CITY OF SEASIDE
PROFESSIONAL SERVICES AGREEMENT
Executive Recruitment Services for City Manager
Recruitment
This agreement is made by and between the City of Seaside (City), and Colin Baenziger & Associates (Consultant).
A. Engagement: The City agrees to engage the Consultant to provide executive recruitment services for the position of City Manager, as described in Exhibit A, for a fixed price of $39,500, which includes all the expenses incurred in the search with the exception of a one-night hotel stay for the Colin Baenziger & Associates representative, to facilitate the final interviews. It is recommended the not to exceed fixed cost of the professional services agreement be $39,650.
B. Relationship: The Consultant is an independent contractor and is not an agent or employee of the City.
C. Compensation: The City shall pay consultant professional fees for the executive recruitment services and one night lodging not to exceed the amount of $39,650 (thirty-nine thousand six hundred and fifty dollars) and at the City Council’s request, Consultant may provide additional services as outlined in the proposal for a not to exceed cost of $150 (one hundred and fifty) per hour.
See the professional fees and expenses outlined in Exhibit A.
D. Method of Payment: The City shall pay within 30 days in accordance with Consultant’s Fee Schedule, attached hereto in Exhibit A, upon receipt of a written invoice from Consultant detailing services rendered.
E. Term: The term of this agreement shall commence on ______________ and terminate June 30, 2025.
F. Termination: This agreement may be terminated; (a) by either party at any time for failure of the other party to comply with the terms and conditions of this Agreement; (b) by either party upon 10 days prior written notice to the other party; or (c) upon mutual written agreement of both parties. In the event of termination, the Consultant shall stop work immediately and shall be entitled to compensation for professional fees and expense reimbursement to the date of termination and for any work necessitated by that termination.
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G. Indemnity and Limitation of Liability: To the fullest extent permitted by law, Consultant shall indemnify and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including legal counsel’s fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any agency or individual that Consultant shall bear the legal liability thereof) in the performance of services under this agreement.
Consultant’s duty to indemnify and hold harmless City shall not extend to the City’s sole or active negligence. Consultant’s liability to the City and any other party for any losses, injury or damages to persons or properties or work performed arising out of in connection with this Agreement and for any other claim, whether the claim arises in contract, tort, statute or otherwise, shall be limited to the amount of the total fees due to Consultant from City for the particular project assignment giving rise to the claim. NOTWITHSTANDING
ANYTHING TO THE CONTRARY IN THIS AGREEMENT, CONSULTANT SHALL
NOT BE LIABLE FOR ANY SPECIAL, INDIRECT, CONSEQUENTIAL, LOST
PROFITS, OR PUNITIVE DAMAGES SUSTAINED OR INCURRED IN
CONNECTION WITH THIS AGREEMENT, WHETHER OR NOT SUCH DAMAGES ARE FORESEEABLE.
H. Duty to Defend: In the event the City, its officers, employees, agents and/or volunteers are made a party to any action, lawsuit, or other adversarial proceeding arising from the performance of the services encompassed by this agreement, and upon demand by City, Consultant shall defend the City at Consultant’s cost or at City option, to reimburse City for its costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused by Consultant’s negligent acts, errors or omissions. Payment by City is not a condition precedent to enforcement of this provision. In the event of any dispute between Consultant and City, as to whether liability arises from the sole or active negligence of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the City as solely or actively negligent.
Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation.
I. Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as identified in Exhibit B as follows;
Professional liability (errors & omissions) insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed Packet Page 489
in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than two years after completion of the services required by this agreement.
General liability insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
Automobile liability insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.
Workers’ compensation insurance. Consultant shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000).
Consultant shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees and volunteers.
J. Project Management. The City’s Acting Human Resources Director/Risk Manager will represent the City for all purposes under this Agreement. The Project Manager will be Consultant’s point of contact with respect to performance, progress and execution of the Services. The City may designate an alternate Project Manager from time to time.
K. Ownership of Work Product:
a. Ownership of all imagery, reports, data, studies, surveys, charts, memoranda, and any other documents, which are developed, compiled, or produced as a result of this agreement, whether or not completed, shall vest with the City.
b. Materials developed under this agreement are the property of the City and may be used by the City as it sees fit, including the right to distribute, review or publish the same without limitation.
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c. The City agrees to hold Consultant harmless from all damages, claims, expenses, and losses arising out of any reuse of the plans, specifications, drawings, maps, models, computer files and other documents for purposes other than those described in this Agreement, unless written authorization of Consultant is first obtained.
L. Assignment
a. The Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of the City.
M. Conflict of Interest
a. Consultant shall at all times avoid conflicts of interest, or the appearance of conflicts of interest, in the performance of this Contract. b. If City determines Consultant comes within the definition of Consultant under the Political Reform Act (Government Code §87100 et seq.) Consultant shall complete and file and shall require any other person doing work under this Agreement to complete and file a "Statement of Economic Interest" with City disclosing Consultant’s and/or such other person’s financial interests.
N. Miscellaneous:
a. The entire agreement between the parties with respect to the subject matter hereunder is contained in this agreement.
b. Neither this agreement nor any rights or obligations hereunder shall be assigned or delegated by the Consultant without the prior written consent of the City.
c. This agreement shall be modified only by written agreement duly executed by the City and the Consultant.
d. Should any of the provisions hereunder be found to be invalid, void or voidable by a court, the remaining provisions shall remain in full force and effect.
e. This agreement shall be governed by and construed in accordance with the laws of the State of California.
f. All notices required or permitted under this agreement shall be deemed to have been given if and when deposited in the United States mail, properly stamped and addressed to the party for whom intended at such party’s address listed below, or when delivered personally to such party. A party may change its address for notice hereunder by giving written notice to the other party.
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PROPOSAL TO PROVIDE EXECUTIVE RECRUITMENT SERVICES
FOR
THE CITY OF SEASIDE, CA
Volume I: Proposal
Submitted on: August 29, 2024
Colin Baenziger & Associates
Contact Person:
Colin Baenziger (561) 707-3537
Colin Baenziger & Associates
2055 South Atlantic Avenue • Suite 504
Daytona Beach Shores, FL 32118
e-mail: [email protected]
Fax: (888) 635-2430
…Serving Our Clients with a Personal Touch…
Exhibit A
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PROPOSAL TO PROVIDE
EXECUTIVE SEARCH FIRM SERVICES
TABLE OF CONTENTS
SECTION PAGE
LETTER OF INTEREST
I. QUALIFICATIONS AND EXPERIENCE OF THE FIRM 3
The Firm
Technical Capabilities and Organizational Structure
Completion of Projects within Budget
Completion of Projects on Schedule
Diversity
Prior Names and Litigation
Insurance
Overall Executive Search Experience
II. PROPOSED WORK PLAN 7
Search Methodology
The City’s Obligations
Project Schedule
III. PROPOSED PROJECT TEAM 15
Project Team and Involvement
Resumes of Key Staff
IV. REFERENCES 17
V. FEE AND WARRANTY 19
VI. INSURANCE 21
VOLUME II
APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A-1
APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1
APPENDIX C: SAMPLE CANDIDATE REPORT C-1
APPENDIX D: RESOLUTION OF ST. JOHNS COUNTY, FL D-1
APPENDIX E: COMMENTS ON CB&A’S VETTING PROCESS E-1
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DAYTONA BEACH SHORES, FL GRAND JUNCTION, CO PENSACOLA, FL OGDEN, UT August 29, 2024
The Honorable Mayor Ian Oglesby, Mayor Pro Tem Dave Pacheco, and Councilmembers Rita Burks, Alexis Garcia-Arrazola, and Alex Miller
Attn: Ms. Samantha Alcaraz Sakhrani, Acting Human Resources Director/Risk Manager [email protected]
City of Seaside City Hall
440 Harcourt Avenue
Seaside, CA 93955
The Honorable Mayor Oglesby, Mayor Pro Tem Pacheco, and Councilmembers Burks, GarciaArrazola, and Miller:
Colin Baenziger & Associates (CB&A) would like to thank you for the opportunity to submit this proposal to assist in finding your next City Manager. While selecting key personnel is never easy, CB&A has developed a problem-free process that has been tested across the country and found to be extremely effective.
CB&A is a municipal recruiting firm with a national reach. We have conducted assignments from Florida to Alaska and Maine to California. We pride ourselves on providing not just high-quality results, but, equally important, providing a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the appropriate government officials and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few clients at a time and focus on getting the job done properly. Further, we routinely complete our work in sixty to ninety days. This timeframe includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing, and selection. We also offer one of the better warranties in the industry.
Nationally we have found City Managers for Ankeny, IA; Bellevue, WA; Doraville, GA; Fayetteville, NC; Portland, ME; Roanoke, VA; Scottsdale, AZ; Tacoma, WA; Thornton, CO; and Winchester, VA. We have also found the Borough Manager for Matanuska-Susitna Borough, Packet Page 495
DAYTONA BEACH SHORES, FL GRAND JUNCTION, CO PENSACOLA, FL OGDEN, UT Alaska (a county the size of West Virginia) as well as County Managers for Brevard County, FL; Clackamas County, OR; Clay County, FL; El Paso County, TX; James City County, VA; Polk County, IA; St. Lucie County, FL; St. Johns County, FL; and Union County, NC.
Some of our current searches include City Managers/Administrators for Crystal River, FL, Davenport, IA, Eagle Mountain City, UT, Fernandina Beach, FL, and Fruitland Park, FL; Assistant County Manager for Douglas County, NV; City Attorneys for Deltona, FL and Moline, IL, and a Human Resources Director for St. Johns County, FL.
Those authorized to bind the company are myself, Colin Baenziger, Senior Consultant Scott Krim, and Senior Vice President for Operations Lynelle Klein.
We look forward to formally presenting our credentials and working with you in the near future.
If you have any questions, please feel free to contact me at (561) 707-3537.
Sincerely,
Colin Baenziger
Principal / Owner
…Serving Our Clients with a Personal Touch…
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I. Qualifications and Experience of the Firm
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The Firm, Its Philosophy, & Its Experience
Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship headquartered in Volusia County, FL with satellite offices in Grand Junction, CO, Live Oak, FL, Ogden, UT, and Pensacola, FL. As a sole proprietorship, we are not registered with any state as a corporation, foreign or otherwise.
Colin Baenziger & Associates’ outstanding reputation is derived from our commitment to the quality of our product and the timeliness of the delivery. Further, our work is not done until you are fully satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our action plan. When we do so, we do not ask for more than the originally quoted price. We feel you are hiring us as your experts and once a contract is signed, we have an obligation to fulfill its requirements with excellence, on time, and within budget. We simply do not believe in unforeseen circumstances.
Since beginning our executive search practice in 1998, we have conducted searches for clients in thirty-four states. Overall, we have sought over 230 CEOs for cities, counties, and special districts.
We have also conducted over 415 searches overall. The basic approach outlined herein has been refined to the point where it is problem-free.
Technical Capabilities and Organizational Structure
Colin Baenziger & Associates has developed its business model over the past 26 years, and it has proved to be extremely effective. Our work has focused primarily on Executive Search and our staff is extremely capable and experienced. See Section III for more details. The structure of our firm is outlined below.
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I. Qualifications and Experience of the Firm (continued) - 4 -
Completion of Projects within Budget
Colin Baenziger & Associates is proud of its record of completing searches within budget. Once we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what circumstances may develop. We have never requested anything beyond the originally quoted price, even when we were probably entitled to do so, and we never will.
Completion of Projects on Schedule
Colin Baenziger & Associates routinely completes its assignments within ninety days. Further, since CB&A began performing recruitments, it has never missed a significant project milestone.
Diversity
CB&A has extensive contacts with individuals and organizations representing women and minorities.
We are thus able to identify and bring a diverse group of finalists to the City. The proof is that since 2012, 38% of the candidates selected as semi-finalists have been females and/or minorities. Some years have been as high as 52%.
Prior Names and Litigation
Colin Baenziger & Associates has always operated under its current name and has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work.
Insurance
To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages:
(1) general liability insurance of $2 million combined single limit per occurrence for bodily injury, personal injury, and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence and $2 million aggregate. Further, we carry the required workers compensation insurance for all our employees.
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I. Qualifications and Experience of the Firm (continued) - 5 -
Geographic Reach
Since initiating its search function in 1998, CB&A has become a nationwide recruiting firm. See Figure I below for the states we have conducted searches in 35 states. A complete list of our searches can be found in Appendix A.
Figure I: We have served clients in the states highlighted in blue.
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II. Proposed Work Plan
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The following search methodology has been refined over the past twenty-six years and is virtually foolproof. That said, we will integrate any ideas you have into the process to the extent possible.
Our goal is to ensure you have the right people to interview as well as all the information you need to make the right decision.
Phase I: Information Gathering / Needs Assessment / Brochure Preparation Task One: Needs Assessment
An important part of the recruiter’s work is selling the community to the very best candidates (including those who are not actively looking for the next job) while providing an honest portrayal of the community and the opportunity. As such, CB&A must first determine the needs of the client and the characteristics of the ideal candidate. Our approach is as follows:
• Gather information from the jurisdiction, its website and other sources; • Interview the elected body and other key parties (such as City staff). Our goal is to develop a strong sense of your organization, its leadership, its short- and long-term expectations, and its challenges;
• Determine the characteristics of the ideal candidate. These will include experience, longevity, education, personality, demeanor, skills, and achievements as well as other items you and the community consider important;
• Determine a reasonable compensation package; and
• Finalize the timeline with the City so both the elected body and the candidates will know when the interviews will be held and when they need to be available.
If the City wishes, we will gladly incorporate meetings with other stakeholders (such as the business community, non-profit organizations, the religious community, and so on) to gather their insights. We can also solicit the input of your residents through an on-line survey.
Task Two: Develop Position Description and Recruitment Materials Based on the information we gather, CB&A will next develop a comprehensive recruitment profile for your review. We will then incorporate any additional suggestions you may have and finalize the document. A sample profile is included as Appendix B. Other examples can be found on our firm’s website under the “Executive Recruitments” / “Active Recruitments” tabs.
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II. Proposed Work Plan (Continued)
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Phase II: Recruitment
Task Three: Recruit Candidates
CB&A uses a number of approaches to identify the right people for your position. We say people (and not person) because our goal is to provide you with six to ten outstanding semi-finalists. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are:
• Networking: The best approach is diligent outreach. We will network with potential candidates and consult our database of government professionals. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Often excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. • Advertising: While we will network to find the best, we will not ignore professional organizations and trade press which sometimes yield strong candidates. These might include the International City/County Management Association, California City Management Foundation, Municipal Management Associations of Northern and Southern California, LinkedIn, and sites aimed as female and minority candidates. • CB&A Website: We will also post the recruitment on our website, www.cb-asso.com.
With our reputation, many candidates consult it regularly. • Email: We will e-mail the recruitment profile through our listserv of over thirteen thousand managers and professionals who are interested in local government management positions.
One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be interested.
We generally do not use local newspapers, national newspapers, or generic websites because while they produce large numbers of applications, they generally do not produce the caliber of candidates we are seeking. If the City wants to have ads placed in these venues, it will need to bear the cost.
Phase III: Screening and Finalist Selection
Task Four: Evaluate the Candidates
Based on our most recent recruiting efforts, we anticipate receiving resumes from forty to sixty applicants. We will use the information we developed in Phase I to narrow the field. Selecting strong candidates is, in reality, more of an art than a science and a mixture of in-depth research and subjective evaluation. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be an outstanding fit with the City and the community as your next City Manager.
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II. Proposed Work Plan (Continued)
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Specifically, our efforts will involve:
Step One. Resume Review. CB&A will evaluate all resumes and identify the eight to fifteen candidates of the highest quality.
Step Two. Screening Interview. Our lead recruiters, and possibly other senior representatives of the firm, will interview each of the top candidates. Using what we learned in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether to consider each candidate further.
Step Three. Evaluate the Best Candidates. We will conduct thorough research into the backgrounds of the best six to twelve candidates. Specifically, CB&A will:
• Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to answer a series of questions about themselves as an adjunct to their resumes and cover letters. By so doing, (1) the candidates can tell their story in their own words and balance the negativity that is so often characteristic of the press, and (2) the City to evaluate the candidates written communication skills. • Interviews of References: We provide the candidate with a list of references with whom we wish to speak. These will include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, the Human Resources Director they work with, and others who know the candidate. All told, the list will include approximately 20 individuals. We will also attempt to contact some individuals who are not on the candidate’s list. Typically, we reach eight to twelve people and prepare a written, approximately page long summary of each conversation.
• Legal Checks: Through our third-party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state, and national level; civil records for litigation at the county and federal level; motor vehicle records; and bankruptcy and credit. As an aside, while only police departments have access to the gold standard for criminal records (the NCIC database), our vendor has developed a very reliable substitute.
• Search the Internet, Newspaper Archives, and Social Media: Virtually every local newspaper has an electronic archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results.
These articles can also provide valuable insights into the candidate’s relationship with the public and the governing body. Of course, not all news sources are unbiased, and we consider that in our evaluation. Further, we will review the candidate’s social media accounts.
• Verification of Education and Work History: We will verify all claimed educational degrees, as well as the candidate’s work history for the past 15 years to ensure the candidate has been completely forthright.
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II. Proposed Work Plan (Continued)
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• Candidate Disclosure Statement: We ask candidates to disclose anything controversial in their background that we need to be aware of. While it is unlikely that they will disclose anything we are not already aware of at this point, we believe redundant checks are beneficial.
As part of our efforts, we will crosscheck sources, search for discrepancies, and resolve them.
When sensitive or potentially embarrassing items are discovered, they will be thoroughly researched. Depending on what we discover, we may decide to drop the candidate or to present them with an explanation.
Note: We firmly believe that all background work and checks should be completed prior to presenting them to you. That way you will know the individuals you select to interview are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once you have made a selection, you can move forward promptly, negotiate a contract and make an announcement.
Task Five: Preparation and Presentation of Candidate Materials CB&A will select six to ten candidates and present them for your consideration as finalists. We will provide you electronically a complete written report for each recommended candidate which will include: the candidate’s cover letter, resume, introduction, references, background checks and internet / newspaper archive search results. A complete sample candidate report is included as Appendix C. We will also provide advice on interviewing, a series of questions the elected officials may wish to ask (as well as outlining questions that are not appropriate to ask), and some logistical information.
Task Six: Finalist Selection
Approximately a week after the City has received the candidate materials, CB&A will meet with the elected officials to discuss our findings and to select finalists (ideally five with an alternate) to be invited to interview.
Task Seven: Notify All Candidates of Their Status
We will notify the finalists by telephone and give them the opportunity to ask additional questions.
Additionally, we will provide them with information concerning the interviews and travel if necessary.
CB&A will also contact those not selected to be interviewed. Part of the notification will include advice concerning their application materials, even though they were not selected to go forward, they will have gained something valuable from participating in the process.
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II. Proposed Work Plan (Continued)
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Phase IV: Coordinate the Interview Process and City Manager Selection Task Eight: Coordinate the Candidate Assessment Process Prior to the interviews, we will recommend an evaluation process including mechanisms to assess the candidates’ communication skills, interpersonal skills, and decision-making skills. Typically, we suggest the Council observe the finalists in three settings: a social setting (since the selected candidate will frequently represent the City at community functions), one-on-one interviews, and a Council meeting.
Day #1: The finalists are given a tour of the community by a knowledgeable staff member or resident. Communities often also include a reception with the City’s senior staff at this point.
Later, that evening, the Council can host a reception for the candidates. The purpose is to observe how the finalists respond to a social situation. As noted, your next City Manager will, after all, represent your local government in a variety of venues. It is thus important to know how the individual will respond to your citizenry. The reception also serves as an icebreaker whereby the Council Members and the candidates get to know one another informally.
Day #2: The next morning, each candidate will interview individually with each Council Member for approximately 40 minutes. These meetings provide you with an opportunity to assess how the candidates might interact with you on an individual basis. Ultimately, Managers succeed or fail based on their interaction with the Council and its individual members. One-on-one interviews are an excellent way to test that interaction.
After lunch, the Council, as a group, will interview each finalist one at a time for approximately 30 minutes. Part of the interviews might include a PowerPoint presentation, so the Council can observe the candidates’ presentational skills.
We recommend you invite the finalists’ spouses to the interviews, so they can become familiar and feel comfortable with the community.
Finally, if it would make you feel more comfortable, we can recommend several third-party management and personality assessment tools that the City can use to provide additional input.
They are available at a relatively small cost and are not included in our fee.
Task Nine: Debriefing and Selection
After the interviews are completed, we have developed a simple methodology that moves the elected body quickly and rationally to selecting your next Manager.
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II. Proposed Work Plan (Continued)
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Phase V: Negotiation and Continuing Assistance
Task Ten: Notification, Contract Negotiations and Warranty If requested, we will assist in the employment agreement negotiations. Generally, a member of the elected body and the attorney conduct the actual negotiations while we provide advice and assistance concerning the compensation package and contract. We can also take the lead role in the negotiations if desired. We have a standard contract you are welcome to use with the selected candidate. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates, and the candidates have been thoroughly vetted, we expect prompt agreement.
Task Eleven: Continuing Assistance
Our work is not done when the contract is executed. We will stay in touch with you and your new City Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. We simply feel it is part of our job to ensure a successful relationship.
Communications: We will provide weekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in person. We are also available at any time, day or night, to address any questions you have along the way. To do so, we will provide you with our cellphone numbers and you should feel comfortable contacting us whenever you have a question whether it is directly related to the search or, for that matter, anything else related to local government. We are, in addition to being exceptional recruiters, students of local government, and can often provide insights and names of parties who have dealt a wide variety of issues, often with innovative solutions. We want to be responsive and to assist in any way we can.
The City’s Obligations
The City will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the reception. The City will also be responsible for reimbursing the candidates (and spouses, if invited) for all expenses associated with their travel, meals, and incidentals for the interview process.
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II. Proposed Work Plan (Continued)
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Proposed Project Schedule
The following is the schedule we would suggest and assumes CB&A is selected to complete the search on September 19th. It can be adjusted based on the availability of the Mayor and Council.
Phase I: Needs Assessment / Information Gathering
September 27th: CB&A begins meeting with the Council Members and other stakeholders to understand the job and its challenges.
October 8th: CB&A submits the draft of the full recruitment profile to the City for its review.
October 15th: City provides comments on the recruitment profile.
Phase II: Recruiting
October 18th: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to over 13,500 local government professionals.
November 8th: Closing date for submission of applications.
November 13th: CB&A reports on the results of the recruitment.
Phase III: Screening, Reference Checks and Credential Verification December 17th: CB&A forwards its reports and materials to the City for the recommended candidates. These will include the candidates’ cover letters, resumes and introduction as well as the results of our reference, background, and Internet/newspaper archives/social media checks.
December 23rd: City selects approximately five finalists and an alternate to interview.
Phase IV: Interview Process Coordination and City Manager Selection January 2nd: City holds reception for the finalists.
January 3rd: One-on-one and full Council interviews and decision.
Phase V: Negotiation, Warranty & Continuing Assistance
Post-Selection: CB&A works with City representatives and the selected candidate on an employment agreement.
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III. Proposed Project Team
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Project Team and Involvement
Colin Baenziger & Associates has assembled an outstanding project team to serve your needs.
Colin Baenziger will have overall responsibility for the execution of the search. Mr. Baenziger has spent ten years in local government as a senior manager and over 30 years as a consultant. In addition to his 25 years in executive search, he specialized in operational reviews of governmental agencies and private sector clients such as the Recording Industry Association of America, and the Marriott Corporation. Mr. Baenziger has a master’s degree with distinction in public administration from Cornell University’s Graduate School of Management, and a Bachelor of Arts degree from Carleton College.
He is also active in the International City Management Association and the Florida City and County Management Association.
Lynelle Klein, Senior Vice President for Operations, is a skilled professional with extensive expertise in executive search. Starting as a research assistant with CB&A 12 years ago, she has now firmly established herself as the number two person at CB&A. Prior to joining the firm, she worked primarily in the private sector providing financial and administrative services. Ms. Klein has an associate degree from Brigham Young University in Rexburg, Idaho. She currently resides in Mesa County, CO.
Stephen Sorrell, Senior Vice President, brings over 35 years of management and technical experience in municipal, county, state, and special district agencies in addition to his work with Colin Baenziger & Associates (CB&A). Some of the leadership positions Steve has held include serving as Executive Director, Emerald Coast Utilities Authority in Pensacola, Florida, and as City Manager, Director of Public Safety, Assistant City Manager, and Director of Finance, all for Hamilton, Ohio. He is a P.E. and earned a Bachelor of Science in Civil Engineering Degree from the University of Dayton, Ohio, and Master of Public Administration Degree from the University of Cincinnati, Ohio. He is a member of the International City/County Management Association, Florida City/County Management Association, Florida Finance Officers Association, American Water Wastewater Association, President of the Exchange Club, President of the Safety Council, Chairman of the Neighborhood Watch Program, and served on the Board of Directors for Senior Services and the Chamber of Commerce. One day, he hopes to slow down – just not yet.
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III. Proposed Project Team (continued)
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Ron Williams, Senior Vice President. While Mr. Williams is technically relatively new to CB&A, he worked with the firm in its infancy and helped develop the operating methodology that has led to our growth and success. His public sector career began as a budget analyst for the City of Miami and culminated as the City Manager for Palmetto Bay (an affluent suburb of Miami, FL with 24,000 residents) and then for Live Oak (a rural city of 7,000 about 100 miles west of Jacksonville, FL). Along the way, he served in high level positions in the juvenile justice, public works, and general services. What excites him now is finding the people you need to fill your key positions, and he is exceptionally good at it. Ron has a Bachelor of Science in Management and a Master’s Degree in Public Administration from the University of West Florida. He has also taught at Miami Dade College and in the County’s public school system.
Rick Conner, Senior Vice President, has over 30 years of experience in executive recruiting and in local government (serving as a city manager in Florida and Texas) as well as a public works and utilities director. That experience provides him with an excellent perspective of the needs of local government operations and staffing. Rick earned Bachelor of Science Degrees in Business Administration and Engineering from the University of Missouri. He is a Registered Land Surveyor and a Professional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee, and Texas. In his spare time, he invents scuba diving equipment and accessories.
G. Scott Krim, Senior Consultant, has 20 years’ experience in the public and private sectors and offers an abundance of managerial and analytical experience. He is a versatile leader with proven expertise in operations optimization, personnel selection and retention, and internal / external stakeholder relationships. Prior to joining our firm, Scott worked for five years in Utah's District Courts. He is a member of the Association for Public Policy Analysis & Management, the Society of Human Resource Management, and the American Communication Association. Scott has a Master of Public Administration (emphasis in state and local government) from Southern Utah University, and a Bachelor of Science in Organizational Communication from Weber State University in Ogden, Utah. Scott is a certified Professional and Technical Writer.
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IV. References
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City Administrator, Bradenton, FL (population: 55,509)
Contact: Mayor Gene Brown at (941) 932-9450, or
[email protected]
CB&A was hired in March of 2021 to find the next City Administrator for Bradenton, Florida. The City was in the process of transitioning from an Administrator type of government to a City Manager form. While they had done much of the preliminary work, they were waiting until the next Administrator was hired to complete the process. Our work included searching for just the right person, completing background checks, recommending finalists for the City to interview, and assisting with contract negotiations. Rob Perry, former Chief Administrative Officer for the City of Albuquerque, New Mexico, was selected. He remains with the City.
City Manager, Fircrest, WA (population 7,215)
Contact: Mayor Brett L. Wittner at (253) 312-8556 or [email protected] Brimming with Pacific Northwest charm, the City of Fircrest is known for its welcoming parks, popular festivals and recreation programs, peaceful neighborhoods, engaging Police Department, and charming small businesses. CB&A was hired right before Christmas 2022 to find their next City Manager. We began work on January 11, 2023. We created the recruitment profile, advertised the position, interviewed the candidates, conducted thorough background checks, and recommended finalists. The interviews were held on April 21, 2023. The Council had never been through an interview process quite like ours and were very complimentary of it. The City selected Dawn Masko, former Finance Director for Pacific, WA, and the City is well pleased with her performance. She remains with the City.
City Manager, Mill Creek, WA (population: 20,930)
Contact: Mayor Brian Holtzclaw at 425-745-1891 or
[email protected]
Councilmember Melissa Duque at
[email protected]
CB&A was selected in March 2022 to assist the City in finding its next City Manager. As part of our work, we interviewed the City Council to determine what they were looking for in a City Manager, conducted extensive outreach networking to local and regional governments, thoroughly researched the backgrounds of the top applicants, provided the materials to the City, and then coordinated the interview process. Martin Yamamoto, former Deputy City Manager for Mill Creek, Washington, was selected on June 28, 2022.
He remains with the City.
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IV. References (continued)
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Candidate References
While it is important to deliver what the City expects, it is also important to keep candidates informed and to treat them with respect and dignity. Accordingly, we have provided references from five of those candidates.
Placement Recruited To Be Contact at
Dale Martin
Former City
Manager for
Winchester, CT
City Manager, Fernandina Beach, FL
Appointed September 2015. He left in
February 2023 and is currently the City
Manager of Flagler Beach, FL.
(904) 557-5047
[email protected]
Eden Freeman
Former Assistant
City Manager for
Sandy Springs, GA
City Manager, Winchester, VA
Appointed June 2014, she left in March
2020. She returned to Sandy Springs as
the City Manager in January 2022.
(404) 683-4816
Bryan Hill
Former Deputy
Administrator for
Beaufort County, SC
Administrator, James City County, VA
Appointed July 2014. Hired as the Fairfax
County, VA, CEO in January 2018.
(843) 368-7458
Chris Morrill
Former Assistant
City Manager for
Savannah, GA
City Manager, Roanoke, VA
Appointed December 2009. Hired as the
Executive Director of the Government
Finance Officers Association in 2017.
(843) 368-7458
Raymond “Boz”
Bossert, Jr.
Former Village
Administrator for
Port Edwards, WI
General Manager, Sun ‘N Lake of Sebring
Improvement District, FL
Appointed July of 2023 and remains with
the District.
(706) 215-4567
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V. Fee and Warranty
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Fee
CB&A offers a firm, fixed price of $39,500, which includes all the expenses we will incur in the search with one exception. The City will make a reservation and pay for one night’s stay for the CB&A representative in the same hotel as the finalists when they come to interview for the City Manager position so we can help facilitate the final stage of the recruitment process. The only other expenses the City will incur are those associated with bringing the finalists (and spouses, if invited) to interview with the City (travel, meals, hotel etc.). Bills will be rendered as the search progresses and due at the end of each Phase as indicated below:
Requested Services
Phase I: Needs Analysis / Information Gathering $ 4,000 Phase II: Recruiting 16,000
Phase III: Screening 16,000
Phase IV: Interview Process Coordination and Selection 2,500 Phase V: Negotiation and Warranty 1,000
Firm, Fixed Fee Total* $39,500
If the City asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $150 per hour. No such work will be performed without your written authorization. Please note, as previously stated, that we have never billed nor requested additional funds beyond our originally quoted fee – even when circumstances suggested we were entitled to them and where the work we performed extended beyond the scope of our assignment.
Warranty
Colin Baenziger & Associates offers one of the best warranties in the industry. We can offer it because we have confidence in our work. Provided we conduct the full search (Phases I-V), follows our recommendations, and selects from among the candidates we recommend, we warrant the following:
1) We will not approach the selected candidate for any other position as long as the individual is employed by the City.
2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within the first year, CB&A will repeat the search for the reimbursement of our expenses only.
3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed.
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VI. Insurance
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Exhibit B
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VI. Insurance (continued)
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CITY OF SEASIDE
STAFF REPORT
Item No.: 10.E.
TO: City Council
FROM: Craig Malin, Interim City Manager
BY: Sheri Damon, City Attorney
DATE: September 19, 2024
SUBJECT: ADOPT A RESOLUTION APPROVING CAMPUS TOWN PHASE 1A
STREET NAMES
RECOMMENDATION
Adopt a resolution approving the Campus Town Phase 1A revised street names and make appropriate findings.
BACKGROUND
The City and KB-Bakewell Seaside Venture, LLC, a California limited liability company (“Developer”) and the City of Seaside, approved the conventional naming criteria for the property described as the 103.5 acre in size site referred to as the Campus Town Project (“Property”) on April 24. 2023.
On March 28, 2023, Kimley-Horn provided a Memorandum detailing the addressing criteria. The street naming policy is derived from the Request for Change or New Address form from the Building & Code Enforcement Department. The naming policies are as follows:
1. Names shall be unique, easily discernable, and simple to pronounce for public safety consideration. Similar sounding or duplicate street names shall not be considered.
2. North and South thoroughfares shall be called streets, and East and West thoroughfares shall be called avenues or boulevards.
3. Street names may recognize native wildlife, flora, fauna or natural geologic features related to the community and the City of Seaside.
4. Names with the same theme (i.e. flowers, states) are suggested for naming Packet Page 517
Item No. 10.E. Page 2 of 2
streets in an entire subdivision, as a means of general identification.
5. Street names shall not contain more than 18-letter characters, including any combinations of spaces, or letters, designations in the base portion of the name.
6. Cumbersome, corrupted or modified names, discriminatory or derogatory names, from the point of view of race, sex, color, creed, ethnicity, religious affiliation, political affiliation or other social factors are not acceptable.
The street naming is in conformance with Campus Town Specific Plan Section 3.3, Thoroughfare Types and Standards. Additionally, the street names are reflective of the Seaside community. The street names were circulated to fire and police for approval on February 2, 2023. The Chief Building Official approved the street names and addressing approach for Phase 1A on April 24, 2023.
The street names require approval by the City Council. Approved street names will be incorporated in the final Campus Town Phase 1A subdivision map as part of the map modification as shown on Exhibit A.
FISCAL IMPACT
Neutral to positive as to the Street Names. However, buildout of Phase 1A will benefit the Ctiy.
ATTACHMENTS
1. Resolution-street names
2. Exhibit A: CT Phase 1 A Street Names
Reviewed for Submission to the City Council by:
________________________________________
Craig Malin, Interim City Manager
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1 RESOLUTION NO. 24-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE APPROVING CAMPUS TOWN PHASE 1A STREET NAMES
WHEREAS, the City adopted the Campus Town Specific Plan on March 5, 2020 which contained Section 3.3, Thoroughfare Types and Standards; and WHEREAS, Seaside Municipal Code section 12.16 provides that the City Council may name streets by Resolution; and
WHEREAS, the city has adopted street naming policy to establish a uniform policy regarding requests for the naming or renaming of City-owned land and facilities including parks, recreation facilities, buildings, streets, and the designation of commemorative street names and plaques, that are compatible with community interest and will enhance the values and heritage of the City of Seaside; and
WHEREAS, the Developer proposed street names and those names were reviewed by City of Seaside Fire, Police and the City’s Building Official and they have confirmed the names meet the public safety and other technical requirements of the City; and WHEREAS, once approved, the street names will be included upon a modified Final Map for Campus Town Phase 1.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SEASIDE, CALIFORNIA, AS FOLLOWS:
1. The City Council does hereby approves the following street names for inclusion in the Campus Town Phase 1A subdivision map, as more specifically identified in Exhibit A to this resolution, all in conformance with the Seaside Municipal Code and the Seaside Park, Recreational Facility, City-Owned Building and Street Naming Policy:
Rucker Avenue
Rubio Avenue
Jordan Avenue
Watts Court
Bakewell Court
Smith Court
DeBerry Court
2. The City Council finds that this action is exempt from the California Environmental Quality Act pursuant to CEQA Guidelines Section 15061(b)(3) because it can be seen with certainty that there is no possibility that naming the streets will have a significant effect on the environment.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Seaside, State of California on the ____th day of September, 2024.
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2 AYES: COUNCIL MEMBERS
NOES: COUNCIL MEMBERS
ABSTAIN COUNCIL MEMBERS
ABSENT: COUNCIL MEMBERS
APPROVED:
_________________________
Ian N. Oglesby, Mayor
ATTEST:
______________________________
Dominque L. Davis, City Clerk
APPROVED AS TO FORM:
______________________________
Sheri L. Damon, City Attorney
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Attachment 2
Campus Town Phase 1A Street Names
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