California’s largest public pay and pension database. Transparent California is provided by Nevada Policy as a public service. It is not known how the data is validated and by whom. They do not include value of all elements, including leave in their total comp calculations. Most recent data is for 2023.

Table #2 below represents the three data sources. Although these sources can be used as a tool, those who use the data would need to make sure they understand each total compensation element. As you can see below the average changes from one data source to another.

Variations due to one or more of the following:
 Most recent data is from 2023
 Reporting and collecting variables
 Inconsistent “total comp” elements
 Turnover and/or difference in negotiated terms.

6 Table #2: Comparison of Public Data Sources

Methodology
The data for the incumbent position and comparable agencies were collected. As part of the analysis, I researched employment agreements, annual actual salary, salary ranges (if applicable) and other related executive incentives or perks for those comparable agency positions. Most of the salary data was current as of March 2025. This data was translated into several tables for a visual representation throughout this memo. Additionally, these data points reflect a point in time obtained of March 2025. The data was NOT aged to represent any projections or increases that are yet to occur in 2025.

Total Compensation Common Elements
Although the following elements are typically included in total compensation, it does not prohibit the agency from adding or excluding other unique or lesser-known perks negotiated by the candidate upon hire.

The common elements or total compensation included are:
• Base Salary
• Additional contribution and/or match to a 401 (or similar): Typically, a % of annual salary or lump sum amount.
 HR did not verify the current contribution, therefore 2023 data was used in the total compensation analysis.
• Performance/merit-based annual bonus or lump sum payment. • Car, phone allowances: Use of a vehicle, or a monthly allowance. Other perks can include an annual allowance to cover additional expenses, or less commonly longevity pay.
 The previous CM received $400/month for city expenses. • Value of Health, Dental and Vision Benefits (Employer Paid) Position City Public Pay 2023
(Total Comp)
Transparent Pay 2023
(Total Comp)
Actuals Adjusted
(Total
Compensation
2025)
City Manager Anaheim 390,985 471,702 506,577 City Manager Bakersfield 263,376 288,201 417,157 CEO/GM CSDA Not Listed 443,214
City Manager Fresno 324,320 324,320 471,253 City Manager Long Beach 502,482 502,482 614,366 City Admin Oakland 294,588 294,588 576,759 City Manager Roseville 421,102 497,427 530,016 CEO Sac County 491,037 533,923 409,007 CEO SACOG 363,421 363,421 598,238 COO San Diego 448,812 604,669 425,059 Dept Head V San Francisco 462,432 Not Listed 384,502 City Manager San Jose 504,316 504,574 600,881 CEO/GM SMUD Not Listed 1,004,969 761,308 City Manager Stockton 415,343 415,343 562,365 Average 406,851 483,802 521,479 City Manager Sacramento 657,298 710,036 493,634

7  Although it is more complex to quantify due to plan design variances, the total employer paid value of the employee’s benefits offered are included.
 Health Insurance premium portion/subsidy
• Some agencies may contribute a greater portion towards the employees’ premiums, as a % or lump sum
• Additionally, depending on the reason for the analysis, employee paid portions are included.
• Leave: Value of Vacation, SL or PTO Accruals
 Higher level accruals or “front loaded” banks applied annually or upon hire.
 Administrative or supplemental leave bank, separate from but in addition to traditional vacation, sick leave and holiday leave accruals.  Compensable leave, such as Vacation or PTO are the most commonly used as they are more likely to be pensionable than sick leave.  Cash in lieu of leave: Some organizations allow employees to cash up to a certain amount of their leave annually reflected as a lump sum and is not added to their annual salary.
• Note: Although included in total compensation for the previous Sacramento City Manager, according to HR, this incentive and respective amount would have to be re-negotiated with any future candidate and is not an automatic perk nor part of the initial offer of the position.
• Upon hire: Relocation or other hiring “bonus”
• Other: Wellness incentives, utilization of a clinic or gym, dry cleaning just to name a few
• Severance: Although not typically quantified for total compensation purposes, it can influence the candidate’s decision to apply as well as having significant impact on the budget upon separation.
 Note: the common severance package is a designated duration for which salary is paid upon separation, typically 6 months. Mr. Chan negotiated 12 months of fully paid medical, dental and vision.

Salary and Total Compensation Analysis
When comparing the analysis, to simplify and account for variances in negotiating terms of an employment agreement, I broke the visual table out by salary only and by total compensation.

Both were adjusted based on cost of living. As reflected in the table below, based on the current actual salaries only, the City Manager salary is only -3.22% behind the market average.

8 Table #3: Salary Only

Total Compensation
Table #4 Contains elements of total compensation and the previous CM’s negotiated supplemental leave. As mentioned above, this large payout impacted the market position significantly.

Position City COL
Adjusted
Salary Only
City Manager Anaheim 360,917
City Manager Bakersfield 313,920
CEO/GM CSDA 366,990
City Manager Fresno 345,645
City Manager Long Beach 362,535
City Admin Oakland 409,830
City Manager Roseville 373,647
CEO Sac County 336,000
CEO SACOG 396,209
COO San Diego 360,294
Dept Head V San Francisco 314,228
City Manager San Jose 417,618
CEO/GM SMUD 600,000
City Manager Stockton 375,840
Average 380,977
City Manager Sacramento 368,894
Variance -3.22%
Position City COL Adjusted
Total
Compensation
City Manager Anaheim 506,577
City Manager Bakersfield 417,157
CEO/GM CSDA 443,214
City Manager Fresno 471,253
City Manager Long Beach 614,366
City Admin Oakland 576,759
City Manager Roseville 530,016
CEO Sac County 409,007
CEO SACOG 598,238
COO San Diego 425,059
Dept Head V San Francisco 384,502
City Manager San Jose 600,881
CEO/GM SMUD 761,308
City Manager Stockton 562,365
Average 521,479
City Manager Sacramento 844,231
Variance 47%

9 Based on the recommendation to modify an incentive, a second set of data was included. This excluded the 2,320 hours of supplemental leave, which is not only expensive, but this large amount is uncommon in the market.

Table #5 Total Compensation elements, without previous CM’s negotiated supplemental leave.

Ranges
Salary ranges are typically the most recent and visible data reflected on agency websites or listed in job announcements. Range placement and range movement can vary based on the agencies range structure, pay philosophy, internal equity, compression and budget. Obtaining pay philosophy for comparable agencies was outside the scope of this analysis. Only 5 of the 8 agencies have ranges. Based on the ranges collected the minimum of the range for the City of Sacramento is significantly behind the market average (-27.7%) and the max of the range is -

7.6% behind market. Although candidates may always desire the top step/max of the range, having a less competitive minimum range may impact their decision to apply, especially if they do not know the typical “starting pay.”

Position City COL Adjusted Total
Compensation
City Manager Anaheim 506,577
City Manager Bakersfield 417,157
CEO/GM CSDA 443,214
City Manager Fresno 471,253
City Manager Long Beach 614,366
City Admin Oakland 576,759
City Manager Roseville 530,016
CEO Sac County 409,007
CEO SACOG 598,238
COO San Diego 425,059
Dept Head V San Francisco 384,502
City Manager San Jose 600,881
CEO/GM SMUD 761,308
City Manager Stockton 562,365
Average 521,479
City Manager Sacramento 493,634
Variance -5.49%

10 Conclusion
Based on the data collected and analysis, a review of the current incentives available to the future City Manager is recommended.

More specifically the city might consider the following:

1. Consider eliminating or minimizing the supplemental leave package to be more aligned with the market.

2. Consider changing severance to a traditional duration i.e., 6 months of salary.

3. If the city desires a +/-5% market rate for the future CM, consider adding more to the deferred compensation in order to bring it into that competitive market range.

4. Consider modifying the min and/or max of the range.

Position City COL Adjusted
Annual Range Min
(if applicable)
COL Adjusted
annual Range
Max
City Manager Anaheim n/a 360,917
City Manager Bakersfield n/a 313,920
CEO/GM CSDA 248,594 372,891
City Manager Fresno 217,908 345,650
City Manager Long Beach n/a 362,535
City Admin Oakland 313,593 409,830
City Manager Roseville n/a 373,647
CEO Sac County 276,000 336,000
CEO SACOG 380,016 418,978
COO San Diego n/a 360,294
Dept Head V San Francisco 256,004 397,115 City Manager San Jose 335,873 421,799 CEO/GM SMUD 600,000 1,200,000
City Manager Stockton n/a 375,840
Average 328,498 432,101
City Manager Sacramento 248,465 400,652 Variance -27.74% -7.6%
1 TO: Chair Jennings
Personnel & Public Employees Committee

FROM: Pam Derby, Manager
Executive Recruitment

Cc: Dennis Rogers, Chief of Staff

DATE: April 14, 2025

SUBJECT: City Manager Executive Recruitment

As directed by the Mayor and City Council, CPS HR is planning for or has conducted the following in preparation for the opening of the City Manager recruitment:

1. Individual feedback conversations with each Councilmember. These discussions focused on the attributes the Council is seeking in the next City Manager. This information will be used to create recruitment marketing materials, ensure CPS HR is seeking candidates who possess the desired attributes and, assist in formulating interview questions and selection processes that will help identify the characteristics and qualities sought in the next City Manager.

2. We have contacted the following organizations, per City Councilmember requests to schedule listening sessions regarding the attributes they are seeking in the next City Manager :

a. Building Trades Council
b. Cafecito w/ Vice Mayor Talamantes
c. Gardenland Northgate Neighborhood Association
d. Greater Sacramento Economic Council
e. Latino Economic Council
f. North Natomas Community Coalition
g. North State Building Industry Association
h. Sac Central Labor Council
i. Sac Metro Chamber
j. Sacramento Area Realtors
k. Wilton Rancheria

2 3. With the assistance of the Community Engagement Team, we have scheduled four in- person and two virtual Community Engagement meetings. The attached flyer provides locations, dates, times and Zoom links.

4. We have deployed an online survey in English, Spanish, Cantonese and Vietnamese. Links and corresponding QR codes are listed in the attached flyer.

5. We will be scheduling calls with the Charter Officers and Assistant City Managers over the next two weeks.

6. We will forward the flyer to all those organizations we have invited to listening sessions and the Community Engagement Team will be sending it to their contact list.

Saturday, 4/19 10:00 – 12:00 p.m.

North Natomas Community Center
2601 New Market Drive, Sacramento
Monday, 4/21 6:00 – 8:00 p.m. Virtual meeting
https://us02web.zoom.us/j/81469532146?pwd=X3L8v
ZIv2zauGVCYxzZlbPjlabGTBx.1
Wednesday, 4/23 6:00 – 8:00 p.m.

Hagginwood Community Center
3271 Marysville Blvd., Sacramento
Thursday, 4/24 6:00 – 8:00 p.m. Virtual meeting
https://us02web.zoom.us/j/81395235803?pwd=7nJHx
2SnvIGKNkycG3AQkbuBcBAPmY.1
Saturday, 4/26 3:00 – 5:00 p.m.

Sam and Bonnie Panell Community Center
2450 Meadowview Rd, Sacramento
Tuesday, 4/29 6:00 – 8:00 p.m.

Oak Park Community Center
3425 Martin Luther King, Jr. Blvd., Sacramento
The Sacramento City Council
wants to hear from YOU as they
search for the next City Manager.

What qualities, knowledge, and skills
should the next leader have to guide
Sacramento forward? Join CPS HR
Consulting at one of these upcoming
town halls—virtual or in person—
to share your voice.

Sessions run April 19th through April
26th across the city and online.

An online survey
is also available, please visit:

Cantonese:
https://surveys.cpshr.us/s3/
SacrCityMger25-Cantonese
English, Spanish, Vietnamese (language
selection menu is located on the
bottom of the webpage):
https://surveys.cpshr.us/s3/
SacrCityMger25
Y our voice matters—help shape Sacramento’s future!
YEARS
Your Trusted HR Advisor For 40 Years
City of Sacramento
City Manager
Recruitment
Presentation Overview
• Stakeholder Engagement
• Recruitment Brochure
• Recruitment Timeline
• Compensation Package

Community & Stakeholder
Engagement
• Teleconferences with Organizations referred by City
Council across a diverse section of the Community
• Community Engagement Meetings
• 4 In-person: Oak Park, Meadowview, North Natomas &
North Sacramento
• Online Survey
Recruitment Brochure
• Created with Relevant Feedback from City County and
Community Engagement activities
• Requires Input from P&PE to Create Updated Draft for
City Council on May 20th
Key Dates
• Feb 28 – Mar 25 Planning & Preparation
• Apr 19 – Apr 29 Engagement Activities
• April 25 – May 16 Online Survey Active
• May 20 City Council Comment on
Recruitment Brochure and Final
Engagement Results
• Week of May 26 Recruitment Launched
• July 14 – Aug 4 Selection Activities
• Aug 4 – Aug 18 Final Steps
Compensation Package
& Negotiation
• Salary Range: $273,311 - $420,684
• Car Allowance: $500/per month
• Term of Employment Agreement
• Deferred Compensation
• Leave Allowances
• Executive Health & Wellness
• Severance for No Cause Separation
Compensation Package
& Negotiation
• Performance Evaluations
• Relocation
• Health Coverages
• Life and AD&D Insurance
• Technology Stipends
• Annual Subscriptions & Memberships
• Conference Attendance
Questions &
Comments

Interim Community Engagement
Process Results

City Manager Recruitment
City of Sacramento

SUBMITTED BY:

PAM DERBY

MANAGER, EXECUTIVE RECRUITMENT
CPS HR Consulting
2450 Del Paso Rd., Ste. 220
Sacramento, CA 95834
P: 916-471-3126
[email protected]
www.cpshr.us

ENGAGEMENT METHODOLOGY
As requested by the City Council, CPS HR has been conducting an aggressive engagement process to gather information regarding the Leadership Characteristics, Knowledge, and Skills that the residents of Sacramento are seeking in the City’s next City Manager. Engagement processes represented a diverse cross-section of stakeholders, including the Building Trades Council, Gardenland Northgate Neighborhood Association, Greater Sacramento Economic Council, Latino Economic Council, Sac Central Labor Council and the Sac Metro Chamber.

Engagement opportunities were offered in the form of teleconference meetings, an electronic survey, four in-person Community Engagement Meetings and two virtual meetings.

The information gathered to date has been used extensively in the Ideal Candidate Section of the draft Marketing Brochure.

ELECTRONIC COMMUNITY SURVEY
CPS HR deployed an online survey that included four questions regarding ideal candidate attributes for the next Manager. The survey is available in English, Spanish, Cantonese and Vietnamese. The survey will be open until May 16th and a more comprehensive report will be provided to the City Council at their May 20th meeting.

To date more than 300 responses have been received, most in English. The data also indicates that most respondents have reached the survey through the link posted on the Sacramento Bee website. CPS HR has shared the survey with all those groups that have attended teleconference meetings and the QR code for the survey was also shared at all in-person and virtual engagement meetings.

COMMUNITY ENGAGEMENT MEETINGS
From April 19th to April 29th, CPS HR conducted four in-person Community Engagement Meetings at the North Natomas Community Center, the Hagginwood Community Center, The Sam and Bonnie Pannell Community Center and the Oak Park Community Center. In addition, two virtual meetings were held. While lightly attended, participants were engaged and provided thoughtful insight to the characteristics and experience they felt was necessary for the next City Manager to be successful in Sacramento.

SUMMARY OF FEEDBACK

1. Leadership & Governance
• Visionary Leadership: Must articulate and implement a clear, strategic vision rooted in Sacramento’s needs and opportunities. Vision should unify Council, staff, and community stakeholders. • Principled and Strong-Willed: Not easily influenced; must lead with integrity, strength, and courage—even in politically difficult situations.
• Respected Public Administrator: Must be a standout leader—smart, tough, and professional— capable of managing complex civic systems with transparency and authority. • Independent Yet Collaborative: While not a “yes person,” the CM must be able to partner constructively with elected officials while maintaining the administrative balance in a Council- Manager system.
• Reputation Builder: Must help shift Sacramento’s internal and external perception through decisive, honest, and accountable governance.

2. Community Engagement & Accessibility
• Visible and Approachable: Engages residents directly; not confined to City Hall. Listens, visits neighborhoods, and builds real relationships.
• Culturally Competent: Reflects the full diversity of Sacramento; prioritizes inclusivity and equitable service delivery.
• Trusted and Transparent: Restores faith in city leadership by proactively communicating and fostering inclusive, accessible feedback mechanisms.

3. Internal Culture & Organizational Management
• Culture Change Agent: Leads a cultural transformation that rewards collaboration, reduces silos, boosts morale, and builds pride in public service.
• Empowering Leadership Style: Encourages innovation, values staff input, welcomes constructive criticism, and supports cross-departmental teamwork.
• High Standards and Accountability: Promotes excellence, fairness, and results across departments.

Builds trust by holding leaders and staff accountable.

4. Experience & Background Preferences
• Relevant Government Experience: Ideally a current or former City Manager, Assistant/Deputy CM, or department head with operational leadership in a California city. • Financial and Operational Expertise: Deep experience managing large budgets, infrastructure projects, and public-sector labor relations.
• Open to Innovation: While experienced, the candidate should be open-minded and adaptable— avoiding rigid or outdated practices.

5. Strategic and Economic Development
• Proactive Economic Stewardship: Should focus on economic sustainability through catalytic projects, business incentives, and new revenue sources.
• Neighborhood Investment: Must ensure equitable development citywide—beyond downtown—by addressing neglected areas.
• Business-Friendly Culture: Streamlines processes, improves permitting, and enhances customer service for residents and small businesses.

6. Housing, Homelessness & Infrastructure
• Collaborative Regional Approach: Tackles homelessness and housing through coordinated efforts with the County and service providers.
• Support for First-Time Homeownership: Advances generational wealth and affordable housing strategies.
• Infrastructure Renewal: Prioritizes aging infrastructure, especially in underserved neighborhoods, to improve livability and economic access.

7. Budget, Equity & Transparency
• Structural Budget Reform: Resolves the structural deficit with sustainable, transparent financial strategies and performance benchmarks.
• Equity-Focused: Commits to equitable distribution of funds, especially Measure U and L revenues.

Tracks and communicates how equity dollars are spent.
• Restoring Trust: Rebuilds public confidence through fiscal transparency and inclusive decision- making.

8. Labor & Workforce Development
• Labor Relations Expertise: Maintains fair, transparent partnerships with labor organizations; addresses concerns about wages, benefits, and workforce equity. • Workforce Development: Focuses on expanding job opportunities for blue-collar and underserved communities. Supports apprenticeships and fair contracting standards.

9. Communication, Branding & Public Image
• Strategic Communication: Improves outreach through websites, newsletters, and social media.

Ensures regular updates and clear public messaging.
• Public Storytelling: Enhances the city’s image by telling Sacramento’s story more effectively— celebrating achievements and setting expectations.
• No Surprises Approach: Establishes consistent, honest communication with council, staff, and community groups.

10. Top Priorities for the First 2–3 Years
• Address Structural Deficit
• Rebuild Trust with Residents and Staff
• Drive Inclusive Economic Development
• Tackle Housing and Homelessness with Regional Partners • Improve Organizational Culture and Staff Morale
• Enhance City Services and Infrastructure in Underserved Areas

1 EXECUTIVE DIRECTOR RECRUITMENT | SUMMARY OF STAKEHOLDER AND COMMUNITY ENGAGEMENT

SURVEY RESULTS
The following data points were collected anonymously via an online survey. The survey was available in four different languages (English, Spanish, Vietnamese, and Cantonese) and was open from Thursday, April 10, 2025 to Friday, May 16, 2025.

The survey asked a total of five questions:

1. What are the three most significant opportunities/challeng es facing the City that will require the next City Manager’s attention? (Open ended/free response)

2. What are the five professional abilities the City Manager must possess to be successful in the City of Sacramento ? (Select 5)

3. What are the five personal attributes the City Manager must exhibit to be successful in the City of Sacramento ? (Select 5)

4. Any other information you would like the City Council to consider during this recruitment process? (Optional , Open ended/free response)
A total of 412 responses were received: 409 complete responses, 3 partial responses. Due to the information asked, partial responses were considered and included in the analysis.

PROFESSOINAL ABILITIES
Respondents were instructed to select a total of five (5) professional abilities out of a list of fifteen (15) possible abilities.

One option of the fifteen was an “Other” option which allowed respondents to write -in professional abilities not included in the list.

Selection frequency and related data for each professional ability is shown on the table below. Comments from the “Other” option are provided at the end of the “Survey Results” section.

Professional Ability
Percent of
Selection Based on
Total Responses Count
A strategic leader who also values innovation, creativity and is open to new ideas. 51% 208
Brings experience in an urban setting dealing with issues including homelessness, affordable housing, and public safety. 50% 206 Understands and prioritizes the needs of diverse neighborhoods and brings experience in cities with significant ethnic diversity and social equity challenges. 49% 201
Possesses budget acumen and the ability to still be effective in a financially - challenging environment. 47% 192
Actively engages with residents beyond City Hall, attends town halls and community events alongside Councilmembers. 43% 178
Fosters a team-oriented environment with clear direction and follow-through; leads by example, ensuring staff have the tools to succeed. 39% 160 Ability to effectively navigate labor relations, working with Sacramento’s 11 unions. 33% 136
Sets a strong culture of customer service and efficiency. 30% 124 Uses data-driven decision-making and reporting to improve city operations. 25% 104 Capable of uniting the City Council and City staff under a shared vision. 24% 99 2 EXECUTIVE DIRECTOR RECRUITMENT | SUMMARY OF STAKEHOLDER AND COMMUNITY ENGAGEMENT Able to implement Council ordinances effectively, including Diversity, Equity, Inclusion, and Belonging (DEIB) policies. 24% 97
Balances relationships with businesses and community-based organizations. 22% 90 Exhibits political astuteness without participating in politics. 19% 77 Other (please specify) 12% 50
Experienced in dealing with media in a transparent manner. 6% 23

PERSONAL ATTRIBUTES
Respondents were instructed to select a total of five (5) personal attributes out of a list of thirteen (13 ) possible attributes. One option of the thirteen was an “Other” option which allowed respondents to write -in an attribute not included in the list.

Selection frequency and related data for each personal attribute is shown on the table below. Comments from the “Other” option are provided at the end of the “Survey Results” section.

Personal Attribute
Percent of
Selection Based on
Total Responses Count
Trustworthiness/Integrity 82% 334
Follows through, consistent and dependable 54% 223
Transparent, ethical communicator 54% 221
Collaborative 52% 211
Humble/Not driven by Ego 46% 188
Empathetic/Understanding/Compassionate 45% 186
Passion/Enthusiasm for providing the best in public
service 41% 168
Open/Inclusive/Welcoming/Approachable 40% 162
Calm and respectful in challenging situations 21% 86
Managed risk taker/Not afraid to make mistakes 20% 81
Inspiring/Motivating 17% 70
Resilient and thick-skinned 14% 56
Other (please specify) 6% 24
City Manager

Welcome to Sacramento – California’ s Capital of Opportunity Located at the confluence of the Sacramento and American Rivers, the City of Sacramento (pop. 524,943) blends historic charm with forward-looking innovation, making it one of California’s most dynamic and livable cities. As the state capital, Sacramento is a center of government, culture, and commerce—offering a unique blend of urban energy, natural beauty, and civic engagement.

A Vibrant Community Full of Life and Culture
Residents and visitors alike enjoy a rich array of activities throughout the year. The city is home to the world-renowned Crocker Art Museum, the historic California State Railroad Museum, and the celebrated Golden 1 Center—home to the NBA’s Sacramento Kings and a premier venue for concerts and major events. Midtown’s lively arts scene, thriving nightlife, and celebrated farm-to-fork culinary movement offer endless ways to explore and connect with the community.

Outdoor Living and Natural Beauty
With more than 200 parks and 80 miles of trails, including the scenic American River Parkway, Sacramento provides abundant opportunities for outdoor recreation. Kayaking, cycling, running, and riverfront concerts are just a few of the ways residents enjoy the city’s temperate climate and green spaces.

Education and Lifelong Learning
Sacramento is a hub for public education and academic advancement. The region is served by multiple school districts and offers a range of public, charter, and private schools. It is also home to Sacramento State University and within proximity to the world-class University of California, Davis. The city’s libraries, community centers, and cultural institutions offer countless opportunities for lifelong learning, civic engagement, and professional development.

A Growing, Diverse Capital with a Bright Future
One of the most diverse cities in the nation, Sacramento prides itself on inclusivity, innovation, and resilience. As it continues to grow, the city is investing in sustainable infrastructure, equitable development, and economic opportunity. It is a community where bold ideas are welcomed— and where visionary leadership can shape the future for generations to come
To learn more go to: www.cityofsacramento.gov
Welcome to Sacramento – California’ s Capital of Opportunity Located at the confluence of the Sacramento and American Rivers, the City of Sacramento (pop. 524,943) blends historic charm with forward-looking innovation, making it one of California’s most dynamic and livable cities. As the state capital, Sacramento is a center of government, culture, and commerce—offering a unique blend of urban energy, natural beauty, and civic engagement.

A Growing, Diverse Capital with a Bright Future
One of the most diverse cities in the nation, Sacramento prides itself on inclusivity, innovation, and resilience. As it continues to grow, the city is investing in sustainable infrastructure, equitable development, and economic opportunity. It is a community where bold ideas are welcomed— and where visionary leadership can shape the future for generations to come
To learn more go to: www.cityofsacramento.gov
City Government
Founded in 1849, the City of Sacramento is the oldest incorporated city in California. In 1920, Sacramento city voters adopted a City Charter (municipal constitution) which is still being used today. The City operates under a Council-Manager form of government, which balances professional management with strong elected leadership. The governing body is composed of a nine-member City Council, including the Mayor, elected at-large, and eight Councilmembers, each representing a district within the city. The Mayor serves as the political leader and policy advocate for the City, while the City Council sets citywide priorities, adopts the annual budget, and enacts ordinances to support community well-being and sustainable growth.

The City Manager, appointed by the City Council, serves as the chief executive officer of the organization, responsible for implementing Council policies, delivering public services, managing day-to-day operations, and leading over 4,800 full-time employees across numerous departments.

Sacramento’s city government includes a full range of departments and services, including Public Works, Utilities, Community Development, Police, Fire, Parks & Community Enrichment, Finance, and Youth, Parks & Community Enrichment, among others. These departments work collaboratively to ensure efficient and responsive municipal services that enhance quality of life for the city’s residents and businesses.

The City of Sacramento operates with a total annual budget of approximately $1.5 billion, including a General Fund of over $700 million. The City is committed to long-term financial sustainability, transparent governance, and strategic investment in public safety, infrastructure, economic development, and community equity.

With a dedicated workforce, diverse community, and ambitious policy agenda, the City of Sacramento offers an exciting and meaningful opportunity for visionary leadership at the highest level of municipal service.

Accolades
» All-America City Award (2022)
Recognized by the National Civic League for Sacramento’s collaborative efforts in addressing community challenges through inclusive civic engagement. YouTube
» Wide Open Walls Mural Festival
Celebrated for transforming Sacramento’s urban landscape through public art, fostering community pride and cultural tourism. Wikipedia
» Travel + Leisure’s 50 Best Places to Travel (2025)
Sacramento was featured for its vibrant culinary scene, rich cultural experiences, and dynamic urban development.
» Outstanding Public Transportation System of the Y ear (2021) Awarded by the American Public Transportation Association (APTA) to Sacramento Regional Transit (SacRT) for exceptional service and innovation. SacRT
» #3 Economic Development Organization Worldwide (2023) The Greater Sacramento Economic Council (GSEC) was ranked third globally by the International Economic Development Council for its transformative economic strategies. Greater Sacramento Economic Council City Manager
The City Manager of Sacramento serves as the chief executive officer of the municipal government, appointed by the City Council. This charter officer role encompasses comprehensive oversight of city operations, policy implementation, and strategic leadership across all departments.

Key Responsibilities
» Executive Leadership: Oversee the administration of all city departments and functions, ensuring efficient and effective service delivery.
» Policy Implementation: Execute policies and directives established by the City Council, translating legislative decisions into actionable programs. » Strategic Planning: Develop and guide long-term strategic plans to address the city’s needs and priorities.
» Budget Management: Prepare and administer the city’s annual budget, ensuring fiscal responsibility and alignment with policy goals.
» Intergovernmental Relations: Represent the city in interactions with other governmental agencies, community organizations, and stakeholders.
» Public Engagement: Foster transparent communication with residents, addressing community concerns and promoting civic involvement.

During a series of discussions with the Mayor, City Council, community and business leaders, and open community forums, a portrait of the community’s ideal candidate emerged – the descriptors included:

Ideal Candidate
The next City Manager of Sacramento will be a visionary, principled, and resilient executive who brings both a fresh perspective and the proven capability to lead a large, complex, and politically nuanced organization. This individual must be a true leader—not just a skilled administrator, but a force for cultural renewal, institutional trust-building, and strategic economic and community advancement.

A Bold, Unifying Leader
Sacramento seeks a City Manager who can shape and sustain a strong, positive organizational culture grounded in integrity, transparency, and excellence. The ideal candidate will be an inclusive leader who motivates teams, breaks down silos, and rebuilds morale by treating staff with respect and setting a high standard of professionalism across the organization. They will possess the ability to unify the Mayor, City Council, City departments, and community stakeholders around a common purpose—restoring trust, delivering results, and addressing structural inequities. This is a role for someone who understands the weight of public leadership and leads with both confidence and humility.

Strategic Thinker and Operational Expert
This leader will bring a clear, measurable strategic vision that addresses Sacramento’s most urgent challenges—particularly the structural budget deficit, fractured public trust, and inconsistent service delivery.

They must be a strong fiscal steward, capable of confronting outdated systems, modernizing infrastructure, and identifying alternative revenue streams to ensure long-term sustainability. The ideal candidate will be outcome-driven and skilled in results-based budgeting, performance measurement, and transparent communication of public finances. Their decisions will reflect a sharp understanding of the city’s priorities and constraints, balancing short-term needs with long-term goals.

Authentic, Accessible, and Community-Centered
Sacramento’s next City Manager must embody servant leadership—being present in neighborhoods, listening to residents, and building genuine relationships with historically marginalized communities. They will be expected to attend town halls, walk city streets, and engage face-to-face—not just with elected officials or department heads, but with residents, small business owners, and youth. The successful candidate will communicate clearly and consistently, use digital platforms and newsletters to keep the public informed, and ensure the City is known not for bureaucracy, but for responsiveness and service.

Politically Astute but Fiercely Independent
This is not a position for a passive administrator or a political placeholder. Sacramento requires a City Manager who is strong-willed, principled, and courageous—someone unafraid to stand their ground when integrity or the public interest is at stake. They must manage a complex political landscape with skill, fairness, and transparency, ensuring that every Councilmember is treated equitably and that staff work is aligned with lawful policy direction. The City Manager must be comfortable offering unvarnished advice, saying “no” when needed, and maintaining the balance of governance under the Council-Manager system—a structure the community wishes to preserve.

Equity-Focused and Culturally Competent
Sacramento’s diversity is one of its greatest strengths, but past practices have eroded trust in how equity initiatives and public funds are administered. The next City Manager must restore confidence by ensuring transparency in the allocation of funds, including Measure U and Measure L revenues, and by committing to racial justice and inclusive economic development. The ideal candidate will actively engage with diverse nonprofits, immigrant communities, and underrepresented neighborhoods; build equitable systems that support community-centered investment and service delivery; and, demand accountability from developers and contractors, ensuring labor and public benefit standards are upheld.

Desired Qualifications and Attributes
» Prior experience as a City Manager, Assistant/Deputy City Manager, or senior leader of a complex public agency or regulated entity.
» Proven success managing large budgets, diverse teams, and multifaceted initiatives in politically dynamic environments.
» Strong communication, facilitation, and negotiation skills—able to navigate competing interests and build alignment.
» A results-oriented, non-defensive leadership style—willing to listen, adapt, and innovate. » Track record of hiring and retaining high-performing, mission-driven professionals. » Ideally has California experience or with demonstrated capacity to quickly understand the state’s unique public sector landscape.

What Will Set the Next City Manager Apart?
» The moxie to make bold decisions and the wisdom to know when to listen.
» A servant’s heart and a strategist’s mind—passionate
about uplifting Sacramento’s neighborhoods and future.
» An unwavering commitment to transparency, fairness, and accountability.
» A leadership presence that restores pride in public service— motivating City employees and engaging the public
meaningfully.

The next
City Manager
of Sacramento
will be a visionary,
principled, and resilient
executive...

Education and Experience
The ideal candidate will possess no less than 10 years of increasingly responsible experience performing complex
budgetary, financial, policy and organizational analysis duties.

Experience working directly with an elected council or board in a comparably sized organization is preferred. A bachelor’s degree or higher in business, public administration or a related field.

Compensation/Benefits
The annual salary range for this role is $273,211 - $420,684 dependent on qualifications and is complemented by an attractive benefit package that includes:
» RETIREMENT/PENSION – 2% at age 55 retirement formula for Classic PERS members; or 2% at age 62 based on provisions of the California Public Employees’ Pension Reform Act of 2013 (PEPRA). » HEAL TH INSURANCE – Medical, Dental, Vision Care, and EAP benefits are provided through the City.

The City offers three medical providers and provides a contribution towards medical, dental, and vision premiums. Medical, Dental, Vision Care, and EAP benefits are provided to all regular employees and their eligible dependents.
» OTHER INSURANCE – Group Life and Disability Insurance. » DEFERRED COMP – City sponsored 457 Deferred Compensation Plan administered by Nationwide. » FLEXIBLE SPENDING ACCOUNT – The City offers a Healthcare, Dependent Care, and Transportation FSA. » VACATION – 80–160 hours per year; accrual rate based on years of service. » LEAVES – 80 hours of management leave per year; 96 hours of sick leave per year. Leave hours are prorated for new hires.
» HOLIDAYS – 13 designated days and 2 floating holidays per year. » TECHNOLOGY STIPEND – $100 per month.
» VEHICLE STIPEND – $500 per month.

Application and Selection Procedure
To be considered for this exceptional career opportunity, submit your resume, cover letter, a list of six work-related references (two supervisors, two direct reports and two colleagues, who will not be notified without prior notification) by Monday, June 30, 2025. Resume should reflect years and months of employment, beginning/ending dates as well as size of staff and budgets you have managed.

Please go to our website to submit your application: https://www.cpshr.us/recruitment/XXXX For further information contact:

Pam Derby Teddi Anderson
(916) 263-1401 (916) 471-3439
E-mail: [email protected] E-mail: [email protected]
Website: www.cpshr.us
Resumes will be screened in relation to the criteria outlined in this brochure. Candidates with the most relevant qualifications will be given preliminary interviews by the consultants. Candidates deemed most qualified will be referred to the City. Selected candidates will be invited to participate in further interview and selection activities. An appointment will be made following comprehensive reference and background checks.

YEARS
Your Trusted HR Advisor For 40 Years
Facilitated Goals Based Review Process
Need Defined
The City Council has six direct reports. The current review process contained in the Council Rules of Procedures, Chapter 18, is limited in scope and detail. It is proposed that a facilitated goals-based review process be added to Chapter 18.

Approach and Methodology
That the City look for a qualified HR firm to assist the organization with guidance and best practices for establishing a facilitated performance management framework. The focus is on goal setting and evaluations for the Mayor and City Council's six direct reports
Facilitated Performance Management
The firm hired will support and collaborate with the City of Sacramento’s Mayor and City Council in achieving the establishment of a robust facilitated performance management framework that focuses on goal setting and annual evaluations for the six direct reports of the Mayor and City Council. This proposal outlines a potential set of steps to develop and implement such a framework, ensuring that it aligns with the strategic objectives of the Mayor and City Council and enhances the performance and development of its key leaders.

OBJECTIVES
The primary objectives of the facilitated performance management framework are:
 Enhance Accountability: Ensure that the six direct reports are accountable for their performance and the achievement of set goals.
 Promote Alignment: Align individual goals with the Mayor and City Council’s strategic objectives and priorities.
 Facilitate Development: Encourage professional growth and development through constructive feedback and targeted development plans.  Improve Performance: Drive continuous improvement in the performance of the City’s key leadership positions.
 Recognize Achievements: Provide a mechanism for recognizing and rewarding outstanding performance and contributions.

FRAMEWORK COMPONENTS
The proposed facilitated performance management framework would potentially consist of the following key components:

1. Goal Setting
Goal setting is a critical component of performance management. It provides a clear direction and ensures that efforts are focused on achieving the City’s strategic priorities.

The process will involve:
 Strategic Alignment: Goals will be developed in alignment with the City Council’s strategic plan, priorities, and key initiatives.
 SMART Goals: Goals will be Specific, Measurable, Achievable, Relevant, and Time-bound to ensure clarity and ease of evaluation.
 Collaborative Process: Goals will be set collaboratively between the City Council and the direct reports, fostering a sense of ownership and commitment.  Documentation: All goals will be documented in a goal-setting form, which will be reviewed and approved by the Mayor and City Council.

2. Mid-Year Review
A mid-year review process will be introduced to assess progress towards goals, identify any challenges, and make necessary adjustments. This will involve:
 Progress Assessment: A formal assessment of progress towards each goal will be conducted.
 Feedback: Constructive feedback will be provided to address any areas of concern and recognize achievements.
 Adjustment: Goals may be adjusted based on changing priorities or unforeseen challenges.

3. Annual Evaluation
The annual evaluation process will be a comprehensive assessment of performance over the entire year. It will include:
 Self-Assessment: Direct reports will complete a self-assessment, reflecting on their achievements and areas for improvement.
 Mayor and Council Assessment: The Mayor and City Council will conduct an independent assessment of each direct report’s performance.  Performance Discussion: A formal discussion between the Mayor and City Council and the direct report will take place to review the assessments and discuss performance.
 Development Plan: A personalized development plan will be created to address any identified areas for improvement and support professional growth.

IMPLEMENTATION
The implementation of the facilitated performance management framework will be carried out in phases to ensure a smooth transition and effective adoption. The key phases include:

1. Planning Phase
 Framework Design: Finalize the performance management framework and obtain approval from the City Council.
 Communication Strategy: Develop a communication strategy to inform all stakeholders about the new framework and its benefits.
 Training: Provide training sessions for the Mayor and City Council and direct reports on the new framework and its components.

2. Implementation Phase
 Goal Setting: Conduct goal-setting sessions with each direct report to establish their individual goals for the year.
 Mid-Year Review: Execute the mid-year review process to assess progress and make any necessary adjustments.
 Annual Evaluation: Carry out the annual evaluation process, including self- assessments, Mayor and City Council assessments, and performance discussions.

3. Evaluation Phase
 Feedback Collection: Gather feedback from the Mayor and City Council and direct reports on the effectiveness of the framework.
 Continuous Improvement: Make adjustments to the framework based on the feedback received to ensure its ongoing effectiveness.

The development of a facilitated performance management framework for goal setting and annual evaluations is a critical step in enhancing the performance and accountability of the direct reports of the Mayor and City Council. By implementing this framework, the Mayor and City Council will promote alignment with strategic objectives, facilitate professional development, and drive continuous improvement in its leadership.

It is believed that this initiative will contribute significantly to the overall success and effectiveness of the City’s administration.

Sacramento City CouncilMay 20, 2025

Sacramento City Council
May 20, 2025