South Lake Tahoe City Council
January 27, 2026

Executive Summary
Attracting top talent has never been more complex and Ralph Andersen & Associates is highly qualified to assist City of South Lake Tahoe with recruiting its new City Manager. We have conducted more successful executive recruitments than any other recruitment firm since 1972. From helping the City Council create a competency-based interview framework for the new City Manager, including assessing candidates and attracting top human capital, our search professionals offer an unparalleled depth of experience, national reach, and knowledge.

The City has requested our proposal to assist in the identification and recruitment of a highly qualified group of candidates for the new City Manager. In particular, the City is seeking a firm with a strong national presence and professional experience to clearly assess the City’s needs and formulate a strategy to deliver results.

At Ralph Andersen & Associates, we believe that gaining a complete understanding of our client’s specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of vital details such as the candidate’s desired skills and experience as well as the critical “soft skills” related to temperament, personality, management philosophy, and other factors that will ultimately determine the candidate’s “fit” with the organization.

We begin each search by working closely with the City’s leadership, stakeholders, staff, and, if desired, the community to ensure a complete picture of the desired candidate pool is developed. Our team-oriented approach, matched with this 360-degree perspective, means we ensure that a complete understanding of the organization’s mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position.

We understand that the City expects aggressive, personalized outreach to identify a diverse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with the desired characteristics and build a recruitment strategy that is tailored to meet the City’s specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a highly qualified group of candidates.

Why Choose Ralph Andersen & Associates?
Ralph Andersen & Associates, a California Corporation, has been providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 53 years.

With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes a multi-disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our network of professional contacts, we address outreach from a wide variety of perspectives and find unique ways to identify and recruit the best and brightest.
484

Company History, Background and
Experience
The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than half of a century since 1972. With the reputation of Ralph Andersen & Associates, you will have the opportunity to consider candidates located throughout California.

Ralph Andersen & Associates serves a nationwide clientele focused on local government and maintains a virtual presence with its consultants and staffing located in California and in other states throughout the nation. The firm’s mailing address is 5800 Stanford Ranch Road, Suite 410, Rocklin, California 95765; phone number (916) 630-4900; Email: [email protected].

Our national staff of professionals and support staff include acknowledged leaders in their respective fields. Supplementing their extensive consulting backgrounds, all senior staff have personal, handson executive experience in the operation of public agencies and private businesses.

Project Staffing
The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates’ search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines.

The City of South Lake Tahoe will have Mr. Fred Wilson, Senior Consultant of Ralph Andersen & Associates, as the Project Director on this engagement. Mr. Wilson will have all the resources and full support of our firm fully dedicated to ensuring the highest quality outcome during this important recruitment process.

Fred Wilson, Project Director
Mr. Wilson, Senior Consultant with Ralph Andersen & Associates, brings more than 35 years of experience as a local government executive, including 21 years serving as City Manager in two California cities. Working in full-service cities, he brings a strong background in identifying and recruiting top quality executive staff. His skills in identifying, recruiting, and retaining high quality employees and talent management, coupled with succession planning, have contributed significantly to the successes of those organizations. This experience gives Mr. Wilson a unique perspective to identifying high quality candidates that “fit” the organization.

Since joining Ralph Andersen & Associates, Mr. Wilson has completed many successful recruitments and brings a vast network of contacts throughout the region. He has successfully completed searches for executives and professionals for local government organizations including City Managers, Community Development Directors, Public Works Directors, Finance Directors, and other General Managers.

Mr. Wilson’s clients have found his knowledge of city management, experience working with City Council members, and expertise in recruitment and selection an asset.

As a long-tenured local government executive, Mr. Wilson has extensive experience in all aspects of governance including organizational development, succession planning, municipal finance, community development, information technology, and general management. His experience includes serving in multiple leadership roles in various organizations including the League of California Cities and has been active on various advisory boards throughout his career. 485

Mr. Wilson holds a Bachelor of Science degree in Urban Planning from Cal Poly Pomona, and a Master’s degree in Public Administration from California State University, Northridge.

Mr. Wilson may be reached at (916) 630-4900 or directly on his cell at (714) 421-3258 or via email at [email protected].

Paraprofessional and Support Staff
Paraprofessionals, graphics, and support staff will provide administrative support to the consultant team on recruitment assignments. These may include Ms. Diana Haussmann, Ms. Christen Sanchez, and Ms. Karen AllGood.

Relevant Experience
Ralph Andersen & Associates conducts a wide array of searches in the public sector. Our experience spans populations of all sizes, from the largest in the country to small and mid-size municipalities.

While we have a strong focus in California, we also conduct recruitments on a national scale.

Expansive network of City Manager Searches – We have one of the strongest track records of conducting City Manager searches. The following listing represents contracts that were awarded to Ralph Andersen & Associates and staffed by a member of our search team from 2020 to Present.

Searched conducted by Mr. Wilson are noted with an *.
• Artesia, CA – City Manager (2022) and (2024) *
• Barstow, CA – City Administrator (2021) *
• Calabasas, CA – City Manager (2021)
• California City, CA – City Manager (2022) *
• Calistoga, CA – Assistant City Manager (2024)
• Carpinteria, CA – City Manager (2023) *
• Cerritos, CA – City Manager (2023) *
• Colma, CA – City Manager (2023)
• Commerce, CA – City Manager (Partial Search) (2024) * • Compton, CA – City Manager (2022 & 2024) *
• Coronado, CA
 Assistant City Manager (2022)
 City Manager (2021)
 Deputy City Manager (2025)
• Costa Mesa, CA – Assistant City Manager (2023) *
• Cypress, CA – City Manager (Current Search) *
486

• Eastvale, CA – City Manager (2022) *
• El Segundo, CA – City Manager (2022)
• Emeryville, CA – City Manager (2022) *
• Encinitas, CA – City Manager (2020)
• Fairfax, CA – Town Manager (2021)
• Foster City, CA – City Manager (2022) *
• Goleta, CA
 Assistant City Manager (2024)
 City Manager (2022)
• Grand Terrace, CA – City Manager (2021) *
• Gustine, CA – City Manager (2022) *
• Highland, CA – City Manager (2024) *
• La Palma, CA – City Manager (2020 & 2025) *
• La Verne, CA – City Manager (2022) *
• Laguna Beach, CA – City Manager (2024) *
• Loma Linda, CA – Assistant City Manager (2025) *
• Los Altos, CA – City Manager (2021) *
• Los Banos, CA – City Manager (2025) *
• Mill Valley, CA – City Manager (2020 & 2022)
• Modesto, CA – Deputy City Manager (2022 & 2023)
• Montebello, CA – City Manager (2023) *
• National City, CA – City Manager (Current Search) *
• Nevada City, CA – City Manager (2022)
• Norco, CA – City Manager (2022) *
• Oakland, CA – City Administrator (2020 & 2023)
• Ojai, CA – City Manager (2024)
• Palm Desert, CA – City Manager (2021)
• Palm Springs, CA – Assistant City Manager (2021)
• Palos Verdes Estates, CA – City Manager (2023)
• Pismo Beach, CA – City Manager (2023) *
• Riverside, CA – City Manager (2022) *
• San Bernardino, CA – City Manager (2025) *
• Santa Monica, CA – City Manager (2021)
• Sierra Madre, CA – City Manager (2021) *
• Stockton, CA – Deputy City Manager II (Two Placements) (2020) 487

• Solvang, CA – City Manager (2023) *
• South Pasadena, CA – City Manager (2025) *
• Upland, CA – City Manager (2021) *
• Watsonville, CA – City Manager (2024) *
• West Hollywood, CA – City Manager (2025)
• Whittier, CA – City Manager (2025) *
• Yorba Linda, CA – City Manager (2025) *
488

Scope of Work/Implementation
Summary of Our Search Process
The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 53 years.
• Developing a comprehensive position profile based upon information obtained in various meetings with the City Council, Human Resources staff, and other designated City staff and stakeholders.
• Reviewing current compensation and recommending changes based upon market and competitive conditions, if desired by the City.
• Extensive personal outreach, via telephone and through internet technology, to qualified candidates throughout California, the Western Region, and selectively beyond, if desired. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process, uses the Internet and social media, and also uses our already established professional contacts throughout the region. • A screening process that narrows the field of candidates to those that most closely match the needs of the City and is based on screening interviews with the top candidates.

Candidates’ education, experience, and credentials are matched to the criteria established in the position profile.
• Delivering a product in the form of a search report that recommends a top group of candidates and provides the City with detailed information about their backgrounds and experience.
• Conduct final background and verifications, including references, on the top candidate. • Assist in negotiations of offer of employment.
• Close out the search and notify all candidates not selected.

Ralph Andersen & Associates has an outstanding reputation for being thorough and professional in the approach it takes in recruitment. Each candidate’s match with the position is based on the individual’s own set of professional experiences, management style, education, and credentials, and overall fit with the organization and executive leadership.

Search Work Plan
This section describes the usual steps in the search for a new City Manager for the City of South Lake Tahoe. This recruitment will be under the direction of Mr. Fred Wilson, Project Director/Search Consultant.

Task 1 – Review Project Management Approach
The Project Director, Mr. Wilson, will begin work on this project within 10 days (or sooner) after the City provides a contract or, alternatively, an official notice to proceed. The first task will include established individual and/or group meetings with the City Council, Human Resources, or key City staff, as appropriate, to finalize the recruiting and selection process (preference to be done using Zoom Video Technologies application). This will include discussion of the project management for 489

this search, review of the work plan, confirmation of timing, and communication methods. Working collaboratively with the City Council, Human Resources, and key City staff, this task will result in a more definitive timetable.

As part of our overall approach to this project, the Project Director will deliver regular bi-weekly updates (typically done orally) throughout each stage of the search. In addition, Mr. Wilson will be highly accessible and responsive to client requests and inquiries.

Task 2 – Develop Position Profile
The position profile for the City Manager is the guide for the entire search process. The development of the profile includes the collection of technical information and recruitment criteria.

Technical Information
Mr. Wilson will conduct video meetings with the City Council, Human Resources, key staff members, and others as directed by the City to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings will also help the Project Director gain an understanding of the work environment and the issues facing the City of South Lake Tahoe. In-person meetings can be arranged with sufficient advance notice.

Recruitment Criteria
The recruitment criteria are those personal and professional characteristics and experiences desired in the City Manager. The criteria should reflect the goals and priorities of the City of South Lake Tahoe.

Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in an information brochure prepared by Ralph Andersen & Associates. The brochure will be reviewed by the City in draft format, revised as appropriate, and published for use throughout the search.

Optional Service (Community Survey) – The City Council may desire obtaining input from the Community on the qualities they would like to see in the new City Manager. To facilitate Community input, the Project Director can conduct an on-line survey. Additionally, our process can allow for email comments to Ralph Andersen & Associates relative to the desired qualities of the next City Manager. See Cost Section for more details on pricing.

Task 3 – Outreach and Recruiting
This task is among the most important of the entire search. It is the focus of the activities of the Project Director and includes specific outreach and recruiting activities briefly described below.

Outreach
An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as Western City Magazine, International City/County Management Association (ICMA), and other professional publications. Specific Internet sites related to government will be used as a method of extending the specific outreach in a short period of time.

Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates’ website, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an ongoing basis. 490

Candidate Identification
Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort.

In making these contacts, the Project Director will target those individuals who meet the criteria set by the City. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered.

Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged, and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received.

Task 4 – Candidate Evaluation
This task will be conducted following the application closing date. It includes the following specific activities:

Screening
All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate’s current organization as compared to the candidate profile.

Preliminary Research and Internet Review
The research staff of Ralph Andersen & Associates, under the direction of the Project Director, will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research will be done on a limited number of candidates to learn more about each candidate’s public profile and related information that is available on the internet.

Preliminary Interviews via Video Technology
The Project Director will conduct preliminary interviews with the top group of candidates identified through the screening, preliminary research, and Internet review processes. The interviews are extensive and designed to gain additional information about the candidates’ experience, management style, and “fit” with the recruitment criteria. Interviews will be conducted using video technology.

The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately four (4) to six (6) individuals. Those individuals will be reviewed with the City prior to proceeding with the individual interviews.

Task 5 – Search Report
After completing Task 4, all documentation will be supplied to the City electronically. No hard copies will be supplied to the City for any phase of this search engagement. Mr. Wilson will prepare detailed information for review including resumes uploaded to a file sharing system (i.e., OneDrive or ShareFile). Mr. Wilson will conduct a video conference call or in-person meeting with the City Council or other designated representative to review the search report on the top candidates. The report divides all of the candidates into four groups, including 1) the top group of candidates that are recommended to be interviewed via video by the City Council; 2) a backup group to the first group; 3) a group for which no further consideration is required; and 4) a group that lacks minimum qualifications. The search report will include candidate resumes and cover letters. The results of preliminary media research will be included. This meeting will result in a confirmed group of top candidates for the City to further consider.

Regarding references, the standard process is to do a partial background on the top 2-3 candidates with various verifications, internet search, and limited references (outside of current employer). 491

References for current employers are often not released by candidates until the final stage of the search process when they are assured of being the candidate of choice. Verifications such as credit check, DMV Report, and civil/criminal are typically conducted once a contingent offer is made to the selected candidate unless the finalist candidate(s) gives explicit approval and sign a release to proceed. Education checks are conducted before the slate of candidates interviews with the City Council.

The results of the Search Report will be a confirmed group of finalist candidates that the City Council will interview.

Task 6 – Selection
The final selection process will vary depending upon the desires of the City Council. The typical services provided by Ralph Andersen & Associates in the selection process are described briefly below:
• Mr. Wilson will coordinate the selection process for the finalist group of candidates. This includes handling logistical matters with candidates and with the City. • Ralph Andersen & Associates will prepare an electronic interview booklet (uploaded to a file sharing program such as OneDrive or ShareFile) that includes the resume, cover letter, and preliminary media research for each candidate. In addition, this electronic information will contain suggested questions and areas for discussion based upon the recruitment criteria. Electronic copies of the interview booklet will be provided in advance of the candidate interviews. No hard copies of material will be provided. Should the City desire hard copies, it will be the responsibility of the City to produce and distribute all hard copy materials needed.
• Mr. Wilson will facilitate the Interviews to assist the City through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Additionally, verifications will be made on the top two candidates and will include education verifications, Department of Motor Vehicle check, and credit check. Civil and criminal checks will be conducted once a contingent offer of employment is made. The results of these verifications will be discussed with the City at the appropriate time. • Reference checks will be conducted on the top candidate. The results of these reference checks will be discussed with the City Council at the appropriate time during a closed session.
• As needed, the Project Director is available to provide assistance to the City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision.

Task 7 – Negotiation
The Project Director is available to assist the City Council in negotiating a compensation package with the selected candidate. This includes recommendations on setting compensation levels.

Additionally, if desired by the City Council, Ralph Andersen & Associates will coordinate with the City Attorney to prepare a draft employment agreement and work with the City Council on the finalization of this document. As required by the Brown Act, the employment agreement for the new City Manager will be required to be approved and voted on in a public meeting at a regularly scheduled City Council meeting.
492

Task 8 – Close Out
After the City has reached agreement with the individual selected for the position, the Project Director will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone.

Project Timing
We anticipate a timeframe of approximately 90 - 120 days (or less) from the execution of the agreement between the City and Ralph Andersen & Associates to when the finalists are presented for an interview. Negotiation with the top candidate will take an additional week after finalist interviews.

A brief overview of the recruitment schedule is presented below (schedule does not include transition time by Selected Candidate to join the City).

Task Estimated Week
of Completion
Task 1 – Review Project Management Approach Week One
Task 2 – Develop Position Profile and Recruitment Brochure Week One – Week Two Task 3 – Outreach and Recruiting Week Two – Seven
Task 4 – Candidate Evaluation
Ongoing Throughout Process
(typically more focused during Week
Six and Week Seven)
Task 5 – Search Report Week Eight – Week Nine
Task 6 – Selection Week Nine - Week Ten
Task 7 – Negotiation Week Ten – Week Eleven
Task 8 – Close Out Week Twelve
493

Project Cost
The recruitment effort for a new City Manager for the City of South Lake Tahoe will be a comprehensive search process with a focus in California, Nevada and the Western Region. The review of resumes and qualifications will be conducted on all candidates who submit, giving the City the ability to select from a broad field of qualified candidates. The professional services fee to perform this search will be a fixed fee of $30,000 for recruitment services and all related expenses. *Note – Expenses included in this fixed fee include such items as advertising, consultant interaction (anticipated to be done primarily through videoconferencing except for finalist interviews), clerical, graphic design, research, and long-distance telephone charges. On top candidates, Internet and Lexis/Nexis searches will be conducted. Additionally, education verifications, DMV check, wants and warrants, civil and criminal litigation search, and credit check will be conducted on the top two candidates. Detailed reference checks will be conducted on the top candidate.

Invoicing for Services – Ralph Andersen & Associates will bill the fixed fee to the City in four installments as follows:
• Following kick-off and finalization of recruitment brochure - $9,000 • After the closing date - $9,000
• After finalist interviews - $9,000
• Upon placement - $3,000
Progress payments will be due upon receipt.

Brochure – A full-color electronic brochure will be developed for the recruitment of the city manager.

All pictures will be the responsibility of the City. The City will also be responsible for ensuring that there are no copyright restrictions on the photographs supplied to Ralph Andersen & Associates and that the City will agree to pay any and all related charges or fines if a copyright violation is incurred either during the search itself or subsequently.

Optional Service (Community Survey) – Should the City choose to conduct a Community Survey with summarized results, this would be conducted for an additional $3,800.

Exception – Any candidate travel is the full responsibility of the City.

Guarantee
Ralph Andersen & Associates offers the industry-standard guarantee on our full search services. If the City Manager resigns or is dismissed for cause within a one-year period after appointment, we will conduct another search free of all professional services charges. The City of South Lake Tahoe would be expected to reimburse all expenses incurred.

If a placement is not made in the first outreach effort, the Consultant will conduct a second outreach effort with no charge for Professional Services. The City of South Lake Tahoe would be expected to pay for all incurred expenses.
494

References
At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to the professionalism of our services. We would be pleased to provide additional references if needed.

The following references are provided for Mr. Fred Wilson, Project Director:
• City of Gilroy, California
Mayor Greg Bozzo
(669) 766-5771
Email: [email protected]
Recruitment: City Administrator
• City of La Palma, California
Nitesh Patel, Mayor
(714) 690-3334
Email: [email protected]
Recruitment: City Manager
• City of Yorba Linda
Janice Lim, Former Mayor and Current Council Member
(909) 263-6812
Email: [email protected]
Recruitment for City Manager (2025)
495

PROPOSAL FOR

EXECUTIVE RECRUITMENT SERVICES
City Manager
City of South Lake Tahoe, California
Submission Due: January 16, 2026
This proposal is valid for 120 days
Response to RFP #2026-1-16
Strategic Government Resources
P.O. Box 1642, Keller, Texas 76244
Office: 817-337-8581
Rebecca L. Fleury, President of Executive Recruitment
[email protected]
496
Table of Contents
A. Cover Letter
B. Executive Summary
C. Company History, Background, and Experience
D. Scope of Work/Implementation
E. Project Budget
F. Description of Recent Projects & References
G. Terms and Conditions
H. Placement Guarantee
I. Requested Exceptions and Additions to Agreement
497
January 16, 2026
Hon. Mayor Cody Bass and Members of the City Council
City of South Lake Tahoe, California
Dear Mayor Bass and Councilmembers,
Strategic Government Resources (SGR) is thankful for the opportunity to submit this proposal to assist the City of South Lake Tahoe in your recruitment for a City Manager. This proposal is valid for a minimum of 120 days. Our nationwide reach, deep municipal expertise, and servant leadership mindset help us deliver tailored recruitment services that will strengthen your culture and community.

We would like to highlight some key aspects that set SGR apart from other firms:
● Local government experience: Our team brings decades of direct local government experience, giving us an insider's understanding of your unique challenges. We've conducted executive searches for over 450 local governments across 37 states, including a current engagement with the City of Redlands and recent experience with the City of Encinitas. This experience, along with our extensive history recruiting City Managers nationwide, provides us with valuable insight into the unique needs of recruiting a City Manager for your community. ● National reach and candidate pipeline: With over 21,000 LinkedIn followers, 35,000 subscribers to our Servant Leadership e-newsletter, and 5,000 City and County Management Job Alert subscribers, your SGR recruitment will be seen by a vast audience engaged in the profession. ● Active engagement in the profession: As recognized thought leaders in local government management, we are directly involved in the latest operations, challenges, and best practices.

This ongoing engagement ensures we are attuned to the evolving skills and leadership qualities needed in today’s local government leaders.

Kevin Knutson, Senior Vice President, will serve as your Executive Recruiter and primary contact for this recruitment. Kevin has over 30 years of experience in local government management, including years of consulting for communities across the country.

We are eager to partner with the City of South Lake Tahoe to identify your next leader. We look forward to the opportunity to discuss our proposed approach in more detail and are available for a meeting at your convenience. You may contact me directly at [email protected], or via phone at (269) 207-6104.

Respectfully submitted,
Rebecca L. Fleury, President of Executive Recruitment
Authorized to Bind the Firm
PO Box 1642, Keller, TX 76244 817-337-8581 www.GovernmentResource.com 1 498
Executive Summary
As a firm led and staffed by former local government officials, SGR is uniquely positioned to partner with the City; most of our principals are former local government officials who bring a depth of expertise that traditional firms cannot match. We bridge the gap between high-level executive search and deep local government expertise. By leveraging our national reach and rigorous vetting process, we ensure the City is not just filling a vacancy, but securing a leader who is culturally aligned with the City and community. We are confident in our ability to manage this recruitment, and have provided additional points for consideration below.

Extensive Network of Prospects
SGR isintent on being a leader in executive recruitment and firmly believes in the importance of proactively building a workforce that reflects the diversity of the communities we serve. We leverage an extensive and diverse network to reach potential applicants. ● Your position will be announced in SGR’s Servant Leadership e-newsletter, which reaches over 35,000 subscribers across all 50 states.
● We will send targeted emails to opt-in subscribers of SGR’s Job Alerts. ● Your position will appear on SGR’s Website which attracts approximately 20,000 visitors per month. GovernmentResource.com/Open-Recruitments
● Your position will be posted on SGR’s Job Board which typically has over 2,000 job listings at any given time and receives approximately 16,000 unique visitors per month.

SGRJobs.GovernmentResource.com
● SGR implements a comprehensive social media marketing campaign that includes custommade graphics and distribution on SGR’s LinkedIn page. ● We frequently collaborate with various local government associations, including the League of Women in Government, Alliance for Innovation, and the National Forum for Black Public Administrators.
● Approximately 65% of semifinalists selected by our clients learn about open recruitments through our website, servant leadership e-newsletter, job board, job alert emails, social media, or personal contact.

Equal Opportunity Commitment
SGR does not discriminate and believes that equal opportunity is an ethical issue. SGR will not enter an engagement with an entity or organization that directs bias or expects bias to be demonstrated on any basis other than factors that affect the ability of the candidate to do the job. Although SGR cannot guarantee the makeup of the semifinalist or finalist groups, SGR has relationships and contacts nationwide to encourage the meaningful participation of underrepresented groups, and we continue to evaluate and improve our processes by embedding a lens of equity and inclusion into our recruitment practices.

In addition to SGR’s extensive marketing and advertising network, we will recommend ad placements for your consideration that will assist in attracting a diverse applicant pool. We encourage each community we work with to post ad placements with the LWG, LGHN, and NFBPA. As your recruiter, we strive to identify the best talent from diverse backgrounds and are 2 499
diligent in presenting those candidates to allow your organization to select the most qualified candidate that best fits your organization.

Listening to Your Unique Needs
SGR devotes significant time to actively listening to your organization and helping you define and articulate your needs. We work diligently to conduct a comprehensive recruitment process tailored specifically to your organization. SGR dedicates a prodigious amount of energy to understanding your organization’s unique culture, environment, and local issues to ensure an alignment in terms of values, philosophy, and management style perspectives. While we have established systemsfor achieving success, we are a “boutique” firm capable of adapting to meet a client's specific needs and providing insights on the pros and cons of their preferred approach.

Trust of Candidates
SGR has a track record of providing remarkable confidentiality and wise counsel to candidates and next-generation leaders, earning their trust. As a result, we can bring exceptional prospects to the applicant pool. Candidates trust SGR to assess the situation accurately, communicate honestly, and maintain their confidentiality to the greatest extent possible.

Accessibility and Communication
Your executive recruiter will keep you informed of the search status and will be readily accessible throughout the recruitment process. Candidates and clients can reach the recruiter at any time via cell phone or email. Additionally, the recruiter maintains communication with active applicants, ensuring they are well-informed about the community and the opportunity.

Comprehensive Evaluation and Vetting of Candidates
SGR offers a comprehensive screening process designed to ensure a thorough understanding of candidate backgrounds and to minimize surprises. Our vetting process for a full-service recruitment includes the following key components:
● Prescreening questions and technical review of resumes ● Cross-communication among our recruiters regarding candidates who have been involved in previous searches, providing greater insight into their background and skills. ● Written questionnaires to gain insights beyond what is available through a resume. ● Recorded semifinalist interviews.
● Media search reports incorporating both internet and social media results tailored to each candidate based on their previous places of residence and work. ● Thorough, automated, and anonymous reference checks that provide feedback on candidates from a well-rounded group of references.
● Background checks completed by a licensed private investigation firm.

Executive Recruitment Clients
SGR has partnered on executive recruitments with more than 450 local government clients in 37 states. We take great pride in the long-term relationships we have developed with many of our clients who continue to partner with us on future recruitment needs. 3 500
Company History, Background, and Experience
Strategic Government Resources, Inc. (SGR) exists to help local governments become more successful by recruiting, assessing, and developing innovative, collaborative, and authentic leaders. SGR was incorporated in Texas in 2002 with the mission to facilitate innovative leadership in local government. SGR is fully owned by former City Manager Ron Holifield, who spent two high-profile decades in city management and served as a City Manager in several cities.

SGR’s business model is truly unique. Although we are a private company, SGR operates like a local government association. Most of SGR’s principals are former local government officials, allowing SGR to bring a perspective and depth of local government expertise to every project that no other firm can match.

SGR’s Core Values are Customer Service, Integrity, Philanthropy, Continuous Improvement, Agility, Collaboration, Protecting Relationships, and the Golden Rule.

SGR is a full-service firm, specializing in providing solutions for local governments in the areas of recruitment and retention, leadership development and training, innovation and future readiness, and everything in between.

With 21 full-time employees, 21 recruiters, 18 facilitators, and multiple consultants who function as subject matter experts on a variety of projects, SGR offers comprehensive expertise.

Many of our recruiters are contractors of SGR, and they report directly to the President of Executive Recruitment. View all SGR team members and their bios at:

GovernmentResource.com/Meet-the-Team
The company operates as a fully remote organization, with team members located in Texas, Arizona, California, Colorado, Florida, Georgia, Maine, Michigan, Montana, Nevada, New York, North Carolina, North Dakota, Ohio, Oklahoma, and South Carolina.

Project Personnel
Kevin Knutson, Senior Vice President
Email: [email protected]
Phone: 727-754-0407
Kevin Knutson joins SGR with more than 30 years of experience in local government. He is considered a national expert in local government performance management, long-term financial planning, and strategic communications.

Most recently Kevin served as an Assistant County Administrator for Pinellas County, Florida. 4 501
There he oversaw the Department of Administrative Services, Office of Management & Budget, Communications, Construction Services, Pinellas County Economic Development, Visit St.

Pete/Clearwater, and the St. Pete/Clearwater International Airport. His prior municipal experience includes serving as interim City Manager, Assistant City Manager, and Director of Community Relations in Reno, Nevada. He was also the Director of Communications and Marketing, as well as Budget & Strategic Planning Manager for Coral Springs, Florida. In Coral Springs, he was part of a team that implemented quality management practices that led to the City being the first local government to earn the Malcolm Baldrige National Quality Award.

Before joining Pinellas County, Kevin worked for Envisio, a private sector software company known for its extensive work with local governments. As Vice President of Planning & Performance Solutions he helped local governments implement strategy, and track and report performance. He also served as Regional Vice President for Management Partners, a government consulting firm, where he oversaw all the firm’s activities on the East Coast. In that role, he specialized in facilitating governance and strategic planning projects.

An ICMA-credentialed manager, in 2020, Kevin was named one of the top local government influencers in the nation by Engaging Local Government Leaders (ELGL). He previously earned recognition as Communicator of the Year by the City-County Communications and Marketing Association.

A career-long proponent of servant leadership in local government, Kevin is committed to listening to and empowering team and community members, making decisions that are transparent and inclusive, and being a champion for continuous learning and improvement. He takes pride in demonstrating integrity, humility, and a commitment to service.

SGR Recent Recruitments
The recruitments listed below are full service executive recruitments, except for those with an asterisk (*) noting a custom or limited scope recruitment engagement.

City & County Management Recruitments, 2021-Present
In Progress
● Annapolis, MD (pop. 40,000) – City Manager
● Azle, TX (pop. 15,000) - City Manager
● Bowie, MD (pop. 58,000) - City Manager
● Elgin, TX (pop. 12,800) - City Manager
● Farmersville, TX (pop. 4,300) - City Manager
● Green Cove Springs, FL (pop. 10,000) - City
Manager
● Independence, MO (pop. 123,000) - City
Manager
● Iowa Colony, TX (pop. 17,200) - City Manager
● Ketchikan, AK (pop. 8,200) - City Manager /
Ketchikan Public Utilities General Manager
● Lisbon, ME (pop. 9,800) – Town Manager *
● Madisonville, TX (pop. 4,630) – City Manager
● Olathe, KS (pop. 149,000) – City Manager
● Ottawa, KS (pop. 12,630) – City Manager
● Perryton, TX (pop. 8,500) - City Manager
● Portland, OR (pop. 650,000) - City Administrator
● Richlands, VA (pop. 5,260) – Town Manager
● Waco, TX (pop. 140,000) - City Manager
● Wadena County, MN (pop. 14,400) – County
Administrator
5 502
2025
● Aledo, TX (pop. 7,000) - City Manager
● Abilene, TX (pop. 125,000) - City Manager
● Argyle, TX (pop. 6,000) - Town Administrator
● Athens-Clarke County Unified Government, GA
(pop. 130,000) - County Manager
● Battle Creek, Michigan (pop. 52,700) - City
Manager
● Biddeford, ME (pop. 22,300) - City Manager
● Blaine, MN (pop. 75,900) - City Manager
● Bonner Springs, KS (pop. 7,600) - City Manager
● Cameron, MO (pop. 8,300) - City Manager
● Canadian, TX (pop. 2,300) - City Manager
● Clay County, MO (pop. 260,000) - County
Administrator
● Dundee, FL (pop. 5,700) - Town Manager
● Finney County, KS (pop. 38,000) - County
Administrator
● Florence, CO (pop. 3,800) – City Manager
● Garden Ridge, TX (pop. 5,000) - City Manager
● Heath, TX (pop. 10,400) - City Manager
● Jonestown, TX (pop. 2,500) - City Administrator
● La Junta, CO (pop. 7,200) - City Manager
● Lamar, CO (pop. 7,700) - City Administrator
● Oak Point, TX (pop. 6,000) - City Manager
● Pacific, MO (pop. 7,800) - City Administrator
● Plainview, TX (pop. 20,000) - City Manager
● Sedalia, MO (pop. 22,000) - City Administrator
● Springfield, MO (pop. 170,200) - City Manager
● Stevenson, WA (pop. 1,600) - City Administrator
● Trinidad, CO (pop. 8,100) - City Manager
2024
● Brunswick, ME (pop. 21,800) - Town Manager
● Chester County, PA (pop. 540,000) – Chief
Executive Officer
● Coffeyville, KS (pop. 8,800) - City Manager
● Des Moines, WA (pop. 32,400) - City Manager
● Duncan, OK (pop. 23,000) - City Manager
● DuPont, WA (pop. 10,200) - City Administrator
● Edwardsville, KS (pop. 4,700) - City Manager
● Leander, TX (pop. 67,000) - City Manager
● Leavenworth, KS (pop. 37,600) - City Manager
● Manhattan, KS (pop. 55,000) - City Manager
● Marysville, KS (pop. 3,500) - City Administrator
● Medford, OR (pop. 90,900) - City Manager
● Miami, OK (pop. 12,200) - City Manager
● New Rochelle, NY (pop. 80,800) - City Manager
● New Smyrna Beach, FL (pop. 32,400) - City
Manager
● Orono, ME (pop. 11,400) - Town Manager
● San Juan County, WA (pop. 18,600) - County
Manager
● St. Joseph, MO (pop. 72,000) - City Manager
● Topeka, KS (pop. 125,500) - City Manager
● Treasure Island, FL (pop. 6,500) - City Manager
2023
● Camp Verde, AZ (pop. 12,000) - Town Manager
● Cleburne, TX (pop. 33,000) - City Manager
● Bristol, TN (pop. 27,000) - City Manager
● Dobbs Ferry, NY (pop. 11,000) - Village
Administrator
● Gatesville, TX (pop. 16,000) - City Manager
● Glastonbury, CT (pop. 35,000) - Town Manager
● Great Bend, KS (pop. 15,000) - City Administrator
● Justin, TX (pop. 5,000) - City Manager
● Lafayette, CO (pop. 30,000) - City Administrator
● Laredo, TX (pop. 256,000) - City Manager
● Largo, FL (pop. 84,000) - City Manager
● Lawton, OK (pop. 90,000) - City Manager
● Mexia, TX (pop. 7,000) - City Manager
● Nassau Bay, TX (pop. 5,000) - City Manager
● Navajo County, AZ (pop. 106,000) - County
Manager
● Ottawa, KS (pop. 12,500) - City Manager
● Parker, AZ (pop. 3,500) - Town Manager
● Rowlett, TX (pop. 68,000) - City Manager
● Shawnee, KS (pop. 69,000) - City Manager
● Snoqualmie, WA (pop. 14,000) - City
Administrator
● Snyder, TX (pop. 11,000) - City Manager
● Stillwater, OK (pop. 48,000) - City Manager
● Trophy Club, TX (pop. 13,000) - Town Manager
● Williston, ND (pop. 29,000) - City Administrator
2022
● Aledo, TX (pop. 5,500) - City Manager
● Blaine, WA (pop. 6,000) - City Manager
● Crandall, TX (pop. 4,000) - City Manager
● Dalhart, TX (pop. 8,500) - City Manager
● Edinburg, TX (pop. 100,000) - City Manager
● Fort Collins, CO (pop. 175,000) - City Manager
● Frisco, CO (pop. 3,000) - Town Manager
● Graham, TX (pop. 8,000) - City Manager
● Hutto, TX (pop. 40,000) - City Manager
6 503
● Johnston, IA (pop. 24,000) - City Administrator
● Kennebunk, ME (pop. 11,000) - Town Manager
● Kennedale, TX (pop. 9,000) - City Manager
● Ketchikan, AK (pop. 8,000) - City Manager/Public
Utilities General Manager
● Klamath Falls, OR (pop. 22,000) - City Manager
● Leawood, KS (pop. 34,000) - City Administrator
● Levelland, TX (pop. 14,000) - City Manager
● Live Oak, TX (pop 16,000) - City Manager
● Madisonville, TX (pop. 4,500) - City Manager
● Manor, TX (pop. 15,000) - City Manager
● Marshall, TX (pop. 23,000) - City Manager
● Mineral Wells, TX (pop. 15,000) - City Manager
● Mont Belvieu, TX (pop. 8,000) - City Manager
● Montgomery, TX (pop. 2,400) - City
Administrator
● Parkville, MO (pop. 7,000) - City Administrator
● Rocky Hill, CT (pop. 21,000) - Town Manager
● Sunnyvale, TX (pop. 8,000) - Town Manager
● Tolland, CT (pop. 15,000) - Town Manager
● Walla Walla, WA (pop. 34,000) - City Manager
● West Lake Hills, TX (pop. 3,000) - City
Administrator
● Wethersfield, CT (pop. 26,000) - Town Manager
● Wickenburg, AZ (pop. 7,500) - Town Manager
2021
● Bainbridge Island, WA (pop. 25,000) - City
Manager
● Breckenridge, TX (pop. 5,000) - City Manager
● Bridgeport, TX (pop. 6,500) - City Manager
● Briarcliff Manor, NY (pop. 8,000) - Village
Manager
● Chandler, AZ (pop. 270,000) - City Manager
● Chanhassen, MN (pop. 27,000) - City Manager
● Chickasha, OK (pop. 16,000) - City Manager
● Choctaw, OK (pop. 12,000) - City Manager
● Clermont, FL (pop. 44,000) - City Manager
● Flower Mound, TX (pop. 79,000) - Town
Manager
● Johnson City, TN (pop. 65,000) - City Manager
● Kennett Square, PA (pop. 6,000) - Borough
Manager
● Lago Vista, TX (pop. 8,000) - City Manager
● Lamar, CO (pop. 7,500) - City Administrator
● Monett, MO (pop. 9,000) - City Administrator
● North Port, FL (pop. 77,000) - City Manager
● Port Chester, NY (pop. 30,000) - Village Manager
● Sherwood, OR (pop. 20,000) - City Manager
● Spokane, WA (pop. 220,000) - City Administrator
Pacific Coast Recruitments, 2021-Present
In Progress
● Redlands, CA - Director of Development Services
● Seattle, WA - City Auditor
● Benton County, OR - County Counsel
● Puget Sound Emergency Radio Network
Operator (PSERN), WA, WA - Executive Director
● Springfield Utility Board, OR - CEO/General
Manager
2026
● Benton County, OR - Chief Human Resources
Officer
2025
● Portland, OR - City Administrator
● Benton County, OR - Chief Financial Officer
● San Juan County, WA - Director of Community
Development *
● Encinitas, CA - Development Services Director
● Stevenson, WA - City Administrator
● Astoria, OR - Community Development Director
2024
● Newport, OR - Human Resources Director
● Des Moines, WA - City Manager
● West Linn, OR - City Attorney
● Medford, OR - City Manager
● San Juan County, WA - County Manager
● DuPont, WA - City Administrator
● Lacey, WA - Community & Economic
Development Director
2023
● San Juan County, WA - Fleet Services Director
7 504
● Snoqualmie, WA - City Administrator
● Fort Vancouver Regional Libraries, WA -
Executive Director
● Klamath Falls, OR - Assistant City Engineer *
● Astoria, OR - Finance & Administrative Services
Director
● Astoria, OR - Community Development Director
● Seattle Municipal Court, WA - Deputy Court
Administrator-Administrative Services *
● Washington County, OR - Director of Juvenile
Services
● Washington County, OR - Director of Community
Corrections
2022
● Walla Walla, WA - City Manager
● Blaine, WA - City Manager
● League of Oregon Cities, OR - Executive Director
● Sherwood, OR - City Attorney
● Lacey, WA - Human Resources Director
● Klamath Falls, OR - Development Services
Director *
● Springfield, OR - Economic Development
Manager *
● Springfield, OR - Director of Community
Development *
● Emergency Communications of Southern Oregon
(ECSO) (Organization), OR - Director
● Klamath Falls, OR - City Engineer *
● Gresham, OR - Human Resources Director
● Richland, WA - IT Manager
● Richland, WA - Deputy City Manager
● Lane County, OR - Financial Services
Manager/County Treasurer *
● Snoqualmie, WA - Community Development
Director
● Snoqualmie, WA - Finance Director
● Banning, CA - Finance Director
● Bellingham, WA - IT Director
● Spokane, WA - Planning Services Director
● Klamath Falls, OR - City Manager
2021
● Ashland, OR - Finance Director *
● Ashland, OR - City Manager *
● Snoqualmie, WA - Parks & Public Works Director
● Hermiston, OR - Court Administrator *
● Hermiston, OR - Parks & Recreation Director *
● Snohomish County Fire District #5, WA -
Assistant Fire Chief
● Sandy, OR - Public Works Director *
● Blaine, WA - Finance Director *
● Sherwood, OR - City Manager
● Spokane, WA - Community and Economic
Development Services Division Director
● Richland, WA - Deputy Fire Chief
● Spokane Regional Transportation Council, WA -
Executive Director
● Spokane, WA - City Administrator
● LRAPA, OR - Executive Director
● Tigard, OR - City Manager
● Bainbridge Island, WA - City Manager
8 505
Scope of Work/Implementation
A full-service recruitment typically entails the following steps:

1. Organization/Position Insight and Analysis
○ Project Kickoff Meeting and Develop Anticipated Timeline ○ Stakeholder Interviews and Listening Sessions
○ Develop Recruitment Brochure

2. Recruitment Campaign and Communication with Candidates ○ Advertising and Marketing
○ Sourcing Prospective and Active Candidates
○ Communication with Prospective Applicants
○ Communication with Active Applicants

3. Initial Screening and Review by Executive Recruiter

4. Search Committee Briefing to Review Applicant Pool and Select Semifinalists

5. Evaluation of Semifinalists
○ Written Questionnaires
○ Recorded Semifinalist Interviews
○ Media Searches

6. Search Committee Briefing to Select Finalists

7. Evaluation of Finalists
○ Background Investigation Reports
○ DiSC Management Assessments (if desired, supplemental cost) ○ First Year Plan or Other Advanced Exercise
○ Press Release Announcing Finalists (if requested)

8. Interview Process
○ Face-to-Face Interviews
○ Stakeholder Engagement (if desired)
○ Deliberations
○ Reference Checks (may occur earlier in process)

9. Negotiations and Hiring Process
○ Determine Terms of an Employment Offer
○ Negotiate Terms and Conditions of Employment
○ Press Release Announcing New Hire (if requested)
9 506
Step 1: Organization/Position Insight and Analysis
Project Kickoff Meeting and Develop Anticipated Timeline SGR will meet with the organization at the outset of the project to discuss the recruitment strategy and timeline. At this time, SGR will also request that the organization provide us with photos and information on the community, organization, and position to assist us in drafting the recruitment brochure.

Stakeholder Interviews and Listening Sessions
Stakeholder interviews and listening sessions are integral to SGR's approach. SGR devotes tremendous energy to understanding your organization’s unique culture, environment, and goalsto ensure you get the right match for your specific needs. Obtaining a deep understanding of your organizational needs is the crucial foundation for a successful executive recruitment. In collaboration with the organization, SGR will compile a list of internal and external stakeholders to meet with regarding the position. These interviews and listening sessions will identify potential issues that may affect the dynamics of the recruitment and contribute to a comprehensive understanding of the position, special considerations, and the political environment. This process fosters organizational buy-in and will assist us in creating the position profile.

Develop Recruitment Brochure
After the stakeholder meetings, SGR will develop a recruitment brochure, which will be reviewed and revised in partnership with your organization until we are in agreement that it accurately represents the sought-after leadership and management attributes.

View sample recruitment brochures here: GovernmentResource.com/Open-Recruitments Step 2: Recruitment Campaign and Communication with Candidates Advertising and Marketing
The Executive Recruiter and the client work together to determine the best ways to advertise and recruit for the position. SGR’s Servant Leadership e-newsletter, with a reach of over 35,000 subscribers in all 50 states, will announce your position. Additionally, we will send targeted emails to opt-in subscribers of SGR’s Job Alerts, and your position will be posted on SGR’s website and Job Board. SGR provides a comprehensive social media marketing campaign that includes custom-made graphics and distribution on SGR’s LinkedIn page. Furthermore, we will provide a recommended list of ad placements to be approved by the client, targeting the most effective venues for reaching qualified candidates for that particular position.

Sourcing Prospective and Active Candidates
SGR's innovative recruitment strategies are designed to give our clients a competitive edge in attracting and retaining top-tier talent. By employing a dual approach of passive and active candidate sourcing, we tap into a broader talent pool that includes high-caliber professionals who may not be actively job-seeking. Our advanced technology and deep industry connections enable us to identify candidates with the precise skills and cultural fit for your organization. We 10 507
round out sourcing efforts through personalized candidate engagement and outreach with a constant focus on transparency and relationship building.

Communication with Prospective Applicants
SGR maintains regular communication with interested prospects throughout the recruitment process. Outstanding candidates often conduct thorough research on the available position before submitting their resumes. As a result, we receive a significant number of inquiries, and it is crucial for the executive search firm to be well-prepared to respond promptly, accurately, and comprehensively, while also offering a warm and personalized approach. This initial interaction is where prospective candidates form their first impression of the organization, and it is an area in which SGR excels.

Communication with Active Applicants
Handling the flow of resumes is an ongoing and significant process. On the front end, it involves tracking resumes and promptly acknowledging their receipt. It also involves timely and personalized responses to any questions or inquiries. SGR maintains frequent communication with applicants to ensure they remain enthusiastic and well-informed about the opportunity.

Additionally, SGR communicates with active applicants, keeping them informed about the organization and community.

Step 3: Initial Screening and Review by Executive Recruiter SGR uses a triage process to identify high-probability, medium-probability, and low-probability candidates. This triage ranking is focused on overall assessment based on interaction with the applicant, qualifications, any known issues concerning previous work experience, and evaluation of cultural fit with the organization.

In contrast with the triage process mentioned above, which focuses on subjective assessment of the resumes and how the candidates present themselves, we also evaluate each candidate to ensure that the minimum requirements of the position are met and determine which preferred requirements are satisfied. This sifting process examines how well candidates’ applications align with the recruitment criteria outlined in the position profile.

Step 4: Search Committee Briefing to Review Applicant Pool and Select Semifinalists At this briefing, SGR will conduct a comprehensive presentation to the Search Committee and facilitate the selection of semifinalists. The presentation will include summary information on the process to date, outreach efforts, the candidate pool demographics, and any identified trends or issues. Additionally, a briefing on each candidate and their credentials will be provided.

Step 5: Evaluation of Semifinalists
The review of resumes is a crucial step in the executive recruitment process. However, resumes may not fully reveal an individual's personal qualities and their ability to collaborate effectively 11 508
with others. In some instances, resumes might also tend to exaggerate or inflate accomplishments and experience.

At SGR, we understand the significance of going beyond the surface level of a resume to ensure that candidates who progress in the recruitment process are truly qualified for the position and a suitable match for the organization. Our focus is to delve deeper and gain a comprehensive understanding of the person behind the resume, identifying the qualities that make them an outstanding prospect for your organization.

During the evaluation of semifinalist candidates, we take the initiative to follow up when necessary, seeking clarifications or additional information as needed. This approach ensures that we present you with the most qualified and suitable candidates for your unique requirements. At SGR, our ultimate goal is to match your organization with individuals who possess not only the necessary qualifications but also the qualities that align with your organizational culture and values.

Written Questionnaires
As part of our thorough evaluation process, SGR will request semifinalist candidates to complete a comprehensive written exercise. This exercise is designed to gain deeper insight into the candidates' thought processes and communication styles. Our written instrument is customized based on the priorities identified by the Search Committee. The completed written instrument, along with cover letters and resumes submitted by the candidates, will be included in the semifinalist briefing book.

Recorded Semifinalist Interviews
Recorded one-way or two-way interviews will be conducted for semifinalist candidates. This approach provides an efficient and cost-effective way to gain additional insights to aid in selecting finaliststo invite for an onsite interview. The interviews allow the Search Committee to evaluate technological competence, demeanor, verbal communication skills, and on-camera presence. Additionally, virtual interviews provide an opportunity for the Search Committee to ask candidates questions on specific topics of special interest.

Media Searches
Our media search process involves web-based and social media research, enabling efficient and thorough vetting of candidates and minimizing the risk of overlooking critical information. These media reports have proven helpful by uncovering issues that may not have been previously disclosed by prospective candidates. The recruiter will communicate any “red flags” or noteworthy media coverage to the Search Committee as part of the review of semifinalists with the Search Committee.

Step 6: Search Committee Briefing to Select Finalists
Prior to this briefing, SGR will provide the Search Committee with links to the recorded online interviews and a briefing book on the semifinalist candidates. The briefing book includes cover letters, resumes, and completed questionnaires. The objective of this meeting is to narrow the 12 509
list to finalists who will be invited to participate in onsite interviews.

Step 7: Evaluation of Finalists
Background Investigation Reports
Through SGR’s partnership with a licensed private investigation firm, we are able to provide our clients with comprehensive background screening reports that include the detailed information listed below.
● Social security number trace
● Address history
● Driving record (MVR)
● Federal criminal search
● National criminal search
● Global homeland security search
● Sex offender registry search
● State criminal court search for states where
candidate has lived in previous 10 years
● County wants and warrants for counties where
candidate has lived or worked in previous 10 years
● County civil and criminal search for counties where
candidate has lived or worked in previous 10 years
● Education verification
● Employment verification for previous 10 years (if
requested)
● Military verification (if requested)
● Credit report (if requested)
DiSC Management Assessments (if desired, supplemental cost) SGR utilizes the DiSC Management assessment tool, which is among the most validated and reliable personal assessment tools available. The DiSC Management assessment provides a comprehensive analysis and report on the candidate’s preferences in five crucial areas:
management style, directing and delegating, motivation, development of others, and working with their own manager.

For assessments of more than two candidates, a DiSC Management Comparison Report is included, offering a side-by-side view of each candidate's preferred management style.

First-Year Plan or Other Advanced Exercise
SGR will collaborate with your organization, if desired, to create an advanced exercise for the finalist candidates. One such example is a First-Year Plan, where finalist candidates are encouraged to develop a first-year plan based on their current understanding of the position’s opportunities and challenges. Other exercises, such as a brief presentation on a topic to be identified by the Recruiter and Search Committee, are also typically part of the onsite interview process to assess finalists’ communication and presentation skills, as well as critical analysis abilities.

Step 8: Interview Process
Face-to-Face Interviews
SGR will arrange interviews at a date and time convenient for your organization. This process can be as straightforward or as elaborate as your organization desires. SGR will aid in determining the specifics and assist in developing the interview schedule and timeline. We will provide sample interview questions and participate throughout the process to ensure it runs smoothly and efficiently.
13 510
Stakeholder Engagement
At the discretion of the Search Committee, we will closely collaborate with your organization to involve community stakeholders in the interview process. Our recommendation is to design a specific stakeholder engagement process after gaining deeper insights into the organization and the community. As different communities require distinct approaches, we will work together to develop a tailored approach that addresses the unique needs of the organization.

Deliberations
SGR will facilitate a discussion about the finalist interviews and support the Search Committee in making a hiring decision or determining whether to invite one or more candidates for a second interview.

Reference Checks
SGR uses a progressive and adaptive automated reference check system to provide insights on candidates’ soft skills from a well-rounded group of references. References may include elected officials, direct supervisors, direct reports, internal organizational peers, professional peers in other organizations, and civic leaders. SGR’s reference check platform is anonymous, proven to encourage more candid and truthful responses, thus providing organizations with more meaningful and insightful information on candidates. SGR delivers a written summary report to the organization once all reference checks are completed. The timing of reference checks may vary depending on the specific search process and situation. If finalists’ names are made public prior to interviews, SGR will typically contact references before the interview process. If the finalists’ names are not made public prior to interviews, SGR may wait until the organization has selected its top candidate before contacting references to protect candidate confidentiality.

Step 9: Negotiations and Hiring Process
Determine Terms of an Employment Offer
Upon request, SGR will provide draft employment agreement language and other helpful information to aid in determining an appropriate offer to extend to your preferred candidate.

Negotiate Terms and Conditions of Employment
SGR will assist to whatever degree you deem appropriate in conducting negotiations with the chosen candidate. SGR will identify and address any special needs or concerns of the selected candidate, including potential complicating factors. With our experience and preparedness, SGR is equipped to facilitate win-win solutions to resolve negotiation challenges.

Press Release (if requested)
Until employment negotiations are finalized, you should exercise caution to avoid the embarrassment of a premature announcement that may not materialize. It is also considered best practice to notify all senior staff and unsuccessful candidates before any media exposure.

SGR will assist in coordinating this process and in crafting any necessary announcements or press releases.
14 511
Satisfaction Surveys
SGR is committed to following the golden rule, which means providing prompt, professional and excellent communication while always treating every client with honor, dignity and respect. We request clients and candidates to participate in a brief and confidential survey after the completion of the recruitment process. This valuable feedback assists us in our ongoing efforts to improve our processes and adapt to the changing needs of the workforce.

Post-Hire Services
As part of our commitment to ensuring long-term success, SGR is pleased to offer a complimentary, four-hour, leadership development workshop for your organization within 12 months of the successful completion of the executive search. SGR Executive Recruitment clients would be responsible for the travel costs associated with facilitation only—no professional fee (a cost savings of up to $4,750)! Leadership development workshops are designed to support the newly appointed leader and foster a servant leadership culture within your team, enhancing collaboration and alignment across the organization. Standard leadership development workshops include the following topics:
● Creating a Servant Leadership Culture
● Governance
● Team Building
● Strategic Planning
● Strategic Visioning
We offer additional post-hire services such as executive coaching, team-building retreats, and performance review assistance at the six-month or one-year mark. For more information or to request a customized proposal, please email [email protected] or visit GovernmentResource.com/leadership-and-professional-development/leadership-developmentservices/. 15 512
Typical Timeline
The timeline below is an example only, and we will work with you to finalize and approve a timeline, with adjustments made if needed after the position is posted. * Initial Steps Prior to Posting Position:
● Contract Execution
● Kickoff Meeting to Discuss Recruitment Strategy and Timeline ● Organization/Position Insight and Analysis
● Stakeholder Interviews and Listening Sessions
● Deliverable: Draft Recruitment Brochure
● Deliverable: Recommended Ad Placements
● Organization Approves Ad Placements
● Search Committee Reviews and Approves Brochure
Timing varies.

Estimated to take 2 weeks.

Task
● Post Position and Firm up Timeline
● Recruitment Campaign and Outreach to Prospective Applicants ● Initial Screening and Review by Executive Recruiter
Weeks 1-4
● Search Committee Briefing to Review Applicant Pool and Select Semifinalists Week 5
● Questionnaires
● Recorded Semifinalist Interviews
● Media Searches
Week 6
● Deliverable: Semifinalist Briefing Books
● Deliverable: Recorded Online Interviews Week 7
● Search Committee Briefing to Select Finalists Week 8
● Background Investigation Reports
● Disc Management Assessments (if desired, supplemental cost) ● First-Year Plan or Other Advanced Exercise (if desired) Weeks 9-10
● Deliverable: Finalist Briefing Books via Electronic Link Week 11 ● Face-to-Face Interviews
● Stakeholder Engagement (if desired)
● Deliberations
● Reference Checks (may occur earlier in process)
● Negotiations and Hiring Process
Week 12
* Timeline is dependent upon Search Committee availability and Holidays. Organization agrees to timely provide photos/graphics and information necessary to develop recruitment brochure, narrow candidate field, and conduct candidate screening; failure to do so, may in SGR’s reasonable discretion, extend timeline and can negatively impact the outcome of the process.
16 513
Project Budget
Not-to-Exceed Price: $29,919
Not-to-Exceed Price is comprised of:
● Fixed Fee of $27,419
● Up to $2,500 in Ad Placements (billed at actual cost) The Fixed Fee includes:
● Stakeholder Interviews and Listening Sessions
● Production of a Professional Recruitment Brochure
● Recruitment Campaign and Outreach:
○ Outreach to Prospective Applicants
○ Custom Graphics for Email and Social Media Marketing
○ Announcement in SGR’s Servant Leadership e-Newsletter ○ Post on SGR’s Website
○ Ad on SGR’s Job Board
○ Two (2) Targeted Job Blasts to SGR’s Opt-In Subscriber Database ○ Promotion on SGR’s LinkedIn
● Application Management, Screening, and Evaluation
● Semifinalist Evaluation:
○ Questionnaires for up to 15 Semifinalists
○ Recorded Interviews for up to 15 Semifinalists
○ Media Searches for up to 15 Semifinalists
● Semifinalist Briefing Books
● Background Investigation Reports for up to Five (5) Finalists ● Finalist Briefing Books via Electronic Link
● Reference Checks for up to Five (5) Finalists
● Up To Two (2) Onsite Visits by the Recruiter for 1-3 days each, Inclusive of Travel Costs Reimbursable Expenses included in the not-to-exceed price:
● Ad placements up to $2,500 will be billed at the actual cost with no markup for overhead and are incorporated into our not-to-exceed price.

Reimbursable Expenses not included in the not-to-exceed price:
● Ad placements over and above $2,500 will be billed back at actual cost with no markup for overhead.

Supplemental Services/Other Expenses not included in the fixed or not-to-exceed price:
● There may be additional charges for substantial and substantive changes made to the recruitment brochure after the brochure has been approved by the Organization and the 17 514
position has been posted online. Organization would be notified of any supplemental costs prior to changes being made.
● At your request, SGR can conduct an online stakeholder survey for $1,531 to help identify key issues or priorities that you may want to consider prior to launching the search. SGR provides recommended survey questions and sets up an online survey.

Stakeholders are directed to a web page or invited to take the survey by email. A written summary of results is provided to the Organization. Please note that this type of survey may extend the recruitment timeline.
● Additional questionnaires over and above the 15 included in the Fixed Fee - $230 per candidate.
● Additional recorded interviews over and above the 15 included in the Fixed Fee - $256 per candidate.
● Additional media search reports over and above the 15 included in the Fixed Fee - $766 per candidate.
● Additional background investigation reports over and above the maximum of five (5) included in the fixed price above - $511 per candidate. ● Additional reference checks over and above the maximum of five (5) included in the fixed price above - $256 per candidate.
● DiSC Management assessments - $179 per candidate.
● Semifinalist and finalist briefing materials will be provided to the Organization via an electronic link. Should the Organization request printing of those materials, the reproduction and shipping of briefing materials will be outsourced and be billed back at actual cost.
● Additional onsite visits by the recruiter over and above the quantity included in the fixed price are an additional cost. Travel time and onsite time are billed at a professional fee of $1,021 per day. Meals are billed back at a per diem rate of $18 for breakfast, $20 for lunch, and $32 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost with no markup for overhead. ● SGR Executive Recruitment clients wishing to utilize the complimentary leadership development workshop would be responsible for the travel costs associated with facilitation only. Meals are billed back at a per diem rate of $18 for breakfast, $20 for lunch, and $32 for dinner. Mileage will be reimbursed at the then-current IRS rate. All other travel-related expenses are billed back at actual cost with no markup for overhead. ● The organization bears the cost of candidate travel, and candidates are reimbursed directly by the organization.
● If the organization desires any supplemental services not mentioned in this fee proposal, an estimate of the cost will be provided at that time, and no work shall be done without approval.

Billing
SGR will bill the fixed fee in three (3) installments: 35% upon contract execution, 35% after the applicant pool is presented, and 30% after finalist interviews. Ad placement expenses and 18 515
supplemental services/other expenses will be billed as incurred or provided. Balances that are unpaid after the payment deadline are subject to a fee of 5% per month or the maximum lawful rate, whichever is less, on the owed amount every month, charged monthly until the balance is paid.
19 516
Description of Recent Projects & References
City of Des Moines, Washington
Population: 32,400
Search: City Manager, 2024 (Full Service Recruitment)
AJ Johnson-Newton, Assistant City Manager
[email protected]
206-870-6772
City of DuPont, Washington
Population: 10,200
Search: City Administrator, 2024 (Full Service Recruitment) Ronald Frederick, Mayor
[email protected]
253-344-3927
City of Portland, Oregon
Population: 650,000
Search: City Administrator, 2025 (Full Service Recruitment) Christopher Parra, Workforce Recruitment & Training Manager [email protected]
503-823-6508
City of Sedalia, Missouri
Population: 22,000
Search: City Administrator, 2025 (Full Service Recruitment) Shannon Ramey-Trull, Director of Human Resources
[email protected]
660-827-0484
Lists of recent recruitment experience have been included in the section titled Company History, Background, and Experience.
20 517
Terms and Conditions
● The organization agrees not to discriminate against any candidate on the basis of age, race, creed, color, religion, sex, sexual orientation, national origin, disability, marital status, or any other basis that is prohibited by federal, state, or local law. ● The organization agrees to refer all prospective applicants to SGR and not to accept applications independently during the recruitment process. ● The organization agrees to provide SGR with any candidates that were previously accepted as applicants for the given position before engaging SGR to conduct the recruitment for the subject position.
● If the organization wishes to place ads in local, regional, or national newspapers, the organization shall be responsible for paying directly for the ads and for placing the ads using language provided by SGR.
● The organization bears the cost of candidate travel, and candidates are reimbursed directly by the organization.

Placement Guarantee
SGR is committed to your satisfaction with the results of our full service recruitment process. If, for any reason, you are not satisfied, we will repeat the entire process one additional time, and you will be charged only for expenses as described in the Fee Proposal under Supplemental Services. Additionally, we promise not to directly solicit any candidate selected under this engagement for another position while they are employed with your organization.

In the event that you select a candidate fully vetted by SGR, who subsequently resigns or is released for any reason within 12 months of their hire date, we are committed to conducting a one-time additional executive search to identify a replacement. In this case, you will only be charged for related expenses as described in the Fee Proposal.

If your organization circumvents SGR's recruitment process and selects a candidate who did not participate in the full recruitment process, the placement guarantee will be null and void.

Additionally, SGR does not provide a guarantee for candidates placed as a result of a partial recruitment effort or limited scope recruitment.
21 518
Requested Exceptions and Additions to Agreement
Requested Exceptions to Agreement
Section 15.a.iii. Automobile Liability Coverage
SGR's owned autos are listed as scheduled autos under our policy, therefore all autos are covered through scheduled, hired, and non-owned autos coverage. We respectfully request the City make an exception for the owned autos requirement.

Section 15.a.v. Cyber Liability Coverage
SGR's Cyber Liability policy has limits of $1,000,000 per occurrence and $1,000,000 aggregate.

Additionally, we maintain Umbrella Liability with limits of $2,000,000 per occurrence and $2,000,000 aggregate. We respectfully request an exception to allow our Umbrella Liability coverage to satisfy the remainder of the required Cyber Liability coverage.

Requested Additions to Agreement
We respectfully request language substantially similar to the following be incorporated into the Agreement.
"That if City receives an open records request related to this PROJECT, City shall notify and share the request with Consultant in writing as soon as possible but within no more than three (3) business days of receipt and that City shall provide sufficient time for Consultant to notify and provide advance notice to the impacted individuals prior to City releasing the required information with protected information redacted." "City acknowledges that the nature of executive recruitment is such that Consultant engages in discussions with prospects through the process who may or may not ultimately become a candidate, and that Consultant is utilizing its proprietary network of relationships to identify and engage prospective candidates, and that premature release of such proprietary information, including names of prospective candidates with whom Consultant may be having conversations as part of the recruitment process, may be damaging to the prospects, City, and Consultant. Accordingly, City acknowledges and, to the extent permitted by law, agrees that all information related to this search is proprietary, and remains the property of and under the exclusive control of Consultant, regardless of whether such information has been shared with City." 22 519
J A N U A R Y 1 4 , 2 0 2 6

C I T Y M A N A G E R

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

PROPOSAL
520

TABLE OF

CONTENTS
WWW.WBCPINC.COM

SUBJECT PAGE

COVER LETTER

EXECUTIVE SUMMARY

COMPANY HISTORY, BACKGROUND &

EXPERIENCE

1. BACKGROUND/ QUALIFICATIONS

2. ORGANIZATIONAL CHART

3. WBCP KEY STAFF

SCOPE OF WORK/ IMPLEMENTATION

1. RECRUITMENT STRATEGY/PHASES

2. SCOPE OF WORK

3. RECRUITMENT TIMELINE

4. GUARANTEE

PROJECT BUDGET

DESCRIPTION OF RECENT PROJECTS/

REFERENCES

1. LIST OF RECRUITMENTS

2. REFERENCES

3. MARKETING MATERIALS
OTHER
A.

B.

C.

D.

E.

F.

G.

Confidential
1 - 2
3 4 - 13
4 - 9
10 11 - 13
14 - 18
14 - 15
16 17
18 19 - 20
21 - 23
21 - 22
23 23
24 521
A. COVER LETTER
PAGE 1
Confidential
JANUARY 14, 2026
Joseph D. Irvin
City Manager
1901 Lisa Maloff Wy,
South Lake Tahoe, CA 96150
RE: City of South Lake Tahoe - City Manager Recruiting Services It is our pleasure to submit this proposal for recruitment services to secure your ideal candidate to serve as the City Manager of the City of South Lake Tahoe. WBCP has worked on many City Manager recruitments, and we look forward to the opportunity to partner with your organization on this critical position!
We trust our proposal will showcase our client-focused recruitment process and will act as a testament that we are passionate about what we do to make our clients happy.

WBCP, Inc. was selected, through a national request for proposal process, as the single-awarded vendor for executive recruitment services through a national competitive process conducted by the National Association of Counties (NACo) under the Public Promise Procurement (PPP) program. This cooperative purchasing agreement, with San Diego County serving as the Lead Public Agency (LPA), allows public sector organizations across the U.S. to satisfy competitive procurement requirements and contract directly with WBCP—without the delays or added costs of a traditional RFP process. The PPP/LPA partnership ensures that organizations can engage WBCP quickly, compliantly, and with confidence in the value and quality of service delivered. Learn more here: https://wbcpinc.com/naco.

It has been proven that great employees are looking for great employers, not just a paycheck. WBCP provides a broader perspective to recruitment services – going beyond securing the ideal candidate – we brand your organization as an employer of choice. We use eye-catching marketing materials, innovative search practices, and responsive and respectful communications with your applicants and stakeholders. Additionally, we guarantee this placement for 12 months, and we provide a fair and equal recruitment process that also focuses on attracting ethnic and gender-diverse applicant pools.

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

My team and I know the California candidate marketplace and have many clients in your region, such as the County of Placer, County of Sacramento, County of Nevada, City of Roseville, City of Lincoln, City of Colfax, City of Sacramento, and City Davis (just to name a few). We have exceptional experience successfully recruiting for City Manager positions, with several recent notable recruitments including, but not limited to:

City Manager, City of Pasadena, CA (active)
City Manager, City of Malibu, CA
City Manager, City of Santa Monica, CA
City Manager, City of Petaluma, CA
City Manager, City of Dunsmuir, CA
City Manager, City of Port Hueneme, CA
To see a full list of our clients and successful recruitments, visit: https://tinyurl.com/2z9sfnyd We have over two decades of experience in public sector executive search services and have provided direct search services through WBCP since 2004. WBCP’s executive recruiters are all highly personable and have unique backgrounds that make them well-equipped to take on your recruitments, as you will read their biographies in this proposal. WBCP now has offices in California, Oregon, Washington, Texas, Arizona, South Dakota, and Florida.
522
Recruiting top talent has become the number-one topic among administrators. New and innovative recruitment strategies are critical to identifying and securing candidates with a deep understanding of how to assess and meet community needs and address future challenges. WBCP understands the complexity of community leadership, and we are prepared to provide a thorough, complete, and fair recruitment process to provide a diverse applicant pool. Upon our 2025 year-end review, we found that over the last three years 68% of our placed candidates came from diverse backgrounds. In fact, we are often selected and told that we bring a larger, more qualified and diverse groups of candidates than they have ever received from past professional recruiters.

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

Proposal Assurance
This proposal shall remain valid for a period of not fewer than 120 calendar days from date of submittal.

Best Regards,
Primary Contact: Wendi Brown | Founder/President, WBCP, INC. [email protected] | 541-664-0376
www.wbcpinc.com | 213 E Main St., Rogue River, OR 97537 PAGE 2
Our clients have great things to say about the quality of the service we provide and the amazing candidates we find them, In fact, many of our clients are return customers. Please feel comfortable reaching out to these organizations to get their feedback directly.
68%
of WBCP candidates
placed in positions
come from a diverse
background
C
to
lien
w
t
o
s
rk
also
wi
c
th
hoo
y
s
o
e
ur
ou
s
r
u
f
p
ir
p
m
or
o
t
ve
s
r
ta
o
f
t
f
he
a
rs
nd
bec
s
a
ta
u
k
s
e
e
h
o
o
f
ld
o
e
u
r
r a
g
b
ro
il
u
it
p
y DIVERSITY
(including boards, appointed/elected officials, and engaged constituents), manage all details of a recruitment process, and secure great candidates. Our dedication and commitment to the client are complemented by our deep understanding and ability to effectively navigate challenging political climates.

Confidential
A. COVER LETTER
523
PAGE 3
B. EXECUTIVE SUMMARY
The City of South Lake Tahoe’s recruitment of its next City Manager is a critical undertaking that requires a thorough, disciplined, and transparent executive search process. WBCP, Inc. fully understands the City’s objectives, the council–manager form of government under which the City operates, and the importance of identifying a highly qualified executive leader capable of advancing the City Council’s priorities while maintaining organizational stability and public trust.

We have carefully reviewed the Request for Proposals and clearly understand the full scope of services required, including development of the position profile, execution of a comprehensive and targeted recruitment strategy, candidate outreach and engagement, rigorous screening and assessment, structured reporting to the City Council, facilitation of interviews, and support through finalist selection and contract negotiations. We also recognize the level of effort necessary to successfully deliver these services, including consistent communication with candidates and the City, detailed documentation, biweekly progress reporting, and adherence to established timelines and confidentiality standards.

WBCP brings extensive experience conducting executive-level recruitments for municipalities similar in size and complexity, with a proven methodology designed specifically for City Manager searches. Our approach emphasizes collaboration with the City Council to define leadership priorities, proactive national and regional outreach to attract top-tier talent, and a disciplined evaluation process that ensures candidates are thoroughly vetted for technical competence, leadership ability, integrity, and organizational fit. We understand the importance of presenting the City Council with a well-qualified, diverse, and manageable pool of candidates supported by clear, objective assessment data.

Our firm is fully prepared to dedicate the personnel, resources, and time required to meet the City’s expectations. The project team assigned to this engagement will be actively involved throughout the process, providing continuity, responsiveness, and accountability. We are experienced in working within public meeting requirements, political environments, and the unique dynamics of City Council decision-making, and we are committed to providing clear guidance and support at each stage of the recruitment.

WBCP is ready to immediately commence work upon award and to deliver a professional, comprehensive, and results-driven recruitment process that reflects the City of South Lake Tahoe’s values and long-term goals. We view this engagement as a partnership and are committed to supporting the City Council in selecting a City Manager who will provide strong leadership and sustained success for the organization and the community. 524
PAGE 4
Confidential
WBCP is a 100% women-owned
business, an S Corporation, not part of
a parent company, and is a registered
small business through the US Small
Business Administration (SBA). WBCP
is registered to do business in all states
we serve, and files and pays California
S Corporation and personal income
tax to the State of California.

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

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

Oregon (3 offices including WBCP, Inc. Headquarters): 213 E Main St., Rogue River, OR, 97537; Grants Pass, Medford, and Tigard
California (6 offices): San Jose, Gilroy, Roseville, Camarillo, Marina Del Rey, and Santa Barbara
Washington: Seattle
Texas: Dallas
Arizona: Douglas
South Dakota: Mitchell
Florida: Minneola
C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

1. BACKGROUND/QUALIFICATIONS
WBCP affirms that it has the experience, staffing, and organizational capacity to undertake and perform the requested services for the City of South Lake Tahoe in full conformity with the requirements set forth in the RFP.
525
Confidential
PAGE 5
Confidential
WBCP has over 20 years of experience providing search services for public sector and non-profit organizations. We have successfully secured professionals and provided other consulting services in California, Arizona, Colorado, Idaho, Nevada, New York, Oregon, Ohio, Texas, Utah, and Washington.

California
Alameda
Alpine
Comal
Colusa
Contra Costa
Del Norte
Fresno
Humboldt
Lake
Los Angeles
Marin
Mariposa
Mendocino
Merced
Colorado
Boulder
El Paso
Larimer
Oregon
Jackson
Lane
Washington
King
North Dakota
Cass
Mono
Monterey
Napa
Nevada
Orange
Placer
Riverside
Sacramento
San Benito
San Bernardino
San Diego
San Francisco
San Mateo
San Joaquin
Sutter
San Luis Obispo
Santa Barbara
Santa Clara
Santa Cruz
Shasta
Solano
Sonoma
Stanislaus
Tehama
Tulare
Tuolumne
Yuba
Yolo

COUNTIES
California
Anaheim
Arcata
Atwater
Banning
Berkeley
Calistoga
Ceres
Chino
Colfax
Corte Madera
Culver City
Davis
Dunsmuir
Emeryville
Oregon
Ashland
Astoria
Central Point
Garibaldi
Gold Hill
Grants Pass
Hubbard
Arizona
Chandler
Phoenix
Goodyear
Nevada
Boulder City
New York
Rochester
Encinitas
Fremont
Fresno
Gilroy
Goleta
Hemet
Irvine
Laguna Beach
Larkspur
Lincoln
Livermore
Livingston
Long Beach
Los Altos
Marina
Milpitas
Napa
Novato
Ontario
Orinda
Oxnard
Palo Alto
Parlier
Pasadena
Petaluma
Pismo Beach
Port Hueneme
Portola Valley
Redding
Riverside
Rocklin
Roseville
Sacramento
San Francisco
San Jose
San Rafael
Santa Maria
Santa Monica
Santa Paula
Santa Rosa
Solvang
Sonoma
Independence
Newport
Pendleton
Phoenix
Rogue River
Talent
Tillamook
Texas
Fort Worth
Utah
Park City
Washington
Duvall
Ohio
West Chester

CITIES & TOWNS
South Pasadena
Sutter Creek
Truckee
Ventura
Vernon
Victorville
Watsonville
West Hollywood
Windsor
C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

1. BACKGROUND/QUALIFICATIONS
526
PAGE 6
Confidential
National
Hass Avocado Board (HAB)
North American Blueberry Council / U.S.

Highbush Blueberry Council(NABC/USHBC)
California
Amador Water Agency
Association of California Water Agencies
(ACWA)
Alameda–Contra Costa Transit District (AC
Transit)
Bay Area Rapid Transit District (BART)
Bear Valley Community Services District
Boulder Creek Fire Protection District
California Municipal Utilities Association
(CMUA)
California Prison Industry Authority
(CALPIA)
Cosumnes Community Services District
Dublin San Ramon Services District
Irvine Ranch Water District
John Wayne Airport
Los Angeles County Employees Retirement
Association (LACERA)
Los Angeles Unified School District (LAUSD)
Los Angeles World Airports (LAWA)
Mendocino County Air Quality Management
District
Metropolitan Transportation Commission
(MTC)
Metropolitan Water District of Southern
California
Modesto Irrigation District
Monterey One Water
Nevada Irrigation District
Newark Chamber of Commerce
Oakland Housing Authority
Olivehurst Public Utility District
Orange County Employees Retirement System
(OCERS)Port of Long Beach
Port of San Diego
Placer County Transportation Planning Agency
(PCTPA)
Sacramento Area Flood Control Agency
(SAFCA)
Sacramento Employment & Training Agency
(SETA)
Sacramento Public Library Authority
Sacramento Sewer District
Sacramento Suburban Water District
San Benito Council of Governments
San Benito County Water District
San Diego Port Authority
San Joaquin County Employees' Retirement
Association (SJCERA)
San Rafael Sanitation District (SRSD)
Santa Clarita Valley Water Agency
Sonoma County Library
Tri-City Mental Health Authority (TCMHA)
Truckee-Donner Public Utility District (TDPUD)
Tuolumne Utilities District
Turlock Irrigation District
Trabuco Canyon Water District
Valley Consortium for Medical Education
(VCME)
Valley Water
Water Forum
West Basin Municipal Water District
Trindel
Oregon
Jackson County Fire District 5
Rogue Valley Sewer Services
Idaho
Teton County Joint Housing Authority (TCJHA)

LOCAL AND NATIONAL COUNCILS, BOARDS, DISTRICTS, AND JOINT POWERS AUTHORITIES (JPAS) C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

1. BACKGROUND/QUALIFICATIONS
527
PAGE 7
Confidential
CDS Publications
Central California Truck and Trailer
Morton & Pitalo
NAVA
Prentice | Long, PC Law Firm
SWEED
Tekmanagement
Touchstone Accounting
Cities
Fremont (CA)
Medford (OR)
Santa Maria (CA)
Santa Paula (CA)
National
Futures Without Violence (Family
Violence Prevention Fund)
Radio Bilingüe
California
Center Point
Central California Legal Services (CCLS)
Community Food Bank
Downtown Streets Team
First 5 (Alameda County, California
Association, Fresno, Santa Barbara
County, San Mateo)
Gold Coast Health

NONPROFITS

PRIVATE ORGANIZATIONS CONSULTING SERVICES
Greater Richmond Interfaith Program
(GRIP)
Northern Valley Catholic Social
Service (NVCSS)
Options Recovery
San Francisco Estuary Institute
West Angeles Church of God in Christ
Oregon
Community Works
Dogs for Better Lives / Dogs for the
Deaf
Southern Oregon Regional Economic
Development, Inc. (SOREDI)
Counties
Humboldt (CA)
Mariposa (CA)
Santa Barbara (CA)
San Luis Obispo (CA)
C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

1. BACKGROUND/QUALIFICATIONS
528
PAGE 8
Confidential
Scan to learn more!
Since partnering with the country’s largest network of diversity job boards, we have seen a 21% increase in diverse applicants and a 13% increase in diverse candidates placed in positions with our clients. This demonstrates WBCP's dedication to expanding outreach and removing barriers to apply, ensuring access to a highly qualified and diverse applicant pool.

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

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

When you post a job with WBCP, it is automatically shared across 600 diversity job boards, maximizing reach and ensuring access to a wide and inclusive pool of talent.

We also utilize the largest diversity database with over 160 million resumes and 15,000 community based organization contacts to expand our search.

LinkedIn:

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

AI:

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

RECRUITING WITH DIVERSITY IN MIND:

C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

1. BACKGROUND/QUALIFICATIONS
529
PAGE 9

WHY CHOOSE WBCP
Proven Expertise:

Over 20 Years in Business and 100+ Years
of Experience: With over a century of
combined experience, our recruitment
professionals excel in public service sectors,
including cities, counties, utilities, special
districts, joint powers authorities, and nonprofits. Our proven track record ensures expertise tailored to your needs.
100% Success Rate: In 2024, we achieved a
100% success rate, successfully filling every
position we managed including partial and
full scope services from engineering,
planning, finance, health and human services,
legal, legislative, hard-to-fill civil service
positions, and many more! We deliver results
no matter what the challenge.

Employer Recognition: WBCP has been
recognized as Oregon’s TOP 100 EMPLOYERS.

HR Teams Trust Us: We simplify the recruitment
process, managing every detail so HR teams can
focus on other priorities. From sourcing
candidates to scheduling interviews and
providing updates, our seamless approach saves
time, reduces stress, and ensures results.

Strategic Marketing and Advertising: Our
marketing team designs targeted campaigns
using diverse, cost-effective channels powered
by AI. These campaigns maximize reach while
staying within budget and include:

Diverse Applicant Pools: Access to over 600
diversity-focused job boards, 15,000
diversity affiliations, and 120 million resumes
ensures diversity is integral to our process.

LinkedIn Recruiter Expertise: With access to
230 million U.S. profiles, we connect you with
top-tier talent.

AI-Driven Talent Acquisition: Advanced AI
strategies enhance efficiency and uncover
new candidate engagement opportunities.

Trusted Partners and Culture Cultivators: We
go beyond finding candidates by building trust
with your team and stakeholders. Our tailored
strategies align top talent with your
organizational culture, ensuring a collaborative
and thoughtful recruitment process.

Recruiting with Competencies: Ensures a fair,
measurable, and effective hiring process. This
strategic approach helps identify the client’s
needs and then assesses candidates on the
critical skills and behaviors for success.

Benefits:

Fairness: Focuses on role-specific
competencies.

Measurability: Provides objective evaluation
criteria.

Better Matches: Aligns talent with
organizational and cultural needs.

Equitable: Reduces bias with standardized
assessments.

Recruiting with competencies delivers highquality, measurable solutions that ensure the best candidates for your team’s success and
cultural alignment.

Timely and effective background and
Reference Checks: WBCP partners with a
trusted third party for thorough background
checks and relies on a 30-year public safety
veteran, retired as a police chief, and an expert in
employee investigations, to conduct expert
reference verifications. This ensures accuracy,
professionalism, and confidence in every hiring
decision.

Guaranteed Satisfaction: We stand behind our
work with a 12-24 month guarantee. If the initial
placement doesn’t work out, we will conduct a
replacement search at no additional consulting
fee, ensuring lasting value for your investment.

C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

1. BACKGROUND/QUALIFICATIONS
530
PAGE 10
Confidential

ADMINISTRATIVE PROFESSIONALS

WENDI BROWN
President/Sr. Recruiter

MANAGEMENT/RECRUITERS ADMINISTRATIVE PROFESSIONALS

EXECUTIVE

LEADERSHIP
TERI MAUSNISICH
Sr. Executive
Recruiter

LEAH MURPHY
Project Manager

THERESA COLLINS
Project Manager

JOSETTE

REINA-LUKEN
Executive
Recruiter
LAUREN

GERSON-GREENE
Executive
Recruiter

WENDI BROWN
President/Sr. Recruiter
MAGGIE

ALEXANDRE
Human Resources/
Special Projects
Manager

RECRUITER/TALENT

ACQUISITION SPECIALIST

STEPHANIE
LAWSON
Recruitment
Manager

ADMINISTRATIVE

PROFESSIONALS

EXECUTIVE

LEADERSHIP
TERRI MAUSNISICH
Sr. Executive
Recruiter
LEVI

KUHLMAN
Executive
Recruiter
RYAN
BROWN
IT Technician II
DD

GRISSOM
Talent Acquisition
Manager
KARLEE

BECKSTEAD
Marketing &
Communications
Manager
MADDY

SCHWARZ
Marketing
Operations Analyst
AIMEE

KUHLMAN
Operations Assistant
LEAH
MURPHY
Project Manager
ANGELA

EDWARDS
Talent Acquisition
Specialist

JOSETTE

REINA-LUKEN
Executive
Recruiter
KATIE

GARROTTO
Recruitment Assistant
LANE
NOLAN
Project Manager

HEATHER JACK
Director of Finance &
Operations
ALEX
LE
Copywriter
JAYCE

HERBOLD
Recruitment Assistant

BILL LANDIS
Public Safety
Investigator

CHRISTY

WURSTER
Sr. Facilitator

ALAN ROSEN
Executive Recruiter/
Sr. Facilitator

BERNIE LICATA
Organizational
Development Consultant

RIVKAH SASS
Retired Library
Director/Sr. Facilitator

WILLIAM

RACOWSCHI
Fire/Public Safety
MIKE
LUKEN
Sr. Facilitator

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

WBCP STATISTICS

BRUCE GRIFFITHS
Organizational Development/
IO Psychologist

STEVE BROWN
National Account
Manager
SHANI
PEARCE
Recruiter/Project
Manager
SCOTT

BECKSTEAD, JD
Sr. Advisor

KELLY ALLEN
Recruitment & Marketing
Assistant
EMILY

THOMASON
Marketing Assistant
SOFIA

QURAISHI
Recruiter/Talent
Acquisition Specialist
LAUREN

GERSON-GREENE
Executive
Recruiter
MAGGIE

ALEXANDRE
Human Resources/
Special Projects
Manager

MANAGEMENT/RECRUITERS

STEPHANIE
LAWSON
Recruitment
Manager
TERRI MAUSNISICH
Sr. Executive
Recruiter
LEVI

KUHLMAN
Executive
Recruiter
DD

GRISSOM
Talent Acquisition
Manager
KARLEE

BECKSTEAD
Marketing &
Communications
Manager

JOSETTE

REINA-LUKEN
Executive
Recruiter
SHANI
PEARCE
Recruiter / Project
Manager
SOFIA

QURAISHI
Recruiter / Talent
Acquisition Specialist

ADMINISTRATIVE

PROFESSIONALS
RYAN
BROWN
IT Technician II
MADDY

SCHWARZ
Marketing
Operations Analyst
AIMEE

KUHLMAN
Operations Assistant
LEAH
MURPHY
Project Manager
ANGELA

EDWARDS
Talent Acquisition
Specialist
KATIE

GARROTTO
Recruitment Assistant
LANE
NOLAN
Project Manager
ALEX
LE
Copywriter
JAYCE

HERBOLD
Recruitment Assistant

KELLY ALLEN
Recruitment & Marketing
Assistant
EMILY

THOMASON
Marketing Assistant
C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

2. ORGANIZATIONAL CHART
531
PAGE 11
Confidential
I am the President of WBCP, with over 20 years of experience in marketing and advertising and combine this with my background in recruiting to successfully place hard-to-fill, management, and executive positions. My team and I are passionate about helping organizations improve their recruitment services, place great talent, conduct department assessments, redesign antiquated processes, revise job descriptions, conduct salary and
benchmark studies, and more. I have worked in various
industries – advertising and public relations, national real estate franchisor, global manufacturing – and I have worked with nonprofit and public sector organizations since 1999. Formerly, I was an internal Human Resources Consultant for the County of Orange, California, providing countywide communications, human resources, executive search, and recruiter training services to the Assistant Chief Executive Office/Human
Resources Director and, at that time, 25 decentralized
departments, with 17,000 employees, serving a community of 300,000. I have a Bachelor’s of Science in Business
Administration with an emphasis in Marketing from Colorado Technical University; have earned several certificates in Project Management, Global Business, Marketing, and Human Resources; and working toward a Master’s in Management at Southern Oregon University.

WENDI BROWN
Lead Consultant/
Sr. Executive
Recruiter

TERRI MAUS-NISICH
Sr. Executive Recruiter
Terri Maus-Nisich holds a pivotal role as one of our Senior Executive Recruiters, leveraging her extensive background as a distinguished leader in local government. With a local
government career spanning over 40 years, Terri's journey includes transformative roles within the County of Santa Barbara, where she ascended from Parks Director to Assistant County Executive Officer, overseeing vital municipal and health/human service departments. Her remarkable impact encompasses
leadership in Homeless Services, Communications, and
Emergency Management, driving community engagement,
disaster recovery, and support for vulnerable populations. Before her tenure in Santa Barbara, Terri spent 15 years with the City of Santa Clarita in roles ranging from analyst to Deputy City Manager. Throughout her remarkable career, Terri prioritized strategic planning, organizational development, and innovative problem-solving, garnering numerous awards. She holds a Bachelor’s Degree from UC Santa Barbara, a Masters of Public Administration from Cal State Northridge, and a graduate certificate from Harvard University’s JFK School of Government.

C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

3. WBCP KEY STAFF
532
PAGE 12
Confidential

LAUREN GERSON-GREENE
Executive Recruiter
Lauren Gerson is a seasoned Executive Recruiter at WBCP, where she draws on over 15 years of experience in career services, customer relations, and operations. Her recruiting expertise extends across various industries, with notable success in health and human services, utilities, and finance. Lauren has helped organizations across multiple states fill hard-to-hire positions at every level, from individual contributors to executives. Lauren’s diverse professional journey began in operations and events management, where she honed her expertise in human resources, business management, and regulatory compliance. She later transitioned to career services, and prior to joining WBCP, worked with a career coaching company helping job-seekers better leverage their skills and overcome barriers to employment.

Lauren holds a Bachelor's degree in Philosophy from Whittier College. She brings a unique perspective to her role, and is committed to making a positive impact both professionally and personally. With her unwavering dedication and client-centric focus, Lauren continues to drive success and excellence in executive recruitment at WBCP.

Levi Kuhlman is an Executive Recruiter at WBCP, and an
experienced professional with a multifaceted career spanning across executive recruitment, real estate, and entrepreneurship.

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

LEVI KUHLMAN
Executive Recruiter
C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

3. WBCP KEY STAFF
533

SHANI PEARCE
Executive Recruiter
JOSETTE REINALUKEN
Executive Recruiter
PAGE 13
Josette, an Executive Recruiter at WBCP, specializes in government finance and the water industry with nearly 30 years of experience. Her career began in IT, managing software implementations and leading training and sales teams. After earning her MBA, she transitioned to municipal agencies, holding various management positions, including Administrative
Manager and Financial Manager. With expertise in budgeting, strategic planning, and organizational development, Josette has made significant contributions to the agencies she's served. She holds a Bachelor’s Degree in Political Science/Public
Administration from the University of South Florida, an MBA from the University of Phoenix, and certificates in Human Resources from the California State University and Leadership from the University of Davis.

REVIEW OTHER EMPLOYEES & CONSULTANT
PARTNERS ON OUR WEBSITE:

WWW.WBCPINC.COM/WBCP-TEAM
Shani Pearce brings over 15 years of corporate and public sector experience to her role as an Executive Recruiter at WBCP, with a background spanning executive support, human resources, project management, and regulatory compliance. She began her career with the City of Medford, working closely with executive leadership on labor relations, wellness initiatives, recruitment, and large-scale events. In the private sector, she advanced as a Human Resources Business Partner, specializing in recruitment, training, and organizational development, before joining a multibillion-dollar, multi-state energy company where she progressed into project management, overseeing compliance, licensing, permitting, and stakeholder engagement. Alongside her
corporate work, Shani co-founded a wedding and event
business, further demonstrating her creativity and logistical expertise. At WBCP, she brings this diverse experience to lead recruitment processes, engage with clients, source candidates, and ensure a seamless candidate experience, making her a trusted partner to clients and a valued member of the WBCP team.

C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE

3. WBCP KEY STAFF
View WBCP Key Staff Resumes Here: https://tinyurl.com/y2zdspwv 534
PAGE 14
Confidential
WBCP knows how to customize your search strategy to meet your unique recruitment needs. We customize your recruitment based on the specific needs, target audience, and challenges for each recruitment; however, below is a baseline approach for most recruitments.

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

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

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

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

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

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

PHASE I

PHASE II

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

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

C O M M U N I C A T I O N W I T H C L I E N T
WBCP utilizes digital advertising to obtain diverse applicant pools, leveraging local and national job boards, associations, and social media. In partnership with a diversity platform, our postings reach up to 600 local employment and diversity websites, connecting across 15,000+ community organizations and niche sites, tapping into a job bank of 2 million resumes. Upon our 2024 year-end review, we found that over the last three years 63% of our placed candidates came from diverse backgrounds.

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

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

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

D. SCOPE OF WORK/IMPLEMENTATION

1. RECRUITMENT STRATEGY/PHASES
535
PAGE 15
WBCP will review resumes as they are received and/or at the close of the recruitment. Those candidates determined to be the most highly qualified will be selected for a screening interview.

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

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

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

PHASE III

PHASE IV

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

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

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

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

N E G O T I A T I O N S
Confidential
D. SCOPE OF WORK/IMPLEMENTATION

1. RECRUITMENT STRATEGY/PHASES
536
PAGE 16
Facilitate initial kick-off meeting with Client and other meetings that may include Executive Leadership, staff, community, and other stakeholders to assist with identifying the ideal candidate profile.

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

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

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

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

Preliminary internet searches will be conducted on recommended candidates.

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

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

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

Coordinate invitations to candidates.

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

Facilitate interviews with panel(s).

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

Confidential
D. SCOPE OF WORK/IMPLEMENTATION

2. SCOPE OF WORK
537
PAGE 17

BELOW IS A SAMPLE OF AN EXECUTIVE SEARCH TIMELINE THAT

WBCP WILL CUSTOMIZE FOR THIS RECRUITMENT
Week 1:

Secure services with search firm, WBCP, Inc.

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

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

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

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

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

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

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

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

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

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

Hire date to accommodate possible candidate relocation
Client (WBCP available to assist in process) conducts offer and facilitates salary negotiations with preferred candidate
Confidential
D. SCOPE OF WORK/IMPLEMENTATION

3. RECRUITMENT TIMELINE
538
WBCP Inc. provides either a placement guarantee, or a replacement guarantee as determined by the recruitment outcome and defined below:

Successful Placement Guarantee: We guarantee a successful placement and will provide continued consulting services for one additional recruitment at no extra consulting fee. The client will be responsible for any direct expenses.

OR
Replacement Guarantee: If a candidate selected and appointed by the client leaves their position for any reason before completing 12 months of service, WBCP will provide consulting services at no additional cost to secure a replacement. The client will be responsible for any direct expenses. This guarantee applies to one replacement within one year of the candidate’s departure.

D
PAGE 18
. SCOPE OF WORK/IMPLEMENTATION

4. GUARANTEE
Confidential 539
Description of Services/Deliverables: Inclusive Rate per Recruitment:

PAGE 19
WBCP will not limit the number of hours we work on a recruitment, rather we charge a flat rate and will spend the time necessary to ensure we are successful. Consulting fees will be billed in thirds at the beginning (open for applications and advertising campaign launched), middle (shortlist selection), and end of the recruitment process (selection made and background/ references concluded).

SERVICE COST PER RECRUITMENT

CITY MANAGER
Confidential
Description of Services/Deliverables: Inclusive Rate per Recruitment:
$36,800
(flat rate)
Consulting Services: Phases I-IV in the proposal's
recruitment strategy/phases section and related
expenses: Brochure/graphic design; marketing and
advertising which may include: print and postage (if
applicable); online job boards targeted per
recruitment; social media; sourcing; travel to client
location (up to two trips); document shipping
fees/delivery charges to facilitate virtual meetings,
panel packet content; fees for background and
reference checks (one candidate); one facilitator and
facilitation of one panel per virtual or in person
interview day.

Extensive stakeholder engagement including virtual stakeholder meetings Online Surveys: (includes developing recommended survey questions, creating and distributing the survey link, managing the survey period, and providing the compiled response data for review and analysis.)
Additional Services Included in Flat Fee
Additional virtual interview facilitation: $750/day/consultant Additional on-site meeting days/interviews: $1,500/day/consultant, plus travel expenses* Additional background checks: $300/candidate
Additional reference checks: $500/candidate
Additional hires: $9,000/candidate
Optional Services
*Expense reimbursement for Consultant travel related to additional on-site meeting days is billed at the actual rate (airfare/mileage, lodging) and is the responsibility of the Client.

Upon request, WBCP can coordinate candidate travel and related expenses. Since this service falls outside of the standard scope of work, clients who choose this option should anticipate an estimated travel reimbursement of up to $1,500 per non-local candidate. This estimate typically covers lodging, primary transportation, and/or a stipend.

Additional Cost
E. PROJECT BUDGET
540
PAGE 20

1.Work Performed Out of Scope: To deliver optimal results, adherence to agreed-upon dates and times for critical recruitment milestones (e.g., shortlist meeting and interview dates) is required. Any changes to these timelines after the recruitment process has commenced may result in:
a.Forfeiture of the Recruitment Guarantee: Deviating from the agreed timeline will void the recruitment services guarantee if the deviation is significant enough to affect the overall outcome of the recruitment (i.e., losing ideal candidates due to a prolonged timeline) b.Additional Charges: Adjustments to timelines will incur additional fees for additional administrative work, rescheduling, etc., billed at our standard hourly rate of $250.

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

Cost and Timeline Policy
While our standard pricing reflects the value and quality of our recruitment services, we recognize that each client’s needs are unique. As such, we are open to discussing pricing options and also offer flexible partial search services that can be tailored to meet your specific requirements.

Proposal Negotiations
E. PROJECT BUDGET
541
PAGE 21
Confidential
BELOW IS A LIST OF SIMILAR RECRUITMENTS WBCP HAS MANAGED:

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

ORGANIZATIONAL LEADERSHIP
City Manager, City of Pasadena, CA (active)
City Manager, City of Malibu, CA (active)
City Manager, City of Atwater, CA
City Manager, City of Boulder City, NV
City Manager, City of Ceres, CA
City Manager, City of Colfax, CA
City Manager, City of Dunsmuir, CA
City Manager, City of Garibaldi, OR
City Manager, City of Goodyear, AZ
City Manager, City of Gold Hill, OR
City Manager, City of Independence, OR
City Manager, City of Oxnard, CA
City Manager, City of Pasadena, CA
City Manager, City of Parlier, CA
City Manager, City of Petaluma, CA
City Manager, City of Phoenix, OR
City Manager, City of Port Hueneme, CA
City Manager, City of Santa Maria, CA
City Manager, City of Santa Monica, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Sonoma, CA
City Manager, City of Talent, OR
City Manager, City of Tillamook, OR
City Manager, City of Ventura, CA
City Administrator, City of Duvall, WA
City Administrator, City of Hubbard, OR
City Administrator, City of Rogue River, OR
Town Manager, Town of Truckee, CA
Town Manager, Town of Windsor, CA
Town Manager, Town of Portola Valley, CA
Interim City Manager, City of Milpitas, CA
Assistant City Manager (Municipal Services), City of Sacramento, CA Assistant City Manager (Public Safety), City of Sacramento, CA Deputy City Manager, City of Long Beach, CA
Chief Executive Officer, CalPIA (California Prison Authority), CA Chief Executive Officer, Downtown Streets Team, CA
Chief Executive Officer, Newark Chamber of Commerce, CA Chief Executive Officer, San Joaquin County Employees’ Retirement Association (SJCERA), CA Chief Executive Officer, San Joaquin Tributaries Authority, CA County Executive Officer, County of Santa Cruz, CA
County Executive Officer, County of Shasta, CA
County Administrative Officer, San Benito County, CA
County Administrative Officer, County of Tuolumne, CA
ACAO - Assistant County Administrator, County of San Joaquin, CA ACAO/HR Director, County of Mariposa, CA
ACEO - Assistant County Administrative Officer, County of Santa Barbara, CA ACEO - Assistant County Executive Officer, County of Napa, CA F. DESCRIPTION OF RECENT PROJECTS/REFERENCES

1. LIST OF RECRUITMENTS
542
PAGE 22
Confidential
Check out our full list of
recruitments here:
https://tinyurl.com/2z9sfnyd

ORGANIZATIONAL LEADERSHIP (CON'T)
General Manager, Bear Valley Community Services District, CA General Manager, Los Angeles Public Media, CA
General Manager, Olivehurst Public Utility District, CA General Manager, Radio Bilingüe, CA
General Manager, San Benito County Water District, CA
General Manager, Santa Cruz County Animal Services Authority, CA General Manager, Tuolumne Utilities District, CA
General Manager, Trabuco Canyon Water District, CA
Deputy General Manager, City of Ontario, CA
Chief Operating Officer, Futures Without Violence, CA
Chief Operating Officer, WBCP Inc., OR
Chief Operating Officer - IT and Administrative Services, Valley Water, CA Chief Operating Officer - Water Utility Enterprise, Valley Water, CA Chief Operating Officer/Executive Director, Valley Consortium of Medical Education, CA Assistant General Manager Water Operations, Modesto Irrigation District, CA Executive Director, Association of California Water Agencies, CA Executive Director, California Municipal Utilities Association (CMUA), CA Executive Director, First 5 Association of California, CA Executive Director, Water Forum, CA
Executive Director, San Benito Council of Governments, CA Executive Director, Placer County Transportation Planning Agency, CA Executive Director, Teton County Joint Housing Authority, ID Executive Director, Trindel, Risk Management, CA
Executive Director, Arts Commission, County of Santa Barbara, CA Executive Director, Latino Public Broadcasting, CA
Executive Director, Northern Valley Catholic Social Service, Redding, CA Executive Director, Greater Richmond Interfaith Program, CA Executive Director, Options Recovery Services, CA
Executive Director, Sacramento Employment and Training Agency (SETA), CA Executive Director, Southern Oregon Regional Economic Development, Inc. (SOREDI), OR Executive Director, Pacific Gateway Workforce Innovation Network (PGWIN), City of Long Beach, CA Executive Director, Tri-City Mental Health Authority, CA Executive Director, First 5 Fresno, CA
Executive Director, First 5 Santa Barbara County, CA
Executive Director - Police Accountability Board, City of Rochester, NY Executive Director, San Joaquin Tributaries Authority, CA Deputy Airport Director - Commercial & Revenue Development, John Wayne Airport, County of Orange, CA Assistant Executive Director, First 5 San Mateo, CA
Chief Animal Control Officer, City of Sacramento, CA
Chief Deputy Director, ISD, County of Los Angeles, CA
Vice President/Business Development Director, WBCP Inc., OR Vice President, Center Point, Inc., CA
Executive Vice President, Center Point, CA
F. DESCRIPTION OF RECENT PROJECTS/REFERENCES

1. LIST OF RECRUITMENTS
543
PAGE 23
Confidential
Click below to see our marketing samples for similar positions. To see all of our brochures, visit: wbcpinc.com/closed-jobs-private/ and use the password: wbcp202510*
2-City of Pasadena, California
Similar Positions Filled:

City Manager
Contact Information:

Tiffany Jacobs-Quinn, Human Resources Director - [email protected] | 626-744-4126
1-City of Santa Monica, California
Similar Positions Filled:

City Manager
Contact Information:

Michael Arnoldus, Human Resources Manager - [email protected] | 310-458-8613 Dana Brown, Director of Human Resources - [email protected] City Manager, City of Pasadena, CA (active)
City Manager, City of Malibu, CA
City Manager, City of Santa Monica, CA
Town Manager, Town of Truckee, CA
City Manager, City of Boulder City, NV
City Manager, City of Colfax, CA
City Manager, City of Petaluma, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Oxnard, CA
City Manager, City of Sonoma, CA
City Manager, City of Port Hueneme, CA
F. DESCRIPTION OF RECENT PROJECTS/REFERENCES

2. REFERENCES

3. MARKETING MATERIAL EXAMPLES
4-City of Colfax, California
Similar Positions Filled:

City Manager
Contact Information:

Mike Luken, Interim City Manager - [email protected] | 916-997-2760 3-City of Tillamook, Oregon
Similar Positions Filled:

City Manager
Contact Information:

Aaron Burris, Mayor - [email protected] | 503-812-3257 544
PAGE 24
Confidential
Confidentiality is paramount in the work we do. We ensure that the client and candidate information we receive, and conversations with our client (and certainly discussions in closed session) are kept confidential. There are several physical safeguards we have in place including: locked and alarmed office space, password, and encryption protected information on our computers and servers, multiple backup systems. As information is shared with our client, we discuss the importance of confidentiality and why it is important to the candidates they are considering but also brands the organization appropriately. We also ask candidates who are interviewed to keep candidate information confidential, as they may see or meet a candidate during the process. We emphasize that confidentiality is not just until the recruitment is completed, and a candidate is hired, confidentiality is in perpetuity. Leaked information is not a reputation that a client wants to receive, as this could deter future applicants from applying.

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

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

WBCP embraces cross-cultural diversity and we are committed to equitable treatment and elimination of discrimination in all its forms at all organizational levels and throughout all consulting practices, including search services. We strive to reach diverse groups of people to inform them of leadership opportunities. Upon our 2024 year-end review, we found that over the last three years, 70% of our applicants and 63% of our placed candidates came from diverse backgrounds. We will make extensive efforts to attract a qualified applicant pool that represents a broad range of gender and ethnically diverse individuals.

O R G A N I Z A T I O N A L D I V E R S I T Y S T A T E M E N T Wendi Brown, President
Client, Title Date
Date
JANUARY 14, 2026

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

G. OTHER
545

PROPOSAL FOR EXECUTIVE RECRUITMENT FIRM CITY MANAGER RECRUITMENT SOLICITATION: 2026-1-16
DUE: JANUARY 16, 2026
Submitted to:

City of South Lake Tahoe
Altiora Consulting LLC
402 Production Dr, South Elgin, IL 60177
(847) 920-8289
[email protected]
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 546 721
2 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

1/16/2026
City of South Lake Tahoe
RE: Proposal for RFP #2026-1-16 Executive Recruitment Firm City Manager Recruitment Members of the City Council,
On behalf of Altiora Consulting, we are pleased to submit our proposal in response to the RFP #2026-1-16 for Executive Recruitment Firm City Manager Recruitment. As a woman-owned boutique consulting and staffing firm, Altiora brings a personalized approach, industry expertise, and advanced technology solutions tailored to meet the city’s needs.

Altiora is led by co-founders Angie Starkey and J.B. Lorenty, with over 50 years of combined experience in staffing, recruitment, and resource management. Our innovative use of AI-driven recruitment technology and data insights accelerates the placement process while ensuring top-tier, qualified candidates who align with the city’s specific requirements.

We believe our commitment to responsive client service and our rigorous candidate vetting process set Altiora apart as a recruitment provider. By understanding your unique goals and leveraging our expertise, we are confident in our ability to support the city in achieving both immediate and long-term objectives.

This proposal will remain current and valid for a period of not less than 120 calendar days from the proposal due date. Altiora has reviewed the City’s standard Professional Services Agreement and finds the terms generally acceptable.

We thank you for the opportunity to present our proposal and look forward to the potential of working together.

Please feel free to contact us directly at (314) 960-0953 / (847) 902-2947 or via email at [email protected] / [email protected] should you have any questions.

Sincerely,
Angela R. Starkey
Co-Founder & Managing Partner
J.B. Lorenty
Co-Founder & Managing Partner

COVER LETTER
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 547 722
3 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

TABLE OF CONTENTS
EXECUTIVE SUMMARY .............................................................................................................................. 4 COMPANY HISTORY, BACKGROUND AND EXPERIENCE ................................................................................ 5 SCOPE OF WORK/IMPLEMENTATION ......................................................................................................... 5 PROJECT BUDGET .................................................................................................................................... 10 DESCRIPTION OF RECENT PROJECTS/REFERENCES ..................................................................................... 11 CONCLUSION .......................................................................................................................................... 11 Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 548 723
4 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

EXECUTIVE SUMMARY
Altiora Consulting and Staffing is a boutique Woman-Owned Small Business operating out of Chicago, IL. Our leadership has a proven record for staffing and managing multimillion dollar projects across multiple industries.

We bring a unique blend of industry expertise and innovative recruitment solutions. With a specialized focus on recruitment and staffing, Altiora is committed to delivering exceptional candidates who not only meet but exceed clients’ expectations. Leveraging advanced AI technologies, we accelerate candidate identification, ensuring that only the most qualified professionals are matched for our client’s needs. Altiora has an extensive screening process utilized to obtain top-tier candidates. Our candidate vetting includes thorough reference verifications to meet the high standards expected in the recruitment process.

At Altiora Consulting, we pride ourselves on delivering exceptional solutions for recruitment services and temporary staffing roles. The partners at Altiora Consulting have a combined 50+ years of experience and have staffed and managed over 100 resources at a given time. Altiora strives to keep the company size low to provide more customized partnerships with our clients. In having on average 2-5 new clients per year, Altiora’s founders can keep our commitment to fostering lasting client relationships that has earned us a reputation as a trusted partner.

In addition to the longstanding level of experience our founders have managing multi-million dollar projects over the course of their careers, Altiora Consulting is currently working with JLK Global Enterprises, Inc., the City of Tucson, AZ, the Houston-Galveston Area Council, the State of Kansas, the South Dakota Department of Social Services and the Richardson Independent School District for recruitment services and/or to staff administrative, business and technical related roles including, but not limited to, administrative assistants, accountants, business analysts, data analysts, HR specialists, payroll specialists, project managers, scrum masters, software architects, database administrators and website developers.

EQUITY AND INCLUSION: At Altiora Consulting, we are unwavering in our commitment to fostering a diverse, equitable, and inclusive workplace. We believe that embracing differences in race, gender, ethnicity, age, sexual orientation, disability, and religion is not just a moral imperative but a business necessity. Our dedication to DEI drives innovation, excellence, and a culture where every individual feels valued, respected, and empowered. Our core values are as follows:

Altiora Consulting's dedication to DEI is a cornerstone of our identity and operations. By fostering a diverse, equitable, and inclusive workplace, we not only enhance our organizational culture but also drive better business outcomes. We are committed to continuing our efforts to create a workplace where everyone can thrive and contribute to our shared success. INCLUSIVITYWe celebrate and leverage diverse
perspectives to
drive innovation
and excellence. Our
inclusive
environment
ensures that all
employees have
equal opportunities
to thrive and
contribute to our
shared success. EQUITYWe are committed
to providing
equitable
opportunities for
all team members,
ensuring that
everyone has the
support and
resources they need
to succeed. RESPECTWe foster a culture
of respect where
every individual is
treated with dignity
and fairness,
regardless of their
background or
identity. EMPOWERMENTWe empower our
employees to bring
their authentic
selves to work,
encouraging them
to share their
unique insights and
ideas.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 549 724
5 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

COMPANY HISTORY, BACKGROUND AND EXPERIENCE
Altiora Consulting and Staffing is a boutique Woman-Owned Small Business operating out of Chicago, IL with 2- 10 employees. Our leadership has 50+ years of combined experience and a proven record for staffing and managing multimillion dollar projects across multiple industries.

As Altiora Managing Partners, both Angie Starkey and J.B. Lorenty will be primary points of contact. They hold several professional certifications, including the PMP and many technical certifications. Together, they lead Altiora with a commitment to respect, integrity, and transparency. This collaborative approach fosters a culture of innovation and client satisfaction, empowering the entire Altiora team to deliver solutions that not only meet immediate staffing needs but also support sustainable growth for clients. The contact information for both can be found in the footer of this proposal.

Angie Starkey, Co-Founder and Managing Partner, is a key driver of Altiora’s strategic vision. With over 25 years in talent management and organizational development, Angie specializes in creating innovative, datadriven recruitment strategies that meet client demands while fostering long-term relationships. Her experience in recruitment and her commitment to finding experienced DEI candidates wherever possible make her instrumental in ensuring Altiora’s staffing solutions are inclusive, efficient, and tailored to each client’s unique needs. As a woman-owned small business, Altiora benefits from Angie’s insights and dedication to maintaining high standards of quality and integrity in every engagement.

J.B. Lorenty, Co-Founder and Managing Partner, brings a wealth of experience in operations and resource management. J.B.’s direct approach to client service ensures that Altiora’s operations are efficient, transparent, and consistently aligned with client expectations. With a background in managing large-scale staffing initiatives, J.B. oversees Altiora’s day-to-day operations, ensuring that every project benefits from streamlined processes and the latest technology. His focus on continuous improvement and operational excellence has helped Altiora establish a reputation as a dependable partner capable of delivering superior results.

We strive to employ a highly experienced and trained resource pool. Our team of highly skilled professionals work diligently to ensure our clients’ needs are met with precision and care. We believe in empowering businesses with the right talent and support to drive success at every stage of their journey.

SCOPE OF WORK/IMPLEMENTATION
Altiora Consulting ensures that each recruitment announcement is meticulously crafted to attract top-tier candidates. By leveraging its deep industry expertise, the firm creates job postings that are not only accurate but also compelling, highlighting key responsibilities, qualifications, and unique aspects of the role to engage potential applicants. Altiora utilizes Canva and other tools to develop dynamic job announcements.

METHODOLOGY
COMPREHENSIVE RECRUITMENT:

Altiora offers a comprehensive approach to recruitment, designed to meet staffing needs efficiently and effectively.

Our recruitment solutions are customized to align precisely with the requirements, ensuring a seamless fit with the organizational culture and job specifications. We take a consultative approach to understand the specific needs, goals, and preferences. By combining expertise with a client-centered approach, Altiora ensures that every step of the recruitment process is managed with precision, from role scoping and sourcing to candidate selection and onboarding.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 550 725
6 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]
This targeted recruitment process enables us to consistently deliver high-quality candidates, enhancing the workforce with professionals who are prepared to contribute immediately.

Direct Networking Campaign for Top Talent
Altiora will design and execute a targeted,
relationship-driven networking campaign to
surface exceptional City Manager candidates
across national, regional, in-state, and local talent
pools. This strategy goes far beyond traditional
advertising and leverages Altiora’s established
networks, sector expertise, and proactive outreach
capabilities to ensure the City Council has access
to the strongest possible slate of leaders.

Strategic Alignment With the City Council
During the initial project kickoff, Altiora will meet
with the City Council to confirm the leadership
profile, community priorities, and any unique
attributes of the role or municipality. These
insights will guide the scope and focus of the
networking campaign, ensuring outreach efforts
are aligned with the City’s values, culture, and
long-term strategic direction.

National and Regional Outreach
Our team will: Leverage national organizations such as ICMA, NFBPA, ELGL, and regional municipal
management associations to identify respected
leaders who may not be actively applying but are
open to confidential conversations. Conduct targeted outreach to executives in comparable or aspirational municipalities to
attract candidates with relevant scale, complexity,
and governance experience.

In-State and Local Talent Engagement
Recognizing the importance of local context and
community familiarity, Altiora will also: Engage local government professionals, civic leaders, and community-based networks to
identify emerging talent and respected leaders
who may be strong cultural fits. Ensure that local and regional candidates receive the same level of proactive engagement as
national prospects, supporting a balanced and
equitable search process.

Confidential, High-Touch Outreach
Our team conducts: One-on-one outreach calls Confidential exploratory conversations Tailored messaging that highlights the City’s strengths, opportunities, and leadership vision
Continuous engagement to maintain candidate
interest throughout the recruitment timeline
This approach consistently yields high-caliber
candidates who would not otherwise enter a
competitive process.

Delivering a Robust and Diverse Candidate
Pipeline
Altiora’s outreach strategy is designed to: Expand the reach of the search beyond traditional applicant pools Increase diversity in leadership representation Identify both active and passive candidates Ensure the City Council has access to the strongest possible talent from every relevant
geography
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 551 726
7 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]
AI-POWERED TALENT SOURCING:

To meet the need for speed and precision in staffing, Altiora employs an advanced AI-powered approach to talent sourcing. Our proprietary Applicant Tracking System (ATS) uses artificial intelligence to screen and match candidates with specific job criteria, ensuring a fast, accurate, and bias-free selection process. The AI algorithms continuously learn and adapt based on hiring patterns, making candidate searches even more refined and effective over time. By integrating AI with our recruitment practices, Altiora can quickly identify top-tier candidates who not only meet the technical qualifications but also align with Client expectations.

TIMELINE
Altiora is committed to an expedited candidate delivery process. Each candidate undergoes a rigorous screening process, including background checks and skills verification, before being presented for review. Our goal is to provide top candidates in a short timeframe, ensuring exceptional talent without delay. Altiora will provide guidance throughout the interview process and conduct additional interviews as requested.

KICKOFF
•Immediately upon the contract award, Altiora initiates a detailed kickoff meeting with key stakeholders to align on requirements and discuss expectations. This meeting allows us to understand the preferred candidate profiles and any unique aspects of the role. The recruitment strategy and any requirements for marketing and advertising will be discussed as well. Following this alignment session, Altiora collaborates closely to establish a recruitment schedule, document key deliverables, and confirm communication protocols for efficient updates.

ONGOING

COMMUNICATION
•Transparent and proactive communication is a cornerstone of Altiora’s recruitment process. Weekly progress reports help to keep fully informed at each stage of the process and provide real-time insights into candidate sourcing, screening progress, and any adjustments needed based on feedback or changing requirements. With the updates, Altiora will provide updates on the goal of providing a shortlist of candidates within 8 weeks.

CANDIDATE

PRESENTATION
•Altiora is committed to an expedited candidate delivery process. Each candidate undergoes a rigorous screening process, including background checks and skills verification, before being presented for review. Our goal is to provide top candidates in a short timeframe, ensuring exceptional talent without delay. This accelerated candidate presentation timeline enables quickly advancing through interview and hiring phases, reducing time-to-fill, and minimizing disruptions. Altiora will provide guidance throughout the interview process and conduct additional interviews as requested.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 552 727
8 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]
At Altiora Consulting, we are committed to streamlining and enhancing the hiring and selection process for our clients. Our approach ensures that every stage of the interview process is conducted efficiently, professionally, and with strategic decision-making at its core.

Phase Weeks Active Description
Stakeholder Alignment Weeks 1–2 Stakeholder meetings and alignment Recruitment Strategy Weeks 3–4 Develop strategy with promotional materials and advertising
Preliminary Interviews Weeks 5–8 Review applications, conduct preliminary interviews, and provide shortlist of candidates
Final Interviews,
Screening & Selection
Weeks 9–12 Interview coordination, background checks, and final selection

COMPREHENSIVE INTERVIEW PROCESS SUPPORT
At Altiora Consulting, we are committed to streamlining and enhancing the hiring and selection process for our clients. Our approach ensures that every stage of the interview process is conducted efficiently, professionally, and with strategic decision-making at its core. Below is an overview of our tailored services:

FACILITATING THE INTERVIEW PROCESS
Altiora Consulting will oversee and manage the entire interview process, ensuring a structured and seamless experience for both candidates and City Council. We will:
 Develop a clear framework for interviews, including a template with standard behavioral questions.  Provide guidance on best practices to ensure a consistent and equitable interview process.

ASSISTING WITH SCHEDULING
Efficient scheduling is critical to maintaining momentum in the hiring process. Altiora Consulting will:
 Manage interview logistics, coordinating availability between candidates and the City Council.  Utilize advanced scheduling tools to optimize efficiency and minimize conflicts.  Ensure timely reminders and follow-ups, reducing last-minute disruptions.

PROVIDING EVALUATION TOOLS TO SUPPORT DECISION-MAKING
Objective and data-driven evaluation is essential in selecting the most suitable candidates. To support informed decision-making, Altiora Consulting will:
 Design and implement customized scoring rubrics tailored to the specific needs of the role.  Provide structured feedback forms that capture key insights from interviewers.  Offer comparative analysis tools that facilitate a fair and transparent assessment of all candidates.

Interview Process Scheduling Evaluation Tools Conduct Interview Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 553 728
9 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

GUIDING CITY COUNCIL ON INTERVIEW CONDUCT
Altiora Consulting understands the importance of professionalism and alignment during interview sessions. We will:
 Develop guidelines for maintaining a positive candidate experience while ensuring a rigorous assessment.  Provide ongoing consultation to address any challenges or concerns throughout the selection process.  Aid in selecting finalists with a short list of recommended candidates. This will include a summary of the candidates’ qualifications.

With Altiora Consulting's expertise, a well-coordinated and professionally executed interview process that fosters effective hiring decisions will be followed. Our comprehensive approach ensures a smooth experience for all stakeholders, empowering the City Council to make confident and well-informed choices. In addition, Altiora can assist the City with offer and contract negotiations for the approved candidate.

BACKGROUND CHECKS & DRUG SCREENING
Altiora’s candidate vetting process leverages AI-driven technology, industry-standard background checks, and thorough reference verifications to meet the high standards expected in government staffing. Key steps include:

INITIAL SCREENING AND AI-POWERED ASSESSMENT
 Resume Screening: Candidates submit resumes through our recruitment platform integrated with AI.

Our AI tools analyze key skills, experience, and certifications to match candidates against the position requirements, ensuring alignment with the skillsets needed.  Skill Matching and Predictive Analysis: Using advanced AI, we assess candidate profiles based on historical data and predictive analytics, highlighting individuals who show the best fit for success in the role based on job-specific attributes.
 Preliminary Phone Interview: Qualified candidates undergo a phone interview to assess communication skills, role understanding, and availability.

BACKGROUND CHECKS AND COMPLIANCE VERIFICATION
 Identification and Employment Verification: Confirm candidate identity and verify past employment, education, and certifications through top industry verification tools to ensure accuracy and compliance.
 Criminal Background Check: Conduct comprehensive criminal background checks to comply with government standards, using secure, industry-leading platforms, such as HireRight and Sterling Check.  Drug Screening (if required): Provide optional pre-employment drug screening to align with specific governmental or client mandates. Altiora uses Quest Diagnostics where available. Otherwise, a reputable local company will be used.

REFERENCE CHECKS AND PROFESSIONAL ASSESSMENT
 Professional Reference Follow-Up: Will request candidates provide at least two professional references to assess their previous performance, skills, work ethic, and suitability for the role.  Structured Reference Questionnaire: Use a standardized questionnaire tailored to the candidate's role to ensure consistency and reliability of feedback.  Behavioral Competency Assessment: Through reference input, evaluate the candidate’s behavioral competencies such as teamwork, problem-solving, and adaptability—qualities essential for roles in government environments.

Screening Background
Checks
Reference
Checks Final Review Onboarding & Feedback
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 554 729
10 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

FINAL REVIEW AND GOVERNMENT CLIENT COMPLIANCE
 Client Compliance Checklist: Verify that each candidate meets all client-specific compliance standards, including any unique governmental regulations.  AI-Driven Quality Review: Final AI-powered review of candidate profiles to confirm alignment with job requirements and overall suitability for the role.
 Onboarding Approval and Client Presentation: Approved candidates are onboarded and presented to the client with full summary documentation of vetting, compliance, and qualifications.

POST-HIRE PERFORMANCE TRACKING AND FEEDBACK COLLECTION
 Collect feedback from clients to improve vetting accuracy and refine our AI algorithms for future placements.

PROJECT BUDGET
 Estimated fees (not to exceed): $25,000
 Hourly Rate: N/A
 Travel and out-of-pocket expenses: $5,000 (travel is included in the TOTAL (not to exceed amount)  TOTAL (not to exceed): $30,000
 Fees: Fees are inclusive of background checks, drug screening & advertising. This does not cover any travel expenses that may be required.
 Payment Terms: Fees are due within 30 days of candidate placement. ACH payment options are available for convenience and prompt processing.
 Incidental Expenses: All incidental expenses will be billed at cost and not exceed this estimate without prior approval.
 Firm Pricing: Fees are not subject to increase during the engagement.  Replacement Guarantee: At Altiora, we understand the importance of stability and continuity in staffing and the impact that turnover can have on operational efficiency. We have developed robust contingency policies to address any potential early placement terminations. If a candidate placed by Altiora leaves the position or is terminated within the first year of employment, we offer a replacement guarantee with Altiora committed to providing a qualified replacement at no additional cost to the city.

Our team will immediately initiate a replacement search, leveraging our existing candidate pool and AI-driven recruitment tools to expedite the process and present suitable candidates as quickly as possible. Each replacement candidate undergoes the same rigorous screening process. This guarantee reflects our commitment to quality and long-term client satisfaction, ensuring the city has access to a dependable workforce without incurring further recruitment expenses.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 555 730
11 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

DESCRIPTION OF RECENT PROJECTS/REFERENCES
Altiora Consulting has consistently demonstrated a commitment to excellence and client satisfaction through the longevity and expertise of its resources. Our seasoned professionals bring decades of experience to the table, ensuring that every project is handled with precision and care.

Reference 1:

Company Name JLK Global Enterprises, Inc.

Contact Name Jamie Kincade
Contact # (770) 222-8041
Email [email protected]
Address 1750 Powder Springs Rd., Ste 190, Marietta GA. 30064 Contract Dates Recruitment and staffing services starting in 2025 Reference 2:

Company Name City of Tucson, AZ
Contact Name Salvador Servin III
Contact # (520) 837-4141
Email [email protected]
Address 255 W Alameda St, Tucson, AZ 85701
Contract Dates Recruitment services for 2025-2026
Reference 3:

Company Name State of Kansas
Contact Name Nicole Mears
Contact # (785) 296-6924
Email [email protected]
Address 900 SW Jackson, Suite 451 S, Topeka, KS 66612
Contract Dates Recruitment and staffing services for 2025-2031

CONCLUSION
Altiora is uniquely positioned to deliver exceptional results for the city. We bring a personalized, client-focused approach to every recruitment service. Our innovative use of AI-driven technology ensures a streamlined and efficient process, identifying candidates who not only meet the qualifications but also embody the vision and values of the city.

Furthermore, our commitment to diversity and inclusion guarantees a candidate pool reflective of the city’s needs and priorities. We are honored to have the opportunity to assist in securing a resource who will lead with purpose, integrity, and a shared commitment to progress. Please do not hesitate to contact us for any further discussion or clarification. We look forward to the potential of partnering with the city.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 556 731
1 Dear Members of City Council,
Thank you for the opportunity to submit a proposal to assist the City of South Lake Tahoe in the recruitment of its next City Manager. Arndt Municipal Support, Inc. appreciates the importance of this leadership transition and would be honored to partner with the City on this critical search.

Arndt Municipal Support, Inc. prides itself on providing a tailored, highly personalized approach to executive recruitment for local governments. We recognize that every community has its own culture, priorities, and challenges, and we intentionally adapt our process to align with the specific needs and expectations of each client. Our goal is not only to meet your requirements, but to exceed your expectations by delivering a thoughtful, thorough, and responsive recruitment process.

Katie Howell, Senior Associate, will serve as the Project Manager and Executive Recruiter for this engagement. James Arndt, President and CEO, will serve as Assistant Recruiter, bringing decades of municipal recruitment experience to the search. Kimberly Arndt, Office Manager and CFO, will serve as Recruitment Coordinator, ensuring consistent communication, organization, and administrative support throughout the process.

This proposal shall remain valid for a period of not less than one hundred twenty (120) calendar days from the date of submittal.

We look forward to the opportunity to partner with the City of South Lake Tahoe in identifying and securing exceptional leadership for your organization. Thank you for your time, consideration, and confidence.

Please feel free to email me at [email protected] with any questions.

Sincerely,
James Arndt
President & CEO
Arndt Municipal Support, Inc.

James Arndt
557
2 UNDERSTANDING OF ENGAGEMENT – SUMMARY
The city seeks to undertake an executive recruitment for its next City Manager in the beginning of February 2026.

The Executive Recruitment process will include:
• Preparation and distribution of an Opportunity Teaser on social media. • On-site kickoff meeting with the Mayor and City Council. • Maxwell DISC Assessments for the Mayor and City Council. • Virtual individual interviews with the City’s Leadership Team. • Virtual individual interviews with the Mayor and each City Council member. • Preparation and advertisement of a professional executive job announcement. • Preparation and distribution of a social media/website promotional document. • Preparation and distribution of an executive job brochure. • In-depth professional background check that includes up to six national background checks for finalists that includes credit, criminal, driver’s history, and education verification, and reference checks.
• Up to six Maxwell DISC Assessments for finalists.
• Preparation and submission of a Maxwell Organizational DISC Wheel. • Preparation and submission of Team South Lake Tahoe DISC Communication Guide. • Social media background searches.
• News article background searches.
• Preliminary virtual interviews with each semi-finalist. • On-site candidate presentation to the Mayor and City Council. • Candidate portfolios for each finalist.
• Final interview coordination and facilitation.
• Preparation and submission of an interview guide.
• 1-year guarantee (if candidate leaves for any reason before the end of 1-year, consultant will complete a new recruitment at no cost except for costs associated with the background checks, DISC Assessments, and advertisement).
• Delivery of a leadership book to the newly appointed City Manager. • Three-month check-in with the Mayor and City Manager.

CONSULTING FIRM BACKGROUND
Arndt Municipal Support Inc. is a public-sector management consulting firm specializing in meeting the needs of local government.

Arndt Municipal Support Inc. provides service to jurisdictions and agencies on a variety of contemporary issues, providing board training, executive recruitment, leadership development, leadership training, classification and compensation studies, and planning assistance. The company opened in January 2021.

Arndt Municipal Support recently successfully completed the recruitment of a City Manager for Salem, IL, Mattoon, IL and the Village Manager for Niles, IL. We are currently assisting the City of Decatur, IL with the recruitment of their next City Manager and the Village of Antioch, IL with the recruitment of their next Village Administrator and the City of Rochelle, IL with their recruitment of their next City Manager.

Our partnership with cities and villages places Arndt Municipal Support in a unique position to better meet the needs of South Lake Tahoe in this critical recruitment. 558
3 Recruitment Testimonial:
"As Mayor of Salem, Illinois, I had the pleasure of working with Jim Arndt as a consultant during our search for a new City Manager. Jim’s expertise was instrumental throughout the entire process. From conducting DISC assessments and background checks to marketing our city and leading initial candidate outreach, he ensured that we attracted and evaluated top-tier candidates. His guidance during negotiations was invaluable, and his strategic approach made the entire hiring process seamless and efficient. Jim's professionalism, knowledge, and dedication to municipal leadership are truly top-notch. I highly recommend his services to any city looking for a skilled consultant to assist with executive recruitment, leadership and management."
Nic Farley – Mayor, Salem Illinois

REFERENCES
City of Salem, IL
City Manager
Lisa Peck
618-407-5795
City of Charleston, IL
City Manger
Steve Pamperin
217-549-7267
Village of Niles
Human Resources
Donna Dunn
847-488-8004
City of Mt. Vernon, IL
City Manager
Nathan McKenna
618-242-6802
Village of Mahomet, IL
Village Administrator
Patrick Brown
217-621-2602

EXECUTIVE RECRUITMENT PROCESS
The following proposed scope of services assumes kick-off of the project in February 2026. 559
4 PROPOSED SCOPE OF SERVICES
Outcome – Completion of On-site Kickoff Meeting.

Description – The Consultant will conduct an on-site recruitment kickoff meeting with the Mayor and City Council to discuss the recruitment process, discuss the culture of the city, gather job announcement data, and establish advertisement sources.

Method and Timeline – February 2026.

Outcome – Provide a Maxwell DISC Assessment for the Mayor and each City Council member and complete the virtual leadership team interviews and virtual Mayor and City Council interviews.

Description – In this task, the Consultant will electronically submit a DISC Assessment to Mayor and each City Council member for use within this recruitment process. Consultant will meet virtually with departmental directors, the Mayor and all City Council members.

Method and Timeline –Immediately after the kick-off meeting.

Outcome – Creation of Job Announcement and Advertisement Description – In this task, after the completion of the departmental interviews, and the Mayor and City Council member interviews, the Consultant will create a job announcement and advertise this position with the approved advertisement sources. This project includes up to $2,750.00 in advertising expenses for this position. Additional advertising costs, if desired by the client, will be billed directly to the client.

Method and Timeline – The 30-day advertisement period will begin as soon as possible and based upon the preference of the city.

Outcome – Virtual preliminary interviews and initial background checks.

Description – The Consultant will complete virtual interviews with all semi-finalists that meet or exceed the qualifications desired by the city. At this time, we will complete a social media check and internet news check on each semi-finalist candidate.

Method and Timeline – Through virtual interviews at the completion of the 30-day advertisement process.

TASK 1
TASK 2
TASK 4
TASK 3
560
5 Outcome – Semi-finalist Presentation
Description – The consultant will prepare a candidate portfolio and present the semi-finalists to the Mayor and City Council (on-site).

Timeline – After the completion of the preliminary interviews.

Outcome – Finalist Interviews
Description – The Consultant will schedule, coordinate, and facilitate on-site interviews. This may include public stakeholders, department directors, and the City Council. Prior to the final interviews, the Consultant will complete the DISC Assessment, the Organizational DISC Wheel, a DISC Analysis, reference checks, and final background checks on up to six finalists. If more than six is desired, the city will be billed the additional expense of these services per additional finalist.

Timeline – As dictated be the flow of the recruitment process and the successful completion of a background check.

Outcome – Job Offer
Description – The Consultant will make the job offer to the preferred candidate and assist with negotiating final employment terms with the preferred candidate.

Timeline – After the completion of the final interviews.

Outcome – Post Offer Services and Support
Description – The Consultant will distribute a South Lake Tahoe DISC Wheel and Communication Guide to the City. The consultant will provide the newly appointed City Manager with a leadership book. The Consultant will check in on the City Manager and the Mayor three months after the start of employment.

Timeline – Post offer.

TASK 5
TASK 6
TASK 7
TASK 8
561
6 For City Manager Recruitment Services:
• Total Cost of $24,000.00
• Total Cost does not include actual costs for candidate’s travel expenses. 40% contractual fee after Task 1 – on-site kickoff meeting. 40% contractual fee after Task 5 – semi-finalist presentations. 20% contractual fee after Task 7 – job offer is made and accepted by preferred candidate.

Arndt Municipal Support, Inc. is driven by our three core organizational values: dependability, integrity, and enthusiasm. Arndt Municipal Support, Inc. exists to support local governments, and we strive to exceed your expectations in every service we provide.

Following your review of this proposal, and if you find it acceptable, please sign the Contract Acceptance on the next page and return to my office via email to [email protected]. We appreciate your consideration of this Proposal.

Sincerely,
James Arndt
President/CEO
Arndt Municipal Support, Inc.

NOT-TO-EXCEED FEES FOR THE REQUESTED SERVICES
Billing
562
7 EXECUTIVE RECRUITMENT CONTRACT
Between South Lake Tahoe, California and Arndt Municipal Support, Inc.

The City of South Lake Tahoe, California agrees to have Arndt Municipal Support, Inc. conduct an executive recruitment for the position of City Manager.

Total Project Cost for All Tasks Outlined in the Proposal:
$24,000.00 plus additional expenses, if applicable as noted above.

The city will be billed 40% of the Total Project Costs after the completion of Task 1, 40% after the completion of Task 5, and the final 20% after the acceptance of the job offer (Task 7).

ACCEPTED BY SOUTH LAKE TAHOE, CALIFORNIA:

BY:

TITLE:

DATE:

ACCEPTED BY ARNDT MUNICIPAL SUPPORT, INC.:

BY:

TITLE:

DATE:

James Arndt
President/CEO
1/06/2026
563
Unearthing Hidden Talent
A Smarter Way to Find the Best Candidates
City of South Lake Tahoe
Executive Recruitment Firm
City Manager Recruitment
(602) 861-5840 | DuffyGroup.com
4727 E. Union Hills Drive, Suite 200 • Phoenix, AZ 85050 ©2025 Duffy Group, Inc. | DuffyGroup.com | 1 564
Table of Contents
Cover Letter ........................................................................................................... 3 Executive Summary ............................................................................................... 4 Company History, Background, and Experience .................................................... 4 Scope of Work/Implementation ...............................................................................7 Project Budget ......................................................................................................10 Description of Recent Projects/References ......................................................... 11 ©2025 Duffy Group, Inc. | DuffyGroup.com | 2
565
©2025 Duffy Group, Inc. | DuffyGroup.com | 3
Let’sPartner
Duffy Group, Inc.
4727 E. Union Hills Dr., Ste. 200
Phoenix, AZ 85050
Dear Mayor Cody Bass and City Council Members,
Thank you for the opportunity to introduce Duffy Group. We are leading an industry-wide shift in executive recruitment through our proprietary Duffy Recruitment Research™ model. It’s a smarter and more costeffective alternative to traditional recruitment models that lack our same depth of insights and matchmaking precision. Our clients can’t imagine building their teams in any other way.

Here’s a look at what you can expect from a strategic partnership:
• Industry Expertise: Our practice leaders and recruiters have extensive knowledge and experience in public sector recruiting. They understand industry requirements, trends, and challenges, enabling them to identify top performers, especially in hard-to-fill positions. • Creative Sourcing & Rigorous Research: Strategic sourcing and in-depth research guarantee we exclusively present engaged candidates to our clients. We employ rigorous screening techniques, leading to over 80% of our candidates securing interviews with clients. • Access to Passive Talent: We actively pursue passive candidates — those not actively seeking new opportunities — to uncover talent that traditional recruiting models might miss. • Proven Track Record – We have a strong reputation for delivering successful recruitment outcomes, with 76% of our clients coming from referrals and recommendations.

A strategic partnership brings many advantages. I am confident we can yield positive results and long-term success.

We recognize that this proposal shall remain valid for a period of not less than 120 calendar days from the date of submittal.

Sincerely,
Melissa Barker
VP Practice Development - Proposal Contact
[email protected]
623-652-8637
566
©2025 Duffy Group, Inc. | DuffyGroup.com | 4
Executive Summary
The City of South Lake Tahoe (“City”) is seeking professional executive recruitment services for its City Manager position. Duffy Group, Inc. submits this proposal for consideration to provide full-service executive recruitment support, working in partnership with the City Clerk’s Office, Mayor, and City Council to conduct a comprehensive national search to identify, evaluate, and secure the most qualified candidate. The Duffy Group team representing this proposal includes Melissa Barker, Vice President of Practice Development, and Kathleen Duffy, Chief Executive Officer.

Company History, Background and Experience
Duffy Group, Inc. is headquartered in Phoenix, Arizona, and consists of a national team of 44 Recruiters, Practice Leaders and back-office support.

Kathleen Duffy founded Duffy Group in 1991 to help companies find the right talent and to help people find joy in their work. From humble beginnings as a one-woman operation in Phoenix, Duffy Group has grown into one of the country’s most respected and effective executive search firms. The team now assists organizations nationwide and internationally across more than a dozen specialized industries.

Our Government Sector practice group is led by Melissa Barker, a specialized leader with deep industry expertise, ensuring the right candidate-client match and high satisfaction levels. We meld into our clients’ teams and become an integral part of the internal process. Candidates don’t realize they are interacting with a third party, enabling us to match them not only on skills but also on alignment with company values and culture — the unique “sizzle” that defines each organization.

Melissa’s team has a demonstrated ability to guide successful hires. Examples of three projects completed in the last five years, comparable to the South Lake Tahoe City Manager Recruitment, are listed below.

Discover Duffy Recruitment Research™
An Informed Search Model for the Best Talent
At Duffy Group, we are redefining how organizations build teams. Our national network of recruiters uncovers passive talent typically overlooked by standard search models. We gather vital insights to create high-quality, long-term talent pipelines that support organizations’ hiring needs for today and tomorrow.

Our secret? Duffy Recruitment Research™.

In an industry dominated by contingent and retained search, Duffy Group pioneered a new model — informed search — built upon its proprietary Duffy Recruitment Research™ method. The insights-driven process enables organizations to uncover passive talent using a flexible hourly rate.

Duffy Group is an executive recruitment firm with special expertise in identifying “passive” talent. Duffy Group is a certified woman-owned business that has redefined traditional recruitment to offer our clients a customized approach to search for key roles, whether at the executive or middle management levels. 567
©2025 Duffy Group, Inc. | DuffyGroup.com | 5
Our deep and long-lasting recruiting experience, spanning over 30 years, includes individual contributor roles to the C-Suite. Melissa Barker, VP Practice Development, would be the city's primary contact to recruit, interview, and negotiate with the final candidate(s).

The engine behind our VP Practice Development is a team of well-trained, passionate recruiters familiar with public sector recruiting who conduct research and initial candidate outreach. Our Recruiters know how to locate candidates in new, unusual, and non-traditional places. They provide the insulation and confidentiality needed to reduce the number of unqualified or unsolicited inquiries to our clients.

Their expertise enables them to establish relationships with candidates quickly and extract accurate information, ensuring the focus of the search is on the most qualified candidates.

Duffy Group has demonstrated an ability to make successful hires. Our metrics-driven organization tracks retention rates with a follow-up to placed candidates and clients.

Key Personnel
Below is a list of our staff members whose expertise was utilized in filling the Planning/Development, Support Services, City Manager/Deputy/Assistant City Manager, Public Safety and Social Services, Information Technology, and other government-sector search work listed below.

These staff members may assist in sourcing, assessments and marketing aspects of searches for the City of South Lake Tahoe. The degree of their assistance will vary depending on the specific needs of each search. Each of these individuals are trained in all aspects of our processes and methodologies.

Melissa Barker | Vice President, Practice Development
Melissa Barker's extensive experience in multiple facets of organizational management makes her an invaluable asset to Duffy Group. With more than 20 years of experience managing teams, directing operations, and creating strategies for multiple organizations, she understands the value of finding just the right candidate.

Skilled at creative sourcing and attracting passive candidates, she places a wide range of candidates, from high-level executives to supervisors, across various industries. Since joining Duffy Group, Melissa has built a strong foundation within the government sector. She understands that connecting candidates with a passion for public service is as crucial as her clients’ specified requirements. Her relationships with top-tier talent in government are the framework for her success.

Melissa previously worked for the State of New Mexico and was a founding member of the New Mexico Children's Foundation, a visionary, grassroots organization funding small, nonprofit children's organizations throughout the state.
568
©2025 Duffy Group, Inc. | DuffyGroup.com | 6
She has since served on several professional, nonprofit and community boards. Currently, she is on the McDowell Sonoran Conservancy Board of Directors and serves as Chair of the Governance Committee. She holds a bachelor's degree in Political Science from the University of New Mexico.

Her heart for philanthropy and public service is part of her DNA. Raised in a family that believed in giving to others, Melissa learned that such generosity is expected from those who are able. That philosophy, and watching her parents and brother selflessly share their talents in public service careers, inspired her to give back in similar ways.

When she has a break in the whirlwind of activity, Melissa loves traveling and hiking, and has recently found a love of kayaking. As a mother of two boys, she is involved in numerous activities, and they all participate in Boy Scouts of America.

Nicole Gruenhaupt | Senior Executive Recruiter
Nicole’s LinkedIn Profile
Nicole holds a Bachelor of Science degree from Oklahoma City University and brings four years of specialized recruitment experience focused on the public sector. She leads executive and senior-level recruitment searches for local government clients and manages the full lifecycle of the recruitment process, from discovery and candidate profile development through outreach, screening, interview coordination, and finalist support.

Bridget Querciagrossa | Senior Executive Recruiter
Bridget’s LinkedIn Profile
With 25 years of experience in non-profit and government, Bridget leads recruitment projects at Duffy Group. She holds a BA in Humanities and an MA from DePaul University. Bridget leads recruitment searches and manages the full recruitment process at Duffy Group.

Vickie Dagit | Senior Executive Recruiter
Vicki’s LinkedIn Profile
With over 30 years of experience, Vickie specializes in recruiting for non-profits and government organizations.

She holds a bachelor’s degree from North Carolina Wesleyan University. Vickie leads recruitment searches and manages the full recruitment process at Duffy Group.
569
©2025 Duffy Group, Inc. | DuffyGroup.com | 7
Scope of Work / Implementation
Duffy Group Methodology
Duffy Group will create a customized recruiting strategy to address the multiple steps associated with this critical search. We partner with our clients every step of the way. Our clients can choose among a set of services best for their organization. We customize the process and believe a more targeted approach will result in the strongest slate of candidates, save countless time and money, and offer the best results.

Our process will include:

Discovery & Candidate Profile Development
Duffy Group will meet with the City Council to facilitate the development of an appropriate candidate profile and establish priorities for the new City Manager. These discussions will focus on leadership expectations, organizational needs, and the unique characteristics of the South Lake Tahoe community. During this stage, we will also gather the City’s key selling points to inform recruitment messaging and attract highcaliber candidates. Meetings are typically conducted in person but may be held remotely if preferred.

Position Profile, Brochure & Advertisement Development
Based on Council input, Duffy Group will develop a comprehensive position profile, job announcement, and recruitment brochure. These materials will clearly articulate the role, desired qualifications, leadership attributes, and community context, and will be finalized upon City approval prior to release.

Comprehensive Recruitment Plan Execution
Duffy Group will design and execute a comprehensive recruitment plan that may include web-based postings, industry publications, social media, and targeted outreach. The recruitment strategy and timeline will be developed in collaboration with the City Council and tailored to the City’s specific goals. Proposed timeline listed in table below.

Proactive National Recruitment & Direct Networking
To find a diverse set of candidates best suited for the position, we will use various resources, drawing upon our internal research capabilities, online resources, and phone calls. We will source passive candidates through our research finding like-to-like communities. We will post the position in industry publications. We will vet all candidates the same, regardless of how they come to us. • Candidate Outreach: Duffy Group will contact the candidates identified to tell your unique story. We personalize our calls by leveraging our expert recruiting team’s ability to connect with people. As we connect with candidates, we will do the preliminary vetting necessary to scout those individuals who are best aligned with your culture. We will also be speaking with candidates to obtain market intelligence that you will own and can use for future searches.
• Candidate Screening: Duffy Group will use the criteria outlined during the Intake process to screen the candidates to ensure they meet the minimum qualifications. During this screen, Duffy Group will obtain their interest level for the role and ensure they clearly understand the position. These in-depth interviews will be conducted via video to determine the candidate's presence.
570
©2025 Duffy Group, Inc. | DuffyGroup.com | 8
• Introduction of Candidates: Duffy Group will submit a slate of candidates, including detailed candidate profiles, resumes, and cover letters. As we progress, we will keep candidates informed and connected to ensure candidates do not lose interest in the opportunity. We will also present a candidate comparison matrix comparing key attributes of each candidate on the slate. This presentation will also be conducted in person. • Status Reporting: Communication is critical to the success of any search. At Duffy Group, we are transparent about the work conducted. A weekly status report will be sent to the stakeholders to share the progress of the search. The objective is to stay in close contact with the HR Director and/or hiring manager to refine the process and take action as needed. These reports will include hours worked on the search to date, highlight each stage of the process, and provide details on the candidates, including details on why candidates were not selected or not interested.

Interview Scheduling, Facilitation & Support
Duffy Group will assist with scheduling interviews and advise the City Council on interview strategies, appropriate questions, and evaluation tools. We will attend and facilitate interviews as requested and support the Council throughout the interview process.

Finalist Selection Support
Duffy Group will assist the City Council in selecting finalist(s) from among the interviewed candidates and provide guidance on next steps in the selection process.

Contract Negotiation Assistance
Duffy Group will provide compensation insights and assist the City Council with employment contract negotiations, as requested.

Record-Keeping & Documentation
All correspondence, records, and recruitment materials will be maintained throughout the process to ensure accuracy, confidentiality, and compliance.

Final Documentation & Summary Report
Upon completion of the search, Duffy Group will compile all search documentation and prepare a final written summary detailing the recruitment strategy, outreach conducted, candidate evaluation process, and overall outcomes related to developing, conducting, and completing the search. 571
©2025 Duffy Group, Inc. | DuffyGroup.com | 9
Interview Facilitation, Candidate Recommendations & Finalist Selection As part of the recruitment process for this important role, Duffy Group will be by your team’s side as long as they would like us there. We can prepare interview questions for the interview process, sit in on the interviews, run background checks, conduct reference checks and social media scrubs, help present offers, negotiate offers, and offer best practice suggestions regarding the process itself. We act as an extension of your team and will provide all of these services, some of these services, or turn this part of the process over to your internal team as bandwidth allows. We will also:
• Manage all communication, documentation, and recordkeeping throughout the recruitment process.
• Coordinate travel arrangements for finalists and their spouses (if applicable). • Assist in preparing interview materials, including questions and evaluation tools. • Participate in and support the City’s interview and selection process. • Duffy Group will evaluate all applicants against the Council-approved candidate profile. This includes detailed screening interviews with the most qualified individuals, along with comprehensive background, criminal, credit, media, and reference checks for all finalists. Finalists will have full confidential reference reports prepared for Council review.

Reporting, Negotiations, Documentation & Final Summary
We will provide comparative compensation data and assist as needed in negotiating employment terms with the selected candidate.

Timeframes and Deliverables
January 2026 February -
March 2026
April 2026 April - May 2026
Contract Awarded Sourcing & Recruitment
Continues
Candidate Slate
presented
Candidate selection &
background checks
conducted if requested
Intake Meeting Development of
Candidate Slate
Scheduling Interviews
with Top Candidates
Offer negotiation
Search Strategy
developed
Weekly reporting on
candidates & hours
Search Committee
Interviews Conducted
The candidate begins
new role
Sourcing & recruitment
begins
Regular contact with the
search committee
Behavior Assessments
conducted if requested
Onboarding
572
©2025 Duffy Group, Inc. | DuffyGroup.com | 10
Project Budget
Our pricing model is all-inclusive, with the exception of travel time and costs.

We bill on an hourly basis at a rate of $150. Our fee for City Manager search work is not to exceed $30,000, which includes direct labor hours for any contributing team members.

Travel time and costs would be billed separately as pass-through costs compliant with IRS standard rates. Cost for travel associated with required in-person presentations for the search is estimated at $1800 per-person.

We provide background checks and/or social media scrubs as pass-through costs. Fees are not expected to exceed $150 per finalist
Assumptions
Searches can only be successful with a strong partnership and commitment to the process on both ends. Duffy Group will calibrate with your team regularly, resulting in an improved candidate pool.

The hiring team should review the weekly status report and let Duffy Group know of any concerns as soon as possible to ensure adjustments get handled quickly. 573
©2025 Duffy Group, Inc. | DuffyGroup.com | 11
Description of Recent Projects / References
Examples of relevant searches in the Government sector include (but are not limited to):

Company Position
City of Boerne, TX Utilities Director
City of Durango, CO City Engineer
City of Flagstaff, AZ City Engineer
City of Flagstaff, AZ City Prosecutor
City of Flagstaff, AZ City Manager
City of Flagstaff, AZ Deputy City Manager
City of Flagstaff, AZ Purchasing Manager
City of Fountain, CO Senior Planner
City of Fountain, CO Assistant City Attorney
City of Fountain, CO City Attorney
City of Fountain, CO Planning Technician
City of Fountain, CO Technology Services Director
City of Gunnison, CO Procurement, Contracts, & Grants Manager City of Gunnison, CO Utilities Manager
City of Gunnison, CO Construction Project Manager
City of Gunnison, CO Chief Building Officer
City of Littleton, CO Public Works Director
City of Littleton, CO Director of Community Development City of Littleton, CO Finance Director
City of Marina, CA City Engineer
City of Marina, CA Public Works Director
City of Ouray, CO Director of Finance and Administration City of Ouray, CO Tourism & City Media Manager
574
©2025 Duffy Group, Inc. | DuffyGroup.com | 12
City of Page, AZ Assistant City Attorney
City of Page, AZ Airport Director
City of Page, AZ Planning & Zoning Director
City of Prescott, AZ City Engineer
City of Prescott, AZ Community Development Director
City of Prescott, AZ Utilities Director
City of Prescott, AZ Finance Director
City of Sedona, AZ Chief Building Official
City of Sedona, AZ City Manager
City of Sedona, AZ Deputy City Manager
City of Sedona, AZ Finance Director
City of Tempe, AZ City Clerk
Port of Hood River, OR CFO
Port of Hood River, OR Development & Property Manager
Town of Carefree, AZ City Engineer
Town of Paradise Valley, AZ City Engineer
Town of Paradise Valley, AZ HR Director
Town of Paradise Valley, AZ Town Manager
Town of Paradise Valley, AZ Victim Advocate
Town of Payson, AZ Chief Engineer
Town of Telluride, CO Historic Preservation & Planning Director Town of Telluride, CO Senior Historic Preservation Planner Town of Tusayan, AZ Town Manager
575
©2025 Duffy Group, Inc. | DuffyGroup.com | 13
Additional examples of Duffy Group’s government-sector experience include:

Company Position
Arizona Corporation Commission Securities Attorney
Contra Costa County, CA Deputy Director Managed Care, Controller Contra Costa County, CA Deputy Director of Health Services, Controller Contra Costa County, CA Director of Facilities and Planning Contra Costa County, CA CEO, Health Plan
Maricopa County, AZ Animal Care & Control Director
Santa Clara County, CA IT Manager
Santa Clara County, CA Chief Compliance Officer
Santa Clara County, CA CFO
Santa Clara County, CA Chief Medical Officer
Santa Clara County, CA Accounting Manager
Santa Clara County, CA Medical Director
Santa Clara County, CA Quality Improvement Manager
576
©2025 Duffy Group, Inc. | DuffyGroup.com | 14
References
City of Flagstaff, AZ City of Sedona, AZ City of Page, AZ Project
Scope City Manager City Manager City Manager
Completion
Date 11/2025 1/2024 11/2025
Population 80,000 10,000 7,500
# of Visitors 5,000,000+/yr 3,000,000 – 4,000,000/yr 3,000,000+/yr Outcome
# candidates identified: 143
# of states: 22
# candidates in slate: 8
# candidates placed: 1
# candidates identified: 148
# of states: 29
# candidates in slate: 8
# candidates placed: 1
# candidates identified: 123
# of states: 23
# candidates in slate: 6
# candidates placed: 1
Client
Reference
Mayor Becky Daggett
[email protected]
(928) 213-2071
Mayor Scott Jablow
[email protected]
(928) 239-1720
Mayor Steven Kidman
[email protected]
(928) 645-4222
577
©2025 Duffy Group, Inc. | DuffyGroup.com | 15
Relevant Publications, Podcasts, and Presentations
By Vice President Melissa Barker
Sizing Up Public Sector Hiring Processes with Melissa Barker – PSHRA’s Public Eye Podcast Staying Focused on Effective Recruitment and Hiring Practices - Public Eye Magazine Why younger people entering the workforce lean into public sector jobs - Phoenix Business Journal Companies Turn to Skills-Based Hiring to Find Qualified Candidates - WorldatWork How Local Government Can Recruit and Retain the Gen Z Workforce - Governing.com Skills-Based Hiring: How the Public Sector Can Use It to Their Advantage – Route Fifty Flexible Work Options Keep the Public Sector Competitive In These Post-Pandemic Times – Route Fifty Experts Call for More Skills-Based Hiring to Strengthen the Cyber Pipeline - PSHRA Panelist at the Colorado City & County Management Association Emerging Managers Summer Camp, July 2025
Enhancing Government Efficiency in Recruiting & Retention presentation, Colorado Municipal League, June 2025
Empowering New Managers with Effective Techniques to Attract, Build and Retain Strong Teams presentation, Colorado City & County Management Association Annual Conference, April 2025 Recruitment and Retention presentation, Arizona City/County Management Association, July 2023 578
©2025 Duffy Group, Inc. | DuffyGroup.com | 16
Accolades
True Connections Are in Our DNA
Revolutionizing professional recruitment, Duffy Group helps organizations realize their growth goals through a proprietary research-based model enabling us to uncover passive talent. We serve as an extension of your HR team to deliver the highest value, in all ways.

Founded in 1991, we are lauded for our approach, ingenuity, industry expertise and exceptional workplace – we walk the talk with an incredible team who are experts at finding the needle. 579
Submitted by:

MICHELE MORAWSKI

CLIENT SERVICES MANAGER
790 FRONTAGE ROAD
SUITE 213
NORTHFIELD, IL 60093
224.415.3791
[email protected]
Proposal
JANUARY 16, 2026
RFP #2026-1-16
Executive Recruitment Firm City
Manager Recruitment
City of South Lake Tahoe, California
580
MGT.US

CITY OF SOUTH LAKE TAHOE
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER RECRUITMENT JANUARY 16, 2026
Table of Contents
A. COVER LETTER .................................................................................................. 1 B. EXECUTIVE SUMMARY ...................................................................................... 3 C. COMPANY HISTORY, BACKGROUND & EXPERIENCE ...................................... 4 FIRM PROFILE.................................................................................................... 4 OUR TEAM.......................................................................................................... 7 D. SCOPE OF WORK/IMPLEMENTATION .............................................................. 9 PROJECT UNDERSTANDING ............................................................................ 9 PROPOSED WORK PLAN................................................................................... 9 PROJECT TIMELINE ........................................................................................ 13

COMMITMENT TO DIVERSE AND HIGHLY QUALIFIED
APPLICANT POOL IN RECRUITMENTS.......................................................... 13 E. PROJECT BUDGET ........................................................................................... 15 FULL SCOPE RECRUITMENT .......................................................................... 15 OUR GUARANTEE – FULL SCOPE RECRUITMENT........................................ 16 F. DESCRIPTION OF RECENT PROJECTS/REFERENCES.................................... 17 OPTIONAL SERVICES ........................................................................................... 18 APPENDIX A. STAFF BIOGRAPHY ....................................................................... 19 APPENDIX B. CLIENT LIST................................................................................... 20 581
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 1
A. Cover Letter
January 16, 2026
Ember Buckman, Human Resources Manager
City of South Lake Tahoe
1901 Airport Road, Suite 207
South Lake Tahoe, California 96150
Dear Ms. Buckman:

As the nation’s leading provider of executive recruitment and selection solutions, MGT Impact Solutions, LLC (MGT) is uniquely well qualified to partner with the City of South Lake Tahoe (“City”) to exceed all your expectations on this Executive Recruitment Firm City Manager Recruitment project. We understand that the City is seeking more than a qualified executive – you are seeking a trusted leader who can navigate community expectations, Council priorities, and organizational complexity while advancing the City’s long-term vision. Our approach is designed to reduce risk, accelerate decision-making, and ensure lasting leadership success.

MGT brings a disciplined, data-informed recruitment process that balances stakeholder engagement, rigorous candidate assessment, and confidentiality to help the City secure a leader who is credible, adaptable, and aligned with City’s unique governance structure and community character.

HOW CAN WE SUPPORT YOU?
Based on the City’s request for proposal (RFP), we understand you are seeking an experienced executive recruitment partner with proven municipal expertise to manage the full lifecycle of the City Manager search, from stakeholder engagement and candidate profiling to national outreach, screening, and final selection support while maintaining transparency, confidentiality, and momentum throughout the process.

The following are the keys to our successful methodology:
• Industry Leadership: With 1,500 completed executive recruitment engagements in 45 states and a diverse range of communities, we’re a proven leader in local government recruitment. Over 40% of our clients are repeat customers, and 94% rate our performance as Outstanding.
• Subject Matter Expertise: Our team includes former local government leaders, human resources experts, and industry veterans, ensuring that we understand the specific challenges and opportunities in government, education, and nonprofit sectors. We leverage our deep understanding of organizational culture and sector-specific needs to identify top-tier candidates who align with our clients' goals. • Top Talent, Guaranteed: We use advanced recruitment strategies, including social media outreach and video interviews, to thoroughly vet candidates. Our recruitment brochures showcase in-depth knowledge of your community, and we conduct extensive reference checks and background searches to ensure we recommend the best fit. • True Partnership: From start to finish, we collaborate closely with you. You’ll have full access to candidate resumes, and we’ll offer honest assessments to ensure the perfect 582
A. COVER LETTER
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 2
match. Whether evaluating internal candidates or exploring non-traditional talent, we’re committed to your complete satisfaction.
• Flexible Solutions: We offer customizable recruitment services to suit any budget, from Full Executive Searches to Limited Scope and Virtual Recruitments. Our proposal outlines the service’s scope that best meets your needs.

Our comprehensive and tailored executive recruitment services are designed to meet the unique needs of your organization. With a proven track record, a focus on quality, and a commitment to partnership, we ensure that every step of the process is handled with expertise and care.

Whether you're seeking top-tier talent, exploring non-traditional candidates, or working within a specific budget, we are here to deliver the best fit for your organization. We look forward to working with you to find the ideal candidate who will drive success and elevate your community’s leadership.

MGT CONTACT INFORMATION

MGT HEADQUARTERS
MGT Impact Solutions, LLC
4320 West Kennedy Boulevard | Tampa, Florida 33609
FEIN: 81-0890071 | www.mgt.us

PROPOSAL CONTACT
Michele Morawski, Client Services Manager
790 Frontage Road, Suite 213 | Northfield, IL 60093
224.415.3791 | [email protected]
The following proposal has been tailored to your specifications and provides a detailed plan of how we will partner with you to meet your objectives. And this proposal shall remain valid for a period of not less than one hundred twenty (120) calendar days from the date of submittal.

Thank you for the opportunity to present our qualifications to the City of South Lake Tahoe.

Should you have questions on any aspect of this proposal, please contact Michele Morawski at 224.415.3791 or [email protected].

Regards,
Lawrence Cowan, Chief Operations Officer for Revenue Operations Authorized to bind the firm
583
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 3
B. Executive Summary
The City of South Lake Tahoe is undertaking a critical executive recruitment to identify a City Manager capable of leading a complex organization, navigating a council–manager governance structure, and advancing the City’s long-term vision while responding to evolving community expectations. This appointment requires a disciplined, transparent, and highly defensible recruitment process that balances urgency with rigor and confidentiality.

MGT Impact Solutions, LLC (MGT) understands the significance of this engagement and the level of effort required to successfully deliver a full-cycle City Manager search. We recognize that the City is seeking more than a recruitment vendor; it is seeking a trusted partner with proven municipal expertise to manage stakeholder engagement, conduct proactive national outreach, rigorously assess candidates, and support informed decision-making by the City Council throughout the process.

Our proposed approach directly aligns with the City’s Scope of Services and is designed to reduce risk, preserve momentum, and deliver a diverse and highly qualified slate of candidates.

MGT brings extensive experience supporting executive leadership transitions across local governments nationwide, supported by a structured methodology that integrates stakeholder input, targeted sourcing, thorough due diligence, and clear, data-informed candidate evaluation.

MGT’s team manages the administrative and operational demands of the recruitment— advertising, applicant management, screening, background and reference checks, and interview coordination—allowing City leadership to remain focused on strategic priorities. Through consistent communication, biweekly progress reporting, and clear documentation, we ensure transparency, accountability, and confidence at every stage of the search.

As a privately held, employee-owned, client-driven firm, MGT is committed to serving publicsector organizations with integrity and purpose. Our broader capabilities across strategy, performance, and technology further strengthen our ability to deliver efficient, well-managed recruitment that results in durable leadership success for the City of South Lake Tahoe 584
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 4
C. Company History, Background &
Experience
Firm Profile
Impacting communities for good.

MGT brings 50 years of experience
driving positive social change and
performance in education, government,
nonprofits, and critical
infrastructure/private industries through
assisting clients to strengthen their
foundation, change systematically, and
enable resiliencies for long-lasting
change. Since inception, MGT has
significantly grown in size and capacity –
working with state and local governments
and education partners. Today, we bring
a team of over 1,200 professionals who
offer in-depth market knowledge and
understanding so we can hit the ground
running.

MGT is a privately held, employee-owned
and financially stable limited liability
company with a deep roster of staff and a
commitment to serving the public. Our
clients care about addressing the world’s
most-pressing problems, and so do we.

Their “why” is our why.

What sets us apart is our ability to
customize and offer individualized
support but also the resources of a larger
infrastructure to enable flexibility in
impacting to-scale. Throughout our
history, MGT has successfully delivered
more than 30,000 projects through a
thoughtful balance of balancing the
“immediate” needs while changing
systems to plan for future resilience and
success.

MGT | FIRST LOOK
Name: MGT Impact Solutions, LLC (MGT)
Locations: Headquarters in Tampa, FL; branch
offices nationwide.

Cooperative Contracts:

ASC 20-7359, 24-7484
OMNIA LS4612
Sourcewell 060624MGT
TIPS 220601, 220802, 230105
TXShare 2024-019
Structure: Privately held, employee-owned,
client-driven Limited Liability Company.

Lines of Business: Strategy and Implementation,
Performance and Operations, IT Infrastructure,
and Cyber Security and Resilience for public
sector and commercial companies.

Markets we serve:
• Higher Education
• Prek-12
• Government
• Nonprofits
• Commercial
Industries
Specialized technology and advisory
solutions for society’s most
mission-critical challenges.
years
50 1,200
consultants
30,000
projects
585
C. COMPANY HISTORY, BACKGROUND & EXPERIENCE
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 5

DEFINED BY IMPACT
The City of South Lake Tahoe plays a vital role in enhancing the quality of life for its residents, and we are honored to support that mission. Through thoughtful leadership solutions and innovation across people, processes, and technology, our team helps public organizations strengthen outcomes and deliver enduring value to the communities they serve.

Beyond the Project:

Comprehensive People Solutions
We support clients in addressing their most missioncritical human capital needs, with specialized expertise in executive recruitment, staffing solutions, and human resources consulting. With over 1,250
clients, 3,100 completed projects, and a 93% client
satisfaction rate, MGT delivers tailored solutions to
help organizations attract top talent, meet urgent
short- or long-term staffing demands, support critical
IT project staffing needs, and strengthen their
workforce strategies.

To schedule a complimentary consultation, contact:

Senior Vice President Joellen Cademartori, MGT’s
head of Human Capital, at [email protected].

Education
State & Local Government
Enterprise & Critical Industries
Technology Solutions Advisory Solutions
We provide engineering
expertise to modernize and
manage IT infrastructure and
ensure technology
implementation is properly
designed, integrated, optimized,
and maintained. MGT delivers
end-to-end solutions tailored to
your unique needs, spanning
managed services,
cybersecurity, physical security,
network infrastructure, cloud
and data, SaaS offerings, and
communications.

As your trusted advisors, we
partner with you to develop
strategic technology
architectures and/or assist you
in quickly procuring and
installing equipment for
immediate needs or to resolve
an IT issue.

We empower organizations to
make data-informed decisions
by unlocking and organizing
critical information—financial
and operational—to support
strategic, evidence-based
planning.

With that insight, we partner
with clients to develop tailored
strategies and actionable road
maps that drive meaningful
outcomes.

Our expertise spans data,
talent, processes, and
technology—optimizing each to
achieve measurable impact
with efficiency. From PMO
support to workforce
placement and development,
we work alongside our clients
to implement solutions and
deliver results that matter.

People
We believe in the power of connecting
people and ideas to solve missioncritical, complex challenges to foster trusted partnerships with clients, for
life.

Purpose
We are led by a singular purpose—to
offer partnerships and design
solutions that provide enduring
opportunities for individual prosperity
and community well-being.

Performance
We partner with our clients to advance
learning outcomes, manage
technology networks, reduce
operational costs, improve workflows,
and engineer resilient IT infrastructure.
586
C. COMPANY HISTORY, BACKGROUND & EXPERIENCE
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 6
MGT’s Differentiator: Full Suite of Services
Cyber & Network Solutions
Our Cyber Security and Network Security
Solutions team offers a deep technical
engineering bench of seasoned, certified experts,
working in the “security trenches” in complex IT
environments. For the Managed Detection and
Response (MDR) solution, our Security Operations
Center (SOC) doesn’t sleep so our clients can. Our
flagship, best-in-class managed firewall services
are unparalleled. We detect, respond, and recover
from cyber incidents proactively and harden our
clients’ security posture.
100 in-house certified engineers
24x7 NOC and SOC
Human Capital Solutions
Our experts are former local government and
school leaders who understand the challenges
facing today’s public sector organizations. We
offer consulting, recruiting, and staffing solutions
that include a full suite of human resources and
management studies; executive recruitment
services; and interim, managed, and outsourced
staffing options. Our experts can assess your
organizational culture, permanent and temporary
staffing needs, and evaluate your systems and
structures, all to maximize efficiency and
effectiveness.
1,725+ interim employees placed
1,500+ executive recruitments
500+ consulting studies
In 48 states!
Education Solutions
We create recommendations for our educational
clients that are reliable, actionable, and based on
proven research and a thorough understanding of
each district or system’s program needs and longterm goals. Our team is led by former state education commissioners, district
superintendents, school board members,
principals, and teachers. Our partnerships have
allowed clients to reinvest hundreds of millions of
dollars back into the classroom.
50 million students served
38 state DOEs as clients
Financial Solutions
Public agencies face increasing pressure to
improve effectiveness and efficiency, while
operating in a transparent and sustainable
manner. We partner with government
organizations, school districts, higher education
institutions, and not-for-profits to help them
achieve long-term success.
50+ years of trusted relationships
Proprietary software
Economic Mobility Solutions
We help public sector clients address issues and
challenges related to policies and practices which
adversely impact economic mobility. We are one
of the largest providers of disparity studies and
other solutions designed to increase equitable
and inclusive organizational outcomes.
225 disparity studies
Assessments, training, & audits
Public Affairs Solutions
Our team of former nationwide leaders in policy
development and education leadership partner
with our clients to provide business advisory and
public opinion architecture solutions which lift up
and evolve education ecosystems and impacts
public policy programs.

Global clientele
Staff are former policy makers
587
C. COMPANY HISTORY, BACKGROUND & EXPERIENCE
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 7
Our Team
The success of a consulting engagement is founded on the qualifications of the project team and the way in which it is structured and managed.

MGT employs a team of professionals with backgrounds in local government and the not-forprofit sector. With the City’s staffing needs in mind and due to the significance of this recruitment, we have assigned our highly knowledgeable and experienced consultant, Sarah MCKee. She will act as your Recruitment Lead and the primary point of contact for this project.

Sarah is an experienced executive recruiter who has led recruitments for almost a decade. All Recruitment Leads are supported by the Vice President of Human Capital Solutions, a Recruitment Coordinator, and Reference Specialist. Depending on availability at the time a contract is awarded, MGT reserves the right to assign another Recruitment Led to ensure the recruitment is completed within an appropriate time frame. Sarah’s biography is attached to Appendix A.

Recruitment Lead & Main Point of Contact

SARAH MCKEE
Senior Consultant
847-867-5151
[email protected]
Proposal Inquiries

CHARLENE STEVENS
Vice President –
Human Capital
Solutions
847.380.3240 x124
[email protected]

MICHELE MORAWSKI
Client Services
Manager
224.415.3791
[email protected]
588
C. COMPANY HISTORY, BACKGROUND & EXPERIENCE
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 8
Why Choose MGT?
✓ Unparalleled Expertise and Level of Service. With 1,500 completed executive recruitment engagements in 45 states and a diverse range of communities, we are a leader in the field of local government recruitment and selection. More than 40% of our clients are repeat clients, and 94% of surveys show our overall performance rating as Outstanding – indicating a plan to use our services and/or highly recommend us in the future.
✓ Delivering the Best. We conduct comprehensive due diligence on candidates. Our state-of-the-art process includes extensive use of social media for candidate outreach and video interviews with potential finalist candidates, ensuring successful recruitment for the City. We will provide important information to potential candidates by developing a high quality, thorough recruitment brochure reflecting the knowledge we will have about your community and your organization. Before we recommend a candidate to you, we ask probing questions that will verify their expertise during video interviews, reference calls, and news and social media searches.
✓ A Partner from Start to Finish. We are your partners in this important process. We welcome you to review all the resumes we receive, and we will share our honest assessment of the candidates. Our goal is your complete satisfaction. We can strategize with you on a variety of approaches for meeting your recruiting needs, including evaluation of internal candidates, identification of non-traditional candidates who meet your recruitment requirements, succession planning, and mentoring options. We are committed to working with you to find the candidate that is the best fit for your position.
✓ Services for Any Budget and Any Search. We strive to meet the specific needs of our clients by offering several options for recruitment services to meet your budget. Our services range from Full Executive Recruitments to Virtual Recruitments and even simply Professional Outreach for those who want to reach a broader network. In the following proposal, we have provided the scope we believe best fits your needs. 589
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 9
D. Scope of Work/Implementation
A detailed plan specifically designed for you.

Project Understanding
A typical executive recruitment and selection process requires a significant investment of time, discretion, and specialized expertise. For the City of South Lake Tahoe, this effort is further elevated by the visibility, complexity, and governance sensitivity of a City Manager appointment under a council–manager form of government. A substantial portion of the process involves administratively intensive and high-risk activities, including targeted outreach, applicant screening, reference validation, background and media checks, and the careful coordination of City Council engagement.

The City’s primary challenge is securing a proven municipal leader through a process that is rigorous, transparent, defensible, and efficient—without overburdening internal staff or compromising confidentiality. The City must also compete in a constrained executive talent market, requiring proactive sourcing beyond passive applicant pools.

We believe our experience and ability to professionally administer executive-level recruitment enables the City to mitigate risk while attracting a diverse, highly qualified slate of candidates aligned with South Lake Tahoe’s priorities, values, and community expectations. MGT brings a disciplined, end-to-end recruitment methodology supported by our broader expertise across strategy and implementation, performance and operations, and IT-enabled process management, ensuring both strategic alignment and operational precision throughout the search.

Our approach positions the City Council as informed decision-makers at every stage. Our clients receive consistent, biweekly progress updates, clear candidate assessment documentation, and data-driven recommendations that support confident, timely selections. We function as an extension of the City team—anticipating needs, managing stakeholder communication, and maintaining momentum from profile development through finalist selection and contract negotiation support.

Our team remains highly accessible throughout the engagement. City leadership and designated staff have direct access to our project leadership by phone or email, ensuring responsiveness, transparency, and trust across the duration of the recruitment.

Proposed Work Plan
PHASE 1 - POSITION ASSESSMENT, ANNOUNCEMENT, & BROCHURE Activities
MGT treats each executive recruitment as a transparent partnership with our client. We believe in engaging with stakeholders early in each recruitment process to fully understand the challenges and opportunities inherent in the position. Understanding the organizational culture is critical to successful recruitment. We gain this insight and information through meetings (one 590
D. SCOPE OF WORK/IMPLEMENTATION
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 10
on one and in small groups), surveys, and a review of relevant information. This information is reflected in a polished marketing piece that showcases the organization and the area it serves.

INFORMATION GATHERING
• One-on-one or group interviews with stakeholders identified by the City. • Community forums (in-person or via video) can be used to gather input and feedback. • Surveys can be conducted for department personnel and/or the community to gather feedback.
• Conversations/interviews with department heads.

A combination of the items listed above can be used to fully understand community and organizational needs and expectations for the position (this proposal includes 12 hours of meetings – additional meetings can be added for a fee of $225/hour plus actual expenses if incurred). One organizational survey is included. A separate community survey with detailed analytics can be conducted for $3,500. Community forums are conducted as an optional service.

Development of a POSITION ANNOUNCEMENT to be placed on websites and social media.

Development of a thorough RECRUITMENT BROCHURE for the City’s review and approval.

Agreement on a detailed RECRUITMENT TIMETABLE – a typical recruitment takes between 90 to 120 days from the time you sign the contract to the appointment of the finalist candidate.

PHASE 2 - ADVERTISING, CANDIDATE RECRUITMENT, & OUTREACH Activities
We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. Our website is well known in the local government industry – we typically have 17,000+ visits monthly to our website and career center. Additionally, our weekly jobs listings are sent to over 8,000 subscribers.

Phase 2 will include the following:
• MGT consultants will personally identify and contact potential candidates. • Develop a database of potential candidates from across the country unique to the position and to the City, focusing on:
─ Leadership and management skills.
─ Size of organization.
─ Experience in addressing challenges and opportunities also outlined in Phase 1. ─ The database will range from several hundred to thousands of names. An email campaign will be sent to each potential candidate.
• Placement of the position announcement:
─ Public sector online Career Centers.
─ Social media: LinkedIn (posted on MGT Executives LinkedIn news feeds to reach over 50,000 connections), Facebook, and Instagram.
─ MGT will provide the City with a list of advertising options for approval. 591
D. SCOPE OF WORK/IMPLEMENTATION
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 11
PHASE 3 - CANDIDATE EVALUATION & SCREENING
Activities
Phase 3 will include the following steps:
• Review and evaluation of candidates’ credentials with consideration to the criteria outlined in the recruitment brochure.
• Candidates will be narrowed down to those that meet the qualification criteria. • Candidate evaluation process:
─ Completion of a questionnaire explaining prior work experience. ─ Live video interview (45 minutes to 1 hour) conducted by consultant with each finalist candidate.
─ References provided by the candidate are contacted.
─ Internet/social media search conducted on each finalist candidate.

All resumes will be acknowledged and inquiries from candidates will be personally handled by MGT, ensuring the City’s process is professional and well regarded by all who participate.

PHASE 4 - PRESENTATION OF RECOMMENDED CANDIDATES
Activities
Phase 4 will include the following steps:
• MGT will prepare a recruitment report presenting the credentials of those candidates most qualified for the position.
• MGT will provide an electronic recruitment portfolio which contains the candidates’ materials along with a “mini” resume for each candidate so that credentials are presented in a uniform way.
• The City will receive a log of all applicants and may review resumes if requested. • Report will arrive in advance of the recruitment report presentation.

MGT will meet with the City to review the recruitment report and provide additional information on the candidates.

PHASE 5 - INTERVIEWING PROCESS & BACKGROUND SCREENING
Activities
Phase 5 will include MGT completing the following steps:
• Develop the first and second round interview questions for the City’s review and comment.
• Coordinate candidate travel and accommodations.
• Provide the City with an electronic file that includes:
─ Candidates’ credentials.
─ Set of questions with room for interviewers to make notes. 592
D. SCOPE OF WORK/IMPLEMENTATION
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 12
─ Evaluation sheets to assist interviewers in assessing the candidate’s skills and abilities.

Background screening will be conducted along with additional references contacted:

MGT BACKGROUND SCREENING
✓ Social Security Trace & Verification
✓ US Federal Criminal Search
✓ Verified Enhanced National Criminal
Search
─ National Sex Offender Registry
─ Most Wanted Lists: Federal Bureau of
Investigation (FBI), Drug Enforcement
Agency (DEA), Bureau of Alcohol,
Tobacco, Firearms and Explosives (ATF),
Interpol
─ Office of Foreign Assets Control (OFAC)
Terrorist Database Search
─ Office of the Inspector General (OIG),
General Services Administration (GSA),
System for Award Management (SAM),
Food and Drug Administration (FDA)
─ All felonies and misdemeanors reported
to the National Database
✓ County/Statewide Criminal Search
✓ Civil Search
✓ Bankruptcy, Liens, and Judgements
✓ Motor Vehicle Record
✓ Education Verification – All Degrees Earned
Optional: Credit Report – Transunion with score
(based on position and state laws)
Optional:
─ Professional License Verification
─ Drug Screen
─ Employment Verification
MGT will work with you to develop an interview schedule for the candidates and coordinate travel and accommodations. MGT consultants will be present for all the interviews, serving as a resource and facilitator.

MGT will coordinate a 2-step interview process. The first round of interviews will include four to five candidates. The second round of interviews will include two or three candidates. MGT will supply interview questions and an evaluation form.

In addition to a structured interview, the schedule can incorporate:
• Tour of the City’s facilities.
• Interviews with senior staff.

PHASE 6 - APPOINTMENT OF CANDIDATE
Activities
• MGT will assist you as much as requested with the salary and benefit negotiations and drafting of an employment agreement, if appropriate.
• MGT will notify all applicants of the final appointment, providing professional background information on the successful candidate.
593
D. SCOPE OF WORK/IMPLEMENTATION
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 13
Project Timeline
Based on our experience in conducting similar projects, we anticipate the proposed project can be completed within 14 weeks of project initiation as illustrated in Exhibit 1.

Exhibit 1. Proposed Schedule

WORK PLAN TASKS
WEEK
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Phase 1: Position Assessment,
Position Announcement, &
Brochure
Phase 2: Advertising, Candidate
Recruitment, & Outreach
Phase 3: Candidate Evaluation &
Screening
Phase 4: Presentation of
Recommended Candidates
Phase 5: Interviewing Process &
Background Screening
Phase 6: Appointment of
Candidate
Commitment to Diverse and Highly Qualified Applicant Pool in Recruitments
MGT is a recognized leader in consulting services, strategic planning, and organizational transformation that supports the development of inclusive and representative workplaces. We are committed to providing a diverse and highly qualified pool of candidates for our recruitments. Our experience working with a wide range of communities across the United States, as well as with organizations aiming to shift their internal cultures, plays a crucial role in the success of our projects. We have a track record for generating impactful ideas, delivering actionable insights, and turning innovative practices into effective operational strategies, helping clients lead meaningful change.

MGT is one of the nation's pioneering firms in conducting disparity research. These studies were among the first efforts to promote fairness and accountability within the public sector, especially in procurement. Since 1990, MGT has completed more than 230 disparity studies for public agencies. These efforts are designed to strengthen procurement operations, improve outcomes for historically underrepresented groups, and enhance participation of minority- and women-owned businesses. By analyzing policies, practices, and programs, clients are better positioned to improve access to economic opportunities and create stronger business and employment pipelines in communities that have faced systemic barriers.

Since its founding, MGT has consistently supported organizations that advocate for broader representation in local government through both volunteer engagement and financial contributions. These partnerships include the National Forum for Black Public Administrators, the Local Government Hispanic Network, The League of Women in Government, and CivicPride.

Our team members have facilitated and presented inclusive leadership topics at the International City and County Management Association conference and state conferences. Our 594
D. SCOPE OF WORK/IMPLEMENTATION
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 14
employees and consultants have participated in training such as Implicit Bias Workshops. We also offer a curated list of related learning resources on our website at mgt.us.

MGT has partnered with the consulting arm of the National Forum for Black Public Administrators, i4x, to assist in recruitment and selection efforts in several cities, including Toledo, OH; Fort Collins, CO; Ann Arbor, MI; Oakland, MI; Atlanta, GA; Arlington, TX; and Dallas, TX. This collaboration underscores our shared commitment to broadening representation and ensuring that leadership in local government reflects the communities being served. 595
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 15
E. Project Budget
Defined by Impact. Driven by People.

Dedicated to the Community.

We take pride in customizing our clients’ needs and we will work with you to ensure our fees are aligned with your expectations and budget.

Full Scope Recruitment
Summary of Costs Price
Recruitment Fee $27,000
Recruitment Expenses (not to exceed)
Expenses include candidate due diligence efforts on presented candidates and background screenings for up to four finalists. $2,000
Advertising
*Advertising costs over $2,000 will be placed only with client approval. If less than $2,000, client is only billed for actual cost. $2,000*
TOTAL: $31,000**
**Consultant travel expenses are not included in the price proposal. If the consultant is requested to travel to the client, travel costs will be estimated at time of request. Only actual expenses will be billed to the City for reimbursement.

Possible in-person meetings could include:
• Recruitment brochure interview process
• Presentation of recommended candidates
• Interview process
Any additional consultant visits requested by the City (beyond the three visits listed above) will be billed at $225/hour. The additional visits may also result in an increase in the travel expenses billed.
*This fee does not include travel and accommodation for candidates interviewed.

RECOMMENDED OPTIONAL SERVICE:

Our Classification and Compensation team can conduct a review and analysis of the job description, qualifications, and classification, and provide comparable insights using reliable compensation and job data sources. This analysis helps ensure the position’s skill requirements and salary range are aligned with the broader market. Cost: $900 596
E. PROJECT BUDGET
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 16
Payment for Fees & Services
• 1
st Invoice: Contract Award (40% of the Recruitment Fee). • 2
nd Invoice: Presentation of Candidates (40% of the Recruitment Fee & expenses incurred to date).
• Final Invoice: Completion of Recruitment (20% of the Recruitment Fee plus all remaining expenses).

Proposal pricing is valid for 90 days. Payment of invoices is due within 30 days of receipt.

Our Guarantee – Full Scope Recruitment

HIRING OF ADDITIONAL CANDIDATES
MGT is committed to assisting our clients in the selection and appointment of a suitable candidate. In today’s competitive hiring market, it is critical to move expeditiously to interview candidates and make key hiring decisions; failure to do so may result in the loss of desirable candidates. If the client has not responded to multiple requests for decisions and/or guidance within six weeks of candidates being presented for interview or following finalist interviews, MGT may choose to cancel the contract and bill the client for work completed to date.

It is MGT’s goal to provide the client with well-qualified candidates for their hiring needs. If the client rejects the list of qualified candidates and/or fails to negotiate in good faith and come to terms with hiring a candidate and instead chooses to readvertise the opportunity, MGT reserves the right to charge additional consulting fees commensurate with the additional work requested.

Upon appointment of a candidate, MGT provides the following guarantee: should the selected and appointed candidate, at the request of the City or the employee’s own determination, leave the employ of the City within the first 12 months of appointment, we will, if desired, conduct one additional recruitment for the cost of expenses and announcements. Reimbursable expenses may be incurred should the recruitment process require the consultant to travel to the City. To engage in this guarantee, the request must be made within thirty days of the employee’s departure. Additionally, for this guarantee to take effect, the City must provide documentation of regular onboarding meetings with the governing body (or designee) and a six month and one year facilitated evaluation of the candidate by the governing body that includes a self-evaluation of the candidate, input from the Mayor and Council and a written summary of the evaluation provided to the candidate.

If the City hires more than one candidate introduced by MGT as a result of this recruitment process during the subsequent twelve-month period, an additional placement fee equivalent to 50% of the recruitment fee will apply for each additional hire. The guarantee stated above will only apply to the initial candidate hired by the City
597
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 17
F. Description of Recent
Projects/References
A leader in local government recruitment and selection.

More than one-third of the organizations served by MGT have contracted for multiple projects; we feel repeat business is the greatest testament to our commitment to customer service and client satisfaction. We encourage you to contact any of our references to learn of our professionalism, ability to meet timelines, and the expertise of our staff.

ANTIOCH, CALIFORNIA
Ana Cortez, Human Resources Director
200 H Street, 1st Floor | Antioch, CA 94509
(925) 779-7021 | [email protected]
MGT provided recruitment and selection services for the City Manager in 2024.

SAN FRANCISCO BAY AREA RAPID TRANSIT (BART), CALIFORNIA Claudette Biemeret, Inspector General
2150 Webster Street, 4th Floor | Oakland, CA 94612
(510) 464-6141 | [email protected]
MGT provided recruitment and selection services for the Inspector General in 2023.

BUCKEYE, ARIZONA
Cindy Camarata, Human Resources Director
530 E. Monroe | Buckeye, AZ 85326
(623) 349-6250 | [email protected]
MGT provided recruitment and selection services for the City Manager in 2025. 598
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 18
Optional Services
The Nation’s Recruitment Leader.

Having a solid plan in place is the only way to reach your long-term vision and goals, and we want to see you thrive. Our variety of services can be personalized to make the most of your strengths and give you an extra layer of support where you need it. We offer the following additional service offerings:

GOVTEMPSUSA
Need an Interim? GovTempsUSA, a division of MGT, specializes in the temporary placement of positions in local government. The firm offers short-term assignments in addition to long-term and outsourced arrangements. Our placement professionals at GovTempsUSA have typically enjoyed distinguished careers in local government and displayed a commitment to public service throughout their careers.

RECORDED ONE-WAY VIDEO INTERVIEW OF CANDIDATES
Candidates we recommend for your consideration can complete a one-way video interview with three to five questions that will be recorded and which you can review electronically at your convenience. This can occur prior to making your decision on which candidates to invite for an interview at an additional cost.

LEADERSHIP/PERSONALITY TESTING
MGT has experience working with a wide variety of leadership and personality assessment tools, depending on the qualities and experiences the City is seeking in their candidates. These include but are not limited to Luminaspark, Caliper, DISC, and others. Depending on the evaluation type, selected fees will vary.
360° EVALUATION
As a service to the City, we offer the option of providing you with a proposal for a 360° performance evaluation for the appointed position at six months into their employment. This evaluation will include seeking feedback from both elected officials and department directors, along with any other stakeholder the City feels would be relevant and beneficial. This input will be obtained on a confidential basis with comments known only to the consultant. If you are interested in this option, MGT will prepare a proposal for this service. 599
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 19
Appendix A. Staff Biography
Areas of Expertise
• Local Government
Management
• Non-Profit Management
• Recruitment and Organizational
Analysis
• Performance Evaluations
• Classification and
Compensation Studies
• Community and Economic
Development
• Public Works Administration
• Strategic Planning and Fiscal
Management
• Solid Waste Management
• Community Association
Governance
Education
• M.P.A., Organizational
Communications, Murray State
University
• B.S., Business Administration,
Management, Murray State
University
Professional Development & Speaking
Engagements
• ICMA, Coach
• ICMA – International
Committee
• LGHN – Annual Conference
• ILGFOA – Annual Meeting
• ICMA – Women’s Luncheon
Sarah McKee, M.P.A.

Senior Consultant
Sarah McKee is a seasoned professional with over 25 years of experience in local government and non-profit management. As a Senior Consultant at MGT, she has led recruitment efforts and performed organizational analyses studies across 26 states, specializing in departmental organizational analysis, performance evaluations and classification and compensation studies. Her tenure in city management roles in Johnstown, OH, and Rolling Meadows, IL, highlights her strategic leadership, including successful community growth initiatives, comprehensive planning, and fiscal management during economic downturns.

Prior to her city management experience, Ms. McKee's extensive public works experience included innovative cost-saving measures, such as the establishment of Kentucky's first biosolids waste composting facility. Her international expertise through ICMA and APWA programs includes developing Bulgaria's solid waste management program and contributing to Lebanon's economic development plan. She also served as the Executive Director of the Issaquah Highlands Community Association, leading and managing a large-scale master-planned urban village and enhancing community services and infrastructure.

Memberships & Affiliations
International City/County Managers Association’s (ICMA), Coach Illinois Government Finance Officers Association
Indiana Municipal Managers Association
Illinois City/County Management Association
American Public Works Association
Professional Experience
MGT Impact Solutions, LLC, Senior Consultant, 2015-Present Issaquah Highlands Community Association, WA, Executive Director, 2011-2014
City of Rolling Meadows, IL, City Manager, 2008-2011
Village of Johnstown, OH, Village Manager, 2003-2008
City of Paducah, KY, Public Works Director – Public Works Department 1999-2003; Solid Waste Superintendent/Fleet
Superintendent – Public Works Department, 1994-1999; Intake Coordinator – Community Development & Planning Department, 1992-1994; Administrative Assistant – Parks & Recreation Department, 1991-1992
600
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 20
Appendix B. Client List
The table below provides a sample list of MGT’s clients.

State Client Position Title Population Year
Alaska Bethel City Manager 6,500 2024
Homer City Manager (Professional Outreach) 5,300 2024
Arizona Buckeye City Manager 69,744 2025
Kingman City Manager 34,669 2023
California Antioch City Manager 115,264 2024
Colorado Adams County Deputy County Manager 519,572 2024 Longmont Assistant City Manager - External Services 100,758 2025 Loveland City Manager 82,460 2024
Connecticut Bloomfield Town Manager 21,301 2024
Granby Town Manager 11,375 2023
Simsbury Town Manager 25,517 2023
Delaware Milford City Manager 12,272 2024
Florida Apopka City Administrator 55,496 2024
Clearwater Assistant City Manager 116,850 2024
Deerfield Beach City Manager 80,000 2024
Fort Lauderdale City Manager 184,255 2024
Melbourne Beach Town Manager 3,281 2025
Miami Beach City Manager 88,000 2024
Pinellas County Assistant County Administrator 970,600 2024 St. Johns County County Administrator 292,466 2023
Walton County County Administrator 75,305 2023
Georgia Augusta Deputy Administrator 200,000 2025
Chatham County Assistant County Manager 296,329 2025
Illinois Cary Assistant City Administrator 17,840 2024
Crest Hill City Administrator 21,169 2025
Evanston Deputy City Manager (2) 75,000 2024
Farmer City City Manager 1,828 2024
Galesburg City Manager 33,706 2023
Hampshire Village Manager 6,347 2025
Hanover Park Deputy Village Manager 38,510 2024
Hanover Park Village Manager 38,510 2025
Kenilworth Village Manager 2,562 2024
Lake Bluff Assistant to the Village Administrator 5,698 2023 Lake Villa Assistant to the Village Administrator 8,774 2023 601
APPENDIX B. CLIENT LIST
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 21
State Client Position Title Population Year
Lincolnshire
Assistant Village Manager/Community &
Economic
Development Director
7,500 2025
Lisle Township Township Administrator (Virtual) 119,040 2024 Long Grove Village Manager 8,153 2023
Maryville Village Administrator 8,316 2024
McHenry City Administrator 27,135 2023
Morton Grove Village Administrator 23,500 2024
Northfield Village Manager 5,400 2023
Oak Park
Township Township Manager 51,774 2023
Park Forest Village Manager 21,975 2025
Pingree Grove Village Manager 10,000 2023
Rockton Village Administrator 7,863 2025
Vernon Hills Assistant Village Manager (Limited) 25,911 2025 West Chicago City Administrator 27,221 2025
West Dundee
Assistant Village Manager/Administrative
Services
Director (Virtual)
8,000 2024
Winfield Village Manager 9,418 2025
Winnetka Deputy Village Manager 12,417 2025
Iowa Ames Assistant City Manager (Limited) 66,498 2023
Indianola City Manager 15,833 2025
Marshalltown City Administrator 27,338 2024
Sioux City City Manager 83,000 2025
Urbandale City Manager 45,580 2024
Windsor Heights City Administrator 4,860 2023
Maryland Takoma Park City Manager 17,629 2023
Michigan Barry County County Administrator 60,540 2024
Berkley City Manager 14,970 2024
Laketown Township Manager 6,192 2025
Troy City Manager 83,181 2024
Minnesota Blaine Director of Administrative Services 67,939 2024 Breezy Point City Administrator/Clerk/Treasurer 2,396 2025 Edina Assistant City Manager (Limited) 53,318 2023
Fairmont City Administrator 10,477 2025
Golden Valley City Manager 22,715 2024
Lindström City Administrator 4,888 2023
Ramsey County County Manager 536,000 2024
Scandia City Administrator 4,149 2023
602
APPENDIX B. CLIENT LIST
CITY OF SOUTH LAKE TAHOE | JANUARY 16, 2026
RFP#2026-1-16 | EXECUTIVE RECRUITMENT FIRM CITY MANAGER

RECRUITMENT
PAGE 22
State Client Position Title Population Year
Wayzata City Manager 4,363 2025
Missouri Creve Coeur City Administrator 18,538 2025
Frontenac City Administrator 3,640 2025
Jackson City Administrator 15,702 2024
Ozark City Administrator 21,284 2024
University City Deputy City Manager - Support Services 35,172 2024 Nebraska La Vista City Administrator 16,746 2025
New Mexico Los Alamos
County County Manager 19,330 2023
North Carolina
Albemarle City Manager 16,404 2024
Ayden Town Manager 5,000 2023
Cumberland
County Assistant County Manager 336,000 2025
Mecklenburg
County County Manager 1,100,000 2025
North Dakota Minot Assistant City Manager 45,700 2023
Pennsylvania Allegheny County County Manager (Professional Outreach) 1,230,000 2024 Tennessee Franklin Assistant City Administrator 88,558 2025 Oak Ridge City Manager 31,402 2023
Virginia Alleghany County County Administrator 14,500 2025 Fairfax County Deputy County Executive 1,150,309 2024
Hampton Assistant City Manager 137,436 2024
Newport News City Manager 181,958 2023
Pittsylvania
County County Administrator 59,571 2025
Wisconsin Lake Geneva City Administrator 7,710 2025
Oshkosh City Manager 66,700 2024
Sheboygan City Administrator 48,327 2023
Waukesha City Administrator 71,158 2023
West Bend City Administrator 31,540 2025
603
604
1 RESPONSE TO

CITY OF SOUTH LAKE TAHOE

EXECUTIVE RECRUITMENT FIRM

CITY MANAGER RECRUITMENT
RFP #2026-1-16
Prepared by:

Company Name: Netsynk Inc.

Telephone Number: 848-248-5231
Email Address: [email protected]
Date of Submission: 01-16-26
605
2 TABLE OF CONTENTS
Particulars Page No.

Cover Letter 3
Executive Summary 4
Company History, Background, and Experience 5
Scope of Work/Implementation 9
Project Budget 13
Description of Recent Projects/References 14
606
3 01-16-26
City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
SUBJECT: RESPONDING TO THE REQUEST OF PROVIDING EXECUTIVE RECRUITMENT FIRM SERVICES

FOR THE POSITION OF CITY MANAGER
Dear Honorable Members of the City Council,
Netsynk Inc. respectfully submits this proposal in response to the City of South Lake Tahoe’s Request for Proposals for Executive Recruiting Services for the City Manager position. We appreciate the opportunity to be considered for this important engagement and recognize the critical role the City Manager plays in advancing the City’s strategic priorities, organizational excellence, and public trust.

Netsynk Inc. is an executive recruiting firm headquartered at 1895 Apple Valley Rd, Bolingbrook, IL, 60490, and can be reached by telephone at 848-248-5231. We are an executive recruiting firm with specialized expertise in placing senior leadership within municipal governments. We bring a proven track record of successfully conducting executive searches of similar size and complexity, utilizing a disciplined, transparent, and highly targeted recruitment process. Netsynk Inc.’s primary contact during the proposal evaluation period is Savio Pais, President, reachable at 848-248-5231 or [email protected].

The individual listed above is authorized to represent Netsynk Inc. throughout the proposal evaluation process and to respond promptly to any requests for clarification. Netsynk Inc. affirms that this proposal shall remain valid for a period of one hundred twenty (120) calendar days from the date of submittal, in full compliance with the RFP requirements.

We are confident in our ability to partner effectively with the City Council to deliver a comprehensive, confidential, and results-driven executive search. Our goal is to assist the City Council in identifying a City Manager who will provide strong leadership and long-term value to the City of South Lake Tahoe.

Thank you for your consideration. We look forward to the opportunity to serve the City of South Lake Tahoe.

Sincerely,
(Signature)
Savio Pais
President
Netsynk Inc.
607
4 EXECUTIVE SUMMARY
The City of South Lake Tahoe (hereinafter, the “City”) is seeking a qualified executive recruiting firm to conduct a comprehensive, confidential, and results-driven search for its next City Manager. Netsynk Inc. submits this proposal to provide full-service executive recruitment and advisory support tailored to the unique governance structure, operational complexity, and community expectations of the City. Our proposed approach reflects a thorough understanding of municipal executive search requirements and the level of effort necessary to deliver a successful outcome.

The City Manager position is critical to the effective administration, strategic direction, and public confidence of the City. Identifying and securing a highly qualified executive leader requires a structured recruitment process, broad and targeted outreach, rigorous screening, and careful coordination with the City Council. Without a specialized executive search partner experienced in municipal leadership recruitment, the City risks limited candidate reach, inconsistent evaluation, and increased time to fill a mission-critical role.

Netsynk Inc. proposes a comprehensive executive search process designed to support the City Council at every stage of the recruitment process. Our services include facilitating the development of a candidate profile, designing and executing a national recruitment strategy, conducting direct outreach and networking, managing candidate communications, performing in-depth screening and assessments, facilitating interviews, and supporting finalist selection and contract negotiations. Our process emphasizes transparency, confidentiality, and alignment with the City Council’s priorities.

Netsynk Inc. delivers a disciplined and results-driven executive search process grounded in extensive experience recruiting senior municipal leaders. Our approach provides the City with access to a broad and highly qualified pool of public-sector executive talent, supported by objective and consistent candidate evaluation methods. Through rigorous screening, comprehensive background and reference checks, and structured interview support, we reduce risk while promoting informed decision-making by the City Council. Regular progress reporting, clear communication, and a collaborative partnership model ensure transparency and accountability throughout the recruitment process, resulting in the successful placement of a City Manager aligned with the City’s strategic goals, operational needs, and community values.

This proposal includes detailed information regarding Company History, Background, and Experience; Scope of Work and Implementation Approach; Project Budget; and Descriptions of Recent Projects and Client References, demonstrating Netsynk Inc.’s qualifications and commitment to meeting the City’s requirements.

Netsynk Inc. respectfully requests the City Council’s favorable consideration of this proposal. We are prepared to partner with the City to deliver a successful City Manager recruitment and to proceed promptly upon selection.
608
5 COMPANY HISTORY, BACKGROUND, AND EXPERIENCE
A) Company History and Organizational Structure
Netsynk Inc. is a professional staffing and executive recruiting firm headquartered in Bolingbrook, Illinois. The firm was incorporated in the State of Illinois in 2019 and has been in continuous operation for nearly six years, providing staffing and executive search services to public and private sector clients nationwide. Netsynk Inc. is certified by the Chicago Minority Supplier Diversity Council (CMSDC), an affiliate of the National Minority Supplier Development Council (NMSDC).

Netsynk Inc. operates under a streamlined and collaborative organizational structure designed to ensure accountability, quality, and responsiveness. The firm is led by the President, who provides strategic oversight and executive leadership. Reporting to the President is the Delivery Team Lead, responsible for day-to-day service delivery and execution of recruitment engagements. Supporting this function are dedicated Recruiters with domain expertise in sourcing, screening, and candidate evaluation, as well as Human Resources personnel responsible for compliance, onboarding, and documentation. Business Development Associates and Proposal Writers support client engagement, partnership development, and the preparation of compliant, high-quality proposal responses. This structure ensures clear lines of authority and effective coordination across all functional areas.

Netsynk Inc. currently employs a team of ten (10) experienced talent professionals, each with an extensive experience in sourcing, recruitment, and executive search.

B) Background and Experience
Netsynk Inc. provides staffing and executive recruitment services across 50 states, supporting clients at a national level. We have successfully assisted organizations in identifying, attracting, and recruiting professionals with diverse, specialized, and hard-to-fill skill sets. Our recruiters possess strong domain knowledge and leverage extensive candidate databases, targeted outreach strategies, and direct networking to deliver high-quality talent for complex and high-demand roles.

The founders of Netsynk Inc. bring more than 20 years of combined experience working with leading staffing organizations and supporting clients with high-volume, mission-critical staffing needs. This leadership experience informs our disciplined recruitment methodology, commitment to confidentiality, and ability to deliver results under demanding timelines.

Netsynk Inc. has supported both commercial and government-sector engagements, including experience staffing resources as a subcontractor on government projects. We have demonstrated the ability to operate within structured procurement environments, adhere to compliance requirements, and deliver professional services aligned with public sector expectations. 609
6 C) Capacity to Perform Services for the City
Netsynk Inc. has the capacity, infrastructure, and professional expertise necessary to successfully perform the executive search services required by the City of South Lake Tahoe. Our national reach, experienced recruitment team, and structured delivery model enable us to conduct comprehensive executive searches that include candidate profiling, targeted outreach, screening, assessment, coordination with governing bodies, and reporting.

We are well-equipped to manage high-profile and sensitive executive searches, ensuring confidentiality, consistent communication, and alignment with City Council priorities. Resumes of the project team members assigned to this engagement are included within this proposal, demonstrating the qualifications, experience, and availability of key personnel.

D) Resumes for Project Team Members
Resumes of the team members that are anticipated to be a part of this project are provided below:

1. Savio Pais, President
Brings over 20 years of experience in the Information Technology industry, with a strong track record of selling to clients across the Services sector in North America. Extensive expertise in delivering high-impact solutions, consulting, and professional services tailored to client needs. Possesses deep knowledge of Sales and Marketing strategies, with a proven ability to drive business growth and foster long-term client relationships.

WORK EXPERIENCE
• Netsynk Inc.| President - July 2019 - Present
• Enterprise Solution Inc.| Vice President - July 2015 - Oct 2018 • Collabera| Supporting Technology - Feb 2005 - June 2015 • Majesco| Manager - 2004 - 2005
• IBBSC| Manager - 2002 - 2003
• Pase Associate| Market Researcher - 1998 - 1999
• Kantar| Executive Market Researcher - 1995 - 1999

EDUCATION
Master of Business Administration (MBA) - Oklahoma City University SKILLS
• Data Analysis
• PMO
• SDLC
• Data Warehousing
610
7 • Vendor Management
• IT Strategy
• Business Analysis
• System Analysis

2. Chandni Singh, Delivery Team Lead
A seasoned Senior Recruiter with extensive experience in identifying and securing top-tier talent across various roles and industries. Demonstrates strong expertise in sourcing, screening, and managing the full recruitment lifecycle, with a consistent track record of aligning candidates with organizational needs. Committed to delivering a seamless and positive candidate experience throughout the hiring process.

WORK EXPERIENCE
• Netsynk Inc.| Team Lead - June 2023 – Present
• Netsynk Inc.| Senior Recruiter - Jan 2023 – May 2023
• Netsynk Inc.| Associate Recruiter - Jan 2022 - Dec 2022 • Magnatek Enterprise| Production Intern - Dec 2020 – Jan 2021

EDUCATION
Master of Business Administration (MBA) - Amity University SKILLS
• Communication skills
• Relationship-building skills
• Time management and organization skills
• Problem-solving and critical thinking skills
• Technical skills
• Sales skills
• Attention to detail

3. Sukaina Fathima, Recruiter
Results-oriented recruiter with proven expertise in sourcing and screening high-quality talent, managing end-to-end candidate communication, and coordinating interviews with efficiency and precision. Known for strong organizational skills, attention to detail, and a commitment to delivering a seamless, compliant, and positive recruitment experience for both candidates and hiring teams.
611
8 WORK EXPERIENCE
• Netsynk Inc. | Associate Recruiter - May 2024 to Present • Allied Business Consulting Inc. | HR Intern - Jan 2024 to March 2024 • Workfall | Tech Talent Acquisition Intern - Oct 2023 to Jan 2024

EDUCATION
Bachelor of Business Administration (BBA) - Osmania University SKILLS
• Candidate sourcing and screening
• Interview coordination and candidate communication
• Applicant Tracking System proficiency
• Relationship building with candidates and hiring teams • HR documentation and compliance support

CERTIFICATIONS
• Tech Recruitment Certification – Hirist
• HR Analytics using MS Excel – Udemy
• Workshop on U.S. Labor and Employment Laws – LawSikho • Human Resource Management Certificate – Great Learning Academy 612
9 SCOPE OF WORK/IMPLEMENTATION
Netsynk Inc. proposes a structured, transparent, and collaborative executive search methodology designed to fully satisfy the City’s Scope of Services. Our approach emphasizes close coordination with the City Council, disciplined project management, confidentiality, and objective candidate evaluation.

Each phase of the search is carefully managed to ensure timely delivery, consistent communication, and high-quality outcomes.

The President will serve as the executive sponsor for the engagement, providing oversight and accountability, while the Delivery Team Lead will act as the day-to-day project manager responsible for schedule control, task coordination, and quality assurance. Dedicated executive recruiters will support sourcing, screening, assessment, and candidate communications. This management structure ensures that all services are being delivered in accordance with the RFP requirements and City expectations.

Project Management, Control, and Supervision
Netsynk Inc. employs a formal project management framework to manage, control, and supervise the services throughout the engagement. Key elements include:
• A defined project plan with milestones, deliverables, and assigned responsibilities. • Biweekly written progress reports to the City Council, with more frequent updates as needed. • Documented quality control reviews at each phase of the recruitment. • Secure record-keeping and confidentiality protocols.
• Direct accessibility of the project manager for City Council coordination.

Implementation Plan and Timeline
The proposed implementation timeline is designed to meet the City’s requirements while allowing flexibility to accommodate City Council availability and decision-making needs. The timeline below references and aligns with the Scope of Services outlined in the RFP:

1. Project Initiation and Position Profiling: During the initial phase of the engagement, Netsynk Inc. will execute the agreement and conduct a formal project kickoff to establish clear expectations, timelines, and communication protocols. We will have a meeting with the City Council to facilitate a structured discussion focused on the City’s strategic priorities, leadership expectations, organizational challenges, and success criteria for the next City Manager. Based on this input, Netsynk Inc. will develop a comprehensive candidate profile and refined position description that accurately reflects the role’s responsibilities, required competencies, and desired leadership attributes. Concurrently, we will design a tailored recruitment strategy and outreach plan that defines target markets, 613
10 advertising channels, and direct networking efforts. This phase will conclude with the delivery of a finalized City Manager profile and position description, an approved recruitment and outreach strategy, and a detailed project schedule and communication plan to guide all subsequent phases of the search.

2. Recruitment Strategy and Outreach: During this phase, Netsynk Inc. will implement a comprehensive and targeted recruitment campaign designed to attract a diverse and highly qualified pool of City Manager candidates. The recruitment effort will include national, regional, and targeted outreach strategies, combining broad visibility with direct engagement of high-performing passive candidates through professional networks and individualized outreach. The position will be actively promoted through a mix of print and digital channels, including industry publications, professional associations, web-based platforms, and social media, to ensure maximum exposure among qualified municipal leaders. Throughout this phase, Netsynk Inc. will acknowledge receipt of all application materials, maintain consistent and professional communication with candidates, and manage applicant tracking to ensure transparency and confidentiality. Deliverables for this phase include active recruitment and marketing materials, ongoing applicant tracking and communication logs, and biweekly progress reports to the City Council summarizing outreach efforts, applicant flow, and overall recruitment progress.

3. Application Review and Candidate Screening: During this phase, Netsynk Inc. will conduct a comprehensive and objective evaluation of all applications received, measuring each candidate against the City Council–approved candidate profile and established selection criteria. Qualified applicants will advance to structured screening interviews designed to assess leadership capability, management experience, ethical judgment, and alignment with the City’s organizational and community priorities. For candidates identified as most competitive, Netsynk Inc. will perform thorough due diligence, including background, criminal, credit, reference, and media checks, to ensure the highest standards of integrity and professionalism. The results of this process will be documented through written evaluation summaries and confidential reference reports, culminating in a clearly defined and well-supported list of recommended candidates for City Council interview consideration.

4. Candidate Interviews and Selection Support: During this phase, Netsynk Inc. will work closely with the City Council to ensure a structured, fair, and effective interview and selection process. We will assist with coordinating and scheduling interviews with recommended candidates and provide guidance on interview strategies, including the development of role-specific interview questions and objective evaluation tools aligned with the City’s priorities. Netsynk Inc. will attend and facilitate the interviews to support consistency, maintain process integrity, and address any procedural questions.

Following the interviews, we will prepare comprehensive candidate comparison and evaluation summaries and advise the City Council on finalist selection, culminating in well-documented finalist recommendations to support informed and confident decision-making.

5. Final Selection and Contract Support: During this phase, Netsynk Inc. shall provide direct advisory support to the City Council as it completes the final stages of the selection process. We will assist the 614
11 City Council in evaluating interview outcomes, comparing finalist qualifications, and confirming alignment with the City’s leadership priorities and organizational needs. At the City’s request, Netsynk Inc. shall support employment contract negotiations by offering market-based compensation insights, reviewing proposed terms, and assisting with coordination between the selected finalist and the City.

Throughout this phase, we will maintain complete and accurate records of communications, decisions, and documentation to ensure transparency and continuity. Deliverables include finalized candidate selection documentation and negotiation support materials necessary to facilitate a timely and wellinformed appointment of the City Manager.

6. Project Closeout and Reporting: During the project closeout phase, Netsynk Inc. will complete all remaining administrative and documentation requirements to formally conclude the executive search.

This phase includes compiling and organizing all recruitment records, correspondence, evaluation materials, and outreach documentation generated throughout the search process, ensuring completeness and confidentiality. Netsynk Inc. will prepare a comprehensive final written report summarizing the recruitment strategy, outreach efforts, applicant pool, screening and assessment activities, interview outcomes, and final selection process. The final project report and search documentation will be submitted to the City, providing a clear and auditable record of the work performed and demonstrating full compliance with the City’s Scope of Services and RFP requirements. 615
12 Implementation Plan Timeline
Phases Deliverables Estimated
Duration
Phase 1
Project Initiation and
Position Profiling
• Finalized City Manager profile and position description • Approved recruitment and outreach strategy
• Project schedule and communication plan
Weeks 1–2
Phase 2
Recruitment Strategy
and Outreach
• Active recruitment and marketing materials
• Ongoing applicant tracking and communication logs
• Biweekly progress report
Weeks 3–6
Phase 3
Application Review
and Candidate
Screening
• Written evaluation summaries of screened candidates
• Confidential reference and background reports
• Recommended candidate list for City Council
interviews
Weeks 7–9
Phase 4
Candidate Interviews
and Selection
Support
• Interview facilitation materials
• Candidate comparison and evaluation summaries
• Finalist recommendations
Weeks 10–11
Phase 5
Final Selection and
Contract Support
• Final candidate selection documentation
• Negotiation support materials
Weeks 12–13
Phase 6
Project Closeout and
Reporting
• Final project report and search documentation Week 14 616
13 PROJECT BUDGET
Netsynk Inc. proposes a firm, fixed, all-inclusive maximum price of Forty Thousand Dollars ($40,000) to provide the executive recruitment services for the City Manager position, as defined in the City’s RFP. This price represents the total cost to the City and includes all direct and indirect expenses associated with the successful completion of the engagement.

The proposed fee includes, but is not limited to, professional labor, project management, recruitment strategy development, national and targeted outreach, advertising and marketing, candidate screening and assessment, background and reference checks, interview facilitation, reporting, travel (if required), administrative support, and all other out-of-pocket expenses necessary to deliver the required services.

No additional costs, fees, or reimbursable expenses will be charged to the City beyond the amount stated herein.

All costs associated with the preparation and submission of this proposal are the sole responsibility of Netsynk Inc., and no such costs are included in or recoverable under the proposed project budget.

Cost Structure
Phases Description of Services Cost
Project Initiation &
Position Profiling
City Council meetings, development of candidate profile, position description, and recruitment strategy $6,000
Recruitment Strategy &
Outreach
National, regional, and targeted outreach; advertising; direct networking; candidate communications $10,000
Application Review &
Candidate Screening
Application review, screening interviews, background,
criminal, credit, reference, and media checks $10,000
Interview Facilitation &
Selection Support
Interview scheduling, interview facilitation, evaluation tools, finalist recommendations $7,000
Final Selection & Contract
Support
Finalist selection assistance and employment contract
negotiation support (as requested) $4,000
Project Closeout & Final
Reporting Compilation of records, final reporting, and documentation $3,000 617
14 DESCRIPTION OF RECENT PROJECTS/REFERENCES
Netsynk Inc. has extensive experience supporting complex, mission-critical engagements that require disciplined recruitment methodologies, rigorous screening, and close coordination with client leadership.

The following recent engagements demonstrate Netsynk Inc.’s capability to deliver high-quality professional services:

1. Salesforce Architect
Publicis Sapient engaged Netsynk Inc. to recruit a highly specialized Salesforce Architect to support a large-scale public-sector CRM consolidation initiative. The engagement required identifying a candidate with deep Salesforce architecture expertise, experience integrating legacy government systems, and demonstrated compliance knowledge related to HIPAA, FedRAMP, and FISMA. Netsynk Inc. executed a structured, multi-phase recruitment process that included discovery sessions with client leadership, targeted national outreach, rigorous technical screening, and comprehensive reference checks. The selected candidate was onboarded within twenty-eight business days and played a key role in improving system scalability, security, and cross-agency data sharing.

Reference Contact:
• Name: Mahesh Naik
• Title: Senior Director – Technical Delivery
• Organization: Publicis Sapient
• Telephone: (602) 628 9977

2. Project Manager
Publicis Sapient partnered with Netsynk Inc. to recruit an experienced Project Manager to oversee a multi-agency Salesforce implementation supporting public-sector service delivery. The role required advanced Agile expertise, Salesforce platform experience, and strong governance and stakeholder management skills. Netsynk Inc. conducted rapid intake consultations, developed a detailed role profile, and delivered a short list of highly qualified candidates through structured interviews, leadership assessments, and background verification. The selected Project Manager was onboarded within twenty-eight business days and successfully led a cross-functional team through a complex deployment, achieving high user adoption and improved delivery performance.

Reference Contact:
• Name: Neelesh Vilekar
• Title: Senior Technology Manager
• Organization: Publicis Sapient
• Telephone: (224) 730 0020
618
15 3. QA Tester
To support an expanding Salesforce program for public-sector clients, Publicis Sapient engaged Netsynk Inc. to recruit a qualified QA Tester with expertise in Salesforce automation and Agile testing methodologies. Netsynk Inc. implemented a targeted recruitment strategy focused on certified Salesforce QA professionals, conducted multi-level technical evaluations, and completed all compliance and background checks prior to onboarding. The selected candidate significantly improved testing efficiency, reduced manual testing time, and enhanced overall system quality across multiple Salesforce modules supporting government operations.

Reference Contact:
• Name: Devesh Bhargava
• Title: Senior Manager – Agile Program Management
• Organization: Publicis Sapient
• Telephone: (617) 606 8762
619
City of South Lake Tahoe
City Manager Recruitment
PROPOSAL / RFP #2026-1-16 / JANUARY 16, 2026
620
Table of Contents
A. Cover Letter......................................... 1 B. Executive Summary............................ 2
C. Company History, Background and
Experience ............................................... 4 D. Scope of Work/Implementation....... 11
E. Project Budget .................................. 16 F. Description of Recent
Projects/References.............................. 18
Giving back
The Raftelis Charitable Gift Fund seeks to
make a difference on issues that matter to
our clients and employees by helping build
sustainable, inclusive communities locally
and worldwide. We do this by allocating
company profits and employee contributions
of time and money. We support
organizations that:
• Promote efficient, sustainable resource
use
• Advance diversity, equity, and inclusion
within the public sector
• Invest in access to clean water and
sanitation
• Help vulnerable communities by
addressing affordability issues
621
RAFTELIS 1
611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 www.raftelis.com
A. COVER LETTER
January 16, 2026
City Council
City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
Subject: Proposal for City Manager Recruitment (RFP #2026-1-16) Dear Members of the City Council:

Thank you for the opportunity to submit this proposal for the City of South Lake Tahoe’s (City) upcoming City Manager search. For over 30 years, Raftelis has been dedicated to helping local governments and utilities across the country solve their financial, organizational, and technological challenges. Our executive recruitment team contributes to this mission by helping our clients find the best leaders for their organizations and then set those leaders up for success in their new role.

Our proposed search team for the City is comprised of skilled recruiters, seasoned in local government management with search experience throughout California and across the country. The team includes our two California-based team members, Serena Wright-Black and Sarah Slegers, who both have direct experience working with and for municipal governments in California. Collectively, we have completed over 400 nationwide searches, and we have had significant success in identifying and retaining ideal candidates who meet each organization’s unique needs and expectations.

We look forward to the opportunity to serve the City and the South Lake Tahoe community. If you have any questions, please contact my colleague, Serena Wright-Black, or me directly using the information below. The enclosed proposal is valid for a period of not less than 120 calendar days from date of this submittal.

Serena Wright-Black, Senior Manager (Primary Point of Contact) Phone: 310.733.7835 / Email: [email protected]
Address: 611 Wilshire Blvd., Suite 900, Los Angeles, CA 90017 Sincerely,
Catherine Tuck Parrish, Senior Vice President (Authorized to bind firm) Phone: 240.832.1778 / Email: [email protected]
622
RAFTELIS 2
B. EXECUTIVE SUMMARY
Who We Are
RAFTELIS HELPS LOCAL GOVERNMENTS AND UTILITIES THRIVE.

Public sector leaders partner with Raftelis to plan for the future, identify top talent, improve their organization’s financial condition, and tell their story. We’ve helped more than 700 organizations in the last year alone. Our team includes former local government and utility management leaders with decades of hands-on experience running successful organizations.

Raftelis provides expertise and insights that help bring about the innovation and improvements that our clients seek.

We believe that our Raftelis team is the right fit for this search. We provide customized services that will benefit your organization and make this recruitment a success.

RESOURCES AND
EXPERTISE: With more than
190 consultants, Raftelis has one
of the largest local government
management consulting practices
in the nation. Our executive
recruitment team includes six
experienced, full-time recruiters
and three talented recruitment
specialists. As a firm, we have
successfully provided executive
recruitment services to local
governments and utilities across
the country for the past 15 years.

DECADES OF COLLECTIVE
EXPERIENCE: Our recruiters
and subject matter experts have
decades of experience in leading
public sector organizations across the country. They have served in a wide range of positions, from city manager to human resources director to housing director, and many other essential leadership roles.

PERSONALIZED SERVICE FROM SENIOR-LEVEL RECRUITERS: You appreciate it when deadlines are met, phone calls are returned, and your team as well as your newly placed employee feel valued and heard throughout the recruitment process. While other firms may assign your business to junior-level staff, our clients and candidates receive personalized service from our seasoned recruiters.

NICHE EXPERTISE: Our expertise lies in strengthening public sector organizations. We’re specialists rather than generalists, focusing our strengths on delivering results for a specific group of local government clients. 623
RAFTELIS 3

FIRM CAPABILITIES
Finance: Promote financial integrity and the equitable
recovery of costs to achieve your objectives
• Rate, charge, and fee studies
• Financial and capital planning
• Cost of service and cost allocation
• Customer assistance programs
• Affordability analysis
• Asset valuation
• Budget development
• Financial condition assessments
• Debt issuance support
• Grant application assistance
• Billing data assessments
• Economic feasibility and analysis
• Regulated utility support
• Impact fees
Strategic Communications: Inform and engage with
your stakeholders to build understanding and support
• Strategic communication planning
• Public involvement and community outreach
• Public meeting facilitation
• Graphic design and marketing materials
• Media and spokesperson training
• Risk and crisis communication
• Social media strategy
• Visual facilitation
• Virtual engagement
• Technical writing and content development
Strategic Planning/Facilitation: Plan for the future to guide your organization to success
• Organization, department, and community-based strategic planning • Retreat planning and facilitation
• Climate action planning
• Effective Board / Commission / Council governance
• Strategic plan implementation support
• Sustainable materials management planning and implementation • Effective Utility Management (EUM) assessment facilitation Executive Services: Identify and develop talent to lead local governments and utilities
• Executive recruitment
• Executive coaching
• Executive performance evaluations
• Succession planning and workforce development
• Raftelis Performance Academy
Utility Development, Implementation, & Program
Support: Develop sustainable programs and practices to
equitably fund utility services
• Stormwater utility development and implementation support • Solid waste planning, procurement, implementation, regulation, and compliance
• Water and wastewater utility development
Organizational Assessment: Identify needs, plan for the future, and implement sustainable and positive changes
• Organizational and operational assessments
• Performance measurement and benchmarking
• Staffing level needs assessment
• Organizational climate and culture
• Organizational change management
• Regionalization and service sharing evaluation and support Asset Management: Maximize asset-based outcomes at
optimal cost and risk while meeting all levels of service • Asset management maturity assessment and gap analysis • Asset management roadmap development
• Asset risk identification and management
• Life cycle cost analysis
• Remaining useful life development and tracking
• Technology integration and reporting
• CIP planning and prioritization
• Capital project delivery standardization
Data Management & Technology: Gain insights from
your data and optimize technology systems to increase
effectiveness and engagement
• Digital transformation planning and implementation
• Strategic technology planning (IT master planning)
• Data management and analytics
• Cybersecurity services
• Systems integration support
• Artificial intelligence (AI) readiness assessments
• Technology systems assessment, evaluation, procurement, and implementation support
• Maintenance and asset management technology services
• Business intelligence and performance management reporting • Custom software solutions support
624
RAFTELIS 4
C. COMPANY HISTORY, BACKGROUND AND EXPERIENCE
Company History, Background and
Experience
History: Raftelis was founded in 1993 to provide financial planning services to utilities. Over the last three decades, we have expanded to serve utilities and local governments in the following key areas:
• Executive services: Identify and develop top talent to lead local governments and utilities • Organization: Identify needs, plan for the future, and implement positive changes • Finance: Promote financial integrity and the equitable recovery of costs to achieve your objectives • Communication: Inform and engage with your stakeholders to build understanding and support • Technology: Gain insights from your data and develop tools to increase effectiveness and engagement • Strategic planning: Plan for the future to guide your organization to success • Stormwater: Implement sustainable financial practices to equitably fund your stormwater program • Solid waste: Deliver effective solid waste services while ensuring financial sustainability and customer engagement
We are the largest team in the nation that solely focuses on management consulting for utilities and local governments.

Many of our finance, organizational, executive recruitment, technology, and communications professionals have worked in the public sector and brought their knowledge and passion to Raftelis to help utilities and local governments thrive.

Size: The City will have the support of our full staff of 221 employees, including 190 consultants and 31 additional support staff to provide administrative, billing, and graphic design services.

Office Locations: Raftelis has the following 15 offices, which are located strategically across the U.S.: Los Angeles, CA; Santa Barbara, CA; Albany Metro, NY; Austin, TX; Bellingham, WA; Boston Metro, MA; Charlotte, NC; Cincinnati, OH; Denver, CO; Durham, NC; Greensboro, NC; Irving, TX; Kansas City, MO; Littleton, CO; and Orlando Metro, FL.

Years in Business: 32
Background, Experience, and Capacity to Undertake Executive Search Services:

With over 30 years of dedication to local government consulting and a specialized executive recruitment practice established over 15 years ago, Raftelis possesses the robust background and experience necessary to undertake the City of South Lake Tahoe's City Manager search. The firm has successfully completed over 400 searches nationwide, leveraging a team comprised of former local government leaders, including senior California-based recruiters, who understand the nuances of city management and have a demonstrated track record of diverse, high-quality placements. In terms of capacity, Raftelis is well-resourced with six full-time recruiters and three recruitment specialists who maintain a utilization rate of approximately 65% to 75%, ensuring that our team has immediate availability and capacity to meet the City’s recruitment needs.

Organizational Structure: Over the last five years, our firm has grown from 97 to 221 employees. Raftelis' staff consists of some of the most knowledgeable and skilled professionals in the municipal consulting industry. The organizational chart on the following page shows the full organization and reporting structure of our firm.

625
RAFTELIS 5

LEADERSHIP
President and CEO
Board of Directors
Chief Financial Officer
Executive Vice Presidents
Senior Vice Presidents
Vice Presidents

FINANCIAL & RATE ORGANIZATIONAL ASSESSMENT /

STRATEGIC PLANNING
Management – 7
Support Staff – 25

CORPORATE FUNCTIONS
Management – 19
Support Staff – 53
Management – 8
Support Staff – 23

STORMWATER & DATA STRATEGIC COMMUNICATIONS
Management – 4
Support Staff – 13
Management – 2
Support Staff – 4

SOLID WASTE SERVICES TECHNOLOGY
Management – 3
Support Staff – 2
Management – 9
Support Staff – 8

EXECUTIVE SERVICES
Management – 5
Support Staff – 7
626
RAFTELIS 6
Recruitment Team

OUR TEAM INCLUDES SENIOR-LEVEL RECRUITERS WHO PROVIDE SEARCH

LEADERSHIP WITH SUPPORT FROM A TALENTED GROUP OF RECRUITMENT SPECIALISTS.

This close-knit group has frequently collaborated on similar successful recruitments, including many of our prior City Manager (and equivalent) searches referenced later in this proposal. On the following pages, we have included resumes for our proposed team members, including our two California-based recruiters, Serena Wright-Black and Sarah Slegers.

As previously mentioned, with the current and anticipated workload of our proposed team, we have the capacity to kick off this search immediately following contract execution on the City Council’s desired timeline. As a rule, Raftelis operates at a company-wide utilization rate of approximately 65% to 75%. This level of utilization, which will continue through the expected timeline for this search, will provide ample time for our proposed team to dedicate to your City Manager search. Our team of six Recruiters and three Recruitment Specialists participate in weekly review meetings to ensure the needs of all our clients are met during the current and future weeks, with workload adjustments made as necessary.

Our Executive Services Practice Leader will designate a Lead Recruiter at the outset of this search. The Lead Recruiter will manage the day-to-day aspects of this search, ensuring it is within budget and on schedule. They will provide regular updates to the primary point(s) of contact at the City on a schedule that will be established collaboratively during initial scoping. The Lead Recruiter will screen every applicant and conduct initial one-on-one interviews with the candidates who best meet the requirements in the position profile. They will present our team’s recommended top candidates to the City, manage the semi-final and final interviews, and facilitate the Councilmembers’ finalist selection process. The Lead Recruiter will be the main point of contact for the City as well as all applicants throughout the search.

A Recruitment Specialist will also be assigned at the outset of this search based on workload and capacity. The Specialist works at the direction of the Lead Recruiter to assist in targeted outreach to passive candidates, general candidate communication, research on recommended top candidates, production of deliverables, and other activities as needed. 627
RAFTELIS 7
Heather Gantz

RECRUITER
Senior Manager

PROFILE
Heather has over 25 years of leadership experience in recruiting, talent acquisition, and executive search, with the last 18 years focused on local government. She leads executive searches for the firm, where she is known for her thoroughness as well as engendering trusting relationships with both the client and candidate while providing strategic partnership and exceptional customer service throughout the process.

Heather has conducted hundreds of searches in the public sector. She has delivered positive search outcomes for high-profile public organizations and is an expert at guiding strategy and tailoring outreach to find even the most niche candidates. Heather has successfully recruited city and county managers and administrators, deputy and assistant managers, human resources, finance, community and economic development, public safety, parks and recreation, public works, and many more local government professionals. She has also led numerous executive-level searches in the social/nonprofit sector and recruited leadership positions for technology, creative, accounting, and finance professionals in the private sector.

In addition to executive recruitment, Heather has experience supporting organizational effectiveness. She is known for providing effective leadership development and contributing to employee growth and development initiatives.

Heather has advised individuals and small groups on career transition and job search strategies. Topics include knowledge and skill assessment, resume development, LinkedIn, networking, interview preparation, and salary and offer negotiation. Heather has also completed several leadership evaluations and performance reviews for local government leaders.

Heather has a passion for supporting diversity and innovation in the public sector. She served as an early Advisory Board Member for Engaging Local Government Leaders (ELGL) and remains an active and involved member in support of their mission of engaging the brightest minds in local government. In addition, Heather has served as a recurring speaker and presenter at the Northwest Women’s Leadership Academy (NWWLA) in support of advancing women into leadership roles in local government.

Specialties
• Executive search
• Strategic thought partner
• Leadership development
• Employee growth and development
• Innovation
• Facilitation
• Project management
• Community engagement
• Diversity of thought
Professional History
• Raftelis: Senior Manager (2022-
present); Manager (2020-2021)
• Waldron: Director (2007-2020)
• Private Sector Recruiter (1996-
2007)
Education
• Bachelor of Arts in Business
Management – University of
Phoenix (2000)
Professional Memberships
• Engaging Local Government
Leaders (ELGL)
• International City/County
Management Association (ICMA)
628
RAFTELIS 8
Serena Wright-Black SHRM-SCP

RECRUITER
Senior Manager

PROFILE
Serena has over 20 years of experience in recruiting and public sector management, including leading and developing diverse teams across several departments. She is a strategic and innovative professional who can translate operational goals into initiatives that improve performance, growth, and engagement.

Serena has expertise in recruiting and retaining top organizational talent, developing and administering employment policies, auditing management operations, successfully reorganizing departments, outsourcing services, and addressing performance management issues. She has also conducted numerous administrative investigations and training courses pertaining to discrimination, harassment, and retaliation.

Serena’s most recent government experience was with the City of Culver City, where she served as the Assistant City Manager. In this role, she oversaw human resources, risk management, cultural affairs, and city clerk operations.

She also served as the acting City Manager. Serena also introduced diversity and equity programs to the city, establishing the city’s first Equity and Human Relations Committee. As a leader and organizational change agent, she prides herself on establishing and maintaining productive and trusted working relationships with employees, unions, elected/appointed officials, and community members.

While with another firm, Serena conducted the following successful recruitments across California:

ORGANIZATION RECRUITMENT
CITY OF BEVERLY HILLS Building Inspection Manager; Revenue Services Manager CITY OF LONG BEACH Community Development Director; Deputy Community Development Director CITY OF SAN CLEMENTE Finance Manager
CITY OF SANTA MONICA Chief Information Officer; Equity and Inclusion Manager

SAN BERNARDINO SUPERIOR
COURT
Chief Information and Innovation Officer; Chief Administrative Officer; Communications and Public Innovation Officer; Finance Director; Human Resources Director

SOUTHERN CALIFORNIA

ASSOCIATION OF

GOVERNMENTS (SCAG)
Controller; Communications and Public Affairs Manager; Contract Administration Manager; Housing and Economic Empowerment Director Specialties
• Executive recruitment
• Employee engagement
• Change management
• Organizational development
Professional History
• Raftelis: Senior Manager (2025-
present)
• Ralph Andersen and Associates:

Senior Consultant (2022-2025)
• City of Culver City: Assistant City
Manager (2018-2021)
• City of Culver City: Administrative
Services Director (2016-2018)
• City of Culver City: Director of
Human Resources (2005-2016)
Education
• Master of Public Administration –
California State University at Long
Beach (2008)
• Bachelor of Arts in Business
Management – University of
Phoenix (2004)
Certifications
• Society for Human Resources
Management – Senior Certified
Professional (SHRM-SCP)
Professional Memberships
• International City/County
Management Association (ICMA)
• Southern California Public Labor
Relations Council
629
RAFTELIS 9
Sarah Slegers

RECRUITER
Manager

PROFILE
Sarah has 20 years of diverse experience in local government, higher education, consulting, and technology sales, which gives her a unique perspective in her work with local governments and utilities. She is skilled at bringing a broad range of stakeholders together, aligning vision and goals, and working backward from the desired result. She’s an active listener, open and empathetic communicator, and is passionate about helping clients improve the communities they serve.

While with Raftelis, Sarah has successfully placed several key local government and utility department heads, most recently leading the searches Mesa Water (CA) District’s Chief Financial Officer and the City of Thousand Oaks, California’s Chief Technology Officer. She also contributed to dozens of successful local government and nonprofit executive searches nationwide in her role with a prior firm. Sarah has an extensive professional network spanning the public and private sectors, particularly in highly specialized fields such as information technology.

She has deep expertise in public procurement, financial management, and technology and understands the skill sets needed to lead teams successfully in these areas.

Sarah has spoken on government technology and procurement trends at regional and national professional association events, including the International City/County Management Association (ICMA), the National Association of Counties, and the Institute for Public Procurement (NIGP). She’s also an active volunteer in youth sports organizations in her Garden Grove, California community and with the Orange County Rescue Mission.

Specialties
• Executive search
• Process improvement
• Goal setting/performance
management
• Negotiation
Professional History
• Raftelis: Manager (2025-present)
• Amazon Web Services (AWS):

Business Development and Capture
Manager (2021-2025)
• City of Long Beach, California:

Financial Services Officer/
Consultant (2018-2021)
• University of California-Irvine:

Principal Finance Analyst (2016-
2018
• American University: Assistant
Director of Budget (2014-2016);
Senior Budget Officer (2012-2014)
• The Novak Consulting Group:

Associate Consultant (2010-2012)
• County of Arlington, Virginia:

Management Analyst (2008-2010)
• County of Fairfax, Virginia: Budget
Analyst (2007-2008)
Education
• Master of Public Administration in
Local Government Management –
University of Kansas (2007)
• Bachelor of Arts in History – Centre
College (2003)
Certifications
• Amazon Web Services (AWS)
Certified AI Practitioner
• Amazon Web Services (AWS)
Certified Cloud Practitioner
Professional Memberships
• Engaging Local Government
Leaders (ELGL)
630
RAFTELIS 10
Kelsey Batt

RECRUITMENT SPECIALIST
Consultant

PROFILE
Kelsey joined Raftelis in 2021 and has been instrumental in facilitating executivelevel recruitments for local governments and utilities across the country. Beyond recruiting, Kelsey has contributed to Raftelis’ Executive Services by supporting facilitated evaluations, conducting interviews, and crafting promotional materials for key initiatives.

Her versatile skill set and attention to detail have enhanced client deliverables and improved organizational processes, reinforcing her value as a trusted resource for the executive services team. She is known for her ability to streamline workflows, enhance collaboration, and ensure high-quality outcomes across multiple projects.

Kelsey graduated from the Honors College at Purdue University in West Lafayette, Indiana, where she earned bachelor’s degrees in both Professional Writing and Creative Writing, along with a Minor in Italian.

Niayla Hairston

RECRUITMENT SPECIALIST
Associate Consultant

PROFILE
Niayla joined Raftelis in 2024 after completing an internship with the firm’s Executive Recruitment Team, where she supported numerous search activities.

As an analyst, Niayla has played a key role in recruiting by helping develop and coordinate critical components of the process. In each recruitment, she prepares client deliverables, conducts candidate outreach research, screens applications, and supports the Lead Recruiter in all other aspects of search management as needed.

Niayla graduated from the University of North Carolina at Charlotte in North Carolina, where she earned a Bachelor of Science in Psychology, a Bachelor of Arts in Spanish Language with a concentration in Hispanic Studies, and a certificate in Leadership, Innovation, Diversity, and Technology.

Specialties
• Executive search
• Recruiting
• Editing
Professional History
• Raftelis: Consultant (2024-present);
Associate Consultant (2021-2023)
• The Purdue Writing Lab and Purdue
OWL (2017-2021)
• Sweetwater Sound Copywriter (2020)
• SDI Innovations Copywriter (2019)
Education
• Bachelor of Arts in Professional
Writing – Purdue University (2021)
• Bachelor of Arts in Creative Writing –
Purdue University (2021)
Specialties
• Executive search
• Recruiting
• Facilitation
Professional History
• Raftelis: Analyst (2024-present);
Intern (2024)
• SAFE (UNC Charlotte):

Coordinator for Development and
Mentor Relations (2023-2024);
Senior Mentor (2022-2023);
Junior Mentor (2021-2022)
Education
• Bachelor of Science in Psychology –
University of North Carolina at
Charlotte (2024)
• Bachelor of Arts in Spanish –
University of North Carolina at
Charlotte (2024)
631
RAFTELIS 11
D. SCOPE OF WORK/IMPLEMENTATION
Executive Search Strategy
When organizations need to fill key positions, they turn to Raftelis and benefit from this guiding principle: meaningful hiring involves finding the right employee and preparing them for ongoing success. Our approach to executive search services comprises three key phases.

Inquiring, Understanding, and Defining
We begin each search by conducting a thorough needs assessment to understand the essential experience and background your new employee must possess. We also help you define the new incumbent’s first-year goals so that your organization and the new employee are on the same path toward success. Based on broad input from both internal and external stakeholders, we build a customized position profile for each search, ensuring we attract the best applicants from across the country.

Candidate Search and Evaluation
To reach the right candidates, Raftelis customizes our search process to fit your needs. Often, the candidates best suited to a position are already employed and not searching for a new job via traditional channels. So, we leverage our team’s extensive, diverse professional networks to attract the best talent nationwide. We have demonstrated success assembling candidate pools that are racially, ethnically, and gender diverse. We are dedicated to helping local governments fill leadership positions with candidates that reflect the communities they serve. We work closely with several organizations that support this goal, and we advertise positions with national organizations that represent people of color and women, including the National Forum of Black Public Administrators (NFBPA), the Local Government Hispanic Network (LGHN), the International Network of Asian Pacific Islander Public Administrators (I-NAPA), and the League of Women in Government.

Once we have identified a highly qualified pool of candidates, we manage the full hiring process, from interviews to background checks to final offers. We provide personalized support to your team as well as applicants to ensure a thorough, equitable, and transparent search process from start to finish.

Supporting Success
We support your new leader’s long-term success by creating an actionable first-year work plan. Many firms focus solely on finding qualified applicants, leaving the new employee and the City on their own once the position is filled. Our team, however, uses the objectives gathered during the inquiry stage to prepare new hires for a successful first year. We follow up to ensure continued progress, productivity, and satisfaction for the employee and the City. In the end, we are not just looking for a successful candidate; we are looking for the right employee to be successful in their new position long after their initial hire.
of our recruitments 41% resulted in the hiring of
women
of our recruitments 22% resulted in the hiring of
people of color
632
RAFTELIS 12
Work Plan

THE FOLLOWING PROVIDES A DETAILED DESCRIPTION OF OUR WORK PLAN FOR YOUR CITY MANAGER RECRUITMENT.

Activity 1 – Develop Candidate Profile
We will begin this engagement by developing a clear picture of your ideal City Manager. We will conduct a search kickoff meeting with the City Council and the Human Resources Director to discuss the overall recruitment process and timeline. We will then meet with the Councilmembers individually and once again as a group to understand everyone’s unique perspective on the desired skills and experiences the next City Manager should possess. We will conduct up to two additional meetings with the City’s senior leadership team to gather their input. During this process of engagement, we will discuss not just the technical skills needed for the position but also what makes the right organizational fit in terms of traits and experiences.

During our discovery meetings with the Councilmembers, we will discuss the frequency and format of community engagement that the City may wish to include in this process, advise on how best to incorporate engagement elements into the search, and provide the required resources to facilitate the desired activities. We advise that the City consider including community engagement elements early in the search process to inform the position profile and first-year goal development, and during final interviews to allow for in-person community interaction with the finalist(s). The fixed fee outlined later in this proposal reflects the full cost of our team hosting and facilitating one virtual community focus group and one online survey for community input. We have included estimated costs for additional optional community engagement activities offered by Raftelis in the Budget section of this proposal.

Based on the information gathered in our meetings, we will develop a recruitment plan that focuses on California and extends across the country. We will prepare a position profile unique to the City of South Lake Tahoe. The profile will identify the organization’s needs, strategic opportunities, and the personal and professional characteristics of the successful candidate. This document drives the recruitment. It focuses our efforts on the most capable candidates and helps us encourage them to pursue the position. Our team of professional graphic designers will create a recruitment brochure that includes the position profile and information about the organization and the broader community. We will work with you to eliminate barriers for underrepresented groups wherever possible, including years of service, levels of education, and other strict requirements that might eliminate a candidate well-suited for the job.

We will also develop first-year organizational goals for the successful candidate. These goals will ensure that the applicants know what is expected of them, that the City Council has clearly identified objectives for the new Manager, and that the successful candidate can hit the ground running with an actionable work plan. Once drafted, we will review the recruitment plan, brochure, and first-year goals with the City Council (and other key stakeholders, as desired).

Modifications will be made as necessary before recruitment begins.

DELIVERABLES:
• Recruitment plan and brochure, including first-year goals for the new City Manager Activity 2 – Conduct Outreach and Initial Screening
As part of the recruitment plan, we will identify targeted states and metro areas for our comprehensive outreach efforts.

We will place advertisements with national, state, and regional professional organizations, which may include the following, as well as additional relevant sites identified in the recruitment plan:
• California Local Government Management
Collaborative (Cal-ICMA)
• League of California Cities/Western City Magazine
• Municipal Management Associations of Northern
and Southern California (MMANC and MMASC)
• Engaging Local Government Leaders (ELGL)
• International City/County Management Association
(ICMA)
• International Network of Asian Pacific Islander Public Administrators (I-NAPA)
• National Forum of Black Public Administrators (NFBPA) • Local Government Hispanic Network (LGHN)
633
RAFTELIS 13
As soon as the advertisements are completed, we will begin actively and aggressively marketing the position and identifying qualified candidates for assessment. We will directly contact highly qualified applicants in our extensive candidate database and across our firm’s nationwide professional networks. We will utilize LinkedIn and other marketing and sourcing tools to broaden our reach. In our experience, this combination of outreach is the most effective way to reach top candidates, especially those who are not currently in the job market but may consider this leadership opportunity with the City.

As applications are received, we will acknowledge each one and keep all applicants aware of their status. We will screen each applicant against the ideal candidate profile and conduct interviews via phone or videoconference with those applicants who most closely meet the profile of the successful candidate. While preliminary evaluation techniques such as written questionnaires, psychometric assessments, and one-way video interviews can sometimes offer useful data points in high-volume recruiting, we believe that omitting them from senior executive search processes is often the more effective strategy for securing top-tier talent. It is our experience that the most desirable candidates for a governing body-appointed position are likely highly successful professionals who are currently employed, not actively searching for a new role, and have many demands on their time. By introducing significant friction, such as testing or recorded video responses, early in the process, we risk alienating these high performers who may perceive these tasks as bureaucratic hurdles rather than a respectful invitation to explore a new leadership opportunity. A streamlined process removes these barriers to entry, ensuring the candidate pool remains robust and inclusive of the best-performing leaders, not just those with the free time to complete one-way screening hurdles.

Furthermore, we believe executive search is distinct from standard recruiting because it requires a partnership mentality, in which highly qualified candidates are treated with the dignity of a peer-to-peer relationship. Automated tools and oneway interviews can often feel impersonal or suited for junior-level roles, potentially signaling a lack of recognition for the candidate’s talents and depth of experience. By relying on an initial deep dive conducted by our Lead Recruiter for this search, structured personal interviews with key stakeholders across the City, and comprehensive reference checks on a select group of finalists, we not only gain a more nuanced understanding of a candidate's emotional intelligence and cultural fit than a test could provide, but we also maintain the momentum of the search. This human-centric approach allows us to thoroughly vet leadership capabilities through real-time dialogue while building the necessary trust to successfully recruit the chosen candidate.

When the initial screening phase is complete, we will then meet with the City Council (and other key stakeholders, as desired) to review a summary of the full applicant pool and details on the most qualified candidates with the skills and experience to succeed in the position. Based on this review, the City Council will finalize a list of candidates to invite for semi-final interviews.

DELIVERABLES:
• Placement of ads and job postings
• Targeted outreach to passive candidates
• Candidate review materials, including screening results and preliminary internet research on recommended top candidates
Activity 3 – Support Interviews and Selection
We will collaborate with you to design and facilitate a multi-step interview process, which could include candidate presentations, panel discussions with internal and external stakeholders, tours, meet-and-greets, and unstructured one-onone interviews. Customized interview questions and information about each candidate will be provided for the semi-final and final interview rounds, and we will conduct pre- and post-interview briefings with all those involved. It is our standard practice to conduct semi-final interviews virtually. Our team will be on-site with you for final interviews, which will be held in-person. We will coordinate scheduling logistics and provide candidates with all relevant details, including any travel policy requirements. We will work with a primary point of contact at the City for scheduling, including suitable venues for all in-person interview events. Any travel expenses for the finalists, if applicable, will be borne and reimbursed directly by the City.
634
RAFTELIS 14
The City Council will select the top candidate following final interviews. We will facilitate the Councilmembers’ discussion by framing what we have learned about the candidates in the context of the position requirements and organizational culture fit. Once selected by the City Council, we will speak with the top candidate’s references to confirm the strength of their credentials. A full background check will be performed on the top candidate, including but not limited to education, credentials, employment history, criminal background check, civil litigation check, and credit history.

We will also assist in negotiating the top candidate’s employment offer in collaboration with the City Council, City Attorney, and Human Resources. We provide information about the best practices in total compensation, and we will have obtained information on the top candidates’ comfort with the advertised salary and benefits for the position. Throughout this interview and selection process, we will keep all candidates apprised of their status and release them at the appropriate time.

DELIVERABLES:
• Semi-final and final interview materials
• Full reference and background check results on the top candidate

PROJECT MANAGEMENT
Raftelis employs a structured yet flexible three-phase project management approach—Inquiring, Understanding, and Defining; Candidate Search and Evaluation; and Supporting Success—overseen by a designated Lead Recruiter who manages the day-to-day operations, budget, and schedule. This Lead Recruiter serves as the primary point of contact, coordinating with a dedicated Recruitment Specialist to execute a customized search process that typically spans 14 to 16 weeks, while participating in weekly internal review meetings to ensure workload capacity meets client needs. The process is deeply collaborative with you as our client, moving from initial stakeholder engagement and profile development to a rigorous screening and interview facilitation process, and uniquely concludes by creating an actionable first-year work plan to ensure the new hire’s long-term success.

Recruitment Timeline
Included below is a proposed timeline for your City Manager search. If selected, we will review this timeline with you during our kick-off meeting and adjust as necessary when developing the recruitment plan. As previously mentioned, we have the capacity to kick off this search immediately following contract execution on the City Council’s desired timeline. 635
RAFTELIS 15
Our average governing body-appointed position recruitment process spans 14 to 16 weeks and is divided into three structured activities as outlined in our scope of work and the graphic above. While we make every effort to complete our searches as quickly and efficiently as possible, the schedule is dependent on interest, availability, and responsiveness from candidates and the availability of key stakeholders in the City. The Lead Recruiter will manage this timeline closely, providing regular updates and maintaining flexibility to accommodate the City’s needs, while ensuring we remain on schedule.

ESTIMATED TIMEFRAME AND KEY DELIVERABLES BY ACTIVITY
Activity 1 - Develop Candidate Profile (Estimated: 2-3 weeks) • Recruitment plan; Recruitment brochure, including first-year priorities for the new City Manager Activity 2 - Conduct Outreach and Initial Screening (Estimated: 5-6 weeks) • Advertisements; Candidate outreach; Candidate Review meeting materials Activity 3 - Support Interviews and Selection (Estimated: 5-6 weeks) • Semi-final and final interview materials; Results of full background and reference checks on top candidate 636
RAFTELIS 16
E. PROJECT BUDGET
Project Budget
The total fixed fee to complete this recruitment is $37,500. This includes all professional fees and expenses for Raftelis to perform the scope of work outlined in this proposal. These fees are calculated using our standard 2026 hourly rates for Recruiters ($310/hour), Recruitment Specialists ($220/hour), Graphic Designers ($170/hour), and administrative support team members ($100/hour).

The fee reflects our firm’s standard practice of conducting all meetings virtually until final interviews, when the Lead Recruiter will be on-site, in-person with the City. Should you wish to include additional in-person meetings in the scope of this search, those adjustments may be discussed with the Lead Recruiter during the search kickoff meeting. Depending on the geographic location of the Lead Recruiter assigned to this search, additional in-person meetings will increase this fixed fee by up to $1,500 per trip (one trip includes on-site in-person activities with the Lead Recruiter for a full business day).

We estimate the following additional costs to the City, which will be invoiced at cost as completed.

Advertising Not to exceed $3,000 total.

Background checks Not to exceed $500 per background check.

Costs incurred directly by the City are as follows:

Finalists’ interview travel
Variable based on the number and geographic location of finalists.

These expenses are borne and reimbursed directly to finalists by the City.

The fixed fee will be invoiced as follows:

Activity 1 – $11,942 After delivery of the recruitment plan and brochure Activity 2 – $12,692 After the candidate review meeting and semi-finalist selection Activity 3 – $12,866 After the final interviews are completed Within six months of the final interview process, should an additional candidate be hired by the City from the pool of candidates presented by Raftelis for this search, the additional fee shall be $15,000.

Service Guarantee
If, within the first twelve (12) months after the hire date, the placed candidate leaves employment with the organization for any reason other than death, disability, or separation initiated by the organization without cause, Raftelis will conduct a replacement search for the position without charging a Professional Services Fee. The costs to the organization will be limited to the direct expenses related to the replacement search (e.g., advertising, background checks, recruiter travel).

Within this guarantee period, Raftelis must be notified in writing of the separation within 10 days of its effective date.

Additionally, the organization will confirm that all appropriate onboarding activities for the placed candidate were completed and that the placed candidate had regular meetings and, if applicable, an evaluation(s) with the governing body. 637
RAFTELIS 17
Optional Related Services
Community Engagement Design and Facilitation
As referenced in the proposed scope of work earlier in this proposal, the fixed fee above reflects the inclusion of one online community feedback survey and the hosting and facilitation of one virtual community focus group by Raftelis.

Please note that Raftelis-administered surveys are not based on formal scientific methods but rather serve as an informal tool to gather general feedback from the community.

We will discuss the frequency and format of any additional community engagement that the City may wish to include in this recruitment process during initial scoping discussions. Additional optional community engagement elements offered by Raftelis and associated costs include:

Community Focus Group/Listening
Session – Virtual or In-Person
$2,500 per Focus Group (for in-person sessions, an additional not-to-exceed fee of $1,500 will be assessed for facilitator travel) Facilitated Public Meetings – In-Person
$5,000 per Meeting (includes feedback solicitation from attendees; if held outside the final interviews, an additional not-toexceed fee of $1,500 will be assessed for facilitator travel) Leadership Coaching
Raftelis has trained coaches with practical experience as former local government leaders who provide one-on-one coaching to executives, department heads, and mid-level managers. The process includes setting goals, developing and executing a coaching plan, and individual coaching sessions (all conducted virtually). Local governments and utilities utilize this service to help new leaders acclimate to their roles and responsibilities and adjust to the complexities of the organization. We help leaders of varying tenures with navigating difficult conversations, improving their interactions with the governing body and/or the public, building strong teams, and preparing future leaders within their organization.

COST:
• Typical cost for this service is $10,000 (calculated based on coaches’ hourly rate of $260) Facilitated Evaluations
Raftelis has seasoned former local government managers who deliver facilitated evaluations for governing bodyappointed staff, including city managers, executive directors, general managers, etc. This process includes input from every governing body member through the facilitator, an employee self-assessment, a guided conversation in executive session (in accordance with all relevant open meeting laws), goal setting for the next year, and an evaluation document.

This is an objective process that allows each member of the governing body’s voice to be included and ensures the executive receives meaningful feedback. This process may also include a 360-review component, if desired.

COST:
• Typical cost for this service is $13,000 to $17,000 (depending on scope, such as the inclusion of a 360-review) 638
RAFTELIS 18
F. DESCRIPTION OF RECENT PROJECTS/REFERENCES
Description of Recent Projects /
References
Our firm has been privileged to work with dozens of local governments, utilities, authorities, and special districts across the Western U.S. and throughout the country to find the right leaders for their organizations. The following table specifically details our firm’s City Manager recruitments (and equivalent governing body-appointed chief executive positions) completed over the past five years. Reference information for any of these engagements will be provided upon request.

State Organization
Governing BodyAppointed Position
Recruitment
Year
Conducted
Population of
Jurisdiction/
Service Area
Tenure of
Placement
Arizona Central Arizona Project General Manager 2022 6,000,000 2022-Present Arizona Town of Clarkdale Town Manager 2021 4,900 2021-Present Arizona Town of Payson Town Manager 2020 16,700 2020-2025 Colorado City of Boulder City Manager 2020 105,900 2020-Present Colorado City of Grand Junction City Manager 2024 69,400 2024-Present Colorado Jefferson County County Manager 2023 576,400 2023-Present Colorado Summit County Interim County Manager 2022 30,500 2022-2023 Kansas City of Eudora City Manager 2023 6,500 2023-Present Kansas WaterOne (Johnson
County) General Manager 2023 480,000 2023-Present
Maryland City of Gaithersburg City Manager 2020 70,000 2020-Present Maryland City of Rockville City Manager 2016; 2024 67,300 2016-2023; 2024-Present
Maryland City of Takoma Park City Manager 2021 17,500 2021-2023 Maryland Town of La Plata Town Manager 2025 10,900 2025-Present Maryland Town of La Plata Town Manager 2018; 2025 9,000 2018-2024; 2025-Present
Maryland Town of St. Michaels Town Administrator 2022 1,100 2022-2025 639
RAFTELIS 19
State Organization
Governing BodyAppointed Position
Recruitment
Year
Conducted
Population of
Jurisdiction/
Service Area
Tenure of
Placement
Michigan City of Kalamazoo City Manager 2025 74,000 2025-Present Minnesota City of Rochester Public
Utilities General Manager 2023 122,000 2023-Present
Missouri City of Clayton City Manager 2020 17,000 2020-Present Montana City of Helena City Manager 2020 34,500 2020-2022 New Hampshire Town of Hanover Town Manager 2022 8,500 2022-2024 New Mexico City of Las Cruces City Manager 2020 103,000 2020-2024 New York City of Batavia City Manager 2021 15,500 2021-Present New York Livingston County Water
and Sewer Authority Executive Director 2021 61,200 2021-Present North Carolina Town of Matthews Town Manager 2025 32.000 2025-Present Ohio City of Hilliard City Manager 2020 38,000 2020-2025 Ohio City of Tipp City City Manager 2024 10,500 2024-Present Ohio City of Westerville City Manager 2020 38,000 2020-Present Ohio City of Wyoming City Manager 2021 8,700 2021-Present Oregon Washington County County Administrator 2020 614,000 2020-Present Oregon Benton County County Administrator 2023 98,000 2023-Present Oregon City of Beaverton City Manager 2021 97,000 2021-Present Oregon City of Gresham City Manager 2021 110,700 2021-2023 Oregon City of Milwaukie City Manager 2024 21,600 2024-Present Oregon City of Tigard City Manager 2025 55,600 2025-Present Pennsylvania Breakneck Creek Regional
Authority General Manager 2021 10,000 2021-Present
Pennsylvania City of Farrell City Manager 2020 5,000 2020-2023 640
RAFTELIS 20
State Organization
Governing BodyAppointed Position
Recruitment
Year
Conducted
Population of
Jurisdiction/
Service Area
Tenure of
Placement
South Carolina Mount Pleasant
Waterworks General Manager 2020 90,000 2020-Present
Virginia City of Fairfax City Manager 2025 25,000 2025-Present Virginia Town of Herndon Town Manager 2025 25,000 2025-Present Virginia Fauquier County County Administrator 2023 75,200 2023-Present Virginia Harrisonburg-Rockingham
Regional Sewer Authority Executive Director 2021 55,000 2021-Present Virginia City of Fairfax City Manager 2025 25,000 2025-Present Washington City of Bothell City Manager 2022 50,200 2022-Present Washington City of Camas City Manager 2022 27,300 2023-Present Washington City of Shoreline City Manager 2022 61,400 2022-Present West Virginia City of Morgantown City Manager 2025 30,500 2025-Present Wisconsin Madison Metropolitan
Sewerage District Executive Director 2024 575,400 2025-Present In addition to our successful prior searches listed above, we are currently conducting the following nationwide City Manager (and equivalent governing body-appointed chief executive positions) searches as of the date of this submission.

State Organization
Governing BodyAppointed Position
Recruitment
Current Phase
Population
of
Jurisdiction/
Service
Area
Ohio City of Hilliard City Manager Supporting Interviews and Selection 38,000 Ohio Northwestern Water and Sewer District District President Supporting Interviews and Selection 140,000 Oregon Clean Water Services General Manager Developing Candidate Profile 600,000 Virginia Chesterfield County County Administrator Developing Candidate Profile 390,000 641
RAFTELIS 21
Additionally, our California-based recruiters, Serena Wright-Black and Sarah Slegers, are conducting the following active recruitments throughout California as of the date of this submission.

Organization Recruitment Current Phase
Population of
Jurisdiction/Service
Area
City of Manhattan Beach Public Works Director Conducting Outreach and Initial Screening 33,000
City of Santa Monica City Clerk Developing Candidate Profile 90,700 City of Signal Hill Community Development Director Supporting Finalist Selection and Offer Negotiations 11,500
City of Thousand Oaks Community Development Deputy
Director Developing Candidate Profile 123,000
Santa Margarita Water
District Director of Operations Conducting Outreach and Initial Screening 250,000 Santa Monica Rent Control
Agency General Counsel Developing Candidate Profile 93,000 Our clients tell us we are more than just recruiters—we are trusted advisors. The following table lists a select number of recruitments we have conducted for comparable communities and references for each of them.

Organization Recruitment(s) and Year(s) conducted Contact City of Manhattan Beach,
California
• Public Works Director (2026-Current
Search)
• City Engineer (2025)
Lisa Jenkins, Human Resources Director
P: 310.802.5252
E: [email protected]
1400 Highland Avenue
Manhattan Beach, CA 90266
Mesa Water District,
California • Chief Financial Officer (2025)
Camille Shogren, Human Resources
Manager
P: 949.207.5415
E: [email protected]
1965 Placentia Avenue
Costa Mesa, CA 92627
642
RAFTELIS 22
Organization Recruitment(s) and Year(s) conducted Contact City of Santa Monica,
California
• City Clerk (2026-Current Search)
• Housing and Human Services Director
(2025)
Dana Brown, Human Resources Director
P: 310.458.8940
E: [email protected]
Oliver Chi, City Manager
P: 310.458.8411
E: [email protected]
1685 Main Street
Santa Monica, CA 90401
City of Thousand Oaks,
California
• Chief Technology Officer (2025)
• Deputy Director, Community
Development (2025-Current Search)
Jeanette Green, Human Resources
Director
P: 805.953.0266
E: [email protected]
Akbar Alikhan, Deputy City Manager
P: 805.449.2100
E: [email protected]
2100 Thousand Oaks Boulevard
Thousand Oaks, CA 91362
City of Boulder, Colorado
City Manager (2020)
Additional Recruitments:
• Controller (2025-Current Search)
• Transportation and Mobility Director
(2025)
• Fire Division Chief, Training (2025)
• Chief Financial Officer (2025)
• Fire Division Chief, Operations (2024)
• Police Chief (2024)
• Senior Risk Manager (2024)
• Chief Building Official (2023)
• Fire Division Chief, Logistics (2023)
• Independent Police Monitor (2023)
• Municipal Court Judge (2023)
• Chief Human Resources Officer (2022)
• City Attorney (2021)
• Director of Planning and Development
Services (2021)
• Utilities Engineering Manager (2021)
• Human Resources Information Systems
(HRIS) Manager (2020)
• Human Resources Senior Manager
(2020)
• Total Rewards Senior Manager (2020)
Nuria Rivera-Vandermyde, City Manager
P: 303.441.3090
E: rivera[email protected]
Chris Meschuk, Deputy City Manager
P: 303.441.3388
E: [email protected]
1777 Broadway
Boulder, CO 80302
643
RAFTELIS 23
Organization Recruitment(s) and Year(s) conducted Contact City of Beaverton, Oregon
City Manager (2021)
Additional Recruitments:
• Chief Financial Officer (2026-Current
Search)
• City Attorney (2024)
• Community Development Director
(2023)
• Information Technology and Services
Director (2023)
• Public Works Director (2023)
• Finance Director (2022)
• Interim City Manager (2020)
Jenny Haruyama, City Manager
P: 503.526.2372
E: [email protected]
Patricia Anderson Wieck, Human
Resources Director
P: 503.526.2522
E: [email protected]
12725 SW Millikan Way
Beaverton, OR 97076
City of Gresham, Oregon
City Manager (2021)
Additional Recruitments:
• Assistant City Manager (2025)
• Economic Development Director (2024)
• Police Chief (2021)
• Chief Information and Innovation Officer
(2019)
Eric Schmidt, City Manager
P: 503.618.2877
E: [email protected]
1333 NW Eastman Parkway
Gresham, OR 97030
City of Shoreline,
Washington
City Manager (2022)
Additional Recruitments:
• Director of Human Resources and
Organizational Development (2018,
2021)
Bristol Ellington, City Manager
P: 206.801.2213
E: [email protected]
17500 Midvale Avenue North
Shoreline, WA 98133
644
2026
Submitted By:

Recruiting Source International, LLC
Name: John Norwood,
Business Development Manager
P: (281) 277-1411 (O), (281) 455-1411 (C)
E: [email protected]
1/16/2026

Request for Proposals (RFP# 2026-1-16) – Executive
Recruitment Firm City Manager Recruitment
Submitted to:

The City of South Lake Tahoe
Ember Buckman
Human Resources
Address: 1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
645
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 1 A. Cover Letter
Date: Jan 16, 2025
Attn. to: City Council
City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
Subject: RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment Dear Evaluation Team,
Recruiting Source International, LLC (RSI) is pleased to submit this proposal in response to RFP #2026-1-16 for Executive Recruitment Services for the City Manager position for the City of South Lake Tahoe.

Firm Information:

Recruiting Source International, LLC
21210 Kingsland Blvd, Suite 2000
Katy, Texas 77450
Telephone: Phone: 281-277-1411, Fax: (866) 351-3590
RSI is a full-service national executive recruitment and consulting firm delivering hybrid search solutions tailored to public-sector organizations operating under the council–manager form of government. Our approach combines structured governance alignment, targeted executive outreach, and disciplined assessment practices designed to support informed decision-making by elected officials.

Primary Contact During Proposal Evaluation
John Norwood
Business Development Manager
Recruiting Source International, LLC
21210 Kingsland Blvd, Suite 2000
Katy, Texas 77450
Telephone: (281) 277-1411 (O), (281) 455-1411 (M)
RSI understands the importance of confidentiality, transparency, and stakeholder alignment in executive leadership recruitment. Our team is prepared to partner closely with the City Council to deliver a comprehensive, well-managed search process that reflects the City’s priorities, organizational culture, and long-term leadership objectives.

This proposal shall remain valid for a period of not less than 120 calendar days from the date of submittal, in accordance with the requirements of the Request for Proposals. The undersigned certifies that he is authorized to bind Recruiting Source International, LLC to the terms of this proposal.

Sincerely,
John Norwood, Business Development Manager
Recruiting Source International, LLC
646
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 2 B. Executive Summary
Thank you for the opportunity to present this proposal in response to the City of South Lake Tahoe’s Request for Proposals for Executive Recruitment Services for the City Manager position. RSI recognizes the significance of this appointment and the critical role the City Manager plays in supporting the City Council, advancing organizational priorities, and serving the South Lake Tahoe community within a council–manager form of government.

RSI fully understands the City’s requirements as outlined in this RFP and the level of effort necessary to successfully deliver a comprehensive executive search. This engagement requires close collaboration with the City Council to define leadership priorities, develop a clear and compelling candidate profile, and execute a disciplined recruitment process. RSI recognizes the importance of proactive outreach, rigorous screening, thorough candidate assessment, and transparent reporting to support informed decision-making. Our approach is designed to ensure alignment with governance expectations, maintain confidentiality, and deliver candidates who demonstrate both technical competence and leadership readiness for a complex municipal environment.

Recruiting Source International, LLC is a full-service national executive recruitment and consulting firm providing hybrid search solutions to public-sector organizations. RSI combines national market reach with hands-on leadership involvement to deliver structured, compliant, and results-driven executive recruitment services. Our team brings experience supporting executive searches across government and public-sector environments, with a focus on integrity, transparency, and stakeholder alignment.

RSI’s proposed solution is an end-to-end executive search process tailored to the City’s needs and governance structure. This includes facilitating the development of the City Manager profile, executing a targeted and inclusive outreach strategy, conducting comprehensive screening and assessments, and providing clear, well-documented recommendations to the City Council. RSI supports the City through interviews, finalist selection, and employment negotiations, ensuring continuity and accountability from project initiation through successful placement.

RSI partners closely with the City Council through a collaborative and advisory-based approach. Our process emphasizes regular communication, scheduled progress updates, and responsiveness to City direction. Senior leadership remains actively engaged throughout the search to ensure alignment with City expectations, timely issue resolution, and consistent quality across all phases of the recruitment.

RSI’s project management approach is designed to align with City Council schedules and agency processes while maintaining control over scope, timelines, and costs. The proposed percentage-based fee structure and defined milestones support transparency and fiscal accountability, ensuring the City receives a disciplined and well-managed search process without unanticipated costs.

RSI’s vision for success is to deliver a City Manager who aligns with the City Council’s leadership priorities, organizational culture, and long-term goals. Through a structured, transparent, and market-informed recruitment process, RSI is committed to supporting the City of South Lake Tahoe in securing executive leadership that provides stability, credibility, and forward-looking direction for the organization and the community it serves.

647
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 3 C. Company History, Background and Experience
Recruiting Source International LLC (RSI) was established in 2003 and is a full-service Workforce Solutions Firm offering Executive Search Services. As a Woman-Owned, Minority-Owned Firm, our goal is to provide impeccable customer service and top-notch technical expertise to our clients for each project or client requirement. RSI has over 79+ Full-time and 50+ part-time employees. Since its inception, RSI has focused on delivering professional recruitment solutions to public-sector and complex organizational
environments, with an emphasis on executive, leadership, and mission-critical roles. RSI operates under a structured leadership model that ensures senior-level oversight, accountability, and consistency across all client engagements. Upper management remains directly involved in executive searches to maintain quality control, responsiveness, and alignment with client expectations.

At the core of our culture is a commitment to exceptional service.

We also know that effective recruitment can impact an
organization's success - and an individual's career - more than any other strategic business decision. We are entirely focused on finding the right person for the right opportunity.

RSI provides quality resources and exemplary customer service, which makes us a desired partner with City for executive search services. Louisiana State University (LSU) awarded Recruiting Source International (RSI) the #1 ranking in 2016 on the LSU Top 100 Companies list. RSI leaders were also awarded the
Enterprising Women of the Year Award in 2017 by Enterprising Women Magazine. RSI is best known for our –
Customer Service Excellence,
Progressive Thinking, Prompt
Responses, Uncompromising Integrity,
and Service Delivery.

RSI offers an unmatched cadre of qualified consultants and a team of professionals that have or who have the depth and breadth of experience vital to any project’s success. Our professionals have the right combination of experience with both general employees and executive-level professionals.

RSI has a 5600-square-foot facility with offices, training space, and conference rooms, allowing our team to work well and provide quality service to clients. RSI’s high-performing project management division has tremendous value added to the clients.

We have set ourselves apart from similar-sized firms through our Lean Six Sigma-driven streamlined processes, grassroots recruiting methodologies, responsiveness, and superior customer service to our clients. We have robust 648
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 4 systems, an expansive database of professionals, and a vast talent reach that allows us to bring professionals to your organization quickly and efficiently. RSI's business model revolves around diversity, inclusion, and tailored workforce solutions by increasing talent capacity in the interim with qualified professional staff.

Office Locations: RSI maintains multiple office locations to support its national service delivery model, including:
• Headquarters: 21210 Kingsland Blvd, Suite 2000, Katy, Texas 77450 • Dallas Office: 400 N. Ervay Street, Suite 130145, Dallas, Texas 75313 • California Office: 3542 Fruitvale Avenue, Suite 321, Oakland, California 94602 This geographic footprint enables RSI to provide both national reach and localized support for public-sector clients, including municipalities within California.

All proposed personnel are committed to supporting the City throughout the contract. Key staff will not be removed or reassigned without prior written approval from the City, ensuring continuity of service and clear communication throughout the engagement.

Delaina Curry Allen — CEO, Chief Executive Officer (CEO) | Human Resources and Benefits Administration
Mrs. Allen has 20+ years of management experience in building and developing teams.

She has extensive hands-on experience recruiting across all industries and leading HR initiatives, including policy design, compensation, performance management, talent acquisition, HRIS implementations, HR workflow development, training and development, and benefits administration. She develops and maintains an excellent rapport with all levels of staff and management within public and private organizations. Mrs. Allen will be responsible for establishing the corporate strategy for RSI and interface with senior management in the City.
649
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 5 Key Competencies
• Talent Acquisition & Recruitment
• HR Policy & Workflow Development
• Benefits Administration & Compensation Design
• Performance Management & Leadership Development
• HRIS Implementation & Management
• Client Relationship Management

Professional Experience
Recruiting Source International, LLC (RSI) | Katy, TX
CEO | 2003 – Present
• Led HR initiatives across multiple projects, including workforce solutions for William P. Hobby Airport, George Bush Intercontinental Airport, and Ellington Field Airport. • Cultivate client relationships, develop recruitment strategies, and ensure successful talent acquisition for projects valued up to $ 19.72 M.
• Drive business growth by providing leadership and vision, achieving long-term strategic goals, and ensuring operational efficiency.
• Developed innovative HR solutions, including compensation plans, performance metrics, and talent management strategies tailored to specific client needs.

LegalPartners, Inc. | Houston, TX
Account Manager | 1999 – 2002
• Managed key accounts and developed strong relationships with clients to meet recruitment needs. • Delivered solutions to improve client staffing efficiency, ensuring timely and successful delivery of HR services.

National Law Library | Houston, TX
Human Resources Director | 1994 – 1999
• Designed and managed compensation programs, including salary surveys, performance evaluations, and benefits administration.
• Spearheaded recruitment efforts for various positions, streamlining hiring processes and ensuring compliance with employment laws.

US Legal Support, Inc. | Houston, TX
Benefits Administrator | 1992 – 1994
• Managed group benefits programs, coordinated with vendors for services, and developed materials for benefits orientations and open enrollments.

Education & Certifications
• Bachelor of Arts, Psychology, The University of Texas Permian Basin • Goldman Sachs 10,000 Small Business Program, Houston Community College, 2020 • Society for Human Resource Management (SHRM)
650
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 6 • Houston Human Resources Management Association (HHRMA)

Bianca McWilliams Jackson — Chief Operating Officer (COO) | Program Manager | Lean Six Sigma Black Belt
Mrs. Jackson will serve as the Lean Sigma Leader for Recruiting Source International, LLC.

Bianca provides leadership for operations and infrastructure services. Mrs. Jackson is an Engineer and is a Black Belt and LEAN certified. She has over 20 years of experience. Mrs.

Jackson will be responsible for the day-to-day business functions of RSI, as well as ensuring KPIs are met regarding the City, as well as the quality of work performed with excellence and diligence. Mrs. Jackson will assist with establishing the corporate strategy for RSI and interfacing with senior management in the City.

Key Competencies
• Program & Project Management
• Capital Expenditure Projects
• Lean Six Sigma Methodology
• Infrastructure & Operations Management
• Team Leadership & Stakeholder Engagement
• Client Relationship Management

Professional Experience
Recruiting Source International, LLC (RSI) | Katy, TX
COO | Program Manager | 2011 – Present
• Led the delivery of infrastructure support and project management for major projects across Houston airports, including William P. Hobby Airport and George Bush Intercontinental Airport. • Serve as Program Manager for professional services contracts valued up to $19.72M, overseeing staffing, KPIs, and project milestones.
• Drive operational efficiency by implementing Lean Six Sigma methodologies, managing capital improvement projects, and ensuring budget and timeline adherence. • Spearheaded the development of effective growth strategies to enhance RSI’s service offerings and client satisfaction.

Honeywell | Geismar, LA
Operations Manager & Lead Engineer | 2001 – 2006
• Managed the construction and commissioning of chemical facilities, successfully delivering projects valued up to $125M under budget and with zero safety incidents. • Led cross-functional teams to develop and implement operational plans, leveraging Lean Six Sigma to improve plant efficiency and reduce waste.

Education & Certifications
• B.S. in Chemical Engineering, Louisiana State University, 1996 • Lean Certified, Honeywell Institute of Lean, 2004
• Certified Six Sigma Black Belt, Honeywell Institute of Learning, 2003 651
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 7 Name, Title John Norwood, Business Development
Manager/Project Manager (Primary)
A brief description of unique qualifications,
experience, and education
Mr. Norwood has 20+ years of experience managing
high-level talent acquisition and high-volume
recruitment accounts. Mr. Norwood manages the
searches:
– Maintains the Client relationship and oversees
the Search.
– Develop and advise the Client on the Search
Strategy.
– Writes the Engagement Letter and is
responsible for the Position Description.
– Develop Candidate Recruitment Strategy,
which may include outreach to specific
potential Candidates and Sources.
– Interview final Candidates and often all
potential Candidates.
– Makes the final decision on which Candidates
to present.
– Negotiates the compensation package.
– Manages the acceptance and transition
processes.

Mr. Norwood will serve as the Project
Manager/Engagement Manager for the client. He will
assist the CEO and COO to ensure the account runs
smoothly by visiting the sites with contractors, providing quality checks, and providing the hiring managers with
consistent, easy access to an RSI Team Member.

Mr. Norwood is a graduate of LeTourneau University
with a major in Business Management.

Availability and Commitment Mr. Norwood is available to work on the client’s project and has an understanding of the scope of the
services required in this RFP.

Job Functions, Role, percent of the time to
be assigned to the City account
Business Development Manager and Senior Account
Manager, 100%
Public Sector Experience Various City and similar Projects (2003 – Present):

Mr. Norwood has managed recruitment accounts and
search strategies for public agencies, ensuring the
placement of high-caliber talent in critical roles.

Name, Title Andre Perry, Secondary Project Manager/Engagement Manager
652
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 8 Name, Title Phyllis Charles, Researcher/Search Coordinator A brief description of unique qualifications,
experience, and education
Ms. Charles supports Mr. Norwood, Engagement
Manager, and Consultant/Associate at the front end of
the Search:
– Performs research on the Client’s business(es),
recent activities, Executive Leadership Team,
people specific to the Search, and corporate
culture.

A brief description of unique qualifications,
experience, and education
Mr. Perry has 20+ years of experience managing highlevel talent acquisition and high-volume recruitment accounts.

Mr. Perry manages the research:
– Maintains the Client relationship and oversees
the Search.
– Develop and advise the Client on the Search
Strategy.
– Writes the Engagement Letter and is
responsible for the Position Description
– Develop a Candidate Recruitment Strategy,
which may include outreach to specific
potential Candidates and Sources.
– Interview final Candidates and often all
potential Candidates.
– Makes the final decision on which Candidates
to present.
– Negotiates the compensation package.
– Manages the acceptance and transition
processes.

Mr. Perry will serve as the alternate Project
Manager/Engagement Manager for the client. He will
assist the CEO and COO to ensure the account runs
smoothly by visiting the sites with contractors,
providing quality checks, and providing the hiring
managers with consistent, easy access to an RSI Team
Member. Mr. Perry has studied at Prairie View A&M
University- specializing in Interdisciplinary studies.

Availability and Commitment Mr. Perry is available to work on the client’s project and has an understanding of the scope of services
required in this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Business Development Manager and Senior Account
Manager, 25%
Public Sector Experience Public Agencies and County Projects (2010 – Present):

Mr. Perry has managed high-volume recruitment
campaigns and delivered tailored staffing solutions for government clients.
653
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 9 – Identifies potential target companies and
Candidates.
– Qualifies potential Candidates either by
telephone or through Internet research.
– Often writes the Position Description with
input from the Engagement Manager.
– May research Companies for both Business
Development and competitive analysis
purposes.
– Will perform directed projects to build internal
knowledge of industries, companies, and
Executives.

Ms. Charles is the “backbone” of the Search Team and
handles all logistics of the Search Process:

Schedules all meetings between the Search Firm,
Candidates, and Clients.

Makes travel arrangements and sets up video
conferences, Skype interviews, and telephone
meetings.

Updates weekly Status Reports.

Responsible for credential verification, including
education, employment, criminal background check,
and other necessary checks.

While the RFP Solicitation focuses on specific roles, the RSI Recruitment Team can assist in finding personnel
with the rarest skill sets needed to execute a project.

She studied at Holy Names University.

Availability and Commitment Ms. Charles is available to work on the client’s project and has an understanding of the scope of services
required in this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Engagement Manager, Sourcing and Account
Management, 100%
Public Sector Experience

Support for Public Sector Projects (2005 – Present):

Ms. Charles has coordinated and managed recruitment
logistics for various government agencies.

Name, Title Elaine Curry, Sr. Recruiter
A brief description of unique qualifications,
experience, and education
Ms. Curry has 20+ years of Human Resources
experience in Recruiting, Talent Acquisition,
Compensation, Employee Relations, research, and
Benefits. She brings 15+ years of experience as a
Researcher in the IT, Healthcare, and Oil & Gas
industries.

Ms. Curry “executes” the Search:
– Primarily responsible for Candidate recruiting.
654
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 10 – Manages the day-to-day aspects of the
Candidate interviewing process.
– Often writes Candidate Assessments and
Profiles.
– Responsible for credential verification and
Reference Checks.

She has studied at Texas Southern University and the
City of Houston.

Availability and Commitment Ms. Curry is available to work on the Client’s project and has an understanding of the scope of services
required in this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Researcher, Search Coordinator Recruiting and
Marketing, 100%
Public Sector Experience Diverse Government Recruitment Campaigns (2003 – Present):

Each recruiter brings years of experience in sourcing
and placing talent across public agencies, ensuring the timely delivery of high-quality candidates for technical, executive, and professional roles.

Name, Title Jack Maxwell, Sr. Recruiter
A brief description of unique qualifications,
experience, and education
Jack has experience recruiting across all verticals,
including but not limited to accounting, human
resources, technical, and industrial, on all levels. He will be responsible for assisting the account manager
by ensuring candidates are submitted quickly and
within the range outlined in the RFP.

Jack Maxwell manages the search:
– Primarily responsible for Candidate recruiting.
– Manages the day-to-day aspects of the
Candidate interviewing process.
– Often writes Candidate Assessments and
Profiles.
– Responsible for credential verification and
Reference Checks.

Jack has a bachelor’s degree in human resource
management from the University of Southern
California.

Availability and Commitment Max is available to work on the Client’s project and has an understanding of the scope of services required in
this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Recruiting, Marketing, Sr. Recruiter, 100%
Public Sector Experience Multiple City and Recruitment Projects (2010 – Present):
655
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 11 Mr. Maxwell has successfully supported public sector
clients by recruiting across accounting, HR, technical, and industrial verticals, ensuring quick and precise
candidate placements for critical roles.

Name, Title Dan Rogers, Sr. Recruiter
A brief description of unique qualifications,
experience, and education
With a proven track record as a Senior Recruiter at
Recruiting Source International, LLC, I bring a unique
blend of nationwide talent acquisition expertise. My
ability to seamlessly manage end-to-end recruitment
processes, from sourcing to successful placements, sets me apart. Proficient in negotiation and equipped with
advanced ATS tools, I have achieved a 30% reduction in
administrative workload and a 20% decrease in time-tofill.

In my current role, I have excelled in collaborating with hiring managers to define job requirements and
implementing tailored recruitment strategies.

Negotiating and closing employment offers with a
remarkable 95% acceptance rate, I prioritize
compliance with federal and state employment laws
and maintaining impeccable records. Continuous
market research has allowed me to provide strategic
insights to clients. In previous roles, I led high-volume recruitment efforts, significantly increasing offer-tosales ratios and driving profitability increases.

He holds a Bachelor of Science degree, complementing
my hands-on experience with a solid educational
foundation. This academic background enhances my
ability to understand and adapt to evolving recruitment trends and technologies.
50+ Placements Made: Throughout my career, I have
successfully made over 50 placements for different
roles, demonstrating my proficiency in connecting
exceptional talent with the right opportunities at both senior and junior levels.

Availability and Commitment Dan is available to work on the Client’s project and has an understanding of the scope of services required in
this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Recruiting, Marketing, Sr. Recruiter, 100%
Public Sector Experience Nationwide Public Sector Recruitment (2015 – Present):

Mr. Rogers has achieved significant success in
identifying and placing talent for public sector roles, 656
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 12 leveraging his expertise in advanced ATS tools and
market research.

Name, Title Ray Jones, Sr. Recruiter
A brief description of unique qualifications,
experience, and education
Ray Jones is a seasoned Senior Recruiter with a
distinctive skill set that sets him apart in the field of fullcycle recruitment. His innovative sourcing strategies, encompassing ATS platforms, job boards, referrals, and
networking, showcase an ability to align candidates'
skills precisely with client needs. Ray's commitment to the entire recruitment process, from initial sourcing and screening to negotiation and successful placements,
reflects his dedication to providing positive candidate experience. His proficiency in building and maintaining candidate relationships, conducting effective
interviews, and ensuring timely communication
positions him as an invaluable asset in strategic talent acquisition.

In his current role as a Senior US Recruiter at Recruiting Source International since September 2023, Ray has led
nationwide recruitment campaigns, employing diverse
methods to identify top candidates across the United
States. His expertise in overseeing end-to-end
processes and efficiently utilizing ATS systems has
streamlined candidate tracking. Ray has demonstrated
negotiation skills in adhering to W2 contractual
guidelines and fostering enduring relationships with
consultants for future collaborations.

In his prior role as a Senior US Recruiter at Confidential (May 2021 – Aug 2023), Ray managed full life-cycle
recruitment for various positions, collaborating with key stakeholders to implement recruitment strategies. His
adept negotiation skills were evident in securing
competitive compensation rates with consultant
candidates, and he maintained meticulous records of
candidate interactions.

During his tenure as a Senior US Recruiter at
Confidential (Jun 2018 – Apr 2021), Ray executed
nationwide recruitment efforts, utilizing diverse
sourcing strategies and demonstrating outstanding
relationship management with both consultants and
clients.

Ray holds a bachelor’s degree in business
administration, providing a solid educational
657
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 13 foundation that complements his extensive hands-on
experience in recruitment. This academic background
enhances his ability to adapt to evolving industry trends and technologies.

Availability and Commitment Ray is available to work on the Client’s project and has an understanding of the scope of services required in
this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Recruiting, Marketing, Sr. Recruiter, 100%
Public Sector Experience National Government and County Projects (2018 – Present):

Mr. Jones specializes in full-cycle recruitment for public sector positions, with a focus on creating positive
candidate experiences and ensuring compliance with
government regulations.

Name, Title Kenneth Wilson, Sr. Recruiter
A brief description of unique qualifications,
experience, and education
Kenneth Wilson, a results-driven recruitment
professional with over five years of experience, excels in sourcing top-tier talent across diverse industries. In his role at Recruiting Source International, LLC, he
demonstrates expertise in utilizing ATS platforms, job
boards, social media, and networking to identify
exceptional technical candidates.

Kenneth's strategic sourcing initiatives and continuous monitoring of the evolving tech landscape highlight his commitment to engaging top-notch talent. His skills
include screening, interviewing, negotiation,
relationship building, communication, and project
management.

With a Bachelor of Social Work (BSW) background,
Kenneth brings a unique perspective to talent
acquisition, making him a well-rounded professional in
the field.

Availability and Commitment Kenneth is available to work on the Client’s project and has an understanding of the scope of services required
in this RFP.

Job Functions, Role, percent of the time to be
assigned to the City account
Recruiting, Marketing, Sr. Recruiter, 100%
Public Sector Experience Government Agencies and Local Projects (2018 – Present):

Mr. Wilson’s expertise lies in sourcing technical talent for government contracts, utilizing his background in
social work to foster meaningful client and candidate
relationships.
658
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 14

OUR EXPERIENCE
For over 22+ years, clients have entrusted their IT Projects, Consulting, Project Management, staffing and executive search, and recruitment services to us. Recruiting Source International has well-solidified relationships throughout the US in many business sectors that help strengthen our position in the market. Our multifaceted network allows us to identify exceptional talent across multiple verticals, therefore giving RSI a competitive advantage and capacity.

Following is the partial list of clients to whom we have provided similar services and have ongoing engagement:

Public Sector Contracts:

Client Name Type of Services Duration
Texas Department of Information
Resources (DIR)
Information Technology Staff
Augmentation Contract (ITSAC) - DIR-CPOTMP-579
Ongoing
Texas Tech University Recruitment and Search Assistance Services
Ongoing
City of Houston Contingent Workforce Ongoing
MHMR Tarrant Purchasing Department Temporary Staffing Services Completed The North Central Texas Council of
Governments
Temporary Staffing Services Ongoing
Texas Tech University Recruitment and Search Assistance Ongoing/Complete Texas State University Temporary Personnel/Skilled Labor Services
Ongoing
The City of San Mateo Administrative and Financial Contingency Staffing Professionals
Ongoing
Metropolitan Nashville Airport
Authority
Staffing Services – Temporary, Temp-toPermanent, Direct Hire StaffingOngoing/Complete Houston Airport System Recruitment for Sr. Level Positions/Staff Augmentation Services/Temporary Staffing
Services
Ongoing
Montgomery City Executive Recruitment Ongoing
Fort Worth Housing Solutions Temporary Staffing Services Ongoing State of Tennessee Recruitment Services Ongoing
Dallas Independent School District Temporary Staffing Services Ongoing Harris County Executive Search Services Ongoing
Houston Housing Authority Board of
Commissioners
Temporary Staffing Services Ongoing
Texas Education Agency Recruitment and Staffing Search Firm Service
Ongoing
Houston Area Women's Center Temporary Staffing Services Ongoing The Port of Los Angeles (RAMPLA), CA As-Needed Executive Recruitment services Ongoing Private Sector Contracts:

Client Name Services Provided Duration
SABIC Temporary Staffing Services Ongoing
US Auto Logistics Temporary Staffing Services Ongoing
Companion DX Temporary Staffing Services Ongoing
The Shaw Group Temporary Staffing Services Ongoing
659
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 15 Mendal Law Firm Temporary Staffing Services Ongoing
HBDI Temporary Staffing Services Ongoing
The Brock Group Staff Augmentation Services Ongoing
CITGO Temporary Staffing Services Ongoing
Gulf States Toyota Executive Search Ongoing
Westside Lexus Recruiting Services Ongoing
Tech Trans International Recruitment Services Ongoing
Primary Arms Temporary Staffing Services Ongoing
24HR Safety Temporary Staffing Services Ongoing
Bruel & Kjaer Vibro Staff Augmentation Services Ongoing Lucite Temporary Staffing Services Ongoing

Here is the list of our executive search services placements:

RSI’s Executive Placements in 5 Years
Position Name Client Name
Assistant Director - IT Applications (Enterprise Data
Officer)
The City of Houston, Texas
Executive Director, Universal Services Harris County, Texas - – Nationwide Search Assistant Director - IT Project Management Office
(PMO)
City of Houston, Texas
Director of Project Controls The Brock Group, Texas
Director of Supply Chain Management Harris Health System, Texas Director, Lean Operations Gulf States Toyota
Director, Vehicle Processing Center (VPC) Gulf States Toyota IT Director Friedkin Companies
PMO Director City of Houston, Texas
SR. Manager, Human Resources Friedkin Companies
Election Administrator Harris County, Texas
Chief of Staff to the Harris County Judge Harris County, Texas – Nationwide Search Deputy Director of Project Delivery Harris County, Texas – Nationwide Search Chief People Officer Harris County, Texas – Nationwide Search Purchasing Agent Harris County, Texas – Nationwide Search Harris City Executive Director of Public Health
Services
Harris County, Texas – Nationwide Search
Executive Director for Infrastructure Harris County Flood Control, Texas – Nationwide Search
Chief Project Delivery Officer Harris County Flood Control, Texas – Nationwide Search
County administrator Harris County (Ongoing Engagement – Nationwide Search in Process)

660
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 16 D. Scope of Work/Implementation
Recruiting Source International, LLC (RSI) proposes a structured, council-aligned executive search methodology designed to fully satisfy the Scope of Services outlined in the RFP and to support the City Council throughout each phase of the City Manager recruitment process. Our approach emphasizes disciplined project management, seniorlevel oversight, transparent communication, and rigorous candidate assessment to ensure a successful and welldocumented search.

Overall Approach and Methodology: Recruiting Source International, LLC manages executive recruitment engagements through a clearly defined, milestone-driven framework. Each phase of the search is actively supervised by senior leadership to ensure consistency, accountability, and adherence to City expectations. RSI maintains centralized control over project scheduling, candidate communications, documentation, and reporting, allowing the City Council to remain informed and engaged without being burdened by administrative demands.

Our methodology aligns directly with the City’s Scope of Services and reflects current best practices in municipal executive recruitment, including governance awareness, confidentiality, inclusive outreach, and integrity-focused screening.

We have a straightforward, structured search process. We adapt it to your requirements and then ask you to join us as partners in its implementation. We will work closely with the designated City’s point of contact in developing a suitable approach for describing the organization and position to potential candidates and referral sources as needed to establish an agreed-upon strategy, tools, critical path items, and decision points of note in the executive search process. RSI will create and deliver a memorandum outlining the proposed timeline, which will include a final candidate pool within 90/60 days from contract execution. The following Tasks and Outcomes address the general approach and services provided:
✓ Scope of Services
✓ Key Meetings
✓ Initial Candidate Screening
✓ Interview Process
✓ Recruitment Brochure
✓ Advertising
✓ Candidate Screening
✓ Reference & Background Screening
✓ Selection Process
✓ Offer Negotiations
✓ Human Resource & Appointing
✓ Search Closure/Signoffs
✓ Quality Control/Assurance

Phase 1 – Research/Recruitment Strategy –
Task 1 - Review and Finalize Executive Search Process and Schedule At Recruiting Source International, LLC (RSI), the process of “Searching for Executives” begins at the commencement of the Research Phase of the Search. This is where most of the Candidates are initially developed. In RSI’s research plan, the Research Function (Research) performs most of the following duties:
661
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 17 • Our team assists in the development and creation of the Position Description. • Develops, along with the Engagement Manager and Associate, the initial list of target industries and relevant target companies for Candidate development.
• Research City’s competitors for “intelligence” which is useful for Candidate development. • Through telephone networking, Internet research (BlueSteps, LinkedIn, Google, industry publications, etc.), and combing of the RSI’s proprietary database, develop potential Candidates for review. • When appropriate, we make “qualifying” calls to potential Candidates to gather information, which may be relevant to the Associate.
• Our research continues to develop potential Candidates throughout the entire Search Process, even when the City is close to making an offer. Until the Candidate has accepted the Position, successfully given notice, and begun the transition process, there is still a need for Candidate development. • In addition to the Executive Search Process, our research is also instrumental in City ‘s Business Development activities. Acting as a “Corporate Intelligence Center,” our research develops relevant information on potential requirements, its key Executives, and the people to whom presentations will be made. Research maintains, and continuously updates, large databases of potential candidate information, and is the resource for all PowerPoint and similar presentations. • The first step in this engagement is a thorough review of the following with the Hiring City:
• City’s needs, culture, and goals
• Executive search process
• Schedule
• This will ensure that City’s needs are met in the most complete manner possible.

Research Tools
Per our Associates/Recruiters LinkedIn is a valuable resource and we use it as part of a research strategy to find potential candidates to fill a position. However, RSI recruiters actively search all primary social streams, because searching for one environment does not provide a complete picture of a candidate. Our team treats the Internet as a great database for the initial search. The more up-to-date and informative the information is, the easier it is to identify and interview candidates.

At RSI, the primary tools are their networks. Not only contacts throughout the business world, but recommendations and specific referrals from previous clients, business journalists, and professional associations. Combined existing databases and research data. There are others as the need arise: SwoopTalent, BoardEx, ZoomInfo, Pipl, Crunchbase, and Social Recruiting Applications.
ii. Discuss the information and support required by the City.

Task 2 - Key Stakeholder Meetings
RSI is prepared to meet with any additional key stakeholders to obtain input in developing the ideal candidate profile and to assist RSI in understanding key issues and challenges that will face a new candidate. The specific nature of the involvement process would be developed in consultation with City. The results of the above activities will be summarized by RSI and provided to City as an additional source of information for developing the candidate profile and selection criteria.

Task 3 – Candidate Profile and Recruitment Strategy Development 662
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 18 This task will be accomplished during a workshop session involving the Hiring Department and RSI. It will result in the identification of the personal and professional attributes required for the position and will include the following activities:
• The Hiring Department will identify key priorities for the new role. • RSI will assist in identifying the conditions and challenges likely to be encountered in achieving the priorities identified above.
• The Hiring Department will describe the type of working relationship he/she wishes to establish with the new role.
• RSI will present recruitment and selection strategies for City’s consideration.

Task 4 – Advertising and Marketing Strategy
Following the completion of the workshop session, RSI will work with a professional graphic artist to design a recruitment brochure and present it to City for review before printing. We develop announcement and recruitment materials, including job announcements, position brochures, and other recruitment materials used to attract potential candidates.

Advertisements will be prepared and placed for publication in appropriate magazines, journals, newsletters, job bulletins, and websites to attract candidates on a nationwide, regional, or targeted basis, depending on the preference of the City. RSI will present examples to the City for review and approval.

Advertising Sources
• American Planning Association
• City’s website
• Public CEO
• ICMA
• LinkedIn
• Govjobs.com
• Project Management Institute
• Email marketing
Our other connectivity and resources:
• The national organization for City managers is the International City/County Management Association (ICMA)
• American Association of Municipal Executives (AAME)
• National League of Cities (NLC)
• National Association of Counties (NACo)
• National Conference of State Legislatures (NCSL)
• National Governors Association (NGA)
RSI will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the new role brochure along with a personal invitation to contact RSI should they have any questions about the position.

Phase II – Aggressive, Proactive, and Robust Recruitment -Task 1 - Identify and Contact Potential Candidates This very crucial task will include a variety of activities. RSI will:
663
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 19 ▪ Contact respected and experienced industry leaders to identify outstanding potential candidates on a referral basis. RSI maintains a comprehensive, up-to-date database of such professionals; however, we do not rely solely upon our current database. We also conduct specific research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and qualified pool of candidates. ▪ Select top-quality candidates for consideration from past recruitments. ▪ Provide each potential candidate with a link to the recruitment brochure. ▪ Contact potential candidates to explain the career opportunity, answer questions, and encourage them to submit a resume. Oftentimes this component necessitates multiple conversations with the same person to pique his/her interest and to answer his/her questions sufficiently.

Task 2 – Candidate Interview and Assessment
Before the RSI Associate comes into the interview, he or she will read the Candidate’s resume, LinkedIn profile, or whatever written information is available about the Candidate’s background. Information will be gathered on the current employer with additional perspectives on previous employers when possible. The Associate goes over notes from the qualifying telephone interview and puts together a plan of interview questions.

Establishing the “Tenor” of the Interview
While professionalism must be maintained at all times, our Associate develops a positive environment that facilitates a meaningful and honest interview. The atmosphere is the one that allows the Candidate to accurately portray him or herself, as opposed to putting on a “game face” for the discussion. Establishing a positive atmosphere allows the Associate to gauge the Candidate’s “real personality” and therefore make a much more informed assessment of interpersonal skills.

Task 3 – Resume Review and Screening Interviews
As per City’s requirement, we will develop a shortlist of the most qualified prospective candidates for City for final interviews and selection. This screening process is specifically designed to assess the personal and professional attributes City seeks and will include:
o A thorough review of each candidate's resume, and if applicable, supplemental questionnaire responses and other supporting materials.
o Interviews with the candidates who appear to best meet the City’s needs. RSI will spend extensive time ascertaining each candidate’s long-term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate’s technical competence and management philosophy. We will also gather data on any other unique aspects specific to this recruitment based on the candidate profile.
o We will provide the City preliminary candidate lists of individuals meeting the requirements of the employment profile and provide all applications for the City to view. We have a pool of approximately 5-7 well-qualified candidates for the position; however, the City may request to see information on all candidates who applied for the position. We will provide the City with an EEO analysis of all applications received.
o We conduct a reference check and thorough internet search of all 5-7 or more candidates before presenting them to the City. The objective of the internet search is to identify publicly disclosed and available information, which could be relevant to the candidate’s consideration for the position. 664
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 20 o We evaluate strictly on merit, without regard to race, color, religion, sex, national origin, age, disability, status as a service-disabled veteran, sexual orientation, gender identity, genetic information, and other non-merit factors.

Going Through the Resume: The “Technical” Part of the Interview The Resume is the most complete “point of reference” for information about the Candidate’s professional career.

Going through it in detail allows our Associate to understand, among other topics:
• Total Experience
• Experiences Relevant to the Position Description
• Accomplishments and History of Making Impact
• Type of Assessments
• Work Sample Tests
• Situation Judgment Tests
• Cognitive Ability Tests
• Resumes and references
• Unstructured interviews
• Structured interviews
Behavioral Based Interview
Behavioral-based questions are part of RSI’s total Interview and provide great insight as to how a person has approached work situations in the past. The logic here is that how you behaved previously will help predict how you will behave in the future, i.e., past performance predicts future actions. RSI’s ask questions about past employment situations relevant to the skills required in the Client Position Description, seeking information on:
✓ How the situation was handled.
✓ Why the Candidate acted in such a manner.
✓ What was the thinking and strategy behind those actions. ✓ What resulted from the Candidate’s handling of the situation? RSI’s Associate may ask several of these “behavioral” questions either as the interview progresses or in one group of questions during the entire process.

Primer Reference Review and Background Investigation
As the field of applicants is narrowed, we will conduct preliminary reference reviews to verify an applicant’s prior work history and learn more about the applicant's experience, past performance, and management style. • A minimum of three (3) professional reference checks and extensive criminal and credit background investigations will be conducted for all finalists forwarded to the City for consideration. At a minimum, reference checks will consist of the candidate’s prior or current supervisor or management. References from peers and or subordinates may be requested by the City. • We conduct reference checks at each place of employment during the last ten (10) years. We also conduct thorough background investigations to include, but not be limited to, verification of all academic credentials, Department of Motor Vehicles, criminal and credit history, and civil litigation check for any candidate receiving a job offer.
665
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 21 Task 4 – Hiring City Selected Finalists
After the previous tasks, RSI will prepare a written report that summarizes the results of the recruitment processes and recommends candidates for further consideration by the City. RSI will work with City to develop and implement a process for evaluating the final candidates for the position and coordinating interviews. Typically, the report will include qualified candidates and will include resumes and a profile on each interviewee's background. RSI will perform reference checks of two to three references provided by the prospective candidates. Reference checks will be performed for one to three or more (If needed) of the top interviewed candidates per position. RSI will meet with the Hiring City to review this report and to assist City in selecting a group of finalists for further evaluation.

Quality - The RSI manager, who has provided all points of his or her contact, asks the Candidate to call shortly after each Client interview is completed, to provide a synopsis of Client meetings. Conversely, the manager provides immediate feedback to the Candidate once the Client has spoken, and assuming a favorable Client report, continuously monitors the Candidate's interest.

Implementation Timeline (Estimated)
This timeline is provided as an estimated framework and may be adjusted at the City Council’s discretion.

Phase Timeframe Key Activities & Deliverables
Phase 1 Weeks 1–2 City Council meetings; development of the City Manager position profile; finalization of recruitment strategy and outreach plan
Phase 2 Weeks 3–6 Recruitment advertising; direct outreach and networking; candidate engagement and inquiry management
Phase 3 Weeks 7–9 Application review; screening interviews; background, reference, and media checks; preliminary candidate evaluation
Phase 4 Weeks 10–
11 Preparation of candidate assessment reports; coordination and facilitation of City Council interviews; identification of finalist(s)
Phase 5 Week 12 Support with employment contract negotiations; search closeout activities; preparation and submission of final written summary
666
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 22 E. Project Budget
Provide a description of the project cost and/or fees itemized according to the RFP proposal. The total all-inclusive maximum price to be bid is to contain all direct and indirect costs, including all out-of-pocket expenses. The City of South Lake Tahoe will not be responsible for the expenses incurred in preparing and submitting the proposal. The Company shall present all costs, fees, taxes, and charges based on achievement of deliverables, which should be outlined in the Company’s cost proposal.

Fee Proposal
Recruiting Source International, LLC (RSI) proposes a firm fixed price for the completion of all services outlined in the Scope of Work for the City Manager Recruitment.

PROFESSIONAL SERVICES FEE (FIXED PRICE)
Service Description Deliverables Fixed Fee
Executive Search and
Recruitment Services
Comprehensive search process including stakeholder
consultation, outreach, screening, and presentation of
qualified candidates
$63,000.00
Advertising and Sourcing
Costs
Placement of job postings on professional and municipal platforms (ICMA, NLC, NCSL, etc.)
Included
Reference and
Background Checks
Comprehensive verification of employment, education, and credentials
Included
Candidate Travel (if
required)
For finalist interviews, pre-approved by the City At Cost Administrative and
Reporting Expenses
Printing, materials, and delivery Included
Note: RSI’s fee is inclusive of all professional services described in the Scope of Work. Billing will occur in milestone-based installments as detailed below.

PAYMENT SCHEDULE
Milestone Percentage Timing
Upon contract execution and project initiation 33% Week 1 Upon delivery of candidate shortlist 33% Week 8
Upon successful selection of final candidate Remaining Balance Week 12 Guarantees
667
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 23 RSI recognizes that no matter how careful the selection process is, there are times when a replacement is necessary. In those rare instances, where the hire proves to be unsatisfactory and separated for cause or the candidate voluntarily resigns during the first twelve (12) months of employment, RSI will repeat the search at no additional cost to The City. The City must provide RSI with written notice and reasons for the termination/separation within five (5) business days after the occurrence.

F. Description of Recent Projects/References
Provide a description of accounts/ agreements of a similar nature including at least three (3) recent client references with names and telephone numbers, contact persons.

Customer Name Harris County Flood Control District
Address 9900 Northwest Freeway Houston, TX 77092
Contact Name Kathy Roach
Email Address and Phone Number; [email protected]| 346 286-4119 Time period in which work was performed 2020- Ongoing
Short description of work performed. Executive Search/Sr. Level Positions Recruitment Customer Name The Houston Texans
Address NRG Stadium, TWO NRG Park Houston, TX 77054
Contact Name Anita Martin
email address and phone number; [email protected]| 832 667-2019 Time period in which work was performed 2020- Ongoing
Short description of work performed. Executive Search/Sr. Level Recruitment Customer Name Harris County
Address 1111 Fannin Houston, TX 77002
Contact Name Sakita Douglas
email address and phone number; [email protected] | 281 740-3799 Time period in which work was performed 2020- Ongoing
Short description of work performed. Executive Search
668
© Recruiting Source International, LLC
RFP# 2026-1-16 – Executive Recruitment Firm City Manager Recruitment 24 EXHIBIT C: ANTI-LOBBYING CERTIFICATION
669
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: January 27, 2026
Agenda Item #:11
Agenda Item: Interim City Manager Contract and Salary Schedule Revision Executive Summary: City Manager Joe Irvin has submitted his resignation, effective February 17, 2026.

As the City conducts a recruitment for a permanent City Manager, an Interim City Manager is needed to ensure continuity of leadership and maintain progress on City Council priorities. Hillary Roverud is proposed for appointment as Interim City Manager, and her employment contract is presented to the City Council for consideration and approval. In addition, the City Manager salary schedule must be revised to reflect the compensation outlined in the Interim City Manager contract. Approval of these actions will provide stability and continuity during the transition period.

Requested Action / Suggested Motions: Pass a Resolution authorizing and directing the Mayor to execute an Agreement with Assistant City Manager Hilary Roverud for the position of Interim City Manager and approving the revised City Salary Schedule for Interim City Manager.

Responsible Staff Member: Ember Buckman CGHR-CP, Human Resources Manager Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report Interim City Manager Contract.docx
02-Resolution - Interim City Manager.docx
03-Interim City Manager Contract - Roverud (Exh. A to Reso).pdf 04-Salary Table Interim City Manager (Exh. B to Reso).pdf 670
Council Agenda Report January 27, 2026 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: January 27, 2026
Title: Interim City Manager Contract and Salary Schedule Revision Location: Citywide
Responsible Staff Member: Ember Buckman, Human Resources Manager (530) 542-6050 Background:

City Manager Joe Irvin has submitted his resignation, effective February 17, 2026. The City is currently in the process of recruiting a new City Manager. The recruitment process is anticipated to take 3 to 4 months and may take longer depending on the recruitment process and details. To ensure continuity of leadership and maintain momentum on City Council’s priorities during this transition and during the recruitment process, an interim appointment is necessary.

Pursuant to City Council direction, Assistant City Manager Hillary Roverud will be appointed as Interim City Manager until the recruitment and appointment of a permanent City Manager is completed. Hilary Roverud’s experience and familiarity with City operations will allow for a seamless transition.

An employment contract between the City of South Lake Tahoe and Hillary Roverud for the position of Interim City Manager is attached for City Council’s review and consideration Issue and Discussion:

Staff requests City Council authorization to execute an employment contract between the City of South Lake Tahoe and Hillary Roverud for the position of Interim City Manager, effective February 18, 2026. Under the terms of the contract, Hilary Roverud will receive a 10% increase above her current salary $19,408/mo, which will result in compensation rate of $21,349/mo.

The contract duration is six months and one week (August 26, 2026) or until a permanent full-time City Manager is hired, whichever comes first. For the duration Roverud serves as Interim City Manager, City shall pay benefits currently received including longevity pay, continuing education incentive pay, 401a and 457 contributions, and the option for PTO sell-back based on the interim monthly salary of $21,349.

The Salary Table for the Interim City Manager will be added to the City Salary Schedule and will reflect the contracted compensation.

INTERIM CITY MANAGER
Hourly Monthly
$123.16921 $21,349
671
Council Agenda Report January 27, 2026 Page 2 of 2
Approval of this contract will ensure continuity of executive leadership and support the City’s operations while the recruitment and appointment of a permanent City Manager is underway.

Financial Implications: There is no immediate financial impact, as the funds for the Interim City Manager are available within the City Manager budget (100-01310-41015) due to the upcoming vacancy in the City Manager position. If any adjustments are needed, they will be included in the mid-year budget review process or presented separately at a later date.

Environmental Considerations: Approval of the Interim City Manager Contract is not a project subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative activities such as personnel-related actions).

Policy Implications: The appointment of an interim City Manager is consistent with the City Council's authority and ensures continuity in the City's operations during the recruitment process. 672
Resolution 2026-XXX January 27, 2026 Page 1 of 2
Resolution 2026-XXX
Adopted by the City of South Lake Tahoe
City Council
January 27, 2026
Employment Agreement for Interim City Manager and Salary Schedule Approval

BACKGROUND
A. City Manager Joe Irvin submitted his resignation effective February 17, 2026.

B. While the search for a new City Manager is being conducted, City Council desires to appoint Hilary Roverud to be the Interim City Manager until a new City Manager has started.

C. Hilary Roverud shall be compensated pursuant to the terms delineated in the Employment Agreement for Interim City Manager. Hilary Roverud shall be paid the rate of $21,349/mo; City shall pay benefits currently received including longevity pay, continuing education incentive pay, 401a and 457 contributions, and the option for PTO sell-back based on the interim monthly salary of $21,349.

D. Salary Table for the Interim City Manager will be added to the City Salary Schedule and will reflect the contracted compensation.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe:

1. Authorizes and directs the Mayor to execute the Employment Agreement for Interim City Manager with Hilary Roverud (attached hereto as Exhibit A).

2. Authorizes the addition of the Interim City Manager salary table to the City Salary Schedule (attached hereto as Exhibit B).

Adopted by the City of South Lake Tahoe City Council on January 27, 2026 by the following vote:

Yes:

No:

Absent:

Abstain:
___________________________ Date:___________
Cody Bass, Mayor
Attest:
____________________________
Susan Blankenship, City Clerk
673
Resolution 2026-XXX January 27, 2026 Page 2 of 2
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
674
1 INTERIM CITY MANAGER EMPLOYMENT AGREEMENT
This Employment Agreement (“Agreement”) is made and entered into this 27th day of January, 2026, by and between the City of South Lake Tahoe (“City”), a California municipal corporation, and Hilary Roverud ("Roverud"), an individual, on the following terms and conditions:

RECITALS
A. Roverud is currently employed as the City’s Assistant City Manager.

B. As of February 18, 2026, the City will have a vacancy in the position of City Manager after the current City Manager’s last day of February 17, 2026.

C. The City will be conducting a recruitment to fill the vacancy, and in the meantime, the City is interested in employing Roverud, on an interim basis, as the Interim City Manager, and Roverud is willing to accept and perform that interim appointment in exchange for the consideration discussed and subject to the terms, conditions, and benefits set forth in this Agreement.

D. For the duration of this Agreement, Roverud will fill both the role of Assistant City Manager and Interim City Manager. On an as needed basis, Roverud may assign duties to other employees as necessary.

E. Following completion of the interim assignment, Roverud shall return to the position of Assistant City Manager, or such other position as agreed upon between Roverud and the City.

F. The parties desire to set forth the terms and conditions of the interim assignment.

OPERATIVE PROVISIONS
In consideration of the promises and covenants contained herein, the parties agree as follows:

1. Position and Duties.

1.1 Appointment, Duties, and Authority. The City agrees to appoint Roverud as Interim City Manager, effective February 18, 2026, to perform the functions and duties specified in the City Manager job description, the South Lake Tahoe City Code, provisions of state law, and the direction of City Council. Roverud is subject to the direction and oversight of the City Council and is appointed “at will,” meaning that Roverud serves in the capacity of Interim City Manager at the pleasure of the City Council. During the term of this Agreement, Roverud will continue to perform the duties of Assistant City Manager on an as-needed basis or may assign some or all of those duties to other employees as necessary. Subject to the oversight of the City Council, Roverud has the discretion to structure her time and prioritize tasks to ensure that the necessary functions of each position are adequately fulfilled.

1.2 Term. This Agreement shall become effective on January 27, 2026, and Roverud shall commence performance of her duties as Interim City Manager on February 18, 2026. This Agreement shall terminate as of the first of the following to occur: (i) upon the commencement of 675
2 employment of a permanent City Manager employed by City; (ii) after Roverud has served as Interim City Manager for six (6 months and one week) (August 26, 2026) or (iii) upon termination of the Agreement by either Roverud or the City as provided in Section 3 of this Agreement. The parties may mutually agree to extend the term by executing a written amendment to this Agreement.

1.3 Hours of Work. Roverud shall devote the time necessary to adequately perform her duties as Interim City Manager. The parties anticipate that Roverud will work approximately forty (40) hours per week allocated between regular business hours and hours outside of regular business hours including, but not limited to attendance at regular and special City Council meetings, and attendance at such community events and City functions as the City Council may direct. Toward that end, Roverud shall be allowed reasonable flexibility in setting her own office hours, provided the schedule of such hours provides a significant presence at City Hall, reasonable availability to the City Council, City staff, and members of the community during regular City business hours and for the performance of her duties and of City business. The position of Interim City Manager is an exempt position pursuant to the Fair Labor Standards Act and any other relevant provisions of federal or State law.

1.4 Reimbursement. The City shall reimburse Roverud for reasonable and necessary travel and other business expenses incurred by Roverud in the performance of her duties. All reimbursements shall be subject to and in accordance with California law and applicable City reimbursement policies.

1.5 City Council Commitments. Except forthe purpose of inquiry, the City Council and its members shall deal with all subordinate City employees, officers, contractors, and consultants solely through the Interim City Manager or her designee, and neither the City Council nor any member thereof shall give direction to any subordinate of the Interim City Manager, either publicly or privately. No member of theCityCouncil will orderthe appointment or removal of any person to any office or employment under the supervision and control of the Interim City Manager. Neither the City Council nor any of its members shall interfere with the execution of the powers and duties ofthe Interim City Manager, asspecified in theSouth Lake Tahoe City Code, this Agreement, or any other lawfully adopted and authorized document.

2. Compensation.

2.1 Rate of Pay. For the duration Roverud serves as Interim City Manager, City shall pay Roverud compensation at the rate ten (10) percent higher than her current base salary of $19,408 per month, for an interim monthly salary of $21,349.

2.2 Benefits. For the duration Roverud serves as Interim City Manager, City shall pay benefits currently received including longevity pay, continuing education incentive pay, 401a and 457 contributions, and the option for PTO sell-back based on the interim monthly salary of $21,349.

3. Termination.

3.1 By CITY. This Agreement may be terminated by the City for any reason. In the event of such termination, the City will pay Roverud of all compensation then due as set forth in Section 2 up to and including the effective date of termination.
676
3 3.2 By Roverud. This Agreement may be terminated by Roverud for any reason two (2) weeks after notice in writing to City Council of such termination. CityCouncil shall have the option, in its discretion, to make Roverud’s termination effective at any time prior to the end of such period, provided that the City pays Roverud all compensation as set forth in Section 2 then due through the last day actually worked.

3.3 No Notice for Expiration. Nothing in this Section shall be construed to require either party to give advance written notice in order for the Agreement to terminate as set forth in Section 1.2(i)-(ii).

3.4 Return to Former Position. Roverud currently holds the position of Assistant City Manager. City agrees to keep the Assistant City Manager position available during the Term of this Agreement. Should Roverud’s service as Interim City Manager be terminated, Roverud may (at her discretion) resume her duties as the Assistant City Manager with all the rights and protections of that position.

4. General Provisions.

4.1 Recitals. The recitals, inclusive of all facts and representations, are incorporated into this Agreement as if set forth in the Operative Provisions.

4.2 Notices. All notices, requests, demands and other communications under this Agreement shall be in writing and shall be effective upon delivery by hand or email or three (3) business days after deposit in the United States mail, postage prepaid, certified or registered, and addressed to the City at the address below, and/or at the last known address maintained in Roverud’s personnel file. Roverud agrees to notify the City in writing of any change in her address during her employment with the City. Notice of change of address shall be effective only when accomplished in accordance with this Section.

City's Notice Address:

City of South Lake Tahoe
1901 Airport Road
South Lake Tahoe, CA 96150
Attn: Mayor and City Council
Interim City Manager's Address:

Hilary Roverud
Mailing address last on file with City

4.3 Indemnification. Subject to, in accordance with, and to the extent provided by the Government Claims Act [Government Code Section 810 et seq.], the City will indemnify, defend, and hold Roverud harmless from and against any action, demand, suit, monetary judgment or other legal or administrative proceeding, and any liability, injury, loss or other damages, arising out of any act or omission occurring during Roverud’s tenure as Interim City Manager while Roverud was performing her duties as Interim City Manager.

4.4 Statutory Requirements. This Agreement shall be deemed to incorporate by reference the provisions of Section 53234 et seq. of the Government Code, as may be amended. 677
4 4.5 Integration. This Agreement is intended to be the final, complete, and exclusive statement of the terms of Roverud’s employment by the City. This Agreement supersedes all other prior and contemporaneous agreements and statements, whether written or oral, express or implied, pertaining in any manner to the employment of Roverud, and it may not be contradicted by evidence of any prior or contemporaneous statements or agreements. To the extent that the practices, policies, or procedures of the City, now or in the future, apply to Roverud and are inconsistent with the terms of this Agreement, the provisions of this Agreement shall control.

4.6 Amendments. This Agreement may not be amended except in a written document signed by Roverud, approved by the City Council and signed by the Mayor.

4.7 Waiver. Failure to exercise any right under this Agreement shall not constitute a waiver of such right.

4.8 Binding Effect. This Agreement shall be binding on City and Employee and shall not be assignable or transferable, in whole or in part, by either party. Any such purported transfer or assignment shall be null and void.

4.9 Severability. If a court or arbitrator holds any provision of this Agreement to be invalid, unenforceable, or void, the remainder of this Agreement shall remain in full force and effect.

4.10 Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, with venue proper only in El Dorado County, California.

4.11 Interpretation. This Agreement shall be construed as a whole, according to its fair meaning, and not in favor of or against any party. By way of example and not in limitation, this Agreement shall not be construed in favor of the party receiving a benefit nor against the party responsible for any particular language in this Agreement.

4.12 Acknowledgment. Roverud acknowledges that she has had the opportunity to consult legal counsel in regard to this Agreement, that she has read and understands this Agreement, that she is fully aware of its legal effect, and that she has entered into it freely and voluntarily and based on her own judgment and not on any representations or promises other than those contained in this Agreement.

IN WITNESS WHEREOF, CITY has caused this Agreement to be signed and executed on its behalf by its Mayor and Roverud hassigned and executed this Agreement on January 27, 2026.

INTERIM CITY MANAGER CITY OFSouth Lake Tahoe
Hilary Roverud Mayor
APPROVED AS TO FORM:
678
5 Heather Stroud,
City Attorney
679
1281 Interim City Manager
Index Key Value Hourly Monthly
1200/1257/01 123.16921 21,349
City of South Lake Tahoe
Salary Table Updates Effective 02/18/2026
1 of 1 680
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: January 27, 2026
Agenda Item #:12
Agenda Item: Amended Funding Agreement with the South Shore Transportation Management Association (SS/TMA)
Executive Summary: On September 23, 2025, City Council approved an amendment to the funding agreement to continue a $650,000 contribution to microtransit through FY 25/26. As part of the motion, City Council also noted that the City would commit an additional $200,000 if the Tahoe Regional Planning Agency (TRPA) will commit California Transportation Development Act (TDA) funds or SB 125 funds for microtransit expansion to the “Yâ€.

Requested Action / Suggested Motions: (1) Pass a Motion authorizing and directing the Mayor to execute the Amended and Restated Funding Agreement with SS/TMA for $3,050,000 to provide three years of microtransit service including expansion citywide; and (2) Pass a Resolution appropriating an additional $200,000 for Microtransit Service from Parking Garage Revenues into account 520-05320- 44032, Contributions/Sponsorships.

Responsible Staff Member: Hilary Roverud, Assistant City Manager Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Finance Director Heather Stroud, City Attorney
Attachments:
01-Staff Report - SS/TMA Funding Agreement
02-SSTMA SB125 Funding Approval
03-Amended Funding Agreement redline
04-Amended Funding Agreement clean
05-Resolution - Appropriating Funds for SS/TMA Agreement 681
Council Agenda Report January 27, 2026 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: January 27, 2026
Title: Amended Funding Agreement with the South Shore Transportation Management Association for three years of microtransit service
Location: Citywide
Responsible Staff Member: Hilary Roverud, Assistant City Manager Background: The South Shore Transportation Management Association (SS/TMA) is a public/private partnership governed by a local Board of Directors comprised of public and private entity representatives. It is a non-profit corporation whose mission is to provide support and a unified leadership voice for public/private partnerships and to advocate for improved mobility to meet visitor and resident transportation needs. SS/TMA has received funding for microtransit from El Dorado County, the South Lake Tahoe Tourism Business Improvement District, Lake Tahoe Visitors Authority, Tahoe Douglas Visitors Authority, Douglas County, the Tahoe Blue Event Center and private businesses. SS/TMA continues to seek additional long term sustainable funding to maintain and expand the microtransit services and to electrify the microtransit fleet.

City Council originally approved an agreement with the SS/TMA to provide microtransit services on May 3, 2022. SS/TMA has contracted with South Tahoe Downtowner, LLC to operate the Lake Link system, a turnkey on-demand pilot microtransit service. The Lake Link service was formally launched in July 2022 and has seen continuous increase in ridership and expanded service area. Lake Link currently provides service Sunday through Thursday 7:00am-9:00pm and Friday through Saturday 7:00am-11:00pm. The current service area includes the area from the Grocery Outlet, east into Douglas County to Zephyr Cove.

On September 23, 2025, City Council approved a funding agreement to continue the $650,000 contribution to microtransit through FY 25/26. As part of the motion, City Council also noted that the City would commit an additional $200,000 if the Tahoe Regional Planning Agency (TRPA) will commit California Transportation Development Act (TDA) funds or SB 125 funds for microtransit expansion to the “Y”. The City will also require that the MPO list this $850,000 as local transit contribution to the regional transit system. The City Council also expressed support for considering a three-year funding agreement with SSTMA for microtransit service.

Issue and Discussion:

The TRPA, acting as the Regional Transportation Planning Agency (RTPA), granted a request from SSTMA to utilize $750,000 in SB 125 funds to support Lake Link microtransit operations in fiscal year 2026 (Attachment 02). Authorization of the request is contingent on the City 682
Council Agenda Report January 27, 2026 Page 2 of 2
contributing the additional $200,000 and SSTMA entering into a subrecipient agreement with the Tahoe Transportation District (TTD) to receive the funds. SSTMA and TTD Boards have approved the necessary sub-recipient agreement.

The attached amended Funding Agreement for South Shore microtransit services would establish three years of funding contributions from the City along with expansion of services citywide. The expansion of service citywide would occur in July 2026 when modification to the system to establish three primary service zones and two overlap zones would also occur.

Microtransit services would allow for a ride with origin and destination within the same primary zone, with cross zone travel being accommodated by a transfer to fixed route services.

Microtransit rides to or from an overlap zone could have a destination in either adjacent primary zone. The agreement includes the addition of vehicle capacity in Zone 3 in October 2026 as demand would be expected to increase after the first few months of the service in this area.

The agreement also commits SSTMA to incorporating at least one electric vehicle in the microtransit fleet within six months of the City completing the electric charging station installation at the D street corporation yard.

The agreement stipulates that the City funding contributions are contingent upon SSTMA continuing to receive $750,000 in funding from other sources such as SB 125 or TDA to continue the citywide microtransit services.

Financial Implications: If approved by the City Council, an additional $200,000 would be allocated from Parking Garage Revenues into account 520-05320-44032, Contributions/Sponsorships, to fund the amended City and SS/TMA funding agreement in Fiscal Year 2025/2026. The $1,100,000 contribution for Fiscal Years 2026/2027 and 2027/2028 would be allocated as part of the annual operating budget the next two years. To reduce the potential future funding exposure of the General Fund, the agreement includes a caveat that City Bellamy Parking Garage revenues would need to be sustained to fund at least 80% of this agreement ($880,000) after appropriate operating costs and reserves are budgeted aside for continued maintenance.

Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies).

Policy Implications: This funding agreement with the SS/TMA for Microtransit Service would advance action item 5.4 (Improve Transportation) in the 2025-2030 Strategic Plan, “Continue to support Transit JPA – Increase funding for Lakelink microtransit.” 683
October 13, 2025
Raymond Suarez
Executive Director
South Shore Transportation Management Association (SSTMA) RE: SB 125 Funding Support for Lake Link Microtransit Operations Dear Mr. Suarez,
The South Shore Transportation Management Association’s (SSTMA) recent request of $750,000 in SB 125 funds to support Lake Link microtransit operations in fiscal year 2026 has been reviewed and accepted by the Tahoe Regional Planning Agency (TRPA).

TRPA, acting as the Regional Transportation Planning Agency (RTPA), is charged with administering SB 125 funds for the Lake Tahoe Region, which are distributed by the California State Transportation Agency (CalSTA) to support transit in California. TRPA received approval of the regional project list from CalSTA in 2023. This request for Lake Link microtransit operations supports the “South Shore Transit Operations Support” project, which was part of TRPA’s approved project list. Per TRPA’s approved SB 125 allocation package:
“Approximately $4,165,000 will be allocated to support transit operations in the South Shore, including fixed route transit and microtransit operations. This funding will allow the Tahoe Transportation District (TTD) to continue existing transit operations and prevent service cuts.

Per the intent of SB 125, funds will also act as a multiyear bridge funding for TTD to address operational costs while long-term transit sustainability solutions are identified. TTD’s fixed route service functions in conjunction with the Lake Link microtransit service operated by the South Shore Transportation Management Association. Funds may also support Lake Link in serving as first-mile and last-mile transportation.”
In authorizing this funding request, TRPA anticipates the City of South Lake Tahoe will increase their existing FY26 contribution to the SSTMA from $650,000 to $850,000 per the City Council’s action at their September 18th Council meeting. Future SB 125 funding to support Lake Link services will be considered alongside subsequent City and other Lake Link funding requests. Future SB 125 requests may be granted contingent upon operations milestones and other multi-year agreements for funding to promote sustainability of the service.

To receive SB 125 funds, SSTMA must enter into a sub-recipient agreement with TTD consistent with the SB 125 funding agreement between TTD and TRPA.

If you have any questions regarding this funding authorization or next steps, please feel free to contact me at [email protected] or 775-589-5256.
684
Sincerely,
Nick Haven
MPO Director
Tahoe Regional Planning Agency
685
Amended and Restated

FUNDING AGREEMENT
Annual Contribution
South Shore Transportation Management Association (SS/TMA) South Shore Microtransit Service
This Funding Agreement (“Agreement”) is dated and effective October 1, 2025 between the South Shore Transportation Management Association (“SS/TMA”) and the City of South Lake Tahoe (“City”). In this Agreement, City is referred to as a South Shore Microtransit Service “Funding Partner.” The SS/TMA and Funding Partner are collectively referred to herein as the “Parties.”

RECITALS
WHEREAS, SS/TMA is a non-profit corporation organized under the laws of the State of Nevada whose mission is to support the economic vitality of the South Shore of Lake Tahoe, providing support and a unified leadership voice for public/private partnerships. SS/TMA advocates for improved mobility with innovative solutions to meet visitor and resident transportation needs by fostering collaboration, education, and sustainable funding; and
WHEREAS, consistent with its mission, the SS/TMA Board of Directors has approved the SS/TMA’s role as the contracting entity for the South Shore Microtransit Service, an interstate and intrastate service connecting the South Shore zones identified in Exhibit A; and WHEREAS, SS/TMA has contracted with South Tahoe Downtowner, LLC (ridedowntowner.com) (” Operator”) to operate the South Shore Microtransit Service (“Microtransit Service”); and
WHEREAS, the Microtransit Service is designed to improve non-auto mobility options throughout its service area, and provide connections to other transit services, including fixed route transit; and
WHEREAS, the City has maintained a funding agreement with SS/TMA for Microtransit Service since 2022; and
WHEREAS, the City and SS/TMA desire to continue the Microtransit Service and the current partnership; and
WHEREAS, the Microtransit Service funded through this agreement between City and SS/TMA is above and beyond the service required as a condition of the Tahoe South Event Center (TSEC) permit; and
WHEREAS, the Board of Directors has also approved the SS/TMA’s role as the facilitator and collector of contributions to support the Microtransit Service from the Funding Partners herein named; and
WHEREAS, the South Shore Microtransit Service will continue to operate under the direction of the SS/TMA Board of Directors, on which the City holds an at-large voting seat under this Agreement to be filled by City staff.

WHEREAS, the City and SS/TMA are committed to considering a longer term (three year) funding agreement for Microtransit service prior to September 30, 2026. 686
NOW, THEREFORE BE IT RESOLVED, in consideration of the foregoing recitals and the covenants contained herein, the Parties agree as follows:

1. EFFECTIVENESS AND TERM. This Agreement shall be effective on October 1, 2025 for one yearthrough September 30, 2028. The City of South Lake Tahoe will be granted one (1) voting seat on the Board of Directors of the SS/TMA to be filled by a City staff person/non-elected official.

2. SERVICE. SS/STMA shall contract with the Operator to operate the Microtransit Service pursuant to the routes and schedules attached hereto as Exhibit A with the option to expand service to the remainder of the city limits. SS/TMA has discretion to amend the routes and schedules at any time as deemed necessary by SS/TMA for operational or funding related purposes provided that no such amendments shall increase the financial obligations of the Funding Partner, which shall be binding on the execution of this Agreement. A supermajority vote of the Board of Directors of the SS/TMA shall be required to amend service parameters. SS/TMA has the discretion to replace the Operator with another operator. A supermajority vote of the Board of Directors of the SS/TMA shall be required to replace the Operator.

SSTMA agrees to include at least one electric vehicle in the Microtransit Service fleet within 6 months of charging capability at the City D Street Corporation Yard being established.

3. FUNDING.

The City agrees to provide $650,000 in Fiscal Year 25/26 (October 1, 2025 - September 30, 2026)funding for the operation of microtransit service as follows:

Fiscal Year 25/26
(10/1/25-9/30/26)
Fiscal Year 26/27
(10/1/26-9/30/27)
Fiscal Year 27/28
(10/1/27-9/30/28)
Q1 (OctoberDecember)$162,500 (paid) $275,000 $275,000
Q2 (January-March) $162,500 $275,000 $275,000
Q3 (April-June) $262,500 $275,000 $275,000
Q4 (July-September) $262,500 $275,000 $275,000
FY Total $850,000 $1,100,000 $1,100,000
. Payments will be paid quarterly in advance of services, in equal amounts, payable to SS/TMA.

Funding in the amounts in the table above is contingent upon:

1. SS/TMA receiving $750,000 per year in funding to support transit in California from other sources such as SB 125 or Transportation Development Act and SS/TMA ability to provide services as described in Exhibit A.

2. Sustained City Bellamy Parking Garage revenues to fund at least 80% of this agreement after appropriate operational expenses and maintenance reserves are set aside. 687

4. INVOICING. SS/TMA shall provide four (4) invoices to Funding Partner at least 30 days in advance of the payment due dates specified in Section 3 of this Agreement. Invoices shall reference the South Shore Microtransit Service, the payment due date, and the relevant period of service.

5. USE OF FUNDS. SS/TMA shall deposit all funding amounts received into a separate account held solely for the South Shore Microtransit Service. SS/TMA shall use all funds solely for the purpose of paying the costs of the Microtransit Service (above and beyond the TSEC permit requirement) which shall include funds for service operation, SS/TMA management, accounting, and marketing.

6. RESERVE FUNDS. Any funds remaining unspent at the end of a fiscal/operating year after all costs of the Microtransit Service have been paid, including allocated funds for management, accounting, marketing and promotion, and audits, will be held in a restricted reserve fund. Reserve funds held within this account are to be used for the sole purpose of the South Shore Microtransit Service. The maximum Reserve Fund balance will cover 12 months of operations and management services to be determined by a subsequent fiscal year budget to ensure a funding source is available in the event of a funding shortage in any future year of operation. Any additional funds will be used for service expansion or returned to the Funding Partner by a pro rata share.

7. RETURNS. Amounts paid by the Funding Partner will be returned to the Funding Partner if the microtransit service is canceled and/or those amounts are not needed to pay for the service in future years.

Any amounts returned to the Funding Partner will be determined on a pro-rata basis according to the amount contributed.

8. REPORTS. SS/TMA will provide monthly reports, as specified in Exhibit A Section 1.5.3.A, on the South Shore Microtransit Service to Funding Partner.

9. SS/TMA MICROTRANSIT COMMITTEE. The SS/TMA Board of Directors shall maintain a subcommittee to provide oversight of the Operator and Microtransit service through a contracted Program Manager and to ensure the performance and accountability of the Microtransit Service.

10. RECORDS. SS/TMA shall maintain satisfactory account statements, records, and other documents related to the South Shore Microtransit Service for the life of the program. Account statements, records, and other documents relating to the microtransit service shall be retained by SS/TMA for three years following the completion or termination of this Agreement and shall be subject to examination and audit by the Funding Partner.

11. SS/TMA MANAGEMENT TASKS AND COMPENSATION. Through its subcommittee and contracted Program Manager, SS/TMA shall oversee the day-to-day management and operation of the Microtransit Service and provide accounting, marketing, advertising and promotional support, as well as South Shore orientation, reporting, and other services for the Microtransit Service as set forth in Exhibit AC, including auditing of the contract consistent with the provisions of the Agreement between SS/TMA and the Microtransit Service Operator.

12. INDEMNIFICATION. SS/TMA hereby agrees to and shall indemnify and hold harmless Funding Partner, its elected and appointed boards, officers, agents, employees, and volunteers from and against all liability for any and all claims, demands, actions, losses, damages, and injuries, direct or indirect (including any and all costs and expenses in connection therein) arising out of this Agreement or caused in any way by SS/TMA’s negligent performance of this agreement or breach of its obligations contained in this Agreement, except for any such claims arising out of the negligence or willful misconduct of the Funding Partner. SS/TMA agrees to defend Funding Partner against any and all losses, 688
damages, claims, costs, and fees arising out of SS/TMA’s negligent acts, errors, or omissions regarding this Agreement.

Funding Partner does not, and shall not, waive any rights against SS/TMA which it may have by reasons of the aforesaid hold harmless agreement, because of the acceptance by Funding Partner, or the deposit with Funding Partner by SS/TMA, of any of the insurance policies hereinafter set forth.

This hold harmless agreement by SS/TMA shall apply to all damages and claims for damages, or alleged to have been suffered, by reason of any of the aforesaid operation of SS/TMA or any subcontractor, regardless of whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

SS/TMA further waives any and all rights to any type of express or implied indemnity or right of contribution from the Funding Partner for any liability, claims, demands, costs, charges, and expenses and causes of action whatsoever arising out of or in any way connected with this Agreement.

13. INSURANCE REQUIREMENTS. SS/TMA, at its own cost and expense, shall procure and maintain, for the duration of the Agreement, the following insurance policies. a. Commercial General Liability Coverage. SS/TMA shall maintain commercial general liability insurance no less broad than ISO form CG 00 01 in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. Coverage must be made on the standard Occurrence form. Claims-Made forms are not acceptable without prior written consent of Funding Partner. City of South Lake Tahoe must be endorsed as an additional insured for liability arising out of ongoing operation by on behalf of SS/TMA. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. b. Automobile Liability Coverage. SS/TMA shall maintain automobile liability insurance covering bodily injury and property damage for all activities of SS/TMA arising out of or in connection with this Agreement, including coverage for owned, hired and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence.

Endorsements. The insurance required by this Agreement shall be with insurers possessing an AM Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
a. City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional insured’s under SS/TMA’s General Liability policy with respect to liability arising out of this Agreement.
b. This policy shall be considered primary insurance as respects City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by City, including any selfinsured retention City may have, shall be considered excess insurance only and shall not contribute with it.
c. This insurance shall act for each insured and additional insured as though a separate policy had been written for each.
d. The insurer waives all rights of subrogation against City, its elected or appointed officers, officials, employees, or agents.
e. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its elected or appointed officers, officials, employees, agents or volunteers. 689
f. No policies of insurance carried by SSTMA shall be suspended, voided, canceled, or changed in coverage or in limits except after thirty (30) days written notice to the City Attorney by Certified Mail.

Deductibles and Self-Insured Retentions. SS/TMA shall be responsible for all deductibles in all of SS/TMA’s insurance policies. The amount of deductibles for insurance coverage required herein shall be reasonable and approved by the City Attorney.

Certificates of Insurance. SS/TMA shall provide certificates of insurance with original endorsements to Funding Partner as evidence of the insurance coverage required herein. SS/TMA shall not allow any subcontractor to commence work on any subcontract until all similar insurance required and reasonably consistent limits of the subcontractor has been so obtained and approved. Certificates of insurance shall contain no exclusions unless negotiated with the City Attorney and approved, in writing, by the City Attorney.

14. DISPUTES AND TERMINATION. The Parties shall meet and confer in an attempt to resolve any dispute arising from this Agreement. If the dispute cannot be resolved, any party may terminate this Agreement upon 60 days written notice to the other party. In the event of termination, the Funding Partner shall not be entitled to any reimbursement of funding amounts already provided except as provide in Section 7 of this Agreement.

15. NOTICE: Written notice under this Agreement shall be provided via U.S. Mail, electronic mail, or in person, as follows:
for City for SS/TMA
Joseph Irvin Chris Proctor
City Manager Chair, SS/TMA Board of Directors
1901 Lisa Maloff Way PO Box 1875
South Lake Tahoe, CA 96150 Zephyr Cove, NV 89448

16. NO THIRD-PARTY BENEFICIARIES. This Agreement is for the benefit of the parties hereto and nothing contained herein shall be construed as granting, vesting, creating, or conferring any right or cause of action on any third party. Nothing in this Agreement is intended to create, nor shall it be deemed to create any contractual relationship with any third party and SS/TMA or the Funding Partner.

17. GOVERNING LAW; JURISDICTION. This Agreement will be governed by, interpreted under; and construed and enforced in accordance with the laws of the State of California, without regard to its conflict of laws rules, with venue in the Superior Courts in the County of El Dorado, South Lake Tahoe Division. Each of the Parties acknowledges and agrees that the laws of the State of California and the selection of venue in the foregoing city and county were freely chosen by the Parties.

18. ENTIRE AGREEMENT. This Agreement and the documents incorporated herein by reference constitute the entire agreement between the parties relating to the South Shore Microtransit Service and may not be modified except by an instrument in writing signed by the signatories to this Agreement. If any provision, or portion thereof, of the Agreement is or becomes invalid under any applicable statute or rule of law, it shall be deemed stricken and the remainder of this Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, this Agreement has been executed by the parties and is dated and effective as of the date written above.
690

FOR CITY OF SOUTH LAKE TAHOE FOR SOUTH SHORE

TRANSPORTATION

MANAGEMENT ASSOCIATION
________________________________________ _______________________________________ Tamara Wallace Chris Proctor
_____________________________________ ___________________________________ ,Mayor Chair, SS/TMA Board of Directors
_____________________________________ _________________________________ Date Date
Approved as to Form:
_____________________________________
Heather Stroud, City Attorney
Attachments:

Exhibit A: South Shore Microtransit Scope of Services
691

EXHIBIT A

SCOPE OF SERVICES

1.1 BACKGROUND
The fundamental goal of the South Shore Microtransit Service is to provide a demand-responsive mobility option for residents and visitors wanted to travel within the defined bi-state service area of the South Shore of Lake Tahoe (Zone identified in Exhibit A, Attachment 1), including to and from the Tahoe South Events Center, or trying to connect with the regional transitsystem. The micro transit service will be responsive to customer demand by providing riders the ability to reserve a ride in real-time through a smartphone application and software platform. The service will perform like a continuous vanpool and will dynamically route vehicles to meet riders demand, saving riders time and replacing single-occupancy vehicle trips.

1.2 OBJECTIVES
• Provide a microtransit option within the defined service area: 1) to meet the TRPA mitigation requirements related to the Tahoe South Events Center; and, 2) overall, provide a viable option to use of personal vehicles or traditional single occupancy transportation network companies through competitive or reduced travel times, convenience, cost effectiveness and an improved overall trip experience.
• Reduce congestion and improve traffic flow by reducing vehicles on the road. • Better understand demand and willingness to use a rideshare service. • Acquire data to allow for detailed analysis of service performance and opportunities for improvements.

1.3 REQUIREMENTS
A. Turnkey solution provided through this Agreement to include the following items:
• Real-time, dynamic service
• Software application/platform necessary for scheduling, dispatch, user interface, data collection, reporting, backend dashboard.
• Vehicles- owned or leased by vendor
• Drivers
• Operation of service
• Customer service
• Storage for vehicles.
• Maintenance of vehicles
• Marketing of service in partnership with SS/TMA
B. SS/TMA hasidentified one zones forthe Mobility on Demand South Shore micro transit service as shown in Exhibit C
• All trips must begin and end within the identified zone (Zone identified in Exhibit A, Attachment 1)
• Ability for ridersto seamlessly make connections between micro-transit service and the TTD fixed route service.
• All trips will be free to therider.
• Data sharing and ownership by SS/TMA as described in Section 1.5.3. • On-site manager must be available during all hours when service is operational • Ability to request an ADA accessible vehicle on-demand using the same technology as other patrons.
• Service option for those without a smart phone or internet access • Ability to scale service based on demand
692
• Implement current industry and CDC standards for cleaning and capacity measures • Contractors shall comply with all current applicable federal, state, and municipal laws, codes, and regulations aimed at employers to protect the safety and health of employees and the public.

1.4 SERVICE DAYS AND HOURS
At a minimum:

Sunday-Thursday: 7:00am-9:00pm
Friday-Saturday: 7:00am-11:00pm

1.5 DETAILED SCOPE OFWORK
The SS/TMA requests the development and implementation of an innovative and dynamic demand response rideshare model. The key components of the South Shore Microtransit Service as envisioned by the SS/TMA are outlined below.

1.5.1. SERVICE IMPLEMENTATION PLAN
Contractor shall maintain a Service implementation plan for SS/TMA Board review and approval, detailing all tasks necessary to deploy the South Shore Micro Transit Service. Include timelines and indicate responsible parties.

1.5.2. PROJECT MANAGEMENT
Project management will be a key responsibility of the Contractor and a continuous function.

The SS/TMA designates its Executive Director or Board designee to coordinate all project activities with the Contractor.

1.5.3. PERFORMANCE MONITORING AND REPORTING
A. Provide Performance Reports as follows:
• Regular Performance Monitoring:. All data collected as part of the South Shore Micro Transit Project must be openly shared with the SS/TMA Board and is the property of the SS/TMA The Contractor shall create custom reports asrequested by the SS/TMA Board. Reports shall allow for daily, weekly, monthly assessment of the Service so that changes can be made to improve service and ridership if deemed necessary by the SS/TMA Board. • Performance Evaluation Reports: Contractor shall provide a Performance Evaluation Report at the end of each month of Rideshare Service.
• Report Content: Monthly Performance Evaluation Reports shall summarize the performance of the Project, using clear and measurable criteria that could include but are not limited to the list below, subtotaled for each zone:
o Vehicle Revenue Hours/Miles: The hours(miles) that a vehicle is available to the general public and for demand response service includes all travel and time from the point of the first passenger pick-up to the last passenger drop-off, as long as the vehicle does not return to the garage or dispatching point. In addition, VRH and VRM include the distance and time to pick-up the next passenger. This does not include deadhead distance and time. This definition is consistent with the National Transit Database definition.
o Total Vehicle Hours/Miles: The hours (miles) that a vehicle is scheduled to or actually travels from the time it pulls out from its garage or dispatching point to go into revenue service to the time it pulls in from revenue service. It is often called platform time. This includes deadhead distance and time. This definition is consistent with the National Transit Database definition. 693
o Passenger Miles: The cumulative sum of the distances ridden by each passenger.

This definition is consistent with the National Transit Database definition. o Unlinked Passenger Trips (ridership): The number of passengers who board public transportation vehicles. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination.
o Total number of unduplicated riders; both monthly and cumulative o Demand summary (Total number of ride requests, origin/destination, time of use, boarding's per revenue hour, total ridership, type of rider) o Trip data per zone (travel times, number of shared rides, average wait time, trip denial rate, booking abandonment rates, percentage of time expected wait times are not met, passenger no-shows, missed trips)
o Customer Experience Rating and Customer Service

1.5.4. Performance Metrics and Incentive
Metrics assume ride sharing is on.

Rides that were delayed for reasons outside of the Contractor's control(such asroad closures or severe weather) will be documented by Contractor and not penalized.

A. Metric 1- Wait Time
Monthly average wait time for rides with origin in the City limits shall be maintained at 30 minutes or less.

B. Metric 2- Service Satisfaction Rating
SSTMA shall provide the opportunity for every rider to provide a service satisfaction rating immediately after their ride. SSTMA Board shall receive monthly reports on service ratings and evaluate any reduction of rating and customer feedback in order to maintain a minimum four out of five rating monthly average.

C. Metric 3 - Missed Trips
A missed trip is defined as any occurrence when the driver does not arrive at the pickup location of a ride request, and there are no circumstances beyond the Contractor's control such as a safety concern or a physical constraint outside of the driver's control. Each missed trip will result in a $500 penalty reflected in the variable rate of the contracted amount.

1.5.5. SOFTWARE, HARDWARE & EQUIPMENT PLANNING
Contractor shall provide allsoftware, installation, training, and technical assistance, hardware and equipment required to deploy and manage the Rideshare Service.

1.5.6. TECHNICAL SUPPORT
The Contractor shall provide ongoing technical support to both the public and the SS/TMA for the duration of the South Shore Micro Transit Service. The Contractor should indicate the level of technical support and ongoing monitoring that will be provided to ensure the system is functioning properly. Software upgrades should be provided as soon as they are available. Technical support could include but is not limited to:

A. Public Application and User Support:
• Phone and email responses to software failures or questions within 24 business hours • Assistance with questions on use of approved software configuration and software version
• Availability of experts to confer on software new release installation and fixes to bugs • Software upgrades
694

1.5.7. CUSTOMER SERVICE
Customer service shall be available to riders anytime the South Shore Micro Transit Service is in operation. The SS/TMA expectsthis service as part of the overall turnkey approach and will not have staff available to respond to customer service requests. • Riders shall have immediate access to customer service assistance via mobile application or phone call at any point in time when service is in operation. Customer service will be provided during service hours via the app.
• Customer service concerns related to safety shall be addressed immediately and reported to the SS/TMA within two (2) hours.
• SS/TMA shall have access to all customer service comments, questions, requests, or complaints.

1.5.8. DRUG AND ALCOHOL TESTING
The Contractor shall establish and implement a drug and alcohol testing program that complies with 49 CFR Part 655, produce any documentation necessary to establish its compliance with Part 655, and permit any authorized representative of the United States Department of Transportation or its operating administrations, the applicable oversight agency of the State of Nevada, or SS/TMA to inspect the facilities and records associated with the implementation of the drug and alcohol testing program asrequired under 49CFR Part 655 and review the testing process. The Contractor shall certify as soon as possible upon award of the resulting Agreement. After the Agreement award date and initial certification, the Contractor shall certify annually its compliance with Part 655 before March 15 of each Agreement year and shall submit the Management Information System (MIS) reports before March 15 of each Agreement year to (TBD). To certify compliance the Contractor shall use the "Substance Abuse Certifications" in the "Annual List of Certifications and Assurances for Federal Transit Administration Grants and Cooperative Agreements," which is published annually in the Federal Register.

The Contractor agrees to carry out pre-employment and other drug testing as to all safety- sensitive employees and sub-contractors performing safety-sensitive functions related to this service. The Contractor agrees to NOT hire or contract with any persons who test positive for substances prohibited under the approved contract or drug and alcohol policy to perform any services under this Agreement.

1.5.9. Americans With Disabilities Act Service Requirements Access Requirements for Individuals with Disabilities: The Contractor agrees to comply with, and assure that any sub-contractor or, or third-party contract or under this Project complies with all applicable requirements of the Americans with Disabilities Act of 1990 (ADA). Language from the Federal Transit Administration (FTA) Circular dated November 4, 2015 is included below for reference. Contractor isrequired to comply with any applicable updates:

1. U.S. DOT regulations, "TransportationServices for Individuals with Disabilities Act (ADA)," 49 CFR Part 37;
a. The following sections are relevant to the service provided by Contractor under this Agreement:
49 CFR Part 37 section 37.77(c)
"For purposes of this section, a demand responsive system, when viewed in its entirety, shall be deemed to provide equivalent service if the service available to individuals with disabilities, including individuals who use wheelchairs, is provided in the most integrated setting appropriate to the needs of the individual and is equivalent to the service provided other individuals with respect to the following service characteristics:
(1) Response time;
695
(2) Fares;
(3) Geographic area of service;
(4) Hours and days of service;
(5) Restrictions or priorities based on trip purpose;
(6) Availability of information and reservations capability; and (7) Any constraints on capacity or service availability" In addition to ensuring equivalent service, a transit agency must also ensure applicable ADA transit requirements are being met. FTA Circular 4701.1, Section 7.5 states: "With these services, agencies have the same obligations to ensure, for example, that service animals are allowed to accompany riders with disabilities and that portable oxygen is accommodated.

The training requirements in section 37.173<
1 l can be particularly important. Vehicle
Contractors, including taxi drivers and volunteer vanpool drivers, must be trained to proficiency on safely operating vehicles and equipment and on properly assisting and treating riders with disabilities".
§37.173 Training requirements. Each public or private entity which operates a fixed route or demand responsive system shall ensure that personnel are trained to proficiency, as appropriate to their duties, so that they operate vehicles and equipment safely and properly assist and treatindividuals with disabilities who use the service in a respectful and courteous way, with appropriate attention to the difference among individuals with disabilities.

2. U.S. DOT regulations "Americans with Disabilities Act (ADA) Accessibility Specifications for Transportation Vehicles", 49 CFR Part 38;

3. U.S. DOT regulations, "Nondiscrimination on the Basis of Disability in Programs and Activities
Receiving or Benefitting from Federal Financial Assistance," 49 CFR Part 27; 696
Exhibit A - Scope of Services
Attachment 1
(South Shore Micro Transit Service Area)
September 2025-June 2026 (current service area)
697
July 2026-September 2028
698
Amended and Restated FUNDING AGREEMENT
Annual Contribution
South Shore Transportation Management Association (SS/TMA) South Shore Microtransit Service
This Funding Agreement (“Agreement”) is dated and effective October 1, 2025 between the South Shore Transportation Management Association (“SS/TMA”) and the City of South Lake Tahoe (“City”). In this Agreement, City is referred to as a South Shore Microtransit Service “Funding Partner.” The SS/TMA and Funding Partner are collectively referred to herein as the “Parties.”

RECITALS
WHEREAS, SS/TMA is a non-profit corporation organized under the laws of the State of Nevada whose mission is to support the economic vitality of the South Shore of Lake Tahoe, providing support and a unified leadership voice for public/private partnerships. SS/TMA advocates for improved mobility with innovative solutions to meet visitor and resident transportation needs by fostering collaboration, education, and sustainable funding; and
WHEREAS, consistent with its mission, the SS/TMA Board of Directors has approved the SS/TMA’s role as the contracting entity for the South Shore Microtransit Service, an interstate and intrastate service connecting the South Shore zones identified in Exhibit A; and WHEREAS, SS/TMA has contracted with South Tahoe Downtowner, LLC (ridedowntowner.com) (” Operator”) to operate the South Shore Microtransit Service (“Microtransit Service”); and
WHEREAS, the Microtransit Service is designed to improve non-auto mobility options throughout its service area, and provide connections to other transit services, including fixed route transit; and
WHEREAS, the City has maintained a funding agreement with SS/TMA for Microtransit Service since 2022; and
WHEREAS, the City and SS/TMA desire to continue the Microtransit Service and the current partnership; and
WHEREAS, the Microtransit Service funded through this agreement between City and SS/TMA is above and beyond the service required as a condition of the Tahoe South Event Center (TSEC) permit; and
WHEREAS, the Board of Directors has also approved the SS/TMA’s role as the facilitator and collector of contributions to support the Microtransit Service from the Funding Partners herein named; and
WHEREAS, the South Shore Microtransit Service will continue to operate under the direction of the SS/TMA Board of Directors, on which the City holds an at-large voting seat under this Agreement to be filled by City staff.

NOW, THEREFORE BE IT RESOLVED, in consideration of the foregoing recitals and the covenants contained herein, the Parties agree as follows:
699

1. EFFECTIVENESS AND TERM. This Agreement shall be effective on October 1, 2025 through September 30, 2028. The City of South Lake Tahoe will be granted one (1) voting seat on the Board of Directors of the SS/TMA to be filled by a City staff person/non-elected official.

2. SERVICE. SS/STMA shall contract with the Operator to operate the Microtransit Service pursuant to the routes and schedules attached hereto as Exhibit A. SS/TMA has discretion to amend the routes and schedules at any time as deemed necessary by SS/TMA for operational or funding related purposes provided that no such amendments shall increase the financial obligations of the Funding Partner, which shall be binding on the execution of this Agreement. A supermajority vote of the Board of Directors of the SS/TMA shall be required to amend service parameters. SS/TMA has the discretion to replace the Operator with another operator. A supermajority vote of the Board of Directors of the SS/TMA shall be required to replace the Operator.

SSTMA agrees to include at least one electric vehicle in the Microtransit Service fleet within 6 months of charging capability at the City D Street Corporation Yard being established.

3. FUNDING.

The City agrees to provide funding for the operation of microtransit service as follows:

Fiscal Year 25/26
(10/1/25-9/30/26)
Fiscal Year 26/27
(10/1/26-9/30/27)
Fiscal Year 27/28
(10/1/27-9/30/28)
Q1 (OctoberDecember)$162,500 (paid) $275,000 $275,000
Q2 (January-March) $162,500 $275,000 $275,000
Q3 (April-June) $262,500 $275,000 $275,000
Q4 (July-September) $262,500 $275,000 $275,000
FY Total $850,000 $1,100,000 $1,100,000
Payments will be paid quarterly in advance of services, in equal amounts, payable to SS/TMA.

Funding in the amounts in the table above is contingent upon:

1. SS/TMA receiving $750,000 per year in funding to support transit in California from other sources such as SB 125 or Transportation Development Act and SS/TMA ability to provide services as described in Exhibit A.

2. Sustained City Bellamy Parking Garage revenues to fund at least 80% of this agreement after appropriate operational expenses and maintenance reserves are set aside.

4. INVOICING. SS/TMA shall provide four (4) invoices to Funding Partner at least 30 days in advance of the payment due dates specified in Section 3 of this Agreement. Invoices shall reference the South Shore Microtransit Service, the payment due date, and the relevant period of service. 700

5. USE OF FUNDS. SS/TMA shall deposit all funding amounts received into a separate account held solely for the South Shore Microtransit Service. SS/TMA shall use all funds solely for the purpose of paying the costs of the Microtransit Service (above and beyond the TSEC permit requirement) which shall include funds for service operation, SS/TMA management, accounting, and marketing.

6. RESERVE FUNDS. Any funds remaining unspent at the end of a fiscal/operating year after all costs of the Microtransit Service have been paid, including allocated funds for management, accounting, marketing and promotion, and audits, will be held in a restricted reserve fund. Reserve funds held within this account are to be used for the sole purpose of the South Shore Microtransit Service. The maximum Reserve Fund balance will cover 12 months of operations and management services to be determined by a subsequent fiscal year budget to ensure a funding source is available in the event of a funding shortage in any future year of operation. Any additional funds will be used for service expansion or returned to the Funding Partner by a pro rata share.

7. RETURNS. Amounts paid by the Funding Partner will be returned to the Funding Partner if the microtransit service is canceled and/or those amounts are not needed to pay for the service in future years.

Any amounts returned to the Funding Partner will be determined on a pro-rata basis according to the amount contributed.

8. REPORTS. SS/TMA will provide monthly reports, as specified in Exhibit A Section 1.5.3.A, on the South Shore Microtransit Service to Funding Partner.

9. SS/TMA MICROTRANSIT COMMITTEE. The SS/TMA Board of Directors shall maintain a subcommittee to provide oversight of the Operator and Microtransit service through a contracted Program Manager and to ensure the performance and accountability of the Microtransit Service.

10. RECORDS. SS/TMA shall maintain satisfactory account statements, records, and other documents related to the South Shore Microtransit Service for the life of the program. Account statements, records, and other documents relating to the microtransit service shall be retained by SS/TMA for three years following the completion or termination of this Agreement and shall be subject to examination and audit by the Funding Partner.

11. SS/TMA MANAGEMENT TASKS AND COMPENSATION. Through its subcommittee and contracted Program Manager, SS/TMA shall oversee the day-to-day management and operation of the Microtransit Service and provide accounting, marketing, advertising and promotional support, as well as South Shore orientation, reporting, and other services for the Microtransit Service as set forth in Exhibit A, including auditing of the contract consistent with the provisions of the Agreement between SS/TMA and the Microtransit Service Operator.

12. INDEMNIFICATION. SS/TMA hereby agrees to and shall indemnify and hold harmless Funding Partner, its elected and appointed boards, officers, agents, employees, and volunteers from and against all liability for any and all claims, demands, actions, losses, damages, and injuries, direct or indirect (including any and all costs and expenses in connection therein) arising out of this Agreement or caused in any way by SS/TMA’s negligent performance of this agreement or breach of its obligations contained in this Agreement, except for any such claims arising out of the negligence or willful misconduct of the Funding Partner. SS/TMA agrees to defend Funding Partner against any and all losses, damages, claims, costs, and fees arising out of SS/TMA’s negligent acts, errors, or omissions regarding this Agreement.
701
Funding Partner does not, and shall not, waive any rights against SS/TMA which it may have by reasons of the aforesaid hold harmless agreement, because of the acceptance by Funding Partner, or the deposit with Funding Partner by SS/TMA, of any of the insurance policies hereinafter set forth.

This hold harmless agreement by SS/TMA shall apply to all damages and claims for damages, or alleged to have been suffered, by reason of any of the aforesaid operation of SS/TMA or any subcontractor, regardless of whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

SS/TMA further waives any and all rights to any type of express or implied indemnity or right of contribution from the Funding Partner for any liability, claims, demands, costs, charges, and expenses and causes of action whatsoever arising out of or in any way connected with this Agreement.

13. INSURANCE REQUIREMENTS. SS/TMA, at its own cost and expense, shall procure and maintain, for the duration of the Agreement, the following insurance policies. a. Commercial General Liability Coverage. SS/TMA shall maintain commercial general liability insurance no less broad than ISO form CG 00 01 in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. Coverage must be made on the standard Occurrence form. Claims-Made forms are not acceptable without prior written consent of Funding Partner. City of South Lake Tahoe must be endorsed as an additional insured for liability arising out of ongoing operation by on behalf of SS/TMA. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. b. Automobile Liability Coverage. SS/TMA shall maintain automobile liability insurance covering bodily injury and property damage for all activities of SS/TMA arising out of or in connection with this Agreement, including coverage for owned, hired and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence.

Endorsements. The insurance required by this Agreement shall be with insurers possessing an AM Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
a. City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional insured’s under SS/TMA’s General Liability policy with respect to liability arising out of this Agreement.
b. This policy shall be considered primary insurance as respects City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by City, including any selfinsured retention City may have, shall be considered excess insurance only and shall not contribute with it.
c. This insurance shall act for each insured and additional insured as though a separate policy had been written for each.
d. The insurer waives all rights of subrogation against City, its elected or appointed officers, officials, employees, or agents.
e. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its elected or appointed officers, officials, employees, agents or volunteers. f. No policies of insurance carried by SSTMA shall be suspended, voided, canceled, or changed in coverage or in limits except after thirty (30) days written notice to the City Attorney by Certified Mail.
702
Deductibles and Self-Insured Retentions. SS/TMA shall be responsible for all deductibles in all of SS/TMA’s insurance policies. The amount of deductibles for insurance coverage required herein shall be reasonable and approved by the City Attorney.

Certificates of Insurance. SS/TMA shall provide certificates of insurance with original endorsements to Funding Partner as evidence of the insurance coverage required herein. SS/TMA shall not allow any subcontractor to commence work on any subcontract until all similar insurance required and reasonably consistent limits of the subcontractor has been so obtained and approved. Certificates of insurance shall contain no exclusions unless negotiated with the City Attorney and approved, in writing, by the City Attorney.

14. DISPUTES AND TERMINATION. The Parties shall meet and confer in an attempt to resolve any dispute arising from this Agreement. If the dispute cannot be resolved, any party may terminate this Agreement upon 60 days written notice to the other party. In the event of termination, the Funding Partner shall not be entitled to any reimbursement of funding amounts already provided except as provide in Section 7 of this Agreement.

15. NOTICE: Written notice under this Agreement shall be provided via U.S. Mail, electronic mail, or in person, as follows:
for City for SS/TMA
Joseph Irvin Chris Proctor
City Manager Chair, SS/TMA Board of Directors
1901 Lisa Maloff Way PO Box 1875
South Lake Tahoe, CA 96150 Zephyr Cove, NV 89448

16. NO THIRD-PARTY BENEFICIARIES. This Agreement is for the benefit of the parties hereto and nothing contained herein shall be construed as granting, vesting, creating, or conferring any right or cause of action on any third party. Nothing in this Agreement is intended to create, nor shall it be deemed to create any contractual relationship with any third party and SS/TMA or the Funding Partner.

17. GOVERNING LAW; JURISDICTION. This Agreement will be governed by, interpreted under; and construed and enforced in accordance with the laws of the State of California, without regard to its conflict of laws rules, with venue in the Superior Courts in the County of El Dorado, South Lake Tahoe Division. Each of the Parties acknowledges and agrees that the laws of the State of California and the selection of venue in the foregoing city and county were freely chosen by the Parties.

18. ENTIRE AGREEMENT. This Agreement and the documents incorporated herein by reference constitute the entire agreement between the parties relating to the South Shore Microtransit Service and may not be modified except by an instrument in writing signed by the signatories to this Agreement. If any provision, or portion thereof, of the Agreement is or becomes invalid under any applicable statute or rule of law, it shall be deemed stricken and the remainder of this Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, this Agreement has been executed by the parties and is dated and effective as of the date written above.

FOR CITY OF SOUTH LAKE TAHOE FOR SOUTH SHORE TRANSPORTATION

MANAGEMENT ASSOCIATION
703
_____________________________________ ___________________________________ ,Mayor Chair, SS/TMA Board of Directors
_____________________________________ _________________________________ Date Date
Approved as to Form:
_____________________________________
Heather Stroud, City Attorney
Attachments:

Exhibit A: South Shore Microtransit Scope of Services
704

EXHIBIT A

SCOPE OF SERVICES

1.1 BACKGROUND
The fundamental goal of the South Shore Microtransit Service is to provide a demand-responsive mobility option for residents and visitors wanted to travel within the defined bi-state service area of the South Shore of Lake Tahoe (Zone identified in Exhibit A, Attachment 1), including to and from the Tahoe South Events Center, or trying to connect with the regional transitsystem. The micro transit service will be responsive to customer demand by providing riders the ability to reserve a ride in real-time through a smartphone application and software platform. The service will perform like a continuous vanpool and will dynamically route vehicles to meet riders demand, saving riders time and replacing single-occupancy vehicle trips.

1.2 OBJECTIVES
• Provide a microtransit option within the defined service area: 1) to meet the TRPA mitigation requirements related to the Tahoe South Events Center; and, 2) overall, provide a viable option to use of personal vehicles or traditional single occupancy transportation network companies through competitive or reduced travel times, convenience, cost effectiveness and an improved overall trip experience.
• Reduce congestion and improve traffic flow by reducing vehicles on the road. • Better understand demand and willingness to use a rideshare service. • Acquire data to allow for detailed analysis of service performance and opportunities for improvements.

1.3 REQUIREMENTS
A. Turnkey solution provided through this Agreement to include the following items:
• Real-time, dynamic service
• Software application/platform necessary for scheduling, dispatch, user interface, data collection, reporting, backend dashboard.
• Vehicles- owned or leased by vendor
• Drivers
• Operation of service
• Customer service
• Storage for vehicles.
• Maintenance of vehicles
• Marketing of service in partnership with SS/TMA
B. SS/TMA hasidentified zones forthe Mobility on Demand South Shore micro transit service as shown in Exhibit C
• Ability for ridersto seamlessly make connections between micro-transit service and the TTD fixed route service.
• All trips will be free to therider.
• Data sharing and ownership by SS/TMA as described in Section 1.5.3. • On-site manager must be available during all hours when service is operational • Ability to request an ADA accessible vehicle on-demand using the same technology as other patrons.
• Service option for those without a smart phone or internet access • Ability to scale service based on demand
• Implement current industry and CDC standards for cleaning and capacity measures • Contractors shall comply with all current applicable federal, state, and municipal laws, 705
codes, and regulations aimed at employers to protect the safety and health of employees and the public.

1.4 SERVICE DAYS AND HOURS
At a minimum:

Sunday-Thursday: 7:00am-9:00pm
Friday-Saturday: 7:00am-11:00pm

1.5 DETAILED SCOPE OFWORK
The SS/TMA requests the development and implementation of an innovative and dynamic demand response rideshare model. The key components of the South Shore Microtransit Service as envisioned by the SS/TMA are outlined below.

1.5.1. SERVICE IMPLEMENTATION PLAN
Contractor shall maintain a Service implementation plan for SS/TMA Board review and approval, detailing all tasks necessary to deploy the South Shore Micro Transit Service. Include timelines and indicate responsible parties.

1.5.2. PROJECT MANAGEMENT
Project management will be a key responsibility of the Contractor and a continuous function.

The SS/TMA designates its Executive Director or Board designee to coordinate all project activities with the Contractor.

1.5.3. PERFORMANCE MONITORING AND REPORTING
A. Provide Performance Reports as follows:
• Regular Performance Monitoring:. All data collected as part of the South Shore Micro Transit Project must be openly shared with the SS/TMA Board and is the property of the SS/TMA The Contractor shall create custom reports asrequested by the SS/TMA Board. Reports shall allow for daily, weekly, monthly assessment of the Service so that changes can be made to improve service and ridership if deemed necessary by the SS/TMA Board. • Performance Evaluation Reports: Contractor shall provide a Performance Evaluation Report at the end of each month of Rideshare Service.
• Report Content: Monthly Performance Evaluation Reports shall summarize the performance of the Project, using clear and measurable criteria that could include but are not limited to the list below, subtotaled for each zone:
o Vehicle Revenue Hours/Miles: The hours(miles) that a vehicle is available to the general public and for demand response service includes all travel and time from the point of the first passenger pick-up to the last passenger drop-off, as long as the vehicle does not return to the garage or dispatching point. In addition, VRH and VRM include the distance and time to pick-up the next passenger. This does not include deadhead distance and time. This definition is consistent with the National Transit Database definition.
o Total Vehicle Hours/Miles: The hours (miles) that a vehicle is scheduled to or actually travels from the time it pulls out from its garage or dispatching point to go into revenue service to the time it pulls in from revenue service. It is often called platform time. This includes deadhead distance and time. This definition is consistent with the National Transit Database definition. o Passenger Miles: The cumulative sum of the distances ridden by each passenger.

This definition is consistent with the National Transit Database definition. o Unlinked Passenger Trips (ridership): The number of passengers who board 706
public transportation vehicles. Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination.
o Total number of unduplicated riders; both monthly and cumulative o Demand summary (Total number of ride requests, origin/destination, time of use, boarding's per revenue hour, total ridership, type of rider) o Trip data per zone (travel times, number of shared rides, average wait time, trip denial rate, booking abandonment rates, percentage of time expected wait times are not met, passenger no-shows, missed trips)
o Customer Experience Rating and Customer Service

1.5.4. Performance Metrics and Incentive
Metrics assume ride sharing is on.

Rides that were delayed for reasons outside of the Contractor's control(such asroad closures or severe weather) will be documented by Contractor and not penalized.

A. Metric 1- Wait Time
Monthly average wait time for rides with origin in the City limits shall be maintained at 30 minutes or less.

B. Metric 2- Service Satisfaction Rating
SSTMA shall provide the opportunity for every rider to provide a service satisfaction rating immediately after their ride. SSTMA Board shall receive monthly reports on service ratings and evaluate any reduction of rating and customer feedback in order to maintain a minimum four out of five rating monthly average.

C. Metric 3 - Missed Trips
A missed trip is defined as any occurrence when the driver does not arrive at the pickup location of a ride request, and there are no circumstances beyond the Contractor's control such as a safety concern or a physical constraint outside of the driver's control. Each missed trip will result in a $500 penalty reflected in the variable rate of the contracted amount.

1.5.5. SOFTWARE, HARDWARE & EQUIPMENT PLANNING
Contractor shall provide allsoftware, installation, training, and technical assistance, hardware and equipment required to deploy and manage the Rideshare Service.

1.5.6. TECHNICAL SUPPORT
The Contractor shall provide ongoing technical support to both the public and the SS/TMA for the duration of the South Shore Micro Transit Service. The Contractor should indicate the level of technical support and ongoing monitoring that will be provided to ensure the system is functioning properly. Software upgrades should be provided as soon as they are available. Technical support could include but is not limited to:

A. Public Application and User Support:
• Phone and email responses to software failures or questions within 24 business hours • Assistance with questions on use of approved software configuration and software version
• Availability of experts to confer on software new release installation and fixes to bugs • Software upgrades

1.5.7. CUSTOMER SERVICE
Customer service shall be available to riders anytime the South Shore Micro Transit Service is in 707
operation. The SS/TMA expectsthis service as part of the overall turnkey approach and will not have staff available to respond to customer service requests. • Riders shall have immediate access to customer service assistance via mobile application or phone call at any point in time when service is in operation. Customer service will be provided during service hours via the app.
• Customer service concerns related to safety shall be addressed immediately and reported to the SS/TMA within two (2) hours.
• SS/TMA shall have access to all customer service comments, questions, requests, or complaints.

1.5.8. DRUG AND ALCOHOL TESTING
The Contractor shall establish and implement a drug and alcohol testing program that complies with 49 CFR Part 655, produce any documentation necessary to establish its compliance with Part 655, and permit any authorized representative of the United States Department of Transportation or its operating administrations, the applicable oversight agency of the State of Nevada, or SS/TMA to inspect the facilities and records associated with the implementation of the drug and alcohol testing program asrequired under 49CFRPart 655 and review the testing process. The Contractor shall certify as soon as possible upon award of the resulting Agreement. After the Agreement award date and initial certification, the Contractor shall certify annually its compliance with Part 655 before March 15 of each Agreement year and shall submit the Management Information System (MIS) reports before March 15 of each Agreement year to (TBD). To certify compliance the Contractor shall use the "Substance Abuse Certifications" in the "Annual List of Certifications and Assurances for Federal Transit Administration Grants and Cooperative Agreements," which is published annually in the Federal Register.

The Contractor agrees to carry out pre-employment and other drug testing as to all safety- sensitive employees and sub-contractors performing safety-sensitive functions related to this service. The Contractor agrees to NOT hire or contract with any persons who test positive for substances prohibited under the approved contract or drug and alcohol policy to perform any services under this Agreement.

1.5.9. Americans With Disabilities Act Service Requirements Access Requirements for Individuals with Disabilities: The Contractor agrees to comply with, and assure that any sub-contractor or, or third-party contract or under this Project complies with all applicable requirements of the Americans with Disabilities Act of 1990 (ADA). Language fromthe Federal Transit Administration (FTA) Circular dated November 4, 2015 is included below for reference. Contractor isrequired to comply with any applicable updates:

1. U.S. DOT regulations, "TransportationServices for Individuals with Disabilities Act (ADA)," 49 CFR Part 37;
a. The following sections are relevant to the service provided by Contractor under this Agreement:
49 CFR Part 37 section 37.77(c)
"For purposes of this section, a demand responsive system, when viewed in its entirety, shall be deemed to provide equivalent service if the service available to individuals with disabilities, including individuals who use wheelchairs, is provided in the most integrated setting appropriate to the needs of the individual and is equivalent to the service provided other individuals with respect to the following service characteristics:
(1) Response time;
(2) Fares;
(3) Geographic area of service;
(4) Hours and days of service;
708
(5) Restrictions or priorities based on trip purpose;
(6) Availability of information and reservations capability; and (7) Any constraints on capacity or service availability" In addition to ensuring equivalent service, a transit agency must also ensure applicable ADA transit requirements are being met. FTA Circular 4701.1, Section 7.5 states: "With these services, agencies have the same obligations to ensure, for example, that service animals are allowed to accompany riders with disabilities and that portable oxygen is accommodated.

The training requirements in section 37.173<
1 l can be particularly important. Vehicle
Contractors, including taxi drivers and volunteer vanpool drivers, must be trained to proficiency on safely operating vehicles and equipment and on properly assisting and treating riders with disabilities".
§37.173 Training requirements. Each public or private entity which operates a fixed route or demand responsive system shall ensure that personnel are trained to proficiency, as appropriate to their duties, so that they operate vehicles and equipment safely and properly assist and treatindividuals with disabilities who use the service in a respectful and courteous way, with appropriate attention to the difference among individuals with disabilities.

2. U.S. DOT regulations "Americans with Disabilities Act (ADA) Accessibility Specifications for Transportation Vehicles", 49 CFR Part 38;

3. U.S. DOT regulations, "Nondiscrimination on the Basis of Disability in Programs and Activities
Receiving or Benefitting from Federal Financial Assistance," 49 CFR Part 27; 709
Exhibit A - Scope of Services
Attachment 1
(South Shore Micro Transit Service Area)
September 2025-June 2026 (current service area)
710
July 2026-September 2028
711
Resolution 2026-XXX January 27, 2026 Page 1 of 2
Resolution 2026-XXX
Adopted by the City of South Lake Tahoe City Council
January 27, 2026
Appropriation of funds from Parking Garage Revenue for the Funding Agreement with the South Shore Transportation Management Association (SS/TMA) for Additional $200,000 Funding Contribution for South Shore Microtransit Service in Fiscal Year 2025/2026.

BACKGROUND
A. City Council originally appropriated $150,000 to partner with the South Shore Transportation Management Association (SS/TMA) for Microtransit Service on March 15, 2022 during the City Council’s Fiscal Year (FY) 21-22 mid-year budget adjustment. City Council subsequently approved an agreement with the SS/TMA on May 3, 2022.

B. Lake Link, a turnkey on-demand pilot microtransit service operated by Downtowner, LLC, formally launched in July 2022, with a soft launch late June 2022, and has seen a steady increase in ridership.

C. On February 14, 2023 City Council amended the original agreement to include an additional $50,000 for total annual funding of $200,000 through FY 2023/2024.

D. On September 23, 2025, City Council approved an amendment to the funding agreement to continue a $650,000 contribution to microtransit through FY 25/26. As part of the motion, City Council also noted that the City would commit an additional $200,000 if the Tahoe Regional Planning Agency (TRPA) will commit California Transportation Development Act (TDA) funds or SB 125 funds for microtransit expansion to the “Y”.

E. This item includes a City Council motion to approve a three-year funding agreement that includes expansion of the microtransit service area citywide.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe hereby:

1. Appropriates $200,000 from Parking Garage Revenue, 520-05320- 34460, into account 520-05320-44032, Contributions/Sponsorships. 712
Resolution 2026-XXX January 27, 2026 Page 2 of 2
Passed and adopted by the City of South Lake Tahoe City Council on January 27, 2026 by the following vote:

Yes:

No:

Absent:

Abstain:
_______________________________ ___________________
, Mayor Date:

Attest:

Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
713
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: January 27, 2026
Agenda Item #:13
Agenda Item: Agenda Planning Calendar
Requested Action / Suggested Motions: Identify, with consent of at least two Council Members, any desired future agenda items, and/or modify the Agenda Planning Calendar as desired.

Responsible Staff Member: Susan Blankenship, City Clerk, and Joseph Irvin, City Manager Attachments:

APC 2026.pdf
714
2026 Agenda Planning Calendar (Updated 01 22 2026)
Agenda Item Agenda Section
Feb. 10, 9 a.m. Airport FAA Runway Grant Application Consent City Attny VHR Ordinance (First Reading) NB
Dev Services Prohousing Incentive Program Grant Application SPV Phase 2B Consent John Stewart Company Presentation on SPV Tenant Selection & CompliancPresentation Quarterly Housing Report Consent
Tahoe Valley Area Plan Amendments Kickoff NB
Finance TID Annual Report Presentation
Fire MOU Ratification of Auto Aid with LVFD
Consent
MOU Ratification of Auto Aid with TDFD Consent
CCAC Fellows Agreement Amendment for MileageConsent
Parks & Rec STPUD Turf Buyback Rebate Funds Acceptance Consent Kiwanis 2025 Donation Acceptance Consent
Parks Bob Cat Tool Cat Purchase Consent
Police AB109 MOU Consent
Public Works Tahoe Valley Phase 1 Changeorder Reconciliation Consent 715
2026 Agenda Planning Calendar (Updated 01 22 2026)
Feb. 24, 5:30 p.m. City Attny VHR Ordinance (Second Reading) Consent CA/DS 2nd Home Cap/Housing Unit Replacement NB
City Manager LTCC Fire Training Center Coverage Agreement NB Finance Quarterly Budget and Financial Status Report as of December 2025 Consent Citywide User Fee Study Presentation NB
Investment Portfolio Report as of December 2025 Consent Pub Works Stormwater Master Plan/Areawide Drainage NB
Parks & Rec Tahoe Tessies Lakeview Commons Concession Lease Renewal Consent Future of Senior Center NB
March 10, 9 a.m. City Manager Legislative Agenda UB
Economic Development Program Update UB
Dev Services PLHA Loan To SPV Phase 2B NB
CTC Land Exchange Consent
El Dorado Transit AHSC Grant Subrecipient Agreement Consent Sign Ordinance Amendments (Sub Committee Recos) UB
Finance Fiscal Year 2025-2026 Mid-Year Budget Review Consent 716
2026 Agenda Planning Calendar (Updated 01 22 2026)
2025-2026 Master Fee Schedule PH
Ski Run BID Annual Report and Budget Consent
Fire Fuels Division Report Presentation NB
Right of Entry for Cole Property ProjectConsent
CTC Land Access Agreement for Airport project Consent
Police PD Annual Report Consent
Douglas County Mutual Aid MOU Consent
SMD Ordinance (First Reading) NB
AB 481 Report Consent
Patrol Tahoe Purchase Consent
March 24, 5:30 p.mDev Services Annual Planning Report Consent SMD Ordinance (Second Reading) Consent
April 21, 5:30 p.m. Finance 2025 Annual Comprehensive Financial Report (ACFR) Consent 2025-2026 Master Fee Schedule Adoption Consent
Fire RFP Contract Award Cole Property project
Consent
Police Ca State Boating & Enforcement Aid Program Grant Acceptance Consent 717
2026 Agenda Planning Calendar (Updated 01 22 2026)
May 5, 9 a.m. Dev Services Quarterly Housing Report Consent Inclusionary Housing Ordinance Annual Report Consent
Tahoe Living Housing and Mobility Fees UB
Evaluate Feasibility - Res. Area Plan/SB9 & Remove Tourist Accomodation NB Finance Ski Run BID to Levy Assessment for Business License year 2026/2027 PH Fire LVFD MOU update for data sharing
Consent
May 19, 5:30 p.m. Finance Quarterly Budget and Financial Status Report as of March 2026 Consent Investment Portfolio Report as of March 2026 Consent
Fire Right of Entry Agreements for EVAC route fuels work Consent
June 2, 9 a.m. City Clerk Pride Resolution Update Consent City Manager 2026 National Community Survey Report NB
Dev Services Mid Town Area Plan Adoption PH
STR Delinquency Report PH
June 16, 5:30 p.m.Finance Direct Charge of Mello-Roos Special Tax for CFD 1995-1 for FY 2026-27 Consent

CC-STRSA
Annual Special Tax for CFD 2001-1 Series 2015 Special Tax Refunding Bon Consent Police SRO Agreement for 2026-2027 School Year Consent
718
2026 Agenda Planning Calendar (Updated 01 22 2026)
City Attorney Ethics Policy Revisions
CC/CA Recreation JPA Amendment #3 to Agreement Consent
City Clerk Ordinance Increasing City Council Compensation (October 2026) City Council Protocols Special Meeting
City Manager Grants/Funding for Undergrounding Utilities Chateau Update
Dev Services Performance Bond as a Condition of Demolition Discussion: Second Home Cap/Permit Options
Finance Disolution STJPPFA
Fire
Parks & Rec Events and Facitilies Naming Rights Discussion South Tahoe Parks Foundation Fundraiser Donation Agreement Update Purchase of Parks Equipment and Additional Funds Request Regan Beach Environmental & Design RFP
Regan Beach Statewide Park Program Grant Application
Unscheduled/Pending
719
2026 Agenda Planning Calendar (Updated 01 22 2026)
El Dorado Boat Ramp Replacement Purchase
Police Barton Community Health Needs and Harm Reduction Update Heavenly Village Employee Discount Parking Passes
Ratification of Application for CalOES DVRT
Massage Ordinance Update/Amendments
Parking Garage Rate Increase
Police/PW Bike Paths/Speed Bumps, Bike Parking, Vehicle Parking 2026 Update to Parking Fees in the Bellamy Parking Garage Public Works Geothermal Use Discussion Item
Paving Policy Prioritixation of Total Users
Award of PD Roof Replacement
Eloise Bike Path Enhancements
Adjustment to 2026 Paving Program
TTD US 50 Plans Presentation
Award Lakeview and Ski Run Electrical Upgrades
Facilities Condition Assessment
Award PS&E for Sugar Pine Bike Path Project
720

PROPOSAL FOR EXECUTIVE RECRUITMENT FIRM CITY MANAGER RECRUITMENT SOLICITATION: 2026-1-16
DUE: JANUARY 16, 2026
Submitted to:

City of South Lake Tahoe
Altiora Consulting LLC
402 Production Dr, South Elgin, IL 60177
(847) 920-8289
[email protected]
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 546 721
2 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

1/16/2026
City of South Lake Tahoe
RE: Proposal for RFP #2026-1-16 Executive Recruitment Firm City Manager Recruitment Members of the City Council,
On behalf of Altiora Consulting, we are pleased to submit our proposal in response to the RFP #2026-1-16 for Executive Recruitment Firm City Manager Recruitment. As a woman-owned boutique consulting and staffing firm, Altiora brings a personalized approach, industry expertise, and advanced technology solutions tailored to meet the city’s needs.

Altiora is led by co-founders Angie Starkey and J.B. Lorenty, with over 50 years of combined experience in staffing, recruitment, and resource management. Our innovative use of AI-driven recruitment technology and data insights accelerates the placement process while ensuring top-tier, qualified candidates who align with the city’s specific requirements.

We believe our commitment to responsive client service and our rigorous candidate vetting process set Altiora apart as a recruitment provider. By understanding your unique goals and leveraging our expertise, we are confident in our ability to support the city in achieving both immediate and long-term objectives.

This proposal will remain current and valid for a period of not less than 120 calendar days from the proposal due date. Altiora has reviewed the City’s standard Professional Services Agreement and finds the terms generally acceptable.

We thank you for the opportunity to present our proposal and look forward to the potential of working together.

Please feel free to contact us directly at (314) 960-0953 / (847) 902-2947 or via email at [email protected] / [email protected] should you have any questions.

Sincerely,
Angela R. Starkey
Co-Founder & Managing Partner
J.B. Lorenty
Co-Founder & Managing Partner

COVER LETTER
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 547 722
3 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

TABLE OF CONTENTS
EXECUTIVE SUMMARY .............................................................................................................................. 4 COMPANY HISTORY, BACKGROUND AND EXPERIENCE ................................................................................ 5 SCOPE OF WORK/IMPLEMENTATION ......................................................................................................... 5 PROJECT BUDGET .................................................................................................................................... 10 DESCRIPTION OF RECENT PROJECTS/REFERENCES ..................................................................................... 11 CONCLUSION .......................................................................................................................................... 11 Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 548 723
4 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

EXECUTIVE SUMMARY
Altiora Consulting and Staffing is a boutique Woman-Owned Small Business operating out of Chicago, IL. Our leadership has a proven record for staffing and managing multimillion dollar projects across multiple industries.

We bring a unique blend of industry expertise and innovative recruitment solutions. With a specialized focus on recruitment and staffing, Altiora is committed to delivering exceptional candidates who not only meet but exceed clients’ expectations. Leveraging advanced AI technologies, we accelerate candidate identification, ensuring that only the most qualified professionals are matched for our client’s needs. Altiora has an extensive screening process utilized to obtain top-tier candidates. Our candidate vetting includes thorough reference verifications to meet the high standards expected in the recruitment process.

At Altiora Consulting, we pride ourselves on delivering exceptional solutions for recruitment services and temporary staffing roles. The partners at Altiora Consulting have a combined 50+ years of experience and have staffed and managed over 100 resources at a given time. Altiora strives to keep the company size low to provide more customized partnerships with our clients. In having on average 2-5 new clients per year, Altiora’s founders can keep our commitment to fostering lasting client relationships that has earned us a reputation as a trusted partner.

In addition to the longstanding level of experience our founders have managing multi-million dollar projects over the course of their careers, Altiora Consulting is currently working with JLK Global Enterprises, Inc., the City of Tucson, AZ, the Houston-Galveston Area Council, the State of Kansas, the South Dakota Department of Social Services and the Richardson Independent School District for recruitment services and/or to staff administrative, business and technical related roles including, but not limited to, administrative assistants, accountants, business analysts, data analysts, HR specialists, payroll specialists, project managers, scrum masters, software architects, database administrators and website developers.

EQUITY AND INCLUSION: At Altiora Consulting, we are unwavering in our commitment to fostering a diverse, equitable, and inclusive workplace. We believe that embracing differences in race, gender, ethnicity, age, sexual orientation, disability, and religion is not just a moral imperative but a business necessity. Our dedication to DEI drives innovation, excellence, and a culture where every individual feels valued, respected, and empowered. Our core values are as follows:

Altiora Consulting's dedication to DEI is a cornerstone of our identity and operations. By fostering a diverse, equitable, and inclusive workplace, we not only enhance our organizational culture but also drive better business outcomes. We are committed to continuing our efforts to create a workplace where everyone can thrive and contribute to our shared success. INCLUSIVITYWe celebrate and leverage diverse
perspectives to
drive innovation
and excellence. Our
inclusive
environment
ensures that all
employees have
equal opportunities
to thrive and
contribute to our
shared success. EQUITYWe are committed
to providing
equitable
opportunities for
all team members,
ensuring that
everyone has the
support and
resources they need
to succeed. RESPECTWe foster a culture
of respect where
every individual is
treated with dignity
and fairness,
regardless of their
background or
identity. EMPOWERMENTWe empower our
employees to bring
their authentic
selves to work,
encouraging them
to share their
unique insights and
ideas.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 549 724
5 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

COMPANY HISTORY, BACKGROUND AND EXPERIENCE
Altiora Consulting and Staffing is a boutique Woman-Owned Small Business operating out of Chicago, IL with 2- 10 employees. Our leadership has 50+ years of combined experience and a proven record for staffing and managing multimillion dollar projects across multiple industries.

As Altiora Managing Partners, both Angie Starkey and J.B. Lorenty will be primary points of contact. They hold several professional certifications, including the PMP and many technical certifications. Together, they lead Altiora with a commitment to respect, integrity, and transparency. This collaborative approach fosters a culture of innovation and client satisfaction, empowering the entire Altiora team to deliver solutions that not only meet immediate staffing needs but also support sustainable growth for clients. The contact information for both can be found in the footer of this proposal.

Angie Starkey, Co-Founder and Managing Partner, is a key driver of Altiora’s strategic vision. With over 25 years in talent management and organizational development, Angie specializes in creating innovative, datadriven recruitment strategies that meet client demands while fostering long-term relationships. Her experience in recruitment and her commitment to finding experienced DEI candidates wherever possible make her instrumental in ensuring Altiora’s staffing solutions are inclusive, efficient, and tailored to each client’s unique needs. As a woman-owned small business, Altiora benefits from Angie’s insights and dedication to maintaining high standards of quality and integrity in every engagement.

J.B. Lorenty, Co-Founder and Managing Partner, brings a wealth of experience in operations and resource management. J.B.’s direct approach to client service ensures that Altiora’s operations are efficient, transparent, and consistently aligned with client expectations. With a background in managing large-scale staffing initiatives, J.B. oversees Altiora’s day-to-day operations, ensuring that every project benefits from streamlined processes and the latest technology. His focus on continuous improvement and operational excellence has helped Altiora establish a reputation as a dependable partner capable of delivering superior results.

We strive to employ a highly experienced and trained resource pool. Our team of highly skilled professionals work diligently to ensure our clients’ needs are met with precision and care. We believe in empowering businesses with the right talent and support to drive success at every stage of their journey.

SCOPE OF WORK/IMPLEMENTATION
Altiora Consulting ensures that each recruitment announcement is meticulously crafted to attract top-tier candidates. By leveraging its deep industry expertise, the firm creates job postings that are not only accurate but also compelling, highlighting key responsibilities, qualifications, and unique aspects of the role to engage potential applicants. Altiora utilizes Canva and other tools to develop dynamic job announcements.

METHODOLOGY
COMPREHENSIVE RECRUITMENT:

Altiora offers a comprehensive approach to recruitment, designed to meet staffing needs efficiently and effectively.

Our recruitment solutions are customized to align precisely with the requirements, ensuring a seamless fit with the organizational culture and job specifications. We take a consultative approach to understand the specific needs, goals, and preferences. By combining expertise with a client-centered approach, Altiora ensures that every step of the recruitment process is managed with precision, from role scoping and sourcing to candidate selection and onboarding.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 550 725
6 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]
This targeted recruitment process enables us to consistently deliver high-quality candidates, enhancing the workforce with professionals who are prepared to contribute immediately.

Direct Networking Campaign for Top Talent
Altiora will design and execute a targeted,
relationship-driven networking campaign to
surface exceptional City Manager candidates
across national, regional, in-state, and local talent
pools. This strategy goes far beyond traditional
advertising and leverages Altiora’s established
networks, sector expertise, and proactive outreach
capabilities to ensure the City Council has access
to the strongest possible slate of leaders.

Strategic Alignment With the City Council
During the initial project kickoff, Altiora will meet
with the City Council to confirm the leadership
profile, community priorities, and any unique
attributes of the role or municipality. These
insights will guide the scope and focus of the
networking campaign, ensuring outreach efforts
are aligned with the City’s values, culture, and
long-term strategic direction.

National and Regional Outreach
Our team will: Leverage national organizations such as ICMA, NFBPA, ELGL, and regional municipal
management associations to identify respected
leaders who may not be actively applying but are
open to confidential conversations. Conduct targeted outreach to executives in comparable or aspirational municipalities to
attract candidates with relevant scale, complexity,
and governance experience.

In-State and Local Talent Engagement
Recognizing the importance of local context and
community familiarity, Altiora will also: Engage local government professionals, civic leaders, and community-based networks to
identify emerging talent and respected leaders
who may be strong cultural fits. Ensure that local and regional candidates receive the same level of proactive engagement as
national prospects, supporting a balanced and
equitable search process.

Confidential, High-Touch Outreach
Our team conducts: One-on-one outreach calls Confidential exploratory conversations Tailored messaging that highlights the City’s strengths, opportunities, and leadership vision
Continuous engagement to maintain candidate
interest throughout the recruitment timeline
This approach consistently yields high-caliber
candidates who would not otherwise enter a
competitive process.

Delivering a Robust and Diverse Candidate
Pipeline
Altiora’s outreach strategy is designed to: Expand the reach of the search beyond traditional applicant pools Increase diversity in leadership representation Identify both active and passive candidates Ensure the City Council has access to the strongest possible talent from every relevant
geography
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 551 726
7 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]
AI-POWERED TALENT SOURCING:

To meet the need for speed and precision in staffing, Altiora employs an advanced AI-powered approach to talent sourcing. Our proprietary Applicant Tracking System (ATS) uses artificial intelligence to screen and match candidates with specific job criteria, ensuring a fast, accurate, and bias-free selection process. The AI algorithms continuously learn and adapt based on hiring patterns, making candidate searches even more refined and effective over time. By integrating AI with our recruitment practices, Altiora can quickly identify top-tier candidates who not only meet the technical qualifications but also align with Client expectations.

TIMELINE
Altiora is committed to an expedited candidate delivery process. Each candidate undergoes a rigorous screening process, including background checks and skills verification, before being presented for review. Our goal is to provide top candidates in a short timeframe, ensuring exceptional talent without delay. Altiora will provide guidance throughout the interview process and conduct additional interviews as requested.

KICKOFF
•Immediately upon the contract award, Altiora initiates a detailed kickoff meeting with key stakeholders to align on requirements and discuss expectations. This meeting allows us to understand the preferred candidate profiles and any unique aspects of the role. The recruitment strategy and any requirements for marketing and advertising will be discussed as well. Following this alignment session, Altiora collaborates closely to establish a recruitment schedule, document key deliverables, and confirm communication protocols for efficient updates.

ONGOING

COMMUNICATION
•Transparent and proactive communication is a cornerstone of Altiora’s recruitment process. Weekly progress reports help to keep fully informed at each stage of the process and provide real-time insights into candidate sourcing, screening progress, and any adjustments needed based on feedback or changing requirements. With the updates, Altiora will provide updates on the goal of providing a shortlist of candidates within 8 weeks.

CANDIDATE

PRESENTATION
•Altiora is committed to an expedited candidate delivery process. Each candidate undergoes a rigorous screening process, including background checks and skills verification, before being presented for review. Our goal is to provide top candidates in a short timeframe, ensuring exceptional talent without delay. This accelerated candidate presentation timeline enables quickly advancing through interview and hiring phases, reducing time-to-fill, and minimizing disruptions. Altiora will provide guidance throughout the interview process and conduct additional interviews as requested.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 552 727
8 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]
At Altiora Consulting, we are committed to streamlining and enhancing the hiring and selection process for our clients. Our approach ensures that every stage of the interview process is conducted efficiently, professionally, and with strategic decision-making at its core.

Phase Weeks Active Description
Stakeholder Alignment Weeks 1–2 Stakeholder meetings and alignment Recruitment Strategy Weeks 3–4 Develop strategy with promotional materials and advertising
Preliminary Interviews Weeks 5–8 Review applications, conduct preliminary interviews, and provide shortlist of candidates
Final Interviews,
Screening & Selection
Weeks 9–12 Interview coordination, background checks, and final selection

COMPREHENSIVE INTERVIEW PROCESS SUPPORT
At Altiora Consulting, we are committed to streamlining and enhancing the hiring and selection process for our clients. Our approach ensures that every stage of the interview process is conducted efficiently, professionally, and with strategic decision-making at its core. Below is an overview of our tailored services:

FACILITATING THE INTERVIEW PROCESS
Altiora Consulting will oversee and manage the entire interview process, ensuring a structured and seamless experience for both candidates and City Council. We will:
 Develop a clear framework for interviews, including a template with standard behavioral questions.  Provide guidance on best practices to ensure a consistent and equitable interview process.

ASSISTING WITH SCHEDULING
Efficient scheduling is critical to maintaining momentum in the hiring process. Altiora Consulting will:
 Manage interview logistics, coordinating availability between candidates and the City Council.  Utilize advanced scheduling tools to optimize efficiency and minimize conflicts.  Ensure timely reminders and follow-ups, reducing last-minute disruptions.

PROVIDING EVALUATION TOOLS TO SUPPORT DECISION-MAKING
Objective and data-driven evaluation is essential in selecting the most suitable candidates. To support informed decision-making, Altiora Consulting will:
 Design and implement customized scoring rubrics tailored to the specific needs of the role.  Provide structured feedback forms that capture key insights from interviewers.  Offer comparative analysis tools that facilitate a fair and transparent assessment of all candidates.

Interview Process Scheduling Evaluation Tools Conduct Interview Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 553 728
9 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

GUIDING CITY COUNCIL ON INTERVIEW CONDUCT
Altiora Consulting understands the importance of professionalism and alignment during interview sessions. We will:
 Develop guidelines for maintaining a positive candidate experience while ensuring a rigorous assessment.  Provide ongoing consultation to address any challenges or concerns throughout the selection process.  Aid in selecting finalists with a short list of recommended candidates. This will include a summary of the candidates’ qualifications.

With Altiora Consulting's expertise, a well-coordinated and professionally executed interview process that fosters effective hiring decisions will be followed. Our comprehensive approach ensures a smooth experience for all stakeholders, empowering the City Council to make confident and well-informed choices. In addition, Altiora can assist the City with offer and contract negotiations for the approved candidate.

BACKGROUND CHECKS & DRUG SCREENING
Altiora’s candidate vetting process leverages AI-driven technology, industry-standard background checks, and thorough reference verifications to meet the high standards expected in government staffing. Key steps include:

INITIAL SCREENING AND AI-POWERED ASSESSMENT
 Resume Screening: Candidates submit resumes through our recruitment platform integrated with AI.

Our AI tools analyze key skills, experience, and certifications to match candidates against the position requirements, ensuring alignment with the skillsets needed.  Skill Matching and Predictive Analysis: Using advanced AI, we assess candidate profiles based on historical data and predictive analytics, highlighting individuals who show the best fit for success in the role based on job-specific attributes.
 Preliminary Phone Interview: Qualified candidates undergo a phone interview to assess communication skills, role understanding, and availability.

BACKGROUND CHECKS AND COMPLIANCE VERIFICATION
 Identification and Employment Verification: Confirm candidate identity and verify past employment, education, and certifications through top industry verification tools to ensure accuracy and compliance.
 Criminal Background Check: Conduct comprehensive criminal background checks to comply with government standards, using secure, industry-leading platforms, such as HireRight and Sterling Check.  Drug Screening (if required): Provide optional pre-employment drug screening to align with specific governmental or client mandates. Altiora uses Quest Diagnostics where available. Otherwise, a reputable local company will be used.

REFERENCE CHECKS AND PROFESSIONAL ASSESSMENT
 Professional Reference Follow-Up: Will request candidates provide at least two professional references to assess their previous performance, skills, work ethic, and suitability for the role.  Structured Reference Questionnaire: Use a standardized questionnaire tailored to the candidate's role to ensure consistency and reliability of feedback.  Behavioral Competency Assessment: Through reference input, evaluate the candidate’s behavioral competencies such as teamwork, problem-solving, and adaptability—qualities essential for roles in government environments.

Screening Background
Checks
Reference
Checks Final Review Onboarding & Feedback
Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 554 729
10 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

FINAL REVIEW AND GOVERNMENT CLIENT COMPLIANCE
 Client Compliance Checklist: Verify that each candidate meets all client-specific compliance standards, including any unique governmental regulations.  AI-Driven Quality Review: Final AI-powered review of candidate profiles to confirm alignment with job requirements and overall suitability for the role.
 Onboarding Approval and Client Presentation: Approved candidates are onboarded and presented to the client with full summary documentation of vetting, compliance, and qualifications.

POST-HIRE PERFORMANCE TRACKING AND FEEDBACK COLLECTION
 Collect feedback from clients to improve vetting accuracy and refine our AI algorithms for future placements.

PROJECT BUDGET
 Estimated fees (not to exceed): $25,000
 Hourly Rate: N/A
 Travel and out-of-pocket expenses: $5,000 (travel is included in the TOTAL (not to exceed amount)  TOTAL (not to exceed): $30,000
 Fees: Fees are inclusive of background checks, drug screening & advertising. This does not cover any travel expenses that may be required.
 Payment Terms: Fees are due within 30 days of candidate placement. ACH payment options are available for convenience and prompt processing.
 Incidental Expenses: All incidental expenses will be billed at cost and not exceed this estimate without prior approval.
 Firm Pricing: Fees are not subject to increase during the engagement.  Replacement Guarantee: At Altiora, we understand the importance of stability and continuity in staffing and the impact that turnover can have on operational efficiency. We have developed robust contingency policies to address any potential early placement terminations. If a candidate placed by Altiora leaves the position or is terminated within the first year of employment, we offer a replacement guarantee with Altiora committed to providing a qualified replacement at no additional cost to the city.

Our team will immediately initiate a replacement search, leveraging our existing candidate pool and AI-driven recruitment tools to expedite the process and present suitable candidates as quickly as possible. Each replacement candidate undergoes the same rigorous screening process. This guarantee reflects our commitment to quality and long-term client satisfaction, ensuring the city has access to a dependable workforce without incurring further recruitment expenses.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 555 730
11 402 Production Dr.

South Elgin, IL 60177
(847) 920-8289
(314) 960-0953
(847) 902-2947
[email protected]
[email protected]
[email protected]

DESCRIPTION OF RECENT PROJECTS/REFERENCES
Altiora Consulting has consistently demonstrated a commitment to excellence and client satisfaction through the longevity and expertise of its resources. Our seasoned professionals bring decades of experience to the table, ensuring that every project is handled with precision and care.

Reference 1:

Company Name JLK Global Enterprises, Inc.

Contact Name Jamie Kincade
Contact # (770) 222-8041
Email [email protected]
Address 1750 Powder Springs Rd., Ste 190, Marietta GA. 30064 Contract Dates Recruitment and staffing services starting in 2025 Reference 2:

Company Name City of Tucson, AZ
Contact Name Salvador Servin III
Contact # (520) 837-4141
Email [email protected]
Address 255 W Alameda St, Tucson, AZ 85701
Contract Dates Recruitment services for 2025-2026
Reference 3:

Company Name State of Kansas
Contact Name Nicole Mears
Contact # (785) 296-6924
Email [email protected]
Address 900 SW Jackson, Suite 451 S, Topeka, KS 66612
Contract Dates Recruitment and staffing services for 2025-2031

CONCLUSION
Altiora is uniquely positioned to deliver exceptional results for the city. We bring a personalized, client-focused approach to every recruitment service. Our innovative use of AI-driven technology ensures a streamlined and efficient process, identifying candidates who not only meet the qualifications but also embody the vision and values of the city.

Furthermore, our commitment to diversity and inclusion guarantees a candidate pool reflective of the city’s needs and priorities. We are honored to have the opportunity to assist in securing a resource who will lead with purpose, integrity, and a shared commitment to progress. Please do not hesitate to contact us for any further discussion or clarification. We look forward to the potential of partnering with the city.

Docusign Envelope ID: 131C1C7C-93B9-4F64-AE5D-1E6760223A97 556 731