HomeMy WebLinkAboutHUGHES, PERRY & ASSOCIATES - Professional Services Contract - executive search for new City Administrator 12/1/97 - 1997-12-01Page 6 - 12/01/97 - Council/Agency Agenda (6)
contract cost of $399,397.71 and authorize the City Clerk to file the Notice of
Completion with the Orange County Recorder. Submitted by the Public Works Director
[Approved 7-0]
E-7. (City Council) Authorization To Use Budgeted Contract Funds And Existina Contracts
With SFA, Inc. And EsGil, Inc. - To Perform Plan Review And Staffing Services
(600.10) - Approve and authorize the use of budgeted contract funds in Program CD-234
to provide professional plan review and staffing services, using existing contracts with SFA,
Inc. and EsGil, Inc. Submitted by the Community Development Director
[Approved 7-01
E-8. (City Council) Approve Notice Of Completion - For Talbert Avenue Hiahwa
Rehabilitation - Between Gothard & Newland Streets - CC-900 = Excel Pavina.
Company (600.50) - Accept the improvements placed on Talbert Avenue between
Gothard Street and Newland Street; CC-900 completed by Excel Paving at a final cost
of $357,994.64 and authorize the City Clerk to file a Notice of Completion with the
Orange County Recorder. Submitted by the Public Works Director
[Approved 7-0]
E-9. (City Council) Approve Acquisition Of Prooerty From Frost/Robrecht For (New
Gothard Street Right -Of -Way - Between Garfield Avenue & Clay Street - Holly-
Seacliff Development Agreement - APN 110-150-19.20 (650.80) - 1. Approve the
acquisition of Assessor Parcel No. 110-150-19, 20; 2. Authorize approval of the
escrow instructions by Administrative Services; and 3. Accept the easement deed
from Frost/Robrecht for the parcel described herein and authorize acceptance by the
City Clerk with recording to follow through indicated escrow. Submitted by the Deputy
City Administrator -Administrative Services Director
[Approved 7-0]
E-10. (City Council) Approve Agreement Between The City And Kinkle, Rodiger & Spriggs,
Attorneys At Law - Mamola v. Lowenberg, et al OCSC Case No. 77 74 88 - Accept
Increased Insurance Deductible (600.10)- Approve Agreement between the City of
Huntington Beach and Kinkle, Rodiger & Spriggs, Attorneys at Law, for Legal Services
Regarding Mamola v. Lowenberg, et al, to represent the individual city defendants at an
hourly rate of $135.00; approve an insurance deductible of $50,000, and authorize the Mayor
to sign and the City Clerk to attest to the contract. Submitted by the City Attorney
[Approved 7-0]
E-11. (City Council) Approve Assistance Of David M. Griffith & Associates, Ltd. To The City
In Filing Claims For State -Mandated Cost Reimbursements - Agreement Between City
& David Griffith & Associates (600.10) - Approve and authorize execution of the
Agreement between the City of Huntington Beach and David M. Griffith and Associates, Ltd.
for Preparation and Filing of Claims for State Mandated Cost Reimbursements. Submitted by
the Deputy City Administrator -Administrative Services Director
[Approved 7-0]
E-12. (City Council) Approve Contract For Executive Search Consultant For The
Recruitment Of City Administrator - Hughes, Perry & Associates (600.10) -1. Waive
the Professional Liability Insurance & indemnification clauses in the contract; and 2. Approve
the Professional Services Contract between the City of Huntington Beach and Hughes, Perry
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F
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12/01//97 - Council/Agency Agenda - Page 7
& Associates to Provide an Executive Search with changes and authorize the Mayor and City
Clerk to execute. Submitted by the Personnel Director
[Approved 6-1 (Garofalo: NO)]
F. Administrative Items
F-1. (City Council) Introduction Of Ordinance No. 3378 - Sex Oriented (Adult) Business
Ordinance - Zoning Text Amendment No. 97-4 - Public Hearing Closed On
November 17, 1997 - Decision Continued To December 1. 1997 (640.10)
Communication from the Community Development Director.
Public hearing CLOSED on November 17, 1997.
Applicant: City of Huntington Beach Application No: Zoning Text Amendment No. 97-4
Location: Industrial Districts within the City of Huntington Beach which meet the locational
criteria. The industrial zoning districts include; Industrial Limited (IL) and Industrial General
(IG). Request: The proposed amendment to the zoning ordinance will remove sex
oriented (adult) businesses from the Commercial Districts and allow sex oriented (adult)
businesses in the General Industrial (IG) and Limited Industrial (IL) Districts. The proposed
amendment will also require sex oriented (adult) businesses to be at least 1,000 feet from
any other sex oriented (adult) business, 500 feet from any school (public or private),,
religious assembly (church), park & recreational facility, any parcel zoned Residential Low
(RL), Residential Medium (RM), Residential Medium High (RMH), Residential High (RH), or
Manufactured Home Park (RMP). The specific Chapters of the Huntington Beach Zoning
and Subdivision to be amended are as follows:
Recommended Action: Continue decision on Zoning Text Amendment No. 97-4
and Introduction of Ordinance No. 3378 to the meeting of December 15, 1997.
[Continued Decision to 12115/97 -- 6-0-1 (Garofalo out of room)]
F-2. (City Council) Approval Of Citv Responses To The Findinas And Recommendations From
The Orange County Grand Jury Report - Entitled Water Distribution And Water Rate
Within Orange County (1000.20)
Communication from the Public Works Director informing Council that the Orange County
Grand Jury has completed the report entitled Water Distribution and Rates Within Orange
County. The report cites a number of findings and makes recommendations regarding water
rate setting activities. Per California Penal Code, the city must respond to these findings and
recommendations by December 28, 1997.
Recommended Action: Motion to:
Approve the attached draft letter of response to the Orange County Grand Jury, which in
summary states that: 1. The City feels the Grand Jury finding that "public involvement to
assure understanding, cooperation, and consensus is lacking in the water rate setting
process" does not apply in Huntington Beach, and 2. The City agrees with the Grand
Jury's recommendations on citizen involvement in water rate setting as illustrated by its
own past and current practices.
[Approved 6-0-1 (Garofalo out of room)]
F-3. (City Council) Appoint A Member To The Mobile Home Advisory Board (Member -
At -Large Position) (110.20)
Communication from the Economic Development Director regarding the need to fill a
member -at -large position to the Mobile Home Advisory Board.
(7)
I
Council/Agency Meeting Held: j aZ i9 7
2 yz -
Deferred/Continued to:
�
Qc
City Clerk's S nature
®'Approved ❑ Condition Ily Approved ❑ Denied
Council Meeting Date: December 1, 1997
Department ID Number: AS 97-042
CITY OF HUNTINGTON BEACH
REQUEST FOR COUNCIL ACTION
SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
SUBMITTED BY: DAN T. VILLELLA, Acting Deputy City Administrator
PREPARED BY: WILLIAM H. OSNESS, Personnel Director�'�
SUBJECT: Approve Contract for Executive Search Consultant -- Recruitment of
City Administrator
Statement of Issue, Funding Source, Recommended Action, Alternative Action(s), Analysis, Environmental Status, Attachment(s)
Statement of Issue: City Council would like to contract with Hughes, Perry & Associates, a
California Corporation to coordinate the recruitment for a City Administrator.
Funding Source: Unappropriated General Fund - Total appropriation $15,500
Recommended Action:
1. Waive the Professional Liability Insurance.
2. Waive the indemnification clause in the contract.
3. Approve the contract with Hughes, Perry & Associates, a California Corporation,
with the above changes and authorize the Mayor and City Clerk to execute same.
Alternative Action(sl: Request proposals from additional executive search consultants.
Analysis: The City Administrator, Michael T. Uberuaga, has resigned his position effective
October 31, 1997; to accept a similar position with the City of San Diego.
The City Council invited the following executive search firms to provide a proposal to assist in
the recruitment for a City Administrator:
Shannon Associates, Sacramento, CA
Norman Roberts & Associates, Los Angeles, CA
David M. Griffith & Associates, Sacramento, CA
Hughes, Perry & Associates, Sea Ranch, CA
+c • .8evv-
The City Council interviewed representatives from each of the executive search firms. On
November 17, 1997, the City Council selected Hughes, Perry & Associates to coordinate the
recruitment and directed the City Attorney to prepare a contract for services.
REQUEST FOR COUNCIL ACTION
MEETING DATE: December 1, 1997 DEPARTMENT ID NUMBER: AS 97-042
Hughes, Perry and Associates has requested that the Professional Liability and the
Indemnification claused be waived in their contract. Two contracts are attached. One which
includes the usual language, and one modified to reflect the above waivers. Because of
time constraints, this request was not taken to the Settlement Committee.
Environmental Status: Does not apply.
AttachmentU:
1. 1 Agreement Between the City of Huntington Beach and the Firm of
RCA Author: William H. Osness
0028945.01
-2-
11/25/97 1:43 PM
REQUEST FOR COUNCIL ACTION
MEETING DATE: December 1, 1997 DEPARTMENT ID NUMBER: AS97-042
The City Council invited the following executive search
firms to provide a proposal to assist in the recruitment for a
City Administrator:
Shannon Associates, Sacramento, CA
Norman Roberts & Associates, Los Angeles, CA
David M. Griffith & Associates, Sacramento, CA
Hughes, Perry & Associates, Sea Ranch, CA
The City Council interviewed representatives from each of
the executive search firms. On November 17, 1997, the
City Council selected Hughes, Perry & Associates to
coordinate the recruitment and directed the City Attorney
to prepare a contract for services.
Environmental Status: None
Attachment(sl:
1. Contract for services with Hughes, Perry & Associates, a
California Corporation.
2. Fiscal Impact Statement
3. Proposal to Recruit submitted by Hughes, Perry &
Associates, a California Corporation.
RCA Author: W.Osness 0028945.01
0028945.01 -3- 11/24/97 2:33 PM
ALTERNATE AGREEMENT WITHOUT INSURANCE AND
INDEMNIFICATION CLAUSES
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH
AND
HUGHES, PERRY & ASSOCIATES
TO PROVIDE AN EXECUTIVE SEARCH
Table of Contents
Section
Page
1
WORK STATEMENT
1
2
CITY STAFF ASSISTANCE.
2
3
TIME OF PERFORMANCE .
2
4
COMPENSATION
2
5
EXTRA WORK
.'2
6
METHOD OF PAYMENT
2
7
DISPOSITION OF PLANS, ESTIMATES AND OTHER DOCUMENTS .
4
8
INDEPENDENT CONTRACTOR
5
9
TERMINATION OF AGREEMENT.
5
10
ASSIGNMENT AND SUBCONTRACTING
5
11
COPYRIGHTS/PATENTS
5
12
CITY EMPLOYEES AND OFFICIALS
6
13
NOTICES
.6
14
IMMIGRATION
6
15
LEGAL SERVICES SUBCONTRACTING PROHIBITED.
6
16
ATTORNEY_ FEES
7
17
ENTIRETY
8
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH
AND
HUGHES, PERRY & ASSOCIATES
TO PROVIDE AN EXECUTIVE SEARCH
THIS AGREEMENT is made and entered into this day of
A j� 2/-i , 1997, by and between the CITY OF HUNTINGTON BEACH, a
public body, hereinafter referred to as "CITY," and HUGHES, PERRY & ASSOCIATES, a
California corporation, hereinafter referred to as "CONTRACTOR."
WHEREAS, CITY desires to engage the services of a contractor to provide an executive
search for the City of Huntington Beach; and
Pursuant to documentation on file in the office of the City Clerk, the provisions of
HBMC Chapter 3.03 relating to procurement of professional service contracts has been complied
with; and
CITY desires to enter into this agreement with CONTRACTOR;
NOW, THEREFORE, it is agreed by CITY and CONTRACTOR as follows:
1. WORK STATEMENT
CONTRACTOR shall complete an executive search for a city administrator as set
forth in Exhibit "A," attached hereto and incorporated into this Agreement by this reference.
Said services shall sometimes hereinafter be referred to as "PROJECT."
CONTRACTOR hereby designates Richard W. Perry who shall represent it and be its
sole contact and agent in all consultations with CITY during the performance of this Agreement.
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RLS 97-902
11/25/97 - #3
2. CITY STAFF ASSISTANCE
CITY shall assign a staff coordinator to work directly with CONTRACTOR in the
performance of this Agreement.
3. TIME OF PERFORMANCE
Time is of the essence of this Agreement. The services of the CONTRACTOR
are to commence as soon as practicable after the execution of this Agreement.
4. COMPENSATION
In consideration of the performance of the services described herein, CITY agrees
to pay CONTRACTOR, as described in Exhibit "A", a fee not to exceed Twelve Thousand
Dollars ($12,000) plus costs not to exceed Three Thousand Five Hundred Dollars ($3,500).
-7
5. EXTRA WORK
In the event CITY requires additional services not included in Exhibit "A", or
changes in the scope of services described in Exhibit "A", CONTRACTOR will undertake such
work after receiving written authorization from CITY. Additional compensation for such extra
work shall be allowed only if the prior written approval of CITY is obtained.
6. METHOD OF PAYMENT
A. CONTRACTOR shall be entitled to invoice the CITY monthly for work
completed based upon the schedule set forth in Exhibit "A."
B. Delivery of work project: A copy of every technical memo and report
prepared by CONTRACTOR shall be submitted to CITY to demonstrate progress toward
completion of tasks. In the event CITY rejects or has comments on any such product, CITY
2
SF/s: PCD:Agree: Hughes
RLS 97-902
11/25/97 - #3
shall identify specific requirements for satisfactory completion. Any such project which has not
been formally accepted or rejected by CITY shall be deemed accepted.
- : C. The CONTRACTOR shall submit to the CITY an invoice for each
payment due. Such invoice shall:
1) Reference this Agreement;
2) Describe the tasks completed;
3) Show the total amount -of the payment due;
4) Include a certification by a principal member of the
CONTRACTOR'S firm that the work has been performed in accordance with the provisions of
this Agreement; and
completed.
5) For all payments include an estimate of the percentage of work
Upon submission of any such invoice, if CITY is satisfied that
CONTRACTOR is making satisfactory progress toward completion of tasks in accordance with
this Agreement, CITY shall promptly approve the invoice, in which event payment shall be made
within thirty (30) days of receipt of the invoice by CITY. Such approval shall not be
unreasonably withheld. If the CITY does not approve an invoice, CITY shall notify
CONTRACTOR in writing of the reasons for non -approval, within seven (7) calendar days of
receipt of the invoice, and the Project set forth in Exhibit "A" shall be suspended until the parties
agree that past performance by CONTRACTOR is in, or has been brought into compliance, or
until this Agreement is terminated as provided herein.
3
SFA MAgree:Hughes
RLS 97-902
11/25/97 - #3
D. Any billings for extra work or additional services authorized by the CITY
shall be invoiced separately to the CITY. Such invoice shall contain all of the information
required above, and in addition shall list the hours expended and hourly rate charged for such
time. Such invoices shall be approved by CITY if the work performed is in accordance with the
extra work or additional services requested, and if CITY is satisfied that the statement of hours
worked and costs incurred is accurate. Such approval shall not be unreasonably withheld. Any
dispute between the parties concerning payment of such an invoice shall be treated as separate
and apart from the ongoing performance of the remainder of this Agreement.
7. DISPOSITION OF PLANS, ESTIMATES AND OTHER DOCUMENTS.
CONTRACTOR agrees that all materials prepared hereunder, including all
original drawings, designs, reports, both field and office notes, calculations, maps and other
documents, shall be turned over to CITY upon termination of this Agreement or upon PROJECT
completion, whichever shall occur first. In the event this Agreement is terminated, said materials
may be used by CITY in the completion of PROJECT or as it otherwise sees fit. Title to said
materials shall pass to the CITY upon payment of fees determined to be earned by
CONTRACTOR to the point of termination or completion'of the PROJECT, whichever is
applicable. CONTRACTOR shall be entitled to retain copies of all data prepared hereunder.
Submission or distribution of documents to meet official regulatory requirements
or for similar purposes in connection with the Project is not to be construed as publication in
derogation of the CONTRACTOR's reserved rights.
4
S F/s: PCD: Agree: Hughes
RLS 97-902
11/25/97 - #3
8. INDEPENDENT CONTRACTOR
CONTRACTOR is, and shall be, acting at all times in the performance of this
Agreement as an independent contractor. CONTRACTOR shall secure at its expense, and be
responsible for any and all payments of all taxes, social security, state disability insurance
compensation, unemployment compensation and other payroll deductions for CONTRACTOR
and its officers, agents and employees and all business licenses, if any, in connection with the
services to be performed hereunder.
9. TERMINATION OF AGREEMENT
All work required hereunder shall be performed in a good and workmanlike
manner. CITY may terminate CONTRACTOR'S services hereunder at any time with or without
cause, and whether or not PROJECT is fully complete. Any termination of this Agreement by
CITY shall be made in writing through the Director of Economic Development, notice of which
shall be delivered to CONTRACTOR as provided herein.
10. ASSIGNMENT AND SUBCONTRACTING
This Agreement is a personal service contract and the supervisory work hereunder
shall not be delegated by CONTRACTOR to any other person or entity without the consent of
CITY.
11. COPYRIGHTS/PATENTS
CITY shall own all rights to any patent or copyright on any work, -item or material
produced as a result of this Agreement.
5
SF/s:PCD:Agree: Hughes
RLS 97-902
11/25/97 - #3
12. CITY EMPLOYEES AND OFFICIALS
CONTRACTOR shall employ no CITY official nor any regular CITY employee
in the work performed pursuant to this Agreement. No officer or employee of CITY shall have
any financial interest in this Agreement in violation of the applicable provisions of the California
Government Code.
13. NOTICES
Any notices or special instructions required to be given in writing under this
Agreement shall be given either by personal delivery to CONTRACTOR'S agent (as designated
in Section I herein above) or to CITY' S Personnel Director, as the situation shall warrant, or by
enclosing the same in a sealed envelope, postage prepaid, and depositing the same in the United
States Postal Services, addressed as follows:
TO CITY: TO CONTRACTOR:
Personnel Director
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
14. IMMIGRATION
Richard W. Perry
Hughes, Perry & Associates
P.O. Box 384
The Sea Ranch, CA 95497
CONTRACTOR shall be responsible for full compliance with the immigration
and naturalization laws of the United States and shall, in particular, comply with the provisions
of the United States Code regarding employment verification.
15. LEGAL SERVICES SUBCONTRACTING PROHIBITED
CONTRACTOR'and CITY agree that CITY is not liable for payment of any
subcontractor work involving legal services, and that such legal services are expressly outside the
6
SF/s: PCD:Agree: Hughes
RLS 97-902
11/25/97 - #3
scope of services contemplated hereunder. CONTRACTOR understands that pursuant to
Huntington Beach City Charter § 309, the City Attorney is the exclusive legal counsel for CITY;
and CITY shall not be liable for payment of any legal services expenses incurred by
CONTRACTOR.
16. ATTORNEY'S FEES
In the event suit is brought by either party to enforce the terms and provisions of this
agreement or to secure the performance hereof, each party shall bear its own attorney's fees.
Balance of page intentionally left blank.
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SF/s: PCD:Agree: Hughes
RLS 97-902
11/25/97 - ##3
i2-0e-97 42•0jPli hP0i4' i i1,
P09
17, ENTIRETY
Tire foregoing, and Exhibits attached hereto, set forth the entire Agreement
between the parties.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
by and through their authorized offices the day, month and year first above written,
HUGHES, PERRY & ASSOCIATES,
a California cc ration
By: G C/
Richard W. Perry, Vicokesident
AND
By:
sn,
print name
Its ' to one Secretary/Any Assistant Secretary/
(Lhjjf Financial Off' Any Assistant Treasurer
REVIEWED AND APPROVED:
-Zr�
A King City Admin trator
r
SFA: MAgree:Hu;hes
RLs 97.902
1 V25r97 • u3
CITY OF HUNTINOTON BEACH, a
municipal corporation of the State of
lifo is
azzz;5;�
Mayor
,._..
ATTEST:
City cleric �a a 31,77
APPROVED AS TO FORM:
c !
Z5� City Attorney
1I f6'
IN � tAT D AND APPROVED:
Personnel Director`'°
8
ATTACHMENT 1
0
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH
AND
HUGHES, PERRY & ASSOCIATES
TO PROVIDE AN EXECUTIVE SEARCH
THIS AGREEMENT is made and entered into this day
1997, by and between the CITY OF INGTON BEACH, a
public body, hereinafter referred to as "CITY," and HUGHES, P Y & ASSOCIATES, a
California corporation, hereinafter referred to as "CONTRA OR."
WHEREAS, CITY desires to engage the services f a contractor to provide an executive
search for the City of Huntington Beach; and
Pursuant to documentation on file in the office of the City Clerk, the provisions of
HBMC Chapter 3.03 relating to procurement o f/professional service contracts has been complied
with; and
CITY desires to enter into this ag ement with CONTRACTOR;
NOW, THEREFORE, it is agr ed by CITY and CONTRACTOR as follows:
1. WORK STA'
CONTRACTOR hall complete an executive search for a city administrator as set
forth in Exhibit "A," attache hereto and incorporated into this Agreement by this reference.
Said services shall someti es hereinafter be referred to as "PROJECT."
CONTRAC
sole contact and
SF/sTMAgreeNughes
RLS 97-902
11/20/97 - #2
by designates Richard W. Perry who shall represent it and be its
in all consultations with CITY during the performance of this Agreement.
1
a
2. CITY STAFF ASSISTANCE
CITY shall assign a staff coordinator to work directly with CONTRACTOR in the
performance of this Agreement.
3. TIME OF PERFORMANCE
Time is of the essence of this Agreement. The services of the CONTRACTOR
are to commence as soon as practicable after the execution of this Agreement.
4. COMPENSATION
In consideration of the performance of the services described herein, CITY agrees
to pay CONTRACTOR, as described in Exhibit "A", a fee not to exceed Twelve Thousand
Dollars ($12,000) plus costs not to exceed Three Thousand Five Hundred Dollars ($3,500).
5. EXTRA WORK
In the event CITY requires additional services not included in Exhibit "A", or
changes in the scope of services described in Exhibit "A", CONTRACTOR will undertake such
work after receiving written authorization from CITY. Additional compensation for such extra
work shall be allowed only if the prior written approval of CITY is obtained.
6. METHOD OF PAYMENT
A. CONTRACTOR shall be entitled to invoice the CITY monthly for work
completed based upon the schedule set forth in Exhibit "A."
B. Delivery of work project: A copy of every technical memo and report
prepared by CONTRACTOR shall be submitted to CITY to demonstrate progress toward
completion of tasks. In the event CITY rejects or has comments on any such product, CITY
2
SF/s:PCD:Agree:Hughes
ILLS 97-902
11/20/97 - #2
shall identify specific requirements for satisfactory completion. Any such project which has not
been formally accepted or rejected by CITY shall be deemed accepted.
C. The CONTRACTOR shall submit to the CITY an invoice for each
payment due. Such invoice shall:
1) Reference this Agreement;
2) Describe the tasks completed;
3) Show the total amount of the payment due;
4) Include a certification by a principal member of the
CONTRACTOR'S firm that the work has been performed in accordance with the provisions of
this Agreement; and `
completed.
5) For all payments include an estimate of the percentage of work
Upon submission of any such invoice, if CITY is satisfied that
CONTRACTOR is making satisfactory progress toward completion of tasks in accordance with
this Agreement, CITY shall promptly approve the invoice, in which event payment shall be made
within thirty (30) days of receipt of the invoice by CITY . Such approval shall not be
unreasonably withheld. If the CITY does not approve an invoice, CITY shall notify
CONTRACTOR in writing of the reasons for non -approval, within seven (7) calendar days of
receipt of the invoice, and the Project set forth in Exhibit "A" shall be suspended until the parties
agree that past performance by CONTRACTOR is in, or has been brought into compliance, or
until this Agreement is terminated as provided herein.
SF/s:PMAgree:Hughes
RLS 97-902
1 1/20/97 - #2
D. Any billings for extra work or additional services authorized by the CITY
shall be invoiced separately to the CITY. Such invoice shall contain all of the information
required above, and in addition shall list the hours expended and hourly rate charged for such
time. Such invoices shall be approved by CITY if the work performed is in accordance with the
extra work or additional services requested, and if CITY is satisfied that the statement of hours
worked and costs incurred is accurate. Such approval shall not be unreasonably withheld. Any.
dispute between the parties concerning payment of such an invoice shall be treated as separate
and apart from the ongoing performance of the remainder of this Agreement.
7. DISPOSITION OF PLANS, ESTIMATES AND OTHER DOCUMENTS.
CONTRACTOR agrees that all materials prepared hereunder, including all
original drawings, designs, reports, both field and office notes, calculations, maps and other
documents, shall be turned over to CITY upon termination of this Agreement or upon PROJECT
completion, whichever shall occur first. In the event this Agreement is terminated, said materials
may be used by CITY in the completion of PROJECT or as it otherwise sees fit. Title to said
materials shall pass to the CITY upon payment of fees determined to be earned by
CONTRACTOR to the point of termination or completion of the PROJECT, whichever is
applicable. CONTRACTOR shall be entitled to retain copies of all data prepared hereunder.
Submission or distribution of documents to meet official regulatory requirements
or for similar purposes in connection with the Project is not to be construed as publication in
derogation of the CONTRACTOR's reserved rights.
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SF/s:PCD:Agree:Hughes
RLS 97-902
11/20/97 - #2
8. INDEMNIFICATION, DEFENSE, HOLD HARMLESS
CONTRACTOR shall protect, defend, indemnify and save and hold harmless
CITY, its officers, officials, and employees, and agents from and against any and all liability,
loss, damage, expenses, costs (including without limitation costs and fees of litigation of every
nature) arising out of or in connection with CONTRACTOR's performance of this Agreement or
its failure to comply with any of its obligations contained in the Agreement except such loss or
damage which was caused by the sole negligence or willful misconduct of CITY.
9. INSURANCE
In addition to CONTRACTOR's covenant to indemnify CITY, CONTRACTOR
shall obtain and furnish to CITY a professional liability insurance policy covering the work
performed by it hereunder. Said policy shall provide coverage for CONTRACTOR's
professional liability in an amount not less than $1,000,000 per claim, and a deductible or self -
insured retention that does not exceed $10,000. A claims made policy shall be acceptable if the
policy further provides that:
1. The policy retroactive date coincides with or precedes the CONTRACTOR's start
of work (including subsequent policies purchased as renewals or replacements).
2. The CONTRACTOR will make every effort to maintain similar insurance during
the required extended period of coverage following project completion, including
the requirement of adding all additional insureds.
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RLS 97-902
11/20/97 - #2
3. If insurance is terminated for any reason, the CONTRACTOR agrees to purchase
an extended reporting provision of at least two (2) years to report claims arising
from work performed in connection with this agreement.
4. The reporting to the CITY of circumstances or incidents that might give rise to
future claims.
10. CERTIFICATES OF INSURANCE
A. Form. Evidence of insurance coverage and limits as required as required
by the City shall be furnished to the City as a certificate holder on the "Accord" or similar form
approved by the City Attorney.
1. The insurance policy shall be endorsed to state that coverage shall
not be suspended, voided or canceled by either party, reduced in coverage or in limits
except after thirty (30) days prior written notice; however, ten (10) days prior written
notice in the event of cancellation for nonpayment of premium is acceptable for all
persons or organizations.
2. The description of work to be performed, the, City department
involved in the performance, and the City staff contact person must be clearly identified
on the "Accord" or similar form evidencing insurance coverage.
3. Subcontractors. Contractor shall include all subcontractors as
insureds under its policies or shall furnish separate certificates and endorsements for each
subcontractor. All coverages for subcontractors shall be subject to all of the requirements
stated herein.
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RLS 97-902
11/20/97 - #2
4. The requirement for carrying the foregoing insurance coverages
shall not derogate from the provisions for indemnification of CITY by CONTRACTOR
under the Agreement. CITY or its representative shall at all times have the right to
demand the original or a copy of all said policies of insurance. CONTRACTOR shall
pay, in a prompt and timely manner, the premiums on all insurance hereinabove required.
B. Approval of Certificate. Insurance certificates must be approved by
the City Attorney prior to commencement of any performance under a contract or issuance of any
permit, as authorized by the City Charter.
C. Acceptability of Insurers. Insurance must be placed with insurer with a
Best's rating of no less than A: VII and insurer must be a California admitted carrier.
11. INDEPENDENT CONTRACTOR
CONTRACTOR is, and shall be, acting at all times in the performance of this
Agreement as an independent contractor. CONTRACTOR shall secure at its expense, and be
responsible for any and all payments of all taxes, social security, state disability insurance
compensation, unemployment compensation and other payroll deductions for CONTRACTOR
and its officers, agents and employees and all business licenses, if any, in connection with the
services to be performed hereunder.
12. TERMINATION OF AGREEMENT
All work required hereunder shall be performed in a good and workmanlike
manner. CITY may terminate CONTRACTOR'S services hereunder at any time with or without
cause, and whether or not PROJECT is fully complete. Any termination of this Agreement by
7
SF/s:PCD:Agree:Hughes
RLS 97-902
11/20/97 - #2
CITY shall be made in writing through the Director of Economic Development, notice of which
shall be delivered to CONTRACTOR as provided herein.
13. ASSIGNMENT AND SUBCONTRACTING
This Agreement is a personal service contract and the supervisory work hereunder
shall not be delegated by CONTRACTOR to any other person or entity without the consent of
CITY.
14. COPYRIGHTS/PATENTS
CITY shall own all rights to any patent or copyright on any work, item or material
produced as a result of this Agreement.
15. CITY EMPLOYEES AND OFFICIALS
CONTRACTOR shall employ no CITY official nor any regular CITY employee
in the work performed pursuant to this Agreement. No officer or employee of CITY shall have
any financial interest in this Agreement in violation of the applicable provisions of the California
Government Code.
16. NOTICES
Any notices or special instructions required to be given in writing under this
Agreement shall be given either by personal delivery to CONTRACTOR'S agent (as designated
in Section I herein above) or to CITY'S Personnel Director, as the situation shall warrant, or by
enclosing the same in a sealed envelope, postage prepaid, and depositing the same in the United
States Postal Services, addressed as follows:
SF/sTMAgree:Hughes
RLS 97-902
11/20/97 - #2
TO CITY:
Personnel Director
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
17. IMMIGRATION
TO CONTRACTOR:
Richard W. Perry
Hughes, Perry & Associates
P.O. Box 384
The Sea Ranch, CA 95497
CONTRACTOR shall be responsible for full compliance with the immigration
and naturalization laws of the United States and shall, in particular, comply with the provisions
of the United States Code regarding employment verification.
18. LEGAL SERVICES SUBCONTRACTING PROHIBITED
CONTRACTOR and CITY agree that CITY is not liable for payment of any
subcontractor work involving legal services, and that such legal services are expressly outside the
scope of services contemplated hereunder. CONTRACTOR understands that pursuant to
Huntington Beach City Charter § 309, the City Attorney is the exclusive legal counsel for CITY ;
and CITY shall not be liable for payment of any legal services expenses incurred by
CONTRACTOR.
19. ATTORNEY'S FEES
In the event suit is brought by either party to enforce the terms and provisions of this
agreement or to secure the performance hereof, each party shall bear its own attorney's fees.
9
SF/s:PCD:Agree: Hughes
RL.S 97-902
11/20/97 - #2
20. ENTIRETY
The foregoing, and Exhibits attached hereto, set forth the entire Agreement
between the parties.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
by and through their authorized offices the day, month and year first above written.
HUGHES, PERRY & ASSOCIATES,
a California corporation
By:
Richard W. Perry, Vice President
AND
By:
print name
Its (circle one) Secretary/Any Assistant Secretary/
Chief Financial Officer/Any Assistant Treasurer
REVIEWED AND APPROVED:
Acting City Administrator
SF/sTMAgree:Hughes
RLS 97-902
11n0/97 - #2
CITY OF HUNTINGTON BEACH, a
municipal corporation of the State of
California
ATTEST:
Mayor
City Clerk
APPROVED AS TO FORM:
4,0_gj City Attorney
t
INITIATED AND APPROVED:
10
Personnel Director
EXHIBIT A
October 13, 1997
Proposal to Recruit
a
CITY ADAIMSTRATOR
City of Huntington Beach
Richard W. Perry
HUGHES, PERRY & ASSOCIATES
P. O. Box 384
35600 Verdant View
The Sea Ranch, California 95497
-' Hughes Perry &Associates
Al A NAG E M ENT CONSULTANTS
October 13, 1997
Huntington Beach City Council
c/o Mayor Ralph Bauer
City of Huntington Beach
2000 Main Street
Huntington Beach, California 92648
Dear Mayor and Council Members,
We appreciate the opportunity to submit our proposal for assisting the City of
Huntington Beach in recruiting a new City Administrator. Our proposal is based on;
(1) Our involvement in over 520 recruitment and selection processes for
local government executives including 84 City Administrators/Chief
Administrative Officers.
Examples of City Administrator recruitments completed by our firm. for
small and medium cities are Sausalito, Corte Madera, Hillsborough, Los
Altos, Los Gatos, San Carlos, Belmont, Palo Alto, Napa, Eureka,
Hayward, Modesto, and Glendale..
During the past year we have completed City Manager recruitments for
the cities of Benicia, Healdsburg, Union City, Reno, Nevada, Morgan Hill
and San Rafael as well as an Executive Director for San Mateo C/CAG
and a General Manager for the Ventura Regional Sanitation District.
We are currently completing recruitments for City Managers in
Saratoga and Oxnard, a Chief of Police for the City of Tracy, and a
Director of Human Resources for Henderson, Nevada (pop. 145,000)
which is the fastest growing city in the U.S. During the past 30 days we
completed a recruitment for the Assistant C.E.O. position for the
Orange County Transportation Authority.
(2) Our knowledge of Huntington Beach based on recruitments we have
conducted for the City which include:
• Mike Uberuaga, City Administrator
Ray Silver, Assistant City Administrator
• Mike Dolder, Fire Chief
• Ron Lowenberg, Chief of Police
Sea Ranch
Po.•r Ojrcc Dox -784 35r,00 Vcrrlrtnl Vicru St"e! Sea Ranch, California 95497 707.785.3053 FAX 707.785.3086
San Francisco
(3) Our overall knowledge of the issues facing California local government
today such as growth management, revenue shortfalls, and potential
regional consolidation of services. We stay current with issues through
our ongoing contacts with City Managers and our work in facilitating
goal setting processes for City Councils and Executive staffs in such
communities as Santa Rosa, Albany, Morgan Hill, Hesperia, Santa
Ana, Madera and Foster City.
1: PROJECT INITIATION = DEFININ"HE:"IDEAL" CITY
'- AADMINISTR.ATOR FOR HUNTINGTON BEACH ::.
The initial task in the recruitment process will be to identify the skills and
characteristics of the "ideal" City Administrator for Huntington Beach. This would be
accomplished through the following steps:
1. Interview Councilmembers.
We will meet with each Council member individually to discuss their
perspective of issues and opportunities facing Huntington Beach now and for
the foreseeable future. We will also ascertain each persons views about the
requisite skills and characteristics necessary for the new City Administrator
to be successful in Huntington Beach. The information collected through this
interview process will be the basis for our candidate profile.
2. Interview Key Staff Members.
With the concurrence of the City Council we would meet with the
Department Heads and perhaps other key staff members individually or in
small group settings to elicit their views on the next City Administrator. We
will also gather operational information such as departmental projects and
goals. This information is often important to potential candidates because as
City Administrator, they will have overall operational responsibilities.
3. A Workshop May Be Important.
In the event we find significant conflicting views among
Councilmembers regarding the issues/ opportunities, relative priorities, or
desired skills and characteristics of the new City Administrator, we would want
to convene a workshop with the City Council to resolve these issues as they
relate to the recruitment. We would facilitate the workshop.
HUGHES, PERRY & ASSOCIATES Page 2
HUGHES, PERRY & ASSOCIATES WILL USE A THREE -PRONGED ; a
'APPROACH FOAATTRACTING HIGHLY, QUALIFIED CANDIDATES.`
FOR.THE:CITY ADMINISTRATOR POSITION
Three outreach activities will be used to identify and interest highly qualified
candidates in the City Administrator position in Huntington Beach. The objectives of
these outreach activities are: (1) clearly understand the kind of person your
organization seeks; (2) present a positive image of the position and client
organization; (3) catch the eye and interest of as many people as possible,
particularly those not actively involved in a job search; and minorities and women;
and (4) provide potential candidates with valid and concise information on the position
as well as the "flavor" of the job and type of person desired.
(1) Eye Catching Ads Are Placed In Appropriate Publications.
Creative display ads and classified ads are placed in journals, magazines
and publications which top level candidates are likely to read. These ads
normally generate about 35% of the candidates who apply for positions for
which we recruit. We do not use a standard ad format and try to diversify ad
layouts and messages to depict the differences of our various clients and the
positions being recruited. For the Huntington Beach City Administrator we
would use Jobs Available - Western Edition; Hispanic Hotline, Black Careers
Now, Western City Magazine, and possibly the ICMA Newsletter.
(2) "Corporate" Type Brochures Are Sent To 400 To 800 Persons
. For The Position.
An informative brochure will be designed and tailored for Huntington
Beach and mailed to managers and professionals. This brochure provides
potential candidates with relevant information on the position, issues to be
faced, qualifications desired, compensation package, the client organization
and recruitment time tables. We have found that 40% of the persons who
apply for positions are initially interested by this brochure. While we have
computerized mailing lists for various professions and positions, we tailor
these lists for each new assignment. We will work with you to insure that
brochures are distributed to persons and organizations that meet your needs,
particularly women and minorities.
(3) A Proactive Telephone Sourcing Program Involving From 50 to
100 Persons Is Undertaken.
Top practitioners in City Management (candidate sources) and highly
qualified candidates referred to us or known through other means are contacted
HUGHES, PERRY & ASSOCIATES Page 3
to explain the position and to interest them in applying. This provides us the
opportunity to attract persons not necessarily contemplating a job change.
Typically, about 25% of the persons who eventually apply for a position are
attracted through the telephone sourcing program. A portion of this outreach
effort would be specifically targeted to women and minorities.
CANDIDATES ARE SCREENER THROUGH AMULTI-FACETED
VALUATION PROCESS TO IDENTIFY PERSONS ,;WHO BEST'-T,IT'(.:
THE CLIENT ORGANIZATION
Hughes, Perry & Associates utilizes a variety of approaches to evaluate
candidate qualifications and help insure that the best fit occurs considering the needs
of our client.
(1) Resumes Are Screened Against The "Ideal Candidate
Characteristics initially Developed Jointly With You.
The initial resume screening allows us to compare candidate
experiences and other qualifications against those desired by our client. For
example, Huntington Beach may place a premium on people who have
worked in medium size cities, have significant financial management
experience, have worked in coastal/visitor oriented communities, and have
demonstrated skills in effectively working with diverse City Councils. We
would then screen resumes against these characteristics and others you
would feel are important.
(2) Supplemental Questionnaires Are Designed And Distributed'
To Obtain Additional Information From More Highly Qualified
Candidates.
A three to five -page supplemental questionnaire is prepared and
distributed to the top 15 to 30 applicants who appear to be most highly
qualified after the initial resumes are screened. This questionnaire allows us
to obtain supplemental information in areas of interest to the client. For
example, the Huntington Beach might be interested in candidates
experienced in: JPA/inter-governmental activities, cost controls, ability to
analyze services, and so on.
(3) The Top 20 to 25 Candidates Will Be Interviewed To Further'
Explore Their Qualifications.
Personal interviews are completed with the top 20 to 25 candidates for
the position. The purpose of these interviews, conducted by telephone or in
person, where possible, is to further explore key candidate characteristics.
HUGHES, PERRY & ASSOCIATES Page 4
These interviews allow us to evaluate each candidate's knowledge and
experience in topical areas of interest to our client and are based on detailed
interview guides which we develop: (1) to ensure all candidates interviewed
are assessed in common areas; and (2) to cover major client concerns and
interests identified during the initial position and organizational analysis.
(4) The Top 8 To 12 Candidates For The Position Will Be Reviewed
With You.
At this stage, we encourage our client to participate with us in the final
screening process to insure the "fit" of candidates. Our approach includes
jointly reviewing resumes, supplemental questionnaires, samples of
candidates' written communications such as a staff report, and interview
results to thoroughly explore the reasons behind our recommendations for
placing candidates on the semi-finalist interview list. These sessions also
provide an opportunity for our client to review the "second level" candidates
who have not been selected as semi-finalists by members of our recruitment
team.
(5) We Will Design and Facilitate An Assessment Center.
If desired, we will design and facilitate an Assessment Center, such as
we did in Reno, to help the City Council evaluate the finalist candidates.
Alternatively, we would assist the Council if they choose to use interviews as
the evaluation process. We have used a variety of alternative approaches for
this interview process. In Manhattan Beach, we used a panel of City
Administrators to supplement the Council interviews. We would be pleased
to discuss the range of alternatives available to the Council. There is no one
"right" methodology for these interviews; the best approach is the one which
makes the Council most comfortable in evaluating the finalists.
(6) The Top Candidate(s) Will Be Reference Checked.
Our services always include detailed reference checking of the top
candidate(s) upon completion of the interview process, but prior to an
appointment being made. Reference checks often impact the selection of the
"right" candidate from the top two or three interview finalists.
(7) We Will Negotiate The City Administrator's Compensation
Package.
If desired by the City Council, we will negotiate the City
Administrator's compensation package based on the parameters established
by the Council. Given that benefit packages typically range between 30% and
40% of salary, $40,000 - $50,000 in the case of the City Administrators, the
HUGHES, PERRY & ASSOCIATES Page 5
Council may desire input relative to items such as deferred compensation and
severance pay. Having Hughes, Perry & Associates negotiate the
compensation with the top candidate can shift potential problems, and a
possible adversarial role,.from the Council to the consultant. In over 90% of
the City Administrator recruitments we have completed, the Council has
asked us to handle this task. We stay current on City Administrator
compensation issues which allows us to advise you about the market trends.
(8) We Can Provide Other Services To Assist In The Final
Candidate Selection Process.
Other services which our recruitment team can provide in selection
process include the following:
Facilitate a community meeting or some other approach to elicit input
from the community regarding the characteristics desired in a. new
City Administrator.
Providing technical assistance in finding employment opportunities for
the working spouse of the top candidate if spousal job change
complicates the top candidate's acceptance decision.
Facilitating thedevelopment of performance objectives for the new
City Administrator or the evaluation of his/her performance after six
or twelve months on the job.
We would be happy to discuss these services and the additional cost
associated with them in further detail if you desire.
HUGHES, PERRY & ASSOCIATES Page 6
FE4-77-
��::—HE PROPOSED RECRUITMENTWORK PLAN::
Summary and sequential descriptions of the work steps required to conduct
the executive recruitment for the City of Huntington Beach City Administrator are
detailed on the following pages. The timing of each task, stated in terms of weeks
,following the contract start date also is presented. Both the task plan and timing can
be adjusted depending on your specific wishes.
WORK TASKS
RESPONSIBILITY
SCHEDULE
I Develop a "candidate profile" for
HPAfHuntington Beach
City Administrator.
• Determine the type of person
needed and specific issues the
person will address on the job.
This will be accomplished
through interviews with the
Mayor, City Council Members,
and if appropriate, with key
staff members.
• Resolve recruitment strategies
and timetables.
• Determine the organizational
style and critical operational
issues in Huntington Beach.
• If appropriate, facilitate a City
Council workshop to resolve any candidate
profile issues.
2. Develop and place "eye HPA
catching" advertisements,
• Prepare and place
advertisements for relevant
publications and professional
journals.
• Insure that all "Affirmative
Action - Equal Oppoitunity
Employer" targets are met in
advertisements.
HUGHES, PERRY& ASSOCIATES Page 7
3. Prepare and send a brochure to
candidate sources and pros-
pective candidates,
• Prepare a brochure that "sells"
the Huntington Beach City
Administrator position,
describes the "ideal"
candidate, identifies the
issues the new person will
address, presents compensa-
tion information, timing of the
search and provides
information about the
organization.
• Prepare mailing list of
organizations and candidates,
including women and minority
outreach groups/individuals, to
which brochures will be sent.
• Print and distribute
brochures.
4. Conduct telephone sourcing
program to further identify and
interest highly qualified
candidates.
Contact members of
professional organizations and
reliable sources of potential
candidates.
• Contact qualified candidates
identified.
5. _ Closing deadline for receiving
resumes.
6. Screen resumes,
• Screen candidate pool to top
20 to 25 candidates by
comparing resumes to
characteristics of the "ideal'
candidate.
HPA
HPA
HPA
HPA
HUGHES, PERRY & ASSOCIATES Page 8
• Prepare a progress report to
the City Council identifying the
top 20 to 25 candidates and
their background.
• Notify all candidates of their
A'
status in the recruitment.
7. Develop a Supplemental Quest-
EPA
Week 6. -.
ionnaire to be completed by the
more qualified candidates.
:;..,,:
Prepare and distribute supp-
lemental questionnaires to
`=
obtain additional background
information from the selected
;
candidates.
"ti,
8. Closing deadline for supple-
EPA
mental questionnaires.
:.
Analyze supplemental quest-
ionnaires completed by top
candidates.
9. Complete personal interviews
EPA
With selected candidates.
• Conduct interviews (in person
or by phone) with up to 25
candidates using the
_ K
candidate profile as the basis
for interview
questions.
t
10. Prepare a progress report.
EPA
a list of the top 8 to • Provide
12 candidates and a summary
of qualifications.
f
• Include resumes,supplemental
questionnaires.
HUGHES, PERRY & ASSOCIATES Page 9
11. Screen candidates to develop a
finalist list.
Utilize resumes, supplemental
questionnaires, writing
samples and video interviews
to acquaint the Huntington
Beach Council with the
candidates. Select final 5 to 7
candidates for client
interviews.
12. Facilitate the City Council /
Candidate interviews.
Arrange and coordinate the
logistics of the City Council
interviews of the finalist
candidates.
Provide a list of "suggested"
questions for the City Council,
and if desired, rating forms.
Serve as a facilitator for the
interview panel including post -
interview discussion and
candidate ranking.
13. Conduct reference checks of
the top candidates.
Conduct a thorough reference
check of the top candidate(s)
including credit checks and
work with the Police Chief to
complete a police invest-
igation.
Involve Councilmembers if
they desire to participate in
talking with key people from
the candidate(s) community
such as Councilmembers,
staff, merchants, and
neighborhood representatives.
HPA/Huntington Beach
HPA/Huntington Beach
HPA/Huntington Beach
HUGHES, PERRY & ASSOCIATES Page 10
1 14. Negotiate compensation.
15. Notify all candidates.
Provide feedback on performance
during recruitment and selection
process.
HPAlHuntington Beach
HPA
�. QUALIFICATIONS OF THE FIRM IIV RECRUITMENT AND
SELECTION r
Hughes, Perry and Associates was established in 1974 (formerly know as
Hughes, Heiss & Associates) to provide consulting assistance to governmental
organizations which is:
• High Quality Creative
• Personalized Reasonably Priced
Since its formation, the firm has served over 500 client agencies on more than 900
assignments, including 225 cities, more than 30 counties and over 10 states.
J) Over 450 Managerial Recruitments and Selections Have Beer
Performed.
Hughes, Perry and Associates has performed numerous recruitments
and candidate assessment services for governmental agencies. These
services include comprehensive searches, both regional and nationwide;
Assessment Centers, and technical assistance in recruitment and/or selection
processes. The wide range of positions handled include the following:
• City/County Managers Assistant Managers
(84) (28)
• Chiefs of Police Fire Chiefs
(49) (43)
• City Attorneys Public Works Directors
(25) (42)
HUGHES, PERRY & ASSOCIATES Page 11
• Planning/Community
Development Directors
(28)
• Personnel Directors
(24)
• Park/Recreation
Directors
(12)
• Library Directors
(5)
• Other Professional
Positions
(37)
• Utility Managers
(30)
• Finance Directors
(21)
• Redevelopment/
Economic Development
(16)
• Transportation/Traffic
Engineers
(12)
• DEddle Managers!
Supervisors
(65)
The first attachment to this proposal provides an overview of our
executive recruitment and selection assignments.
(2) A Positive Track Record Has Been Established In Affirmative
Action/Equal Employment Opportunity.
Hughes, Perry & Associates has a commitment to affirmative action
in recruiting local government executives and managers. For example:
• We placed the second woman to become a County Administrator in
California (Yolo County), and the first African- American woman City
Administrator in California (Palo Alto), and the first African -American
City Administrator in Nevada (Reno).
• Over 70 women have been appointed to professional positions for
which we have recruited. For example, the Executive Directors of the
San Diego PIC/RETC and Southern California Power Authority were
both women.
• Over 25 African Americans, Asians and Hispanics have been selected
including five CityManager. For example, a Hispanic man was
appointed as City Manager in Hayward.
• We placed an African American Fire Chief in Alhambra and Chief of
Police in Santa Monica and, recently, a Hispanic Fire Chief.
HUGHES, PERRY & ASSOCIATES Page 12
In Pasadena, we have placed an African American female as Health
Officer, and women as Capital Projects Administrator and Planning
Director.
Asian men were appointed as the Public Works Director in Pleasanton
and City Engineer in Union City.
We work hard to develop a recruiting environment and establish a candidate
pool which encourages women and minorities to effectively compete for the
professional positions for which we recruit.
(3) The Firm Has Been A Leader In Instituting Innovative And
Afore Comprehensive Recruitment And Selection Techniques.
Hughes, Perry & Associates has led the way among search firms in
instituting new ways to enhance recruitment and selection processes to
improve their effectiveness. For example:
Eye-catching brochures and display ads have been used to attract
candidates initially in perceiving themselves to be in the job market.
Supplemental questionnaires have been utilized to gather more
information about prospective candidates..
Tailored and fast -paced Assessment Centers built around the specific
needs of the client have been designed and facilitated.
While some of these innovations are now emulated by other search
organizations, Hughes, Perry & Associates pioneered their use.
6. . ',OUR RECRUITMENT STAFF:.
In our recruitments, it is our practice to have one member of our professional
staff take the lead through each phase of the recruitment process to ensure
continuity from both the client's and the candidate's perspective. Additionally,
another member of our recruiting staff is assigned back-up responsibility to ensure a
second professional staff person is knowledgeable about the status of the recruitment
and is able to respond to either client or candidate if the lead recruiter is unavailable.
For the recruitment of the Huntington Beach City Administrator, Richard Perry
would have the lead and be project manager with assistance from Clark Wurzberger.
HUGHES, PERRY & ASSOCIATES Page 13
Richard W. Perry has over 25 years experience, both as a manager
with and consultant to local government. A Vice -President of Hughes, Perry
and Associates and in charge of our recruitment division, Mr. Perry has taken
the lead role in more than 250 executive recruitments/selection processes
conducted by our firm. Prior to joining Hughes, Perry and Associates, Mr.
Perry had extensive experience as a line manager serving as Director of Parks
and Recreation for the City of Belmont, Assistant Planning Director for San
Mateo County and the Manager of Sea Ranch. Additionally;"he served as
Interim Town Manager for Los Gatos while recruiting their Town Manager.
Mr. Perry has been responsible for over 50 of the City Manager recruitments
completed by the firm. In recent years he conducted City Administrator
recruitments for cities such as Palo Alto, Carlsbad, Novato and Modesto.
During the past year he completed the City Administrator recruitment for
Reno, Nevada, San Rafael, and a General Manager for the Ventura Regional
Sanitation District. He is currently conducting recruitments for a Chief of
Police for the City of Tracy, a Human Resources Director for Henderson,
Nevada and a City Managers for Saratoga and Oxnard..
Clark Wurzberger is a Senior Associate with the firm and would assist
Mr. Perry in the recruitment effort. He worked in Washington D.C. for two
Presidential administrations in the State Department and Department of
Defense where he did senior level recruitment. Upon leaving Washington D.C.
he worked with one of the nations top ten private recruitment firms which is
located in San Francisco. Since joining Hughes, Perry & Associates, he has
worked on various department head recruitments for Newark, Monrovia, Reno
and Anaheim as well as recruitments for City Administrators for Benicia,
Morgan Hill, Union City and Healdsburg and Chiefs of Police for Hayward and
Simi Valley. Mr. Wurzberger's primary role is to assist in the telephone
outreach portion of the recruitment effort.
��.REFERENCES. CAN BE:.CONTACTED TO EVALUATE;THE QUALITY
OF. OUR: RECRUITMENT EFFORTS.. -
a.
<_
We believe the most effective testimony to the quality of our executive
recruitment services comes from our previous clients and people who have
participated in our recruitment and selection process. Following are listed elected
officials who have been recent clients on executive recruitment and selection projects.
You are encouraged to contact them to get their reactions to the quality and
effectiveness of our work.
HUGHES, PERRY & ASSOCIATES Page 14
• Lisa Mills, C.E.O., Orange County Transportation Authority --
Recruitment of an Assistant C.E.O.
(714) 560-5584
• Ed McCombs, Interim City Administrator/Council Liaison or former
Mayor Tim Lilligren, City of Manhattan Beach -- Recruitment of a City
Manager.
(805) 658-0587 (Ed McCombs)
(310) 545-5621 Ex 405 (former Mayor Lilligren)
• Bud Lewis, Mayor, City of Carlsbad -- Recruitment of a City Manager,
Assistant to the CityManager, Human Resources Director, Fire Chief, City
Engineer, Redevelopment Director and City Attorney.
(619) 434-2819
• Jeff Griffin, Mayor, City of Reno -- Recruitment of a City Administrator; a
Fire Chief and Chief of Police.
(702) 334-2020
• Al Boro, Mayor, City of San Rafael -- Recruitment of a City Administrator..
(415) 485-3073
• Ken Blackman, City Administrator, City of Santa Rosa -- Recruitment for
various positions including a City Attorney, Chief of Police, Public Works
Director, two Assistant City Administrators, two Assistant Community
Development Directors, and two Human Resource Directors.
(707) 524-5361
• Pat Kelly, Council Member, Town of Hillsborough and the Council's
representative to San Mateo C/CAG -- Recruitment of a City Administrator
and an Executive Director for C/CAG.
(415) 579-3800
• Mark Green, Mayor, City of Union City -- Recruitment of a City
Administrator.
(510) 489-8586 or 489-3883
HUGHES, PERRY & ASSOCIATES Page 15
• Ernie Gray, Mayor, City of Novato -- Recruitment of a City Administrator
and assistance in the selection of a Community Development Director and
Chief of Police.
(415) 898-2800
• Judy Lazar, Mayor, City of Thousand Oaks and Chairperson of Ventura
'Regional Sanitation District -- Recruitment of a General Manager.
(805) 654-7800
• Tom Chambers, former Mayor, or Kent Mitchell, Mayor, City of
Healdsburg -- Recruitment of a City Administrator.
(707) 431-3317
If you desire additional references, please contact us.
8: _ CONSULTiNG:CHARGES.-':" l
Our fees and estimated reimbursable expenses for the recruitment of a City
Administrator for the City of Huntington Beach as outlined in our work plan are:
Professional Reimbursable
Time Expense
Recruitment and selection process
as outlined in our work program: $12,000 $2,500 - $3,500
Reimbursable expenses include the direct cost of items such as clerical
support, postage, travel and telephone expense. It does not include candidate
expenses, if any, for the final interview_ process and the City will be responsible for
advertising and brochure charges.
We would be prepared to begin the recruitment within 10 days in the event we
were selected by Huntington Beach to conduct the City Administrator recruitment.
HUGHES, PERRY & ASSOCIATES Page 16
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Task
Develop
Develop
Prepare
Conduct
Resume
Screening of resumes and progress
report
Development and distribution of
supplemental questionnaire
Closing deadline for questionnaire
Complete personal interviews with
selected candidates
Prepare second progress report
Meet with Council to select finalist
candidates
Facilitate Council/Candidate
interviews
Complete reference checks of top
candidates
Negotiate compensation
Notify all candidates
RECRUITMENT COST BREAKDOWN BY TASK
Professional
Time Charges
candidate profile $1200
and place "eye catching" ad 350
and distribute brochure 800
telephone sourcing 32500
closing deadline -0-
300
300
-0-
2,500
150
o]
700
$600
Approximately 6 hours have been allocated.
Additional time will be
charged at $100 per hour
300
12 000
HUGHES, PERRY & ASSOCIATES Page 17
9. RECRUITMENT GUARANTEE
We guarantee our recruitment results for a one-year period. In the event the City
Administrator is terminated during the initial twelve months for reasons of non-
performance, malfeasance, commitment of an illegal act or substance abuse, we
would conduct a replacement recruitment with no professional fee charges to
Huntington Beach.
Richard W. Perry
Vice -President
Attachments
Sincerely yours,
HUGHES, PERRY & ASSOCIATES
,\ HUGHES, PERRY & ASSOCIATES Page 18
CITY OF HUNTINGTON BEACH
INTERDEPARTMENTAL COMMUNICA TION
To: Ray Silver, Acting City Administrator
From: Robert J. Franz, Deputy City Administrator
Subject: FIS 98-07 Contract for Executive Search Consultant for the
Recruitment ofr a City Administrator
Date: November 19, 1997
As required by Resolution 4832, a Fiscal Impact Statement has been
prepared for Contract for Executive Search Consultant for the
Recruitment ofr a City Administrator.
If the City Council approves this request (total appropriation $15,500)
the estimated unappropriated, undesignated General Fund Balance
at September 30, 1998 will be reduced to $4,397,885.
Robert J. Franz,
Deputy City Administrator
Adopted Current
Fund Balance - General Fund Budget Estimate
Beginning Fund Balance 10/1/97 (Est)
$ 5,100,000
$ 5,100,000
Less Approved One -Time Costs
(85,910)
Less: Pending Budget Amendments
(600,705)
Less FIS 98-07
(15,500)
Estimated 9130/98 Balance
$ 5,100,000
$ 4,397,885
$5,200,000
j $5,000,000
I
$4,800,000
�I
$4,600,000
$4,400,000
i
$4,200,000
;I
I
$4,000,000
i!
I
$3,800,000
Estimated General Fund Balance at September 30, 1998
ADOPTED BUDGET CURRENT ESTIMATE
Page 1
11
FISCAL IMPACT STATEMENT QUESTIONNAIRE
1. Title of RCA:
CONTRACT FOR EXECUTIVE SEARCH CONSULTANT FOR THE RECRUITMENT
OF CITY ADMINISTRATOR.
2. Why is this budget amendment needed:
TO CONTRACT FOR THE SERVICES OF HUGHES, PERRY & ASSOCIATES TO
COORDINATE THE RECRUITMENT EFFORTS TO REPLACE OUR VACANT CITY
ADMINISTRATOR POSITION.
A. Why was it not anticipated?
THE RESINTATION OF THE CITY ADMINISTRATOR, MICHAEL T.
UBERUAGA, EFFECTIVE OCTOBER 31,1997 WAS UNFORSEEABLE.
B. Why can't anticipated current year budget savings be used to fund this item?
xx.it
C. Why can't the Department re -prioritize current year expenses so that this item can be
funded instead of approved budget items?
3. What will be the cost?
HUGHES, PERRY & ASSOCIATES FEE NOT TO EXCEED 12,000 AND COSTS $3,500.
A. Direct Cost:
Current Fiscal Year: $ / ✓ 5-6 0
Future Years: $
B. Indirect Cost: $
4. Funding Source:
A. Fund:6 -T-.-
r -,
B. Specific Revenue Source:
C. Alternative Funding Sources:
5. History:
- i
Y
Gail Hutton
Ciry Arrorney
November 20, 1997
Richard W. Perry
Vice President
Hughes, Perry & Associates
P.O. Box 384
The Sea Ranch, CA 95497
OFFICE OF
CITY ATTORNEY
P.O. BOX 190
2000 Main Street
Huntington Beach, California 92648
Re: Your contract with the City of Huntington Beach
Dear Mr. Perry:
Via Federal Express
Telephone
(714) 536-5555
Fax (714) 374-1590
Enclosed please find the professional services contract between the City and Hughes, Perry &
Associates. Please note that we need an insurance certificate for professional liability coverage
as soon as possible. Please review the enclosed contract, and if it is acceptable, have yourself
and another corporate officer sign it and return it to my office at your earliest convenience. If
you should have any questions, please don't hesitate to call me.
Sincerely,
Scott F. Field
Deputy City Attorney
Enclosure: Proposed Agreen
c: William Osness, Personi
SF-97Ltrs:Perry
11/20/97 - #2
- i i
r., .,r
r / evl�, q
.CITY OF HUNTINGTON BEACH i/ar 0191`AA-d '16-16 �
MEETING DATE: October 20, 1997 DEPARTMENT ID NUMBER:
Council/Agency Meeting Held: T f 9 7
;ferred/Continued to: yn,
4U40, ao-&4z�&w - City Cle k's Signature
Approved ❑Conditionally Approved ❑ Denied Y 9.
�.2,
Council Meeting Date: October 20, 1997 1 Department ID Number:
1 I f L 7 14% 04-f°^.ev �a�a..�e-a" °� 6' d 0�-� 9e c:. 'o • ca - ¢r
�'- CITY OHUNTINGTON BEA H i�.1i19-7. -7-0
REQUEST FOR COUNCIL ACTION 'n."
SUBMITTED TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
SUBMITTED BY:
PREPARED BY:
SUBJECT:
MICHAEL T. UBERUAGA, City Administrator6Z/Id
WILLIAM OSNESS, Personnel Director"--Ik
SELECTION OF AN EXECUTIVE SEARCH CONSULTANT FOR THE
RECRUITMENT OF CITY ADMINISTRATOR
Statement of Issue, Funding Source, Recommended Action, Alternative Action(s), Analysis, Environmental Status, Attachments)
Statement of Issue: City Council would like to contract with an executive search
consultant to assist in the recruitment of a City Administrator:
Funding Source: Unappropriated General Fund
Recommended Action: 1. Approve the selection of to
provide executive search services for the position of City
Administrator.
2. Direct the City Attorney to prepare a contract for City
Council's approval for an executive recruitment service.
Alternative Action(s): Request proposals for additional executive search consultants.
0028247.01 -2- 10/14/97 8:57 AM
REQUEST FOR COUNCIL ACTION
JEETING DATE: October 20, 1997 DEPARTMENT ID NUMBER:
Analysis: The City Administrator, Michael T. Uberuaga, has resigned his
position effective October 31, 1997; to accept a similar position
with the City of San Diego.
The City Council invited the following executive search firms to
provide a proposal to assist in the recruitment of a City
Administrator:
Shannon Associates, Sacramento, CA
Norman Roberts & Associates, Los Angeles, CA
David M. Griffith & Associates, Sacramento, CA
Hughes, Perry & Associates, Sea Ranch, CA
The City Council interviewed representatives of each of the
executive search firms on the afternoon of October 20, 1997; for
the purpose of making a final decision at the evening City
Council meeting of October 20, 1997.
Environmental Status: None
Attachment(sl:
RCA Author: URANGAA 0028247.01
0028247.01 -3- 10/14/97 8:57 AM
ATTACHMENT #1
Executive Recruitment Services
City Manager
City of Huntington Beach
40 David M. Griffith & Associates, Ltd.
4320 Auburn Blvd., Suite 2060 • Sacramento, California 95841 • (916) 485-8102, fax (916) 485-0111
c,
DAVID M. GRIFFITH & ASSOCIATES, LTD.
Professional Services for the Public Sector
4320 Auburn Boulevard, Suite 2000
Sacramento, California 95841
916.485.8102 Fax:916.485.0111
October 13, 1997
Mayor Ralph Brown and
Members of the City Council
City of Huntington Beach
2000 Main Street
Huntington Beach, California 92648
Dear Mayor Brown and Council Members:
Thank you for inviting David M. Griffith & Associates, Ltd. (DMG) to submit a
proposal to conduct the recruitment for your new City Manager. The enclosed
proposal contains information about the search process, the project budget, and
the qualifications of the firm and our executive recruitment staff. Also enclosed is
a listing of past recruitment clients and a sample recruitment brochure.
DMG, established in 1976, with offices in 35 cities across the country, is uniquely
qualified to assist you on this assignment. Our recruiters are the recognized
leaders in the field of executive search. Specializing in local government
recruitment, we bring the experience gained from handling hundreds of searches
on behalf of cities, counties, and special districts. With respect to this important
assignment you should know:
➢ DMG has a successful record of recruiting City Mangers. Over the past four
years we have assisted in over 75 City Manager searches. Notable among
those searches were those conducted for such cities as Boulder, CO; Ana-
heim, CA; Fullerton, CA; Westminster, CA; San Antonio, TX; Sunnyvale, CA;
Kirkland, WA, and Eugene, OR. Our contacts in the field and knowledge of
outstanding potential candidates will ensure quality finalists from which to se-
lect your new City Manager.
➢ We are familiar with Huntington Beach having assisted the City on a number
of assignment including the search for a Deputy City Manager for Economic
Development, the current management audit of the police department and
the public works privatization study. Our familiarity with the City will be an
asset when presenting this opportunity to prospective candidates.
Many search firms will suggest that they are the leader in the field. At DMG, we
believe the proof is our record of success with past clients. Over fifty percent of
Mayor Brown and Council Members
City of Huntington Beach
Page 2
the search work completed by our staff is repeat business. Past clients tell our
story best. We have included names and phone numbers of individuals who can
verify the quality of our work.
Again, thank you for inviting us to submit a proposal to assist in the recruitment
of the City Manager. Should you have any questions or require additional
information, please feel free to call me or Nicole Koehler in our Sacramento office
at (916) 485-8102.
Sincerely,
zr4" GtJ '*"L�
Robert W. Murray
Vice President
Executive Recruitment Services
TABLE OF CONTENTS
Approach and Objectives .................. 1
Approach to the Recruitment
Objectives
The Recruitment Process .................. 2
Key Steps
Optional Services ..................... 5
Assessment Centers
Psychological Assessment
Salary Surveys and Job Classification
Spousal Placement
Professional Fees, Expenses, and Timing ............ 7
Summary and Guarantee
Executive Recruitment Staff ................. 9
Client References ..................... 12
David M. Griffith & Associates, Ltd ............... 13
Appendix - Past Clients .................. A-1
40 David M. Griffith & Associates, Ltd.
APPROACH AND OBJECTIVES
■ Approach to the Recruitment
DMG recognizes that each of our clients is unique. 'We understand that the
mission, culture, and values of each organization we serve are different. As a
No result, each recruitment we undertake is designed to identify the specific
expectations you have regarding the background and experience of the ideal
candidate.
The selection of a new City Manager will have a long-term impact on the City of
Huntington Beach. Our goal is to ensure that the recruitment respects the
distinctive character of your organization and the community it serves. To that
end, we have established specific objectives for the recruitment process and have
refined an approach to executive search that has proven effective for hundreds of
clients.
■ Objectives
In order to ensure that the recruitment serves the needs of the City of Huntington
Beach, we have designed a recruitment process specifically tailored to meet your
needs; which encompasses the following broad objectives:
➢ Identify the critical personal and professional attributes you seek in the new
City Manager
➢ Recruit individuals who meet or exceed the qualifications that have been es-
tablished for the position
➢ Conduct reference checks to verify the professional qualifications and back-
ground of each of the recommended finalists
➢ Assess the strengths and weaknesses of the top candidates, through personal
interviews and other screening techniques to ensure that the individuals who
best meet your needs are recommended as finalists.
City of Huntington Beacb —1
ev-1 David M. Griffith & Associates, Ltd.
THE RECRUITMENT PROCESS
■ Key Steps
The recruitment process outlined below has been designed to recruit the most
qualified candidates for consideration for appointment as the City's new City
Manager.
Step 1— Develop Candidate Prgftle
In order to develop the profile of the ideal candidate for City Manager, we will
meet with the City Council, and others as appropriate, to develop information
regarding specific issues and opportunities facing the City of Huntington Beach.
The desired education, experience, and background of the sought-after
candidate will be determined. We will also work with you to identify the
management skills and style that are appropriate for the new City Manager.
These discussions will result in a consensus -driven profile of the ideal
candidate. This profile will guide all subsequent recruitment efforts.
Step 2 — Develop Advertising Campaign
Based on the above discussions, an advertising campaign will be developed.
Emphasis will be placed on reaching the target market and controlling costs.
Professional publications, journals, and other sources will be used. In addition,
the job will be posted on our internet site, at www.dmgriffith.com/recruit.
Step 3 — Candidate Recruiting
One of the most critical steps in any recruitment is the effort expended to identify
and recruit outstanding candidates. The focus of DMG's efforts will be on:
➢ Developing a list of outstanding potential candidates through our network
developed over several years
➢ Use of our knowledge of quality candidates from past recruitments
➢ Effective marketing of the position and the community to ensure quality can-
didates are attracted to the position.
In addition, a recruitment brochure will be developed on behalf of the City. The
brochure will discuss the recruitment process, the requirements of the position,
City of Huntington Beach 2
David M. Griffith & Associates, Ltd.
the organization, and the community. The brochure will serve as the primary
marketing tool in the recruitment.
Step 4 — Screen Resumes
Resumes received on your behalf will be promptly acknowledged. Once the
closing date for the recruitment has passed, resumes will be screened against the
criteria identified by the City Council in our initial meetings. Candidates whose
qualifications most closely match or exceed those -identified in the recruitment
profile will be invited to personal interviews.
Step S — Personal Interviews
DMG will personally interview the top 10-15 candidates. The interviews will
focus on an assessment of the candidate's skills, background, and experience. An
assessment of the candidate's strengths and weaknesses will be made. In
addition, candidates will be questioned regarding their motivation in seeking the
position and their level of interest in relocating to the area.
Step 6 — Conduct Detailed Reference Checks
Following interviews, reference checks will be conducted. Each candidate will be
subject to detailed professional reference checks. Not only will references
provided by the candidate be contacted, but others in a position to know about
the candidate will be sought out. These checks will be conducted in the strictest
of confidence to ensure the honesty of comments received. The objective
evaluation of candidates' professional qualifications will be emphasized.
Step 7 — Recruitment Report
Based upon the results of the preceding steps, a detailed recruitment report will
be prepared. The report will contain information about each of the
recommended finalists including:
➢ Current responsibilities
➢ Community characteristics
➢ Notable achievements
➢ Management style
➢ Interest in the Position
➢ Reference comments.
The resumes of the top candidates and alternates will be presented. In addition,
the names and positions of all candidates will be included for your review. A
comprehensive briefing on the candidates will be provided to the City Council on
City of Huntington Beach 3
David M. Griffith & Associates, Ltd.
delivery of the report. DMG will recommend a specific group of candidates for
final consideration. The City Council will select finalists.
Step 8 — Finalist Interviews
Once the City Council has selected finalists, we will work with you to develop a
selection process that will ensure the fairness of the recruitment. DMG will notify
finalists of their selection and work with your staff to arrange and schedule the
final selection process. Interview materials will be prepared for your use
including suggested questions and rating forms. Detailed information on each
candidate will also be provided. In addition, DMG will be present to facilitate the
process.
Step 9 — Negotiation Assistance
One of the most critical steps in the recruitment and selection of the next City
Manager is negotiating compensation. DMG will be available to assist the City of
Huntington Beach and act as their representative. Successful negotiations will
ensure that the relationship starts on a positive note.
Step 10 — Complete Administrative Assistance
Throughout the recruitment, DMG will provide the City Council with regular
written status reports. In addition, we will keep candidates advised of the status
of the recruitment; resumes will be acknowledged and candidates notified of
their selection as finalists. Attention to keeping everyone informed of the
progress of the recruitment will do much to ensure its success.
City of Huntington Beach —4
David M. Griffith & Associates. Ltd.
OPTIONAL SERVICES
I I I ILI I I L.11.1 I
Depending on the needs of the City, DMG can provide a number of optional
recruitment services in addition to those outlined above: Those services include:
➢ Goal Setting
➢ Assessment Centers
➢ Psychological Assessment
➢ Salary Surveys and Job Classification Analysis
➢ Spousal Placement
■ Goal Setting
Conducted by our staff and lasting one-half to one day, these sessions are an
excellent method for communicating the employer's performance expectations
for a specific period of time. They are most effective when conducted following
the recruitment with the successful candidate in attendance.
■ Assessment Centers
Assessment centers are a process employing group exercises designed to identify
those individuals who possess leadership qualities, management skills, and
specific technical abilities. They are an excellent tool in determining the
communication and listening skills of individuals. Exercises are designed to
simulate actual situations found on the job.
w Psychological Assessment
The psychological evaluation of the top candidate (contingent upon the offer of
employment) can be arranged. The evaluation is conducted in confidence.
Detailed information about personality, management style, and behavior under
stress is conveyed in a detailed written report.
City of Huntington Beacb 5
David M. Griffith &Associates, Ltd.
■ Salary Surveys and Job Classification
Salary surveys and job classification analysis are often prerequisites to a successful
recruitment. DMG's Archer System is a fully automated job classification and
compensation system. The most advanced system of its type, the Archer System
can be used to support decisions in advance of undertaking a recruitment.
■ Spousal Placement
This service recognizes that candidates today are often the partners of working
spouses. The difficulty of relocating is often exacerbated by the need of the
spouse to find new employment. DMG's placement assistance includes
introductions, advice, counseling, resume preparation, and networking.
City of Huntington Beacb —i
David M. Griffith & Associates, Ltd.
PROFESSIONAL FEES,
EXPENSES. AND TIMING
■ Professional Fees & Expenses
The project costs for professional services will be $14,500. The fee provides for
completion of the work described in Steps 1 through 10 which includes a full day
on site to develop the profile and two subsequent client meetings: one to review
recommended finalists and another to assist with finalist interviews. Additional
meetings will be billed at our standard hourly rate.
In addition, the City will be responsible for reimbursement of actual out-of-
pocket expenses for items such as placement of advertisements, printing, postage,
clerical services, long distance telephone charges, and travel. For this recruitment
we will cap expenses at $6,500.
DMG is sensitive to the pressures faced by local governments to contain costs. As
such, we will work with you to ensure that the recruitment is conducted in a cost
effective manner.
■ Timing
DMG is prepared to proceed on this search immediately and can be available to
meet with you within one week of our selection to conduct the search. We
anticipate that we can confirm finalists within 60 to 90 days of our initial
meetings. The schedule on the following page graphically displays the tasks and
their anticipated duration and the milestone dates for the search.
40 David M. Griffith & Associates, Ltd.
City of Huntington Beach —7
m Anticipated Recruitment Schedule
ID
Task Name
Month ontMonth
Month
1
Kickoff Meeting
_
-
2
Draft Brochure
3
Place Advertisements
4
Review and Print Brochure
5
Candidate identification
6
Closing Date
7
Screen Resumes
8
Interview Candidates
9
Reference Checks
10
Present Candidates
11
Finalists Interviews
12
Negotiate Employ Agmt
13
Announce Chosen Cand.
■ Summary and Guarantee
DMG is proud of the track record of success achieved by our recruitment staff.
The comprehensive recruitment process outlined within this proposal will result
in the selection of the best possible candidate for the position of City Manager.
In the unlikely event that none of the finalist candidates are chosen, we will
continue the search on your behalf at no added cost beyond direct expenses. In
addition, if within the fast year of employment either the City Manager resigns or
is dismissed for cause, we will conduct another search for direct expense only.
There will be no charge for professional services.
10 David M. Griffith & Associates, Ltd. City of Huntington Beach —8
EXECUTU RECRUITMENT STAFF
■ Robert W. Murray — Vice President
Mr. Murray manages DMG's executive search practice. Since joining DMG in
1992 he and his staff have created the nation's largest, most successful public
sector search practice. Mr. Murray has more than 24 years of experience in local
government, management consulting, and executive search. As the firm's senior
recruiter, Mr. Murray personally conducts the most complex search assignments
and is the firm's leading specialist in the recruitment of public executives.
Mr. Murray is experienced in conducting recruitments for large and small public
agencies throughout the United States. He has personally conducted over 200
searches. He has full responsibility for the success of each search.
In addition to his experience as an executive recruiter, Mr. Murray has also
designed and administered assessment centers for both general management and
public safety positions. He has also been a featured speaker and panelist at
numerous professional conferences, conventions, and seminars.
Mr. Murray previously served as the City Manager of the City of Olympia,
Washington. He has also served as an Assistant City Manager and has held
various positions in law enforcement.
Mr. Murray is a graduate of the University of California at Berkeley with graduate
studies in Public Administration at California State University at Hayward.
■ Chuck Neumayer — Senior Manager
Mr. Neumayer has more than 28 years of professional experience, fifteen with
state and local government agencies as a transportation and municipal engineer,
division manager, and as a director of public works. In the private sector his
consulting experience covers providing professional civil engineering services,
primarily to state, county and city government public works agencies, as well as
executive recruiting for local government managers. He is thoroughly familiar
with the institutional requirements of public sector agencies from direct
experience as a practicing engineer and department head, working with boards
David M. Griffith & Associates, Ltd.
City of Huntington Beacb 9
and councils, as well as from working with state and local government in a
consultant/client relationship.
Mr. Neumayer has been actively involved with executive recruitment while at
DMG and has conducted searches for technical and managerial positions in
public works and other local government departments. His work has included
searches for city managers, water agency and public works department
managers and engineers, fire and police department managers, housing,
information services, and other positions in cities, counties and special districts.
He has a bachelor of science degree in Civil Engineering from Iowa State
University.
■ Mike Casey — Senior Manager
Mr. Casey has more than 25 years of experience in local government
management, consulting, and executive search. He has served six communities
in five states in key management positions, three of them as the city or county
manager. During that period, he served as an officer at the state level and a
member of the Executive Board of the International City/County Management
Association.
As a consultant for another firm with a national practice, Mr. Casey provided
management advice to corporations in the private sector and to a broad range
of cities and counties including Boston, New Orleans, Las Vegas; and San Diego
and Fresno County on matters of critical importance to their operations,
including executive search.
Mr. Casey is a graduate of Coe College and holds a master's degree in Public
Administration from Pennsylvania State University, where he was the recipient
of the Cappazola Fellowship. He is also a graduate of Harvard University's
Executive Program for Senior State and Local Government Officials.
■ Bobbi C. Peckham — Manager
Ms. Peckham is a Manager in the Sacramento office of DMG. She has over 15
years of public and private sector recruitment, human resources, and staff
development experience. Over the past eight years, Ms. Peckham has been
responsible for a variety of recruitments for cities, counties, special districts, and
not -for -profit agencies. She has conducted a number of searches for City
Managers, General Managers, Executive Directors, finance, personnel, and utility
City of Huntington Beacb —10
1 David M. Griffith & Associates, Ltd.
professionals. Ms. Peckham's areas of recruitment expertise include resort
community, museum and cultural arts, and association executives.
Prior to joining DMG, Ms. Peckham was a member of the Executive Recruitment
practice at Ralph Andersen & Associates for over five years. She also provided
administrative support to the City Manager of Naperville, Illinois, as well as
serving in the City -owned electrical utility. Ms. Peckham received her bachelor's
degree in Organizational Behavior from the University of San Francisco.
■ Nicole Koehler -Analyst
Ms. Koehler has nine years of experience in the public sector. During the course
of her career, she has worked in the Governor's office, senatorial offices, and the
California State Agency of Business, Transportation and Housing. Most recently,
Ms. Koehler worked for the Western Policy Center coordinating fund-raisers and
special events for political candidates, foreign dignitaries, and government
officials. At DMG, Ms. Koehler is responsible for conducting detailed reference
inquiries; identifying and recruiting candidates; and developing and maintaining
an extensive candidate database.
Ms. Koehler is a graduate of the University of California, Davis, with a bachelor of
arts degree in political science and organizational studies.
City of Huntington Beach —11
40 David M. Griffith & Associates, Ltd.
CLIENT REFERENCES
The following. past clients can provide information pertaining to recent search
assignments conducted by DMG executive recruiters.
Client. City of San Jose, CA
Position: City Manager
Contact. Mayor Susan Hammer, (408) 277-4237
Client: City of Eugene, OR
Position: City Manager
Contact. Ms. Lori Swanson, Council Member, (541) 687-5110
Client: City of Sunnyvale, CA
Position: City Manager
Contact: Deputy Mayor Jim Roberts, (408) 730-7495
Client. City of Kirkland, WA
Position: City Manager
Contact: Mayor Debbie Eddy, (425) 828-1111
Client: City of Fairfield, CA
Position: City Manager
Contact. • Mayor Chuck Hammond, (707) 428-7395
Client: City of Aurora, CO
Position: City Manager
Contact. Ms. Barbara Cleland, Council Member, (303) 695-7000
City of Huntington Beach —12
David M. Griffith & Associates, Ltd.
DAVID M. GMFFITH
& ASSOCIATES, LTD.
DMG, founded in 1976, is recognized as the leading firm providing a broad range
of management, financial, operational, and human resource consulting services to
local and state governments throughout the country. Our clients include over
2,000 governments, universities, and other public sector and not -for -profit
organizations.
DMG provides services to clients throughout the United States from the firm's
central office in Chicago and regional offices located in Sacramento, California;
Columbus, Ohio; Raleigh, North Carolina; and Harrisburg, Pennsylvania. In
addition, the firm has local offices in 18 other cities and in Puerto Rico.
Our staff of over 250 experienced consulting professionals, many of whom have
prior government experience, is uniquely qualified to understand and serve
government officials and managers.
Consultants of DMG have been called upon to examine virtually every facet of
local government operations. Major public sector services offered by DMG
include:
➢ Executive recruitment
➢ Revenue enhancement (cost allocation, fee determination, impact fee analy-
sis)
➢ Operations improvement
➢ Disaster grants management
➢ Human resources and personnel management.
DMG's commitment to its clients is to provide the best services available and
nothing less. The quality of our services is evidenced by the fact that 70% of our
business is from repeat clients.
40 David M. Griffith & Associates, Ltd. City of Huntington Beacb —13
APPENDIX --PAST CLIENTS
CITY MANAGER
Indio, CA
Irwindale, CA
Jackson, WY
Alameda, CA
Kirkland, WA
Anaheim, CA
Lague Hills, CA
Apache Junction, AZ
La Quinta, CA
Arcadia, CA
Laramie, WY
Astoria, OR
Livermore, CA
Atascadero, CA
Los Alamitos, CA
Atherton, CA
Mammoth Lakes, CA
Aurora, CO
Martinez, .CA
Avon, CO
Marysville, CA
Bay City, MI
McHenry, IL
Berkeley, MI
Milpitas, CA
Big Bear Lake, CA
Monrovia, CA
Boynton Beach, FL
Morgan Hill, CA
Branson, MO
Mountain View, CA
Buena Park, CA
Muskego, WI
Campbell, CA
Naples, FL
Carmel, CA
Needles, CA
Casa Grande, AZ
Normandy Park, WA
Chino Hills, CA
Orange, CA
Commerce City, CO
Orinda, CA
Concord, CA
Paso Robles, CA
Corona, CA
Pendleton, OR
Corvallis, OR
Pittsburg, CA
Dana Point, CA
Pleasanton, CA
El Cajon, CA
Portage, WI
Essexville, MI
Redding, CA
Eugene, OR
Riviera Beach, FL
Fairfield, CA
Roseburg, OR
Fond du Lac, WI
Safety Harbor, FL
Fresno, CA
San Antonio, TX
Galt, CA
Sandstone, MN
Grants Pass, OR
San Jose, CA
Greenwood Village, CO
Selma, CA
Grover Beach, CA
South Pasadena, CA
Hanford, CA
South San Francisco, CA
Hesperia, CA
St. Joseph, MI
40 David M. Griffith & Associates, Ltd. Appendix - Past Clients —1
Sunnyvale, CA
Tracy, CA
Truckee, CA
Tualatin, OR
Tulare, CA
Vancouver, WA
Walnut, CA
Westminster, CA
West University Place, TY
Wilsonville, OR
Yucaipa, CA
ASSISTANT CITY MANAGER
Albany, GA
Branson, MO
Huntington Beach, CA
Monterey, CA
Palo Alto, CA
Riverside, CA
Tallahassee, FL
Tracy, CA
Salinas, CA
Yorba Linda, CA
«I I 11Yd : fliTO11 Yi: vi1 i
Alachua County, FL
Bay County, FL
Branch County, MI
Lane County, OR
Los Alamos County, NM
Lowndes County, GA
Marfcopa, AZ
Pima, AZ
EXECU IM DIRECTOR
American Water Works Association, CA -
Nevada Section
Association for Regional Centered
Agencies, CA
California Water Pollution Control
Association, CA
Centre City Development Corp., CA
City County Insurance Services, OR
Crown Development Corporation, CA
Fire & Police Pension Fund, CO
Jackson Hole Chamber of Commerce, WY
Minority/Women Business Alliance, FL
North Lake Tahoe Resort Association, CA
Portland Development Commission, OR
San Diego Housing Commission, CA
San Gabriel Valley Council of
Governments, CA
School Insurance Authority, CA
Southwest Florida Water Management
District, FL
Victor Valley Economic Development
Authority, CA
POLICE CHIEF/
PUBLIC SAFETY DMECTOR
Alameda, CA
Apache Junction, AZ
Atherton, CA
Baldwin Park, CA
Belmont, CA
Boynton Beach, FL
Breckenridge, CO
Casper, WY
Chandler, AZ
Chesterfield County, VA
Chino, CA
Chula Vista, CA
Dinuba, CA
El Cerrito, CA
El Segundo, CA
Eugene, OR
Fresno, CA
Glendale, AZ
Glendora, CA
Hercules, CA
Hillsboro, OR
David M. Griffith & Associates, Ltd.
Appendix - Past Clients 2
Inglewood, CA
Los Alamos, NM
Jackson, WY
Los Angeles County, CA
Kenosha, WI
Mammoth Lakes Fire Protection
King City, CA
District, CA
Laramie, WY
Modesto, CA
Longview, WA
Orange County, CA
Los Alamitos, CA
Pleasanton, CA
Los Altos, CA
Redwood City, CA
Menlo Park, CA (Commander)
San Bernardino, CA
Mesa, AZ
San Clemente, CA
Modesto, CA
Seattle, WA
Monterey, CA
Tracy, CA
Mountain View, CA
Tualatin Valley Fire & Rescue, OR
Orange, CA
Westminster, CA
Pasadena, CA
Petaluma, CA
Redwood City, CA
FINANCIAL
Reedley, CA
Richfield, MN
Riverside, CA
Alameda County, CA
Sacramento, CA
Albany, GA
Salinas, CA
Alhambra, CA
San Carlos, CA (Commander)
American Canyon, CA
San Diego, CA
Ann Arbor, MI
San Marino, CA
Berkeley, CA
San Rafael, CA
Branson, MO
Schererville, IN
Brea, CA
Seal Beach, CA
Burbank, CA
Seattle, WA
Campbell, CA
Tacoma, WA
Chino, CA
Torrance, CA
Chula Vista, CA
Tracy, CA
Claremont, CA
Vail, CO
Dallas, TX
Walnut Creek, CA
Dinuba, CA
East Bay Regional Park District, CA
Emeryville, CA
FIRE CHIEF
Goodwill Industries of San Joaquin
Valley, CA
Kansas City, MO
Chandler, AZ
La Quinta, CA
Culver City, CA
Madera, CA
Eugene, OR
Marionette, WI
Garden Grove, CA
Milpitas, CA
Glendale, AZ
Oro Loma Sanitary District, CA
Hesperia, CA
Richmond, VA
Livermore, CA
San Bernardino, CA
David M. Griffith & Associates, Ltd. Appendix - Past Clients 3
San Diego County Water Authority, CA
LEGAL COUNSEL
San Juan Capistrano, CA
Santa Clarita, CA
AC Transit, CA
Washington County, OR
Bakersfield, CA
Western Municipal Water District, CA
Concord, CA
Westminster, CA
Culver City, CA
Yorba Linda, CA
Fresno, CA
Lake County, FL
PERSONNEL/AUMAN RESOURCES
MountainoView, CA
Orange County Water District, CA
Berkeley, CA
Otav Water District, CA
Chino, CA
Pleasanton, CA
Contra Costa Water District, CA
Redding, CA
Delta Diablo Sanitation District, CA
Sacramento, CA
East Bay Regional Park District, CA
Sacramento Regional Transit, CA
Gresham, OR
Salinas, CA
Hillsborough County, FL
San Diego County Water Authority, CA
Mountain View, CA
Santa Clara County Transportation, CA
Oro Loma Sanitary District, CA
Silverthorn, CO
Palm Desert, CA
South Lake Tahoe, CA
Riverside, CA
South San Francisco, CA
South Lake Tahoe, CA
Torrance, CA
Vail, CO
Tracy, CA
COMMDEVELOPMENT/
PARKS AND RECREATION
PLANMNG
Chandler, AZ
Albany,
Gurnee Park District, IL
Ashland, O OR
Marin Municipal Water District, CA
Aurora,
Northbrook Park District, IL
a
Baldwin Park, CA
North Clackamas County, OR
Boulder, CO
Orange County, FL
Brea,
Pleasanton, CA
Casperr,, WY
Sunnyvale, CA
Chandler, AZ
Tallahassee, FL
Culver Ciry, CA
Thornton, CO
El Cerrito, CA
Fort Collins, CO
Livermore, CA
Los Alamitos, CA
Los Angeles Community Redevelopment
Agency, CA
David M. Griffith & Associates, Ltd. Appendix - Past Clients —9
Mountain View, CA
Oceanside, CA
Murrieta, CA
Orinda, CA
Otay Water District, CA
Pasadena, CA
San Bernardino, CA
San Mateo, CA
San Rafael, CA
Santa Clarita, CA
Sunnyvale, CA
TallahasseelLeon County, FL
Teton County, WY
Thornton, CO
Tracy, CA
Yorba Linda, CA
Vail, CO
ECONOMIC DEVELOPMENT/
REDEVELOPMENT/HOUSING
Allegheny County Housing Authority, PA
Bay City Economic Development Corp.,
MI
Centre City Development Corporation,
San Diego, CA
Glendale, AZ
Hesperia, CA
Huntington Beach, CA
King City, CA
Long Beach, CA
San Diego Housing Commission, CA
San Pablo, CA
Southern Oregon Redevelopment &
Economic Development Institute, OR
GENERAL MANAGER/
UTILITY DIRECTOR
Alameda County Flood Control and
44:7 David M. Griffith & Associates, Ltd.
Water Conservation District, CA
Alhambra, CA
Charlotteville, VA
Chino Basin Municipal Water District,
CA
Citrus Heights Water District, CA
Contra Costa Water District, CA
County Sanitation Districts, Orange
County, CA
Indian River County, FL
Lakeland, FL
Los Angeles (Hyperion Treatment Plant),
CA
Marin Municipal Water District, CA
Merced Irrigation District, CA
Monte Vista Water District, CA
Monterey Peninsula Water Management
District, CA
Natrona County Regional Wastewater
Facility, WY
Olivenhain Water District, CA
Orange County, FL
Orange Water & Sewer Authority, NC
Ramona Municipal Water District, CA
Richmond, VA
Santa Rosa, CA
Sonoma County Water Authority, CA
Ventura Regional Sanitation District, CA
Yorba Linda Water District, CA
PUBLIC IVOM/ENGINEERING
Albany, GA
Belmont, CA
Campbell, CA
Chino Basin Water District, CA
Contra Costa Water District, CA
Evanston, IL
Genessee County, MI
Greenwood Village, CO
Hesperia, CA
Las Vegas, NV
Los Alamitos, CA
Los Alamos County, NM
Appendix • Past Clients 5
Milwaukie, OR
Mountain View, CA
Naperville, IL
Newport Beach, CA
North Miami Beach, FL
Oceanside, CA
Orange County, FL
Oro Loma Sanitary District, CA
Pasadena, CA
Phoenix, AZ
Pleasanton, CA
Redding, CA
Sacramento County, CA
Salinas, CA
San Carlos, CA
Santa Rosa, CA
Selma, CA
Torrance, CA
Tulare County, CA
Valdosta, GA
Yorba Linda, CA
TRANSPORTATION
Beverly Hills, CA
Costa Mesa, CA
Orange County, FL
Sarasota County, FL
Sonoma County, CA
MEDICALAEALTB CARE
Orange County, FL
Washoe County Health Department, NV
INFORMATION SERVICES
Clackamas County, OR
Orange County, FL
Richmond, VA
Tallahassee, FL
BUILDING OFFICIALS
San Mateo, CA
Santa Clarita, CA
AIRPORT/AVIATION
Dayton, OH
Metropolitan -Dade County, FL
Tallahassee, FL
PORT/MARINA
Berkeley, CA
Sacramento, CA
ARTS ADMINISTRATION.
Crocker Art Museum, Sacramento, CA
Irvine, CA
San Jose Historical Museum, CA
Torrance, CA
LIBRARY
North Miami Beach, FL
Oceanside, CA
RISK MANAGEMENT
Clackamas County, OR
Livermore, CA
Torrance, CA
0 David M. Griffith & Associates, Ltd.
Appendix - Past Clients —6
PUBLIC SAFETY COMMUNICATIONS
Clackamas County, OR
SHASCOM, CA
Washington County Consolidated
Communications Agency, OR
David M. Griffith & Associates, Ltd. Appendix - Past Clients —7
DMG Offices:
Phoenix, Arizona
Cupertino, California
Pasadena, California
Sacramento, California
Denver, Colorado
Tallahassee, Florida
W. Palm Beach, Florida
Atlanta, Georgia
Northbrook, Illinois
Springfield, Illinois
Indianapolis, Indiana
Greenfield, Iowa
Wichita, Kansas
De Ridder, Louisiana
Rockville, Maryland
Bay City, Michigan
Lansing, Michigan
St. Paul, Minnesota
York, Nebraska
Raleigh, North Carolina
Cleveland, Ohio
Columbus, Ohio
Harrisburg, Pennsylvania
Columbia, South Carolina
Nashville, Tennessee
Dallas, Texas
Houston, Texas
Provo, Utah
Midlothian, Virginia
Olympia, Washington
Madison, Wisconsin
Alexandria, Egypi
Don Mills, Ontario
October 13, 1997
Proposal to Recruit
a
CITY ADMINISTRATOR
City of Huntington Beach
Richard W. Perry
HUGHES, PERRY & ASSOCIATES
P. O. Box 384
35600 Verdant View
The Sea Ranch, California 95497
v _ A I-14ghes Perry &, Associates
MANAGEMENT CONSULTANTS
October 13, 1997
Huntington Beach City Council
c/o Mayor Ralph Bauer
City of Huntington Beach
2000 Main Street
Huntington Beach, California 92648
Dear Mayor and Council Members,
We appreciate the opportunity to submit our proposal for assisting the City of
Huntington Beach in recruiting a new City Administrator. Our proposal is based on:
(1) Our involvement in over 520 recruitment and selection processes for
local government executives including 84 City Administrators/Chief
Administrative Officers.
Examples of City Administrator recruitments completed by our firm for
small and medium cities are Sausalito, Corte Madera, Hillsborough, Los
Altos, Los Gatos, San Carlos, Belmont, Palo Alto, Napa, Eureka,
Hayward, Modesto, and Glendale.
During the past year we have completed City Manager recruitments for
the cities of Benicia, Healdsburg, Union City, Reno, Nevada, Morgan Hill
and San Rafael as well as an Executive Director for San Mateo C/CAG
and a General Manager for the Ventura Regional Sanitation District.
We are currently completing recruitments for City Managers in
Saratoga and Oxnard, a Chief of Police for the City of Tracy, and a
Director of Human Resources for Henderson, Nevada (pop. 145,000)
which is the fastest growing city in the U.S. During the past 30 days we
completed a recruitment for the Assistant C.E.O. position for the
Orange County Transportation Authority.
(2) Our knowledge of Huntington Beach based on recruitments we have
conducted for the City which include:
• Mike Uberuaga, City Administrator
• Ray Silver, Assistant City Administrator
• Mike Dolder, Fire Chief
• Ron Lowenberg, Chief of Police
Sea Ranch
Post Office I1ax.984 35600 Verdant View Street Sea Ranch, California 95497 707.785,3083 FAX 707.785.3086
San Francisco
1290 Chesinui Street Suite 4 San Francisco, California 94109 415.922.3760 FAX 415.922.3971
(3) Our overall knowledge of the issues facing California local government
today such as growth management, revenue shortfalls, and potential
regional consolidation of services. We stay current with issues through
our ongoing contacts with City Managers and our work in facilitating
goal setting processes for City Councils and Executive staffs in such
communities as Santa Rosa, Albany, Morgan Hill, Hesperia, Santa
Ana, Madera and Foster City.
1 %OJECT INITIATION DEFIhTING THE; "IDEAL" CITY
ADMINISTRATOR FOR HUN'GINGTON"BEAGH. ,
The initial task in the recruitment process will be to identify the skills and
characteristics of the "ideal" City Administrator for Huntington Beach. This would be
accomplished through the following steps:
1. Interview Councilmembers.
We will meet with each Council member individually to discuss their
perspective of issues and opportunities facing Huntington Beach now and for
the foreseeable future. We will also ascertain each persons views about the
requisite skills and characteristics necessary for the new City Administrator
to be successful in Huntington Beach. The information collected through this
interview process will be the basis for our candidate profile.
2. Interview Key Staff Members.
With the concurrence of the City Council we would meet with the
Department Heads and perhaps other key staff members individually or in
small group settings to elicit their views on the next City Administrator. We
will also gather operational information such as departmental projects and
goals. This information is often important to potential candidates because as
City Administrator, they will have overall operational responsibilities.
3. A Workshop May Be Important.
In the event we find significant conflicting views among
Councilmembers regarding the issues/ opportunities, relative priorities, or
desired skills and characteristics of the new City Administrator, we would want
to convene a workshop with the City Council to resolve these issues as they
relate to the recruitment. We would facilitate the workshop.
HUGHES, PERRY & ASSOCIATES Page 2
2.` HUGHES, PERRY & ASSOCIATES WILL USE A THREE'PRONGED
APPROACH FOR ATTRACTING HIGHLY QUALIFIED CANDIDATES
POSITIONFOR THM,
Three outreach activities will be used to identify and interest highly qualified
candidates in the City Administrator position in Huntington Beach. The objectives of
these outreach activities are: (1) clearly understand the kind of person your
organization seeks; (2) present a positive image of the position and client
organization; (3) catch the eye and interest of as many people as possible,
particularly those not actively involved in a job search; and minorities and women;
and (4) provide potential candidates with valid and concise information on the position
as well as the "flavor" of the job and type of person desired.
(1) Eye Catching Ads Are Placed In Appropriate Publications.
Creative display ads and classified ads are placed in journals, magazines
and publications which top level candidates are likely to read. These ads
normally generate about 35% of the candidates who apply for positions for
which we recruit. We do not use a standard ad format and try to diversify ad
layouts and messages to depict the differences of our various clients and the
positions being recruited. For the Huntington Beach City Administrator we
would use Jobs Available - Western Edition; Hispanic Hotline, Black Careers
Now, Western City Magazine, and possibly the ICMA Newsletter.
(2) "Corporate" Type Brochures Are Sent To 400 To 800 Persons
For The Position.
An informative brochure will be designed and tailored for Huntington
Beach and mailed to managers and professionals. This brochure provides
potential candidates with relevant information on the position, issues to be
faced, qualifications desired, compensation package, the client organization
and recruitment time tables. We have found that 40% of the persons who
apply for positions are initially interested by this brochure. While we have
computerized mailing lists for various professions and positions, we tailor
these lists for each new assignment. We will work with you to insure that
brochures are distributed to persons and organizations that meet your needs,
particularly women and minorities.
(3) A Proactive Telephone Sourcing Program Involving From 50 to
100 Persons Is Undertaken.
Top practitioners in City Management (candidate sources) and highly
qualified candidates referred to us or known through other means are contacted
HUGHES, PERRY & ASSOCIATES Page 3
to explain the position and to interest them in applying. This provides us the
opportunity to attract persons not necessarily contemplating a job change.
Typically, about 25% of the persons who eventually apply for a position are
attracted through the telephone sourcing program. A portion of this outreach
effort would be specifically targeted to women and minorities.
3 CANDIDATES;ARE SCREENED THROUGH A MULTI FACETED
EVALUATION PROCESS TOMENTIFY PERSONS WHO BEST'FIT".-
THE;`CLIENT ORGANIZATION .
Hughes, Perry & Associates utilizes a variety of approaches to evaluate
candidate qualifications and help insure that the best fit occurs considering the needs
of our client.
(1) Resumes Are Screened Against The "Ideal Candidate"
Characteristics Initially Developed Jointly With You.
The initial resume screening allows us to compare candidate
experiences and other qualifications against those desired by our client. For
example, Huntington Beach may place a premium on people who have
worked in medium size cities, have significant financial management
experience, have worked in coastal/visitor oriented communities, and have
demonstrated skills in effectively working with diverse City Councils. We
would then screen resumes against these characteristics and others you
would feel are important.
(2) Supplemental Questionnaires Are Designed And Distributed
To Obtain Additional Information From More highly Qualified
Candidates.
A three to five -page supplemental questionnaire is prepared and
distributed to the top 15 to 30 applicants who appear to be most highly
qualified after the initial resumes are screened. This questionnaire allows us
to obtain supplemental information in areas of interest to the client. For
example, the Huntington Beach might be interested in candidates
experienced in: JPA/inter-governmental activities, cost controls, ability to
analyze services, and so on.
(3) The Top 20 to 25 Candidates Will Be Interviewed To Further
Explore Their Qualifications.
Personal interviews are completed with the top 20 to 25 candidates for
the position. The purpose of these interviews, conducted by telephone or in
person, where possible, is to further explore key candidate characteristics.
HUGHES, PERRY & ASSOCIATES Page 4
These interviews allow us to evaluate each candidate's knowledge and
experience in topical areas of interest to our client and are based on detailed
interview guides which we develop: (1) to ensure all candidates interviewed
are assessed in common areas; and (2) to cover major client concerns and
interests identified during the initial position and organizational analysis.
(4) The Top 8 To 12 Candidates For The Position Will Be Reviewed,
With You.
At this stage, we encourage our client to participate with us in the final
screening process to insure the "fit" of candidates. Our approach includes
jointly reviewing resumes, supplemental questionnaires, samples of
candidates' written communications such as a staff report, and interview
results to thoroughly explore the reasons behind our recommendations for
placing candidates on the semi-finalist interview. list. These sessions also
provide an opportunity for our client to review the "second level" candidates
who have not been selected as semi-finalists by members of our recruitment
team.
(5) We Will Design and Facilitate An Assessment Center.
If desired, we will design and facilitate an Assessment Center, such as
we did in Reno, to help the City Council evaluate the finalist candidates.
Alternatively, we would assist the Council if they choose to use interviews as
the evaluation process. We have used a variety of alternative approaches for
this interview process. In Manhattan Beach, we used a panel of City
Administrators to supplement the Council interviews. We would be pleased
to discuss the range of alternatives available to the Council. There is no one
"right" methodology for these interviews; the best approach is the one which
makes the Council most comfortable in evaluating the finalists.
(6) The Top Candidate(s) Will Be Reference Checked.
Our services always include detailed reference checking of the top
candidate(s) upon completion of the interview process, but prior to an
appointment being made. Reference checks often impact the selection of the
"right" candidate from the top two or three interview finalists.
(7) We Will Negotiate The City Administrator's Compensation
Package.
If desired by the City Council, we will negotiate the City
Administrator's compensation package based on the parameters established
by the Council. Given that benefit packages typically range between 30% and
40% of salary, $40,000 - $50,000 in the case of the City Administrators, the
HUGHES, PERRY & ASSOCIATES Page 5
Council may desire input relative to items such as deferred compensation and
severance pay. Having Hughes, Perry & Associates negotiate the
compensation with the top candidate can shift potential problems, and a
possible adversarial role, from the Council to the consultant. In over 90% of
the City Administrator recruitments we have completed, the Council has
asked us to handle this task. We stay current on City Administrator
compensation issues which allows us to advise you about the market trends.
(8) We Can Provide Other Services To Assist In The Final
Candidate Selection Process.
Other services which our recruitment team can provide in selection
process include the following:
• Facilitate a community meeting or some other approach to elicit input
from the community regarding the characteristics desired in a new
City Administrator.
Providing technical assistance in finding employment opportunities for
the working spouse of the top candidate if spousal job change
complicates the top candidate's acceptance decision.
Facilitating the development of performance objectives for the new
City Administrator or the evaluation of his/her performance after six
or twelve months on the job.
We would be happy to discuss these services and the additional cost
associated with them in further detail if you desire.
HUGHES, PERRY & ASSOCIATES Page 6
4. ,;THE;PROPOSED RECRUITMENT_WORK PLAN,
Summary and sequential descriptions of the work steps required to conduct
the executive recruitment for the City of Huntington Beach City Administrator are
detailed on the following pages. The timing of each task, stated in terms of weeks
following the contract start date also is presented. Both the task plan and timing can
be adjusted depending on your specific wishes.
WORK TASKS I RESPONSIBILITY
1. Develop a "candidate profile" for + HPA/Huntington Beach
City Administrator, I
Determine the type of person
needed and specific issues the
person will address on the job.
This will be accomplished
through interviews with the
Mayor, City Council Members,
and if appropriate, with key
staff members.
Resolve recruitment strategies
and timetables.
Determine the organizational
style and critical operational
issues in Huntington Beach.
• If appropriate, facilitate a City
Council workshop to resolve any candidate
profile issues.
2. Develop and place "eye I HPA
catching" advertisements.
Prepare and place
advertisements for relevant
publications and professional
journals.
Insure that all "Affirmative
Action - Equal Opportunity
Employer" targets are met in
advertisements.
SCHEDULE
HUGHES, PERRY & ASSOCIATES Page 7
3. Prepare and send a brochure to
candidate sources and pros-
pective candidates.
Prepare a brochure that "sells"
the Huntington Beach City
Administrator position,
describes the "ideal"
candidate, identifies the
issues the new person will
address, presents compensa-
tion information, timing of the
search and provides
information about the
organization.
Prepare mailing list of
organizations and candidates,
including women and minority
outreach groups/individuals, to
which brochures will be sent.
Print and distribute
brochures.
4. Conduct telephone sourcing
program to further identify and
interest highly qualified
candidates.
Contact members of
professional organizations and
reliable sources of potential
candidates.
Contact qualified candidates
identified.
b. Closing deadline for receiving
resumes.
6. Screen resumes.
Screen candidate pool to top
20 to 25 candidates by
comparing resumes to
characteristics of the "ideal'
candidate.
HPA
HPA
HPA
HPA
HUGHES, PERRY & ASSOCIATES Page 8
• Prepare a progress report to
the City Council identifying the
top 20 to 25 candidates and
their background.
• Notify all candidates of their
status in the recruitment.
7. Develop a SuAalemental Quest-
ionnaire to be completed by the
more qualified candidates.
• Prepare and distribute supp-
lemental questionnaires to
obtain additional background
information from the selected
candidates.
8. Closing deadline for supple-
mental questionnaires.
• Analyze supplemental quest-
ionnaires completed by top
candidates.
9. Complete versonal interviews
with selected candidates.
• Conduct interviews (in person
or by phone) with up to 25
candidates using the
candidate profile as the basis
for interview questions:
10. Prepare a progress report.
• Provide a list of the top 8 to
12 candidates and a summary
of qualifications.
• Include resumes,supplemental
questionnaires.
HPA
HPA
HPA
HPA
HUGHES, PERRY & ASSOCIATES Page 9
11. Screen candidates to develop a
finalist list.
Utilize resumes, supplemental
questionnaires, writing
samples and video interviews
to acquaint the Huntington
Beach Council with the
candidates. Select final 5 to 7
candidates for client
interviews.
12.. IC'acilitate the City Council /
Candidate interviews.
Arrange and coordinate the
logistics of the City Council
interviews of the finalist
candidates.
Provide a list of "suggested"
questions for the City Council,
and if desired, rating forms.
Serve as a facilitator for the
interview panel including post -
interview discussion and
candidate ranking.
13. Conduct reference checks of
the too candidates.
Conduct a thorough reference
check of the top candidate(s)
including credit checks and
work with the Police Chief to
complete a police invest-
igation.
Involve Councilmembers if
they desire to participate in
talking with key people from
the candidate(s) community
such as Councilmembers,
staff, merchants, and
neighborhood representatives.
HPA/Huntington Beach
HPA/Huntington Beach
HPA/Huntington Beach
HUGHES, PERRY & ASSOCIATES Page 10
14. Negotiate compensation
15. Notify all candidates.
• Provide feedback on performance
during recruitment and selection
process.
HPA/Huntington Beach
HPA
Hughes, Perry and Associates was established in 1974 (formerly know as
Hughes, Heiss & Associates) to provide consulting assistance to governmental
organizations which is:
High Quality
Personalized
Creative
Reasonably Priced
Since its formation, the firm has served over 500 client agencies on more than 900
assignments, including 225 cities, more than 30 counties and over 10 states.
(1) Over 450 Managerial Recruitments and Selections Have Been
Performed.
Hughes, Perry and Associates has performed numerous recruitments
and candidate assessment services for governmental agencies. These
services include comprehensive searches, both regional and nationwide;
Assessment Centers, and technical assistance in recruitment and/or selection
processes. The wide range of positions handled include the following:
City/County Managers
(84)
Chiefs of Police
(49)
City Attorneys
(25)
Assistant Managers
(28)
• Fire Chiefs
(43)
Public Works Directors
(42)
HUGHES, PERRY & ASSOCIATES Page 11
• Planning/Community
Development Directors
(28)
• Personnel Directors
(24)
• Park/Recreation
Directors
(12)
• Library Directors
(5)
• Other Professional
Positions
(37)
• Utility Managers
(30)
• Finance Directors
. (21)
• Redevelopment/
Economic Development
(16)
• Transportation/Traffic
Engineers
(12)
• Middle Managers/
Supervisors
(65)
The first attachment to this proposal provides an overview of our
executive recruitment and selection assignments.
(2) A Positive Track Record Has Been Established In Affirmative
Action/Equal Employment Opportunity.
Hughes, Perry & Associates has a commitment to affirmative action
in recruiting local government executives and managers. For example:
• We placed the second woman to become a County Administrator in
California (Yolo County), and the first African- American woman City
Administrator in California (Palo Alto), and the first African -American
City Administrator in Nevada (Reno).
• Over 70 women have been appointed to professional positions for
which we have recruited. For example, the Executive Directors of the
San Diego PIC/RETC and Southern California Power Authority were
both women.
• Over 25 African Americans, Asians and Hispanics have been selected
including five CityManager. For example, a Hispanic man was
appointed as City Manager in Hayward.
• We placed an African American Fire Chief in Alhambra and Chief of
Police in Santa Monica and, recently, a Hispanic Fire Chief.
HUGHES, PERRY & ASSOCIATES Page 12
• In Pasadena, we have placed an African American female as Health
Officer, and women as Capital Projects Administrator and Planning
Director.
Asian men were appointed as the Public Works Director in Pleasanton
and City Engineer in Union City.
We work hard to develop a recruiting environment and establish a candidate
pool which encourages women and minorities to effectively compete for the
professional positions for which we recruit.
(3) The Firm Has Been A Leader In Instituting Innovative And
More Comprehensive Recruitment And Selection Techniques.
Hughes, Perry & Associates has led the way among search firms in
instituting new ways to enhance recruitment and selection processes to
improve their effectiveness. For example:
Eye-catching brochures and display ads have been used to attract
candidates initially in perceiving themselves to be in the job market.
• Supplemental questionnaires have been utilized to gather more
information about prospective candidates.
Tailored and fast -paced Assessment Centers built around the specific
needs of the client have been designed and facilitated.
While some of these innovations are now emulated by other search
organizations, Hughes, Perry & Associates pioneered their use.
In our recruitments, it is our practice to have one member of our professional
staff take the lead through each phase of the recruitment process to ensure
continuity from both the client's and the candidate's perspective. Additionally,
another member of our recruiting staff is assigned back-up responsibility to ensure a
second professional staff person is knowledgeable about the status of the recruitment
and is able to respond to either client or candidate if the lead recruiter is unavailable.
For the recruitment of the Huntington Beach City Administrator, Richard Perry
would have the lead and be project manager with assistance from Clark Wurzberger.
HUGHES, PERRY & ASSOCIATES Page 13
Richard W. Perry has over 25 years experience, both as a manager
with and consultant to local government. A Vice -President of Hughes, Perry
and Associates and in charge of our recruitment division, Mr. Perry has taken
the lead role in more than 250 executive recruitments/selection processes
conducted by our firm. Prior to joining Hughes, Perry and Associates, Mr.
Perry had extensive experience as a line manager serving as Director of Parks
and Recreation for the City of Belmont, Assistant Planning Director for San
Mateo County and the Manager of Sea Ranch. Additionally, he served as
Interim Town Manager for Los Gatos while recruiting their Town Manager.
Mr. Perry has been responsible for over 50 of the City Manager recruitments
completed by the firm. In recent years he conducted City Administrator
recruitments for cities such as Palo Alto, Carlsbad, Novato and Modesto.
During the past year he completed the City Administrator recruitment for
Reno, Nevada, San Rafael, and a General Manager for the Ventura Regional
Sanitation District. He is currently conducting recruitments for a Chief of
Police for the City of Tracy, a Human Resources Director for Henderson,
Nevada and a City Managers for Saratoga and Oxnard..
Clark Wurzberger is a Senior Associate with the firm and would assist
Mr. Perry in the recruitment effort. He worked in Washington D.C. for two
Presidential administrations in the State Department and Department of
Defense where he did senior level recruitment. Upon leaving Washington D.C.
he worked with one of the nations top ten private recruitment firms which is
located in San Francisco. Since joining Hughes, Perry & Associates, he has
worked on various department head recruitments for Newark, Monrovia, Reno
and Anaheim as well as recruitments for City Administrators for Benicia,
Morgan Hill, Union City and Healdsburg and Chiefs of Police for Hayward and
Simi Valley. Mr. Wurzberger's primary role is to assist in the telephone
outreach portion of the recruitment effort.
We believe the most effective testimony to the quality of our executive
recruitment services comes from our previous clients and people who have
participated in our recruitment and selection process. Following are listed elected
officials who have been recent clients on executive recruitment and selection projects.
You are encouraged to contact them to get their reactions to the quality and
effectiveness of our work.
HUGHES, PERRY & ASSOCIATES Page 14
• Lisa Mills, C.E.O., Orange County Transportation Authority --
Recruitment of an Assistant C.E.O.
(714) 560-5584
• Ed McCombs, Interim City Administrator/Council Liaison or former
Mayor Tim Lilligren, City of Manhattan Beach -- Recruitment of a City
Manager.
(805) 658-0587 (Ed McCombs)
(310) 545-5621 Ex 405 (former Mayor Lilligren)
• Bud Lewis, Mayor, City of Carlsbad -- Recruitment of a City Manager,
Assistant to the CityManager, Human Resources Director, Fire Chief, City
Engineer, Redevelopment Director and City Attorney.
(619) 434-2819
• Jeff Griffin, Mayor, City of Reno -- Recruitment of a City Administrator, a
Fire Chief and Chief of Police.
(702) 334-2020
• Al Boro, Mayor, City of San Rafael -- Recruitment of a City Administrator.
(415) 485-3073
• Ken Blackman, City Administrator, City of Santa Rosa -- Recruitment for
various positions including a City Attorney, Chief of Police, Public Works
Director, two Assistant City Administrators, two Assistant Community
Development Directors, and two Human Resource Directors.
(707) 524-5361
• Pat Kelly, Council Member, Town of Hillsborough and the Council's
representative to San Mateo C/CAG -- Recruitment of a City Administrator
and an Executive Director for C/CAG.
(415) 579-3800
• Mark Green, Mayor, City of Union City -- Recruitment of a City
Administrator.
(510) 489-8586 or 489-3883
HUGHES, PERRY & ASSOCIATES Page 15
Ernie Gray, Mayor, City of Novato -- Recruitment of a City Administrator
and assistance in the selection of a Community Development Director and
Chief of Police.
(415) 898-2800
Judy Lazar, Mayor, City of Thousand Oaks and Chairperson of Ventura
Regional Sanitation District -- Recruitment of a General Manager.
(805) 654-7800
Tom Chambers, former Mayor, or Kent Mitchell, Mayor, City of
Healdsburg -- Recruitment of a City Administrator.
(707) 431-3317
If you desire additional references, please contact us.
8 'CONSUITINGGCHARGES, ..�
Our fees and estimated reimbursable expenses for the recruitment of a City
Administrator for the City of Huntington Beach as outlined in our work plan are:
Professional Reimbursable
Time Expense
Recruitment and selection process
as outlined in our work program: $12,000 $2,500 - $3,500
Reimbursable expenses include the direct cost of items such as clerical
support, postage, travel and telephone expense. It does not include candidate
expenses, if any, for the final interview process and the City will be responsible for
advertising and brochure charges.
We would be prepared to begin the recruitment within 10 days in the event we
were selected by Huntington Beach to conduct the City Administrator recruitment.
. HUGHES, PERRY & ASSOCIATES Page 16
1.
2.
3.
4.
5.
6.
7.
I.,
10.
11.
12.
13.
14.
RECRUITMENT COST BREAKDOWN BY TASK
Task
Develop candidate profile
Develop and place "eye catching" ad
Prepare and distribute brochure
Conduct telephone sourcing
Resume closing deadline
Screening of resumes and progress
report
Development and distribution of
supplemental questionnaire
Closing deadline for questionnaire
Complete personal interviews with
selected candidates
Prepare second progress report
Meet with Council to select finalist
candidates
Facilitate Council/Candidate
interviews
Complete reference checks of top
candidates
Negotiate compensation
15. Notify all candidates
Professional
Time Charges
$1200
350
800
3,500
-0-
300
300
-0-
2,500
150
400
ME
700
$600
Approximately 6 hours have been allocated.
Additional time will be
charged at $100 per hour
300
12 000
HUGHES, PERRY & ASSOCIATES Page 17
We guarantee our recruitment results for a one-year period. In the event the City
Administrator is terminated during the initial twelve months for reasons of non-
performance, malfeasance, commitment of an illegal act or substance abuse, we
would conduct a replacement recruitment with no professional fee charges to
Huntington Beach.
Sincerely yours,
Richard W. Perry HUGHES, PERRY & ASSOCIATES
Vice -President
Attachments
HUGHES, PERRY & ASSOCIATES Page IS
RECRUITMENTS /'SELECTIONSBYPOSITIONNCLIENT
I City/County Managers (74)
•
Belmont (2)
•
Benicia
•
Brisbane*
•
Calistoga
•
Campbell
•
Carlsbad
•
Carpinteria
•
Chino
•
Concord
•
Coronado
•
Corte Madera (2)
•
Cotati
•
Davis (2)
•
East Palo Alto (2)
•
Eureka (2)
•
Garden Grove**
•
Glendale
•
Greenfield
•
Half Moon Bay
•
Hayward
•
Healdsburg
•
Hillsborough
•
Huntington Beach
•
Imperial Beach
•
Lafayette**
•
La Mesa
•
Larkspur
•
Los Altos (2)
•
Los Gatos (3)
•
Manhattan Beach (2)
•
Minnetonka, MN
•
Menlo Park
•
Modesto
•
Monterey Park
•
Morgan Hill
•
Napa
•
Napa County (CAO)
•
Novato
•
Oxnard
•
Pacifica**
•
Palo Alto
•
Peoria, AZ
•
Petaluma
•
Reno
•
Richland, WA
•
San Anselmo
•
San Bruno*
•
San Carlos
•
San Luis Obispo**
•
San Rafael (2)
•
San Ramon
•
Saratoga (2)
•
Sausalito
•
Seal Beach
•
Show Low, AZ
•
Sparks (Nevada)
•
South San Francisco
•
St. Helena
•
Temecula
•
Ukiah
•
Union City
•
Visalia
•
Yolo County (CAO)
Executive Director (6)
• Alameda County Waste Mngmt Auth.
• Berkeley Rent Stabilization Board
• Inland Valley Development Agency
• San Diego PIC/RETC
San Mateo C/CAG Exec.Dir.
• Southern California Public Power Authority
General Manager (5)
• BAWUA (General Manager (2)
• Mid Peninsula Open Space District
• San Mateo County/Fairs and Expositions
• Ventura Reg.Sanit.Dist
HUGHES, PERRY & ASSOCIATES Page 1
-RECRUITMENTS SELECTIONS BY: POSITION AND :CLIENT
Assistant City/County Manager (29)
• Beverly Hills**
• Corona**
• Daly City (2) **
• Davis
• Hayward**
• Huntington Beach**
• Irvine (2)
• Kirkland*
• Los Altos**
• Los Gatos**
• Milpitas**
• Monterey**
• Oxnard**
• Pleasanton (Assist. to the CM)
• Redwood City*
• Richmond*
• San Juan Capistrano
• San Mateo County (Executive Assistant)
• Santa Cruz
• Santa Rosa (2)
* Seaside**
• Sunnyvale
• Visalia
• Vista
• Washoe County*
• Watsonville (Administrative Assistant)**
City Attorney (25)
• Bakersfield
• Benicia
• Campbell
• Carlsbad and Assistant (2)
• Danville
• Eureka
• Garden Grove
• Glendale
• Hayward
• Los Gatos
• Metropolitan Water District (GC)
• Milpitas
• Moreno Valley
• Morgan Hill
• Napa
• Newport Beach (Assistant)**
• Oxnard (Assistant)
• Pacifica
• San Jose (Assistant)
• San Jose (Deputy)
• San Mateo
• Santa Monica
• Santa Rosa
• Sunnyvale
HUGHES, PERRY & ASSOCIATES Page 2
RECRUITMENTS /: SELECTIONS BY POSITION NAND CLIENT .
I Police Chief (49
• Anaheim
• Belmont (2)
• Beverly Hills (2)**
• Campbell
• Capitola
• Compton*
• Concord
• Corona*
• Danville**
• East Palo Alto
• El Cajon '
• Escondido
• Foster City
• Greenfield
• Grants Pass, Oregon
(Public Safety Director)*
• Glendale
• Hayward (2)
• Hemet**
• Hillsborough
• Huntington Beach
• Inglewood
• Irvine (Public Safety Director)
• Kirkland, WA**
• Long Beach*
• Manteca*
• Monterey*
• Mountain View
• Napa**
• Novato*
• Pacifica**
• Pittsburg
• Redwood City*
• Reno* (2)
• Ridgecrest
• San Bernardino
• San Carlos
• San Mateo**
• Santa Monica
• Santa Rosa (2)
• Scottsdale, AZ
• Seaside
• Simi Valley
• Wichita*
Fire Chief (44)
• Alhambra .
• Buena Park
• Campbell.
• Carlsbad**
• Central Fire District (Deputy)
• Corona*
• Corte Madera*
• Daly City*
• Foster City**
• Fremont*
• Half Moon Bay FPD
• Hesperia (Deputy)
• Huntington Beach
• Kirkland (Deputy) *(4)
• Kirkland
• Los Altos
• Manteca (2)*
• Menlo Park (2)
• Monterey (2)*
• Monterey Park
• Mountain View
• Nevada County
• Newark
• Piedmont**
• Redwood City**
• Reno (4)*
• San Jacinto
• San Mateo
• Santa Rosa (Deputy)**
• South San Francisco `
• South County Fire
• South County Fire
(Fire Marshal)
• Truckee Meadows FPD
• Union City*
• Watsonville*
HUGHES, PERRY & ASSOCIATES Page 3
ECRUITMENTS /. A SELECTIONS,BY POSITION ND. CLJENT
Finance Director (21)
• Berkeley
• Carlsbad (Assistant)
• Daly City (2)
• Eugene, OR (Utilities Finance and
Accounting Director)
• Glendale (Assistant)
• Hayward (2)
• Irvine (Administrative Services Director)
• LACTC (Internal Audit)
• LACTC (Controller)
• Mountain View
• Mountain View ( Revenue Officer)
• Pasadena (Utilities Finance and
Business Manager)
• Redwood City and Assistant (3)
• San Mateo County (Tax Collector/
Treasurer)
• San Rafael Finance Director
• Santa Clara County Transit (Fiscal
Forecasting Analyst)
• South San Francisco
Administrative Services (3)
• A.C. Transit
• Kirkland Adm.Svcs. Dir.*
• Seattle METRO
Personnel Director (23)
• A.C. Transit (Labor Manager)
• Alameda County (Deputy Director)
• Alameda County (EEO Programs Mgr.)
• Alameda County Sr.Personnel Officer
• Carlsbad
• Corona
• Glendale, AZ
• Incline Village**
• Long Beach (2)**
• N.C.P.A.
• Newark
• Redwood City
• SamTrans (San Mateo Co. Transit)
• San Diego County
• San Luis Obispo
• Santa Monica
• Santa Rosa (2)
• Seattle METRO
Planning/Community
Development -Director (28)
• Belmont
• Buena Park*
• Carlsbad (Asst. Planning Director)
• Daly City
• Foster City
• Gardena**
• Irvine (2)
• Irvine Comm.Develop. Dir.
• Kirkland
• Los Angeles C.D.C.
• Newark
• Novato (2)
• Pasadena
• Pomona
• Richmond
• San Mateo (3)
• San Mateo County (HCDA)
• San Rafael (Assistant)*
• San Ramon
• Santa Monica
• Santa Rosa
• Santa Rosa (Deputy)
• Tracy
• Washington Co., OR (Land Development
Manager & Housing Director)
Utilities Director/Manager (26)
• Alameda (Engineering Services Mgr.)
• Alameda (Operation Services Mgr.)
• Alameda Bureau of Electricity (Assistant
General Manager & General Manager)
• Anaheim (Water Production Manager and
Water Distribution Manager)(2)
• Anaheim Director of Engineering(water)
• Anaheim Water Field Operations Mgr.
• Daly City (Water & Wastewater Dir.)
• Glendale Customer Services Admin.
• Glendale Public Services Director (2)
• Glendale Water Services Administrator
• Glendale (Water Services and Electrical
Services Directors)*
• Healdsburg
• Oakland (Electrical Service Manager)
• Palo Alto (Assistant)
• Palo Alto (Water Quality Manager)
• Pasadena (Business Operations Mgr.)
• Pasadena (Utility Resources Planning
Manager)
• Santa Cruz (Water Services Manager)
• Santa Monica
HUGHES, PERRY & ASSOCIATES Page 4
Personnel Director, Cont'd.
• Stockton (Deputy)**
• Stockton (Labor Relations)*
• Visalia
Public Works Director/
City Engineer (46)
• Belmont (2)**
• Beverly Hills
• Campbell
• Campbell (City Engineer/Senior Civil
Engineer)
• Carlsbad City Engineer
• Chino
• Daly City
• Emeryville
• Foster City (City Engineer)
• Foster City (Public Works Director)
• Fontana (Director, Assistant,
Maintenance Director, and an
Environmental Services Manager)
• Hercules**
• Huntington Beach
• Indian Wells
• Irvine Public Works Dir.
• Kirkland, Washington*
• Los Gatos
• Menlo Park (Superintendent)
• Newark
• Oxnard
• Pasadena (Solid Waste Admin.)
• Pleasanton
• Portland (Maintenance)
• Reno (2)*
• San Bruno
• San Carlos
• Santa Clarita
• Santa Monica
• Santa Rosa
• Santa Rosa - Deputy (2)
• Saratoga
• Sonoma County
• Stockton
• Tracy
• Tustin (Two Assistants)
• Union City and City Engineer (2)
• Yolo County
Utilities Director/Manager, Cont'd.
• South Bayside System Authority
(Source Control Supervisor)
• Union Sanitary District
• Ventura RSD WW Dir
Transportation Director (10)
• AC Transit (Planning Director)
• Anaheim
• Glendale (Traffic/Trans. Admin.) (2)
• Orange County Transportation Authority
(Transit Director)
• Oxnard
• Santa Rosa (Traffic Engineer)
• West Hollywood
• West Hollywood (Traffic)
• West Hollywood (Parking)
Medical Directors (4)
• Pasadena (Health Officer)
• San Mateo County (3)
Mental Health Director. (2)
• San Mateo County
• Tri-City Mental Health Agency
Environmental Health Director
• San Mateo County (2)
Hospital Director
• San Mateo County
Long -Term Care Director
• San Mateo County
Public Health Director
• San Mateo County
*Assessment Center Only/**Assessment Center and/or Recruitment Assistance
HUGHES, PERRY & ASSOCIATES Page 5
'RECRUITMENTS'::/,.SELECTIONS BY°POSITION ANDECLIENT4
Information Services Director
• San Mateo County
Library Director (6)
• Glendale
• Hayward*
• Monterey Park*
• Redwood City
• Redwood City (Assistant)*
• San Mateo
Chief Building Official (5)
• Kirkland, WA*
• Novato*
• Pasadena
• San Mateo
• Santa Rosa
Recreation/Park Director (12)
• Belmont
• Lancaster
• Long Beach
• Los Gatos
• Monterey*
• Monterey Park**
• North Bakersfield PRD
• Oxnard
• Pasadena (Rose Bowl General Mgr.) (2)
• San Carlos**
• Santa Rosa
Redevelopment/Economic
Development Director (16)
• Carlsbad (2)
• Colton (3)
• East Palo Alto
• Eureka
• Glendale
• Long Beach (Manager)
• Long Beach (Project Officer)
• Mountain View (Shoreline Park Manager)
• Novato*
• Oceanside
• Portland
• Richmond
• San Mateo
*Assessment Center Only/**Assessment Center and/or Recruitment Assistance
HUGHES, PERRY & ASSOCIATES Page 6
ftECftUITMENTS / SELECTIONS BYPOSITION'AND CLIENT
Convention/Visitors Bureau
Director
1 • Bakersfield
Golf Course Director
• Incline Village
Marketing Director
• Glendale, AZ
Management Analyst (3)
• Pasadena (3)*
Airport Manager
• San Mateo County
Public Defender
o Mendocino County*
Juvenile Director
• Washington County, OR
City Clerk
• Santa Monica
Civil Engineer (2)
• Santa Monica (2)
Environmental Engineer
• Glendale
Recycling Coordinator
• Glendale
Manager of Operations
• Interstate Cleaning Corporation
Rent Control Director
• West Hollywood
Law Firm Administrator
• Hanson, Bridgett
HUGHES, PERRY & ASSOCIATES Page 7
RECRUITMENTS /1SELECTIONS BY=P.OSITION:AND CLIENT R
A iddle/First Line Police
Positions (45)
• BART*
• Belmont*(2)
• Carlsbad (2)*
• Foster City (2)
• Glendale (2)*
• Humboldt Co. Commun.Mgr.
• Kirkland (3)*
• Livermore*
• Los Altos*
• Menlo Park*
• Milpitas*
• Morgan Hill*
• Millbrae*
• Monterey (2)*
• Newark (4)*
• Novato (2)*
• Redmond*
• Riverside*
• San Bernardino*
• San Mateo (2)*
• San Pablo (4)*
• San Rafael*
• Santa Cruz*
• South Gate (2)*
• Tracy (2)*
• Union City (2)*
• West Sacramento*
Middle/First Line Fire Manager
Positions (32)
• Alhambra
• Central Fire District (BC)*
• Corte Madera
• Foster City (2)
• Hesperia
• King County (BC/Lt)(2)*
• Kirkland, `VVA (Battalion Chief)(3)*
• Kirkland, WA (Capt/Lt)(2)*
• Kirkland, WA (Deputy Chief)*(3)
• Menlo Park (BC)*(2)
• Newark (Asst/Capt) (4)*
• Novato Fire District (2)*
• Pleasanton (BC/Capt) (2)*
• Redmond (BC/others) (3)*
• San Mateo (Battalion Chief)*
Updated 4/97
HUGHES, PERRY & ASSOCIATES Page 8
, t
4
NORMAN ROBERTS & Assoc I A T E S, I N C.
Executive Search Consultants
October 9, 1997
VIA FEDERAL EXPRESS
CONFIDENTIAL
Mayor and Members of the City Council
c/o Mayor Ralph Bauer
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
Dear Mayor and Members of the City Council:
Norman Roberts & Associates, Inc. is pleased to submit this proposal to assist the City of
Huntington Beach in its efforts to recruit and screen candidates for the position of City
Administrator.
This proposal outlines our general understanding of your requirements and the steps we will
take to help accomplish this task. If you desire some modification of our work program, we
would be pleased to discuss this with you.
I look forward with great interest to again working with the City of Huntington Beach.
Sincerely yours,
Norman C. Roberts
President
NCR/sf
Enclosures
1800 CENTURY PARK EAST ■ SUITE 430 ■ Los ANGELES CALIFORNIA 90067-1507
TELEPHONE (310) 552-1112 ■ FACSIMILE (310) 552-1113 E-MAIL: NRASSOCQAOL.COM
TABLE OF CONTENTS
Page
I. FIRM QUALIFICATIONS ............................................ 1
II. BACKGROUND .................................................. 2
III. ADVANTAGES IN UTILIZING OUR SERVICES ......................... 2
IV. OBJECTIVE AND APPROACH .......................................
3
Organization and Position Analysis ...............................
3
Recruitment ..................................................
3
Preliminary Screening ..........................................
4
Progress Reporting .............................................
4
Candidate Evaluation ..........................................
4
Final Reporting ........................................ .......4
Special Assistance .............................................
5
V. OUR CLIENTS ROLE ............................................... 5
VI.
TIME FRAME .................................................... 6
VII.
PROFESSIONAL FEES AND EXPENSES ................................ 6
VIII.
GENERAL PROVISIONS ............................................ 7
IX.
ACCEPTANCE.................................................... 7
EXHIBITS
A. BIOGRAPHY —Norman C. Roberts
B. REFERENCES
C. LIST OF CHIEF EXECUTIVE RECRUITMENTS
MANAGED BY NORMAN ROBERTS
NO R M A N R O B E R T S & A S S O C I A T E S, I N C.
PROPOSAL TO RECRUIT A
CITY ADNHNISTRATOR
FOR THE CITY OF HUNTINGTON BEACH, CA
I. FIRM QUALIFICATIONS
With over 25 years of experience conducting nationwide public sector recruitments, I
established Norman Roberts & Associates, Inc. in May 1988 with a commitment to providing our
clients with the highest caliber of service in the industry. We utilize state-of-the-art technology
in conducting a search and have a team of dedicated professionals, researchers and
administrative staff to serve you. We have been named by Executive Recruiter News as one of
the Fifty Leading Executive Search Firms in the United States (out of 2,200 firms). This ranking
is based on a number of factors including size, stability, professional impact, quality and
reputation. And, by focusing only on executive search, this activity is given the highest priority
by our firm.
I believe we are exceptionally well qualified to assist you. I have recruited chief
executives for 26 of the 100 largest cities in the United States. We are currently
recruiting City Managers for the cities of Glendale, Vista, Fontana, Glendora and Elgin
(IL), as well as the Chief Management Officer for the District of Columbia. Previously, we
have conducted City Manager recruitments for the California cities of Bakersfield,
Baldwin Park, Belmont, Berkeley, Buellton, Camarillo, Cypress, East Palo Alto, El Segundo,
Encinitas, Laguna Niguel, Lawndale, Los Altos Hills, Malibu, Moreno Valley, Norco,
Ontario, Oxnard, Palm Springs, Redlands, Redondo Beach, Redwood City, Rolling Hills,
Salinas, San Buenaventura, San Diego, San Fernando, San Jacinto, Signal Hill, Solvang,
Stanton and Visalia; as well as for the cities of Corpus Christi (TX), El Paso (TX), Elgin (IL),
Cincinnati (OH), Scarsdale (NY), Fort Lauderdale (FL), Miami Beach (FL) and St.
Petersburg (FL). In addition, we have conducted chief executive recruitments for the
counties of Riverside (CA), Los Angeles (CA), San Mateo (CA), Merin (CA), Ventura (CA), El
Dorado (CA), Shasta (CA), Mariposa (CA), Humboldt (CA), DuPage (IL), Fairfax (VA), Maricopa
(AZ), Coconino (AZ) and Lee (FL). A list of chief executive recruitments for general
purpose local governments which I have managed and/or conducted is enclosed as
Exhibit C. These were done while with prior employers, as well as by our firm.
Finally, I am familiar with Orange County from numerous recruitments conducted
there. Clients of ours have included the Orange County Employees Retirement System
and the cities of Cypress, Stanton and Laguna Niguel. While with my former employer, I
conducted recruitments for the cities of Huntington Beach, Anaheim, Santa Ana and
San Juan Capistrano.
Prior to establishing Norman Roberts & Associates, I was a Senior Vice President of the world's
largest search firm, and was with them for 12 years. While there, I established and directly
managed their nationwide public/not-for-profit, healthcare and education executive search
practices. Since 1969, I have managed almost 3,000 senior level recruitments, including over
350 recruitments for chief executives of public agencies. In addition, in The Career
Makers, which profiles the top 150 executive recruiters in the nation, I am ranked as
the leading recruiter for Government Agencies/Municipalities.
NO RM A N R O B E RTS & ASSOCIATES, I N C.
City of Huntington Beach, CA
October 9, 1997
Page 2 of 7
I will be personally responsible for this assignment. Enclosed is a copy of my biography to
familiarize you with my background (Exhibit A). To accomplish this assignment, I will use the
full resources of my firm. A list of references can be found in Exhibit B.
II. :BACKGROUND
It is our understanding that:
■ You are interested in identifying outstanding candidates and filling the position of City
Administrator as soon as is practical.
■ You wish to recruit in a thorough and deliberate manner that will insure that the best
qualified individual is selected.
■ The starting salary for the position is open, depending on the qualifications and
background of the person selected.
M. ADVANTAGES IN UTILIZING OUR SERVICES
Relative to your present search requirements, we believe the principal advantages in using our
firm and what may differentiate us from others are:
■ Our specialization in public sector executive search on a nationwide basis;
■ Our extensive and unequaled experience in recruiting city managers for the
largest public jurisdictions in the country;
■ The quality of our work —indicative of this is the fact that almost half of our
clients have utilized our services on more than one occasion, and many have
hired us from 5-to-15 times;
■ My familiarity with the Orange County area from many recruitments conducted
there, and our proximity to you being headquartered in Southern California;
■ Our proactive recruitment of candidates who may not be seeking new
employment and would not normally respond to routine advertising, or who may
come from non-traditional sources;
■ Our proven ability to identify and recommend qualified female and minority
candidates;
■ Our ability to conduct your assignment in a timely and complete manner;
■ Our reputation among clients and candidates for communication, e.g.,
acknowledgment of resumes, regular reports to the client, face-to-face interviews
with candidates; and
■ The thoroughness of our documented reference and education checks. We do not
merely ask for "five work related references." Rather, we request very specific
references from candidates and, where feasible, gather newspaper articles.
NO RM A\ ROBE R T S & ASSOCIATES, INC.
City of Huntington Beach, CA
October 9, 1997
Page 3 of 7
N. OBJECTIVE AND APPROACH
Our objective is always to find the best qualified candidates. We believe that, although notices
.in professional journals may be helpful, many of the best candidates must be sought out and
their interest encouraged. Our familiarity with your area, knowledge of the field and our
relationships with professional organizations make us well qualified to assist you.
Our clients have found that we are able to:
■ Build consensus among those involved in the hiring process.
■ Develop the appropriate specifications for a position.
■ Encourage the interest of top-level people who would otherwise be reluctant to respond
to an advertisement.
■ Preserve the confidentiality of inquiries, consistent with State public disclosure and
open meeting laws.
■ Save a considerable amount of time for client staff in developing and responding to
candidates.
■ Independently and objectively assess the qualifications and suitability of candidates for
the particular position for which we are recruiting.
If our proposal is accepted, we will do the following:
■ Organization and Position Analysis
We will interview the Mayor, Members of the City Council and other appropriate
individuals to determine views of the position and concerns regarding desirable training,
experience, and personal characteristics of candidates. We will also gather/review
relevant information about the City, such as budgets, organization charts, etc.
Once our findings have been summarized, we will submit a Recruitment Profile with the
desired qualifications and characteristics for your approval. The Recruitment Profile
which will be sent to potential candidates will include information about the City, the
job and the criteria established by you.
■ Recruitment
Once you have approved the Recruitment Profile, we will actively seek out individuals
with superior qualifications and invite and encourage their interest. Announcements
can be placed in professional journals. However, we will rely heavily on our own
experience, contacts and file data.
As a matter of corporate policy, we will not discriminate against any applicant for
employment on the basis of race, religion, creed, age, color, marital status, sex, sexual
preference, disabilities, medical condition, veteran status or national origin.
Approximately 30 percent of the placements made by our firm have been minority or
female candidates.
N 0 R M A X ROBERTS & ASSOCIATES, INC.
City of Huntington Beach, CA
October 9, 1997
Page 4 of 7
■ Preliminary Screening
We will review, acknowledge and evaluate all resumes received. Preliminary screening will
be based upon criteria contained in the Recruitment Profile, information contained in
the resumes submitted to us, and our knowledge of the people and organizations in
which they work. Telephone interviews will be conducted with the most promising
candidates to gain a better understanding of their backgrounds.
■ Progress Reporting
Upon completion of our preliminary screening, we will assemble and submit a progress
report of the leading candidates to the Mayor and Council. This report will include
summary resumes, supplemental information, and the original resumes of those
candidates we believe to be best qualified for the position. Supplemental information on
a candidate typically includes: the size of the organization for which the person works,
reporting relationships, budget responsibility, the number of people supervised, related
experience and reasons for interest in the position. Any other specific information will
be dictated by the criteria set forth in the Recruitment Profile.
The purpose of our progress report is two -fold. It allows you an opportunity to review the
candidates prior to the conclusion of the search and allows us to receive feedback on the
caliber of the candidates recruited. By doing so, we avoid an embarrassing situation of
conducting a lengthy search only to find we "missed the target." Likewise, you are not
surprised by the candidates as you will have seen their qualifications prior to the final
interviews. Of course, we are flexible and may consider other individuals as final
candidates who are subsequently identified and were not included in the progress report.
■ Candidate Evaluation
We will personally interview those candidates whose qualifications most closely match
the criteria established by you. We will examine their qualifications and achievements in
view of the selection criteria. Additionally, we will verify degrees and certifications, and
we will gather newspaper articles (e.g., via the internet).
As part of our process in evaluating candidates, we make telephone reference checks. In
conducting these references, it is our practice to speak directly with individuals who are,
or have been, in a position to evaluate the candidate's performance on the job. These
references and our evaluations provide you with a frank, objective appraisal of the
candidates. We suggest, however, that such detailed and extensive investigation is
necessary only for those individuals seriously considered by you.
■ Final Reporting
We will prepare a detailed report and evaluation for those candidates most nearly
meeting your specifications, and will provide you with interviewing/selection tips,
suggested interview questions, and rating forms for your use. Candidates will not be
ranked, for we believe it will then be a matter of chemistry between you and the
candidates. We will conduct a "briefing session" immediately preceding your interviews
to make sure that the process flows smoothly, and will assist you in a "debriefing"
immediately following the interviews.
NORMAN ROB E R T S & ASSOCIATES, I N C.
City of Huntington Beach, CA
October 9, 1997
Page 5 of 7
■ Special Assistance
Our efforts do not conclude with presentation of the final report. We are committed to
you until a successful placement is made. Services that are routinely provided include:
• Arranging the schedule of interviews and the associated logistics for final
candidates;
• Advising on starting salary, fringe benefits, relocation trends and employment
packages;
• Counseling the spouse, if applicable, concerning career opportunities in the new
location;
• Acting as a liaison between client and candidate in discussing offers and counter
offers;
• Conducting a final round of reference checking with current employers (if not
previously done for reasons of confidentiality); and
• Notifying unsuccessful candidates, who were not recommended for interview, of
our decision.
Once a determination has been made on which candidate to hire, we will conduct credit,
criminal, civil litigation and motor vehicle record checks through an outside service.
V. OUR CLIENT'S ROLE
The client has a very important role in the recruitment process. We are not a substitute for
your organization. While we may identify and recommend qualified candidates, it is the client
who must make the decision about which candidate to hire.
In order to insure that the best candidates are available from which to choose, our clients
should be willing to do the following:
■ Clearly inform us about matters relevant to the search that you wish to keep
confidential (e.g., salary, personnel issues, and other privileged information);
■ Forward to us copies of the resumes you receive, to avoid duplication of effort;
■ Provide feedback to Norman Roberts & Associates regarding the information and
recommendations provided by us;
■ Promptly decide upon and follow up in scheduling interviews with the most promising
candidates; and
■ Assist in providing information to candidates that will enable them to make their career
decisions.
By doing the above, we will maximize the likelihood of mutual success.
NOR`1A N RO BE RTS & ASSOC I ATES, INC.
City of Huntington Beach, CA
October 9, 1997
Page 6 of 7
Finally, please be reminded that the United States Immigration Reform and Control Act of 1986
requires that all employers verify an employee's eligibility to work in the United States. Since
Norman Roberts & Associates cannot serve as your agent in this matter, your hiring process
should. include this verification procedure.
VI. TIME FRAME
We propose the following schedule for the performance of this agreement:
1 st week Meet with the Mayor, Members of the City Council and other
appropriate individuals to gather background information.
2nd to 3rd week Develop and obtain approval for the Recruitment Profile.
Develop a list of potential candidates to target.
Prepare and place advertisements, if desired.
4th to 7th week Active recruitment —solicit, receive and acknowledge resumes.
8th week Evaluate resumes and gather supplemental information.
9th week Submit progress report and meet with the Mayor and Council to
review leading candidates.
loth to 12th week Verify degrees and certifications, conduct reference checks and
interview the best qualified candidates.
13th week Submit final report and initiate the interview process with the
Mayor, Members of the City Council and other appropriate
individuals.
Following Interviews Supplement references (if necessary); conduct credit, criminal, civil
litigation and motor vehicle record checks; and assist with
negotiations.
VIL PROFESSIONAL FEES AND EXPENSES
We propose a fixed fee of $15,000 for the work outlined above. In addition, we are reimbursed
for expenses such as for advertising, travel, interviewing, sourcing, support services, background
checks and other related items, as well as allocated costs such as telephone, postage and
photocopying. These expenses will not exceed $8,000 for a nationwide search without written
authorization from you. Please note that this amount for expenses does not include
reimbursement of candidates who travel to be interviewed by you. Unless you notify us to the
contrary, we will assume that you will handle these reimbursements directly. We will submit
three equal monthly invoices for fees, plus an amount for expenses, due and payable upon
receipt. Our first billing is due upon your authorization to proceed.
Though we are committed to working with you until a placement is made, our fees and
expenses are not contingent upon our success in placing a candidate with your organization.
However, if the selected candidate (other than an internal candidate) should be terminated
within one year from the date of hire, we will redo the search for no additional professional fee.
NORMAN ROBERTS & Assoc I A T E S, INC
City of Huntington Beach, CA
October 9, 1997
Page 7 of 7
Naturally, we would expect to be reimbursed for any expenses that might be incurred.
Additionally, in the event that more than one executive is hired in connection with work
performed by us (i.e., for another position within your organization), a full professional fee will
be due for each executive hired.
You may discontinue this assignment at any time by written notification. In the unlikely event
that this occurs, you will be billed for all expenses incurred to the date of the cancellation and
for professional fees, based upon the time elapsed from the commencement of the assignment to
the date of cancellation. If a cancellation occurs within the first thirty days of the assignment,
following either verbal or written authorization to proceed, the first installment of professional
fees will be due in full. If a cancellation occurs thereafter, the fee will be prorated based upon
the number of calendar days which have elapsed. If a cancellation occurs after ninety days, all
professional fees will be due in full. .
VIII. GENERAL PROVISIONS.
Our ability to carry out the work required is heavily dependent on our past experience in
providing similar services to others, and we expect to continue such work in the future. We
will, however, preserve the confidential nature of any information received from you or developed
during the work in accordance with our established professional standards.
We assure you that we will devote our best efforts to carrying out the work required. The results
obtained, our recommendations and any written material we provide will be our best judgment
based on the information available to us and our liability, if any, shall not be greater than the
amount paid to us for the services rendered. This letter shall constitute the agreement between
us and it may not be modified except in writing by both parties.
IX. ACCEPTANCE
If this proposal meets with your approval, please sign below and return one copy to us.
SUBMTTED BY NORMAN ROBERTS & ASSOCIATES, INC.:
Signature:
Name: Norman C. Roberts
Title: President
Date: October 9, 1997
ACCEPTED FOR THE CITY OF HUNTINGTON BEACH, CA:
Signature:
Name:
Title:
Date:
NORMAN ROBE R T s & Assoc I A T E s, I N C.
EXHIBIT A
NORMAN C. ROBERTS
Norman Roberts pioneered the field of public sector recruitment over 25 years ago. Prior to
establishing Norman Roberts & Associates, Inc. in 1988, Mr. Roberts was a Senior Vice President
of Korn/Ferry International (KFI). He joined KFI in 1976 and was founder and manager of the
firm's national public sector, not -for -profit, education and health care executive search
practices. Mr. Roberts was previously employed for five years by Arthur D. Little, Inc. (ADL),
where he conducted general assignments to recruit executives for local governments and
associations. Among the many placements made by Mr. Roberts was the President of the Los
Angeles Olympic Organizing Committee, Mr. Peter Ueberroth.
Before joining ADL, Mr. Roberts was a senior consultant with Peat, Marwick, Mitchell & Co.,
during which time he managed several major consulting engagements to provide management
assistance to public agencies. For three years before this, he was a senior member of the
Executive Director's staff of a federally funded program with a $60 million annual budget.
Previously, he was Assistant City Administrator of the City of Lomita. From 1962 to 1965, he
was a staff assistant to the City of Los Angeles' Board of Public Works.
Mr. Roberts received a Bachelor of Arts degree in Political Science from the University of
California at Los Angeles, and a Masters degree in Public Administration from the University of
Southern California.
In the book The Career Makers, which profiles the top 150 executive recruiters in the nation,
Mr. Roberts is ranked as the leading recruiter for both Government Agencies/Municipalities and
Engineering. He is among the top ten for Transportation, MIS/Computer Operations, and
Women/Handicapped/Minorities, as well as being named a leader in several other areas,
including Associations/Societies/Non-Profit Organizations, Health Services/Hospitals,
Universities/Colleges/Schools, Public Relations/Government Affairs, Legal, Law/Accounting/
Consulting Firms, Construction and Retail.
Mr. Roberts is a Past President of both the Los Angeles and San Francisco chapters of the
American Society for Public Administration (ASPA) and, in 1988, he received the Will Baughman
Award for distinguished service to ASPA. He was an Advisory Board Member and Past President
of the California Executive Recruiters Association (CERA); and is a member of the Western
Governmental Research Association (WGRA), the International City/County Management
Association (ICMA), and the International Personnel Management Association (IPMA). He also
served on the Board of Children's Institute International and is a Past President. Mr. Roberts
has authored numerous articles and spoken before national organizations on the subject of
executive recruitment.
NOR M A N ROBERTS & Assoc I A T E S, I N C.
REFERENCES
CLIENT:
Orange County Employees Retirement
System
CONTACT:
Name:
Thomas Lightvoet
Title:
Chairman of the Board
CONTACT:
Name:
Ray Fleming
Title:
Administrator
Phone #:
(714) 975-1962
CLIENT:
Bakersfield, CA, City of
CONTACT:
Name:
Kevin McDermott
Title:
Former Vice Mayor
Phone #:
(805) 326-3751
CLIENT:
Berkeley, CA, City of
CONTACT:
Name:
Shirley Dean
Title:
Mayor
Phone #:
(510) 644-6092
CLIENT:
Camarillo, CA, City of
CONTACT:
Name:
Charlotte Craven
Title:
Council Member
Phone #:
(805) 482-4730
CLIENT:
Cypress, CA, City of
CONTACT:
Name:
Walter Bowman
Title:
Council Member and former Mayor
Phone #:
(714) 229-6699
CLIENT:
Encinitas, CA, City of
CONTACT:
Name:
John Davis
Title:
Mayor
Phone #:
(619) 633-2610
CLIENT:
Palm Springs, CA, City of
CONTACT:
Name:
Robert Parkins
Title:
City Manager
Phone #:
(619) 323-8215
CLIENT:
San Buenaventura, CA, City of
CONTACT:
Name:
Tom Buford
Title:
Mayor
Phone #:
(805) 652-1505
CLIENT:
San Diego, CA, City of
CONTACT:
Name:
Susan Golding
Title:
Mayor
Phone #:
(619) 236-6330
N0RStAX ROBERTS & ASSOCIATES, INC.
CLIENT:
CONTACT:
CLIENT:
CONTACT:
References
Page 2 of 2
Signal Hill, CA, City of
Name:
Gerard Goodhard
Title:
Council Member and former Mayor
Phone #:
(310) 989-7300
Visalia, CA, City of
Name:
Mary Louise Vivier
Title:
Mayor
Phone #:
(209) 738-3317
NORMAN ROB E R T S & ASSOCIATES, I N C.
EXHIBIT C
CHIEF EXECUTIVE SEARCHES
FOR
ALABAMA, STATE OF
Anniston
ALASKA, STATE OF
Juneau
Ketchikan
Ketchikan-Gateway
Valdez
ARKANSAS, STATE OF
Little Rock
ARIZONA, STATE OF
Coconino County
Glendale
Maricopa County
Phoenix
Scottsdale
Tucson
CALIFORNIA, STATE OF
Alameda County
Albany
Arcadia
Bakersfield
Baldwin Park
Bell
Belmont
Berkeley
Beverly Hills
Brea
Buellton
Burbank
Camarillo
Carson
Contra Costa County
Corte Madera
Cypress
Del Mar
East Palo Alto
El Dorado County
El Segundo
Encinitas
Fontana
Fresno County
Glendale
City Manager
Borough Manager
City Manager
Borough Manager
City Manager
City Manager
County Manager
City Manager
County Administrative Officer
City Manager
City Manager
City Manager
County Administrator
City Administrator
City Manager
City Manager
City Manager
City Administrative Officer
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Administrator
County Administrator
Town Manager
City Manager
City Manager
City Manager
Chief Administrative Officer
City Manager
City Manager
City Manager
County Administrator
City Manager
NORMAN ROBERTS & ASSOCIATES, I N C.
Chief Executive Searches
Page 2 of 5
Glendora
City Manager
Hemet
City Manager
Hercules
City Manager
Hidden Hills
City Manager
Humboldt County
Chief Administrative Officer
Huntington Beach
City Administrator
Laguna Niguel
City Manager
Lawndale
City Manager
Livermore
City Manager
Las Altos Hills
City Manager
Los Angeles County
Chief Administrative Officer
Malibu
City Manager
Marin County
County Administrative Officer
Mariposa County
County Administrative Officer
Monterey County
County Administrator
Monterey Park
City Manager
Moreno Valley
City Manager .
Norco
City Manager
Novato
City Manager
Oakland
City Manager
Ontario
City Manager
Oxnard
City Manager
Palm Springs
City Manager
Piedmont
City Administrator
Pomona
City Manager
Redlands
City Manager
Redondo Beach
City Manager
Redwood City
City Manager
Riverside
City Manager
Riverside County
County Administrative Officer
Rolling Hills
City Manager
Salinas
City Manager
San Buenaventura
City Manager
San Diego
City Manager
San Diego County
County Manager
San Fernando
City Administrative Officer
San Jacinto
City Manager
San Jose
City Manager
San Luis Obispo County
County Administrative Officer
San Mateo County
County Manager
Santa Ana
City Manager
Santa Monica
City Manager
Shasta County
County Administrative Officer
Signal Hill
City Manager
Solvang
City Administrative Officer
Sonoma County
County Administrator
Stanton
City Manager
Turlock
City Manager
Tulare County
County Executive
Ventura County
Chief Administrative Officer
Visalia
City Manager
NORMA.N ROBERTS & ASSOCIATES, INC.
Chief Executive Searches
Page 3 of 5
Vista City Manager
Walnut Creek City Manager
COLORADO, STATE OF
Arapahoe County County Administrator
Boulder City Manager
Estes Park Town Administrator
Lakewood City Administrative Officer
Northglenn City Manager
CONNEIMCUT, STATE OF
Meriden City Manager
West Hartford Town Manager
FLORIDA, STATE OF
Clearwater
City Manager
Fort Lauderdale
City Manager
Gainesville
City Manager
Hillsborough County
County Administrator
Lee County
County Administrator
Miami
City Manager
Miami Beach
City Manager
Naples
City Manager
Pensacola
City Manager
Sarasota County
County Administrator
St. Petersburg
City Manager
GEORGIA, STATE OF
Albany City Manager
HJXVOIS, STATE OF
DuPage County
County Administrator
Elgin
City Manager
Flossmoor
Village Manager
Glencoe
Village Manager
Hazel Crest
Village Manager
Highland Park
City Manager
Mount Prospect
Village Manager
Naperville
City Manager
Peoria
City Manager
Rock Island
City Manager
Skokie
Village Manager
Sterling
City Manager
Streamwood
Village Administrator
Villa Park
Village Manager
Wood River
City Manager
Woodridge
Village Manager
IOWA, STATE OF
Ames City Manager
Sioux City City Manager
NORM A N ROB E R T S & ASSOCIATES, I N C.
Chief Executive Searches
Page 4 of 5
KANSAS, STATE OF
Emporia City Manager
Sedgwick County County Administrator
Wichita City Manager
MAII1lE, STATE OF
Bangor City Manager
MARYLAND, STATE OF
Prince George's County Chief Administrative Officer
Rockville City Manager
AUCHIGAN, STATE OF
Ann Arbor
City Administrator
Grand Rapids
City Manager
Kalamazoo
City Manager
Saginaw
City Manager
Washtenaw County
County Administrator
Ypsilanti
City Manager
MUqNESOTA, STATE OF
Brooklyn Park
City Manager
Coon Rapids
City Manager
Minneapolis
City Coordinator
Ramsey County
Executive Director
St. Louis Park
City Manager
MISSOURI, STATE OF
Columbia City Manager
Kansas City City Manager
MONTANA, STATE OF
Great Falls City Manager
NEW YORK, STATE OF
Garden City Village Manager
Scarsdale Village Manager
NEW JERSEY, STATE OF
Plainsboro Township Village Administrator
NORTH CAROLINA, STATE OF
Charlotte City Manager
Winston-Salem City Manager
OZHO, STATE OF
Cincinnati City Manager
ORLAHOMA, STATE OF
Bartlesville City Manager
Enid City Manager
NORM A N ROBERTS & Assoc l A T E s, I N C.
OREGON, STATE OF
Lake Oswego
Milwaukie
SOUTH CAROLINA, STATE OF
Myrtle Beach
TEXAS, STATE OF
Austin
Bryan
Corpus Christi
Dallas
El Paso
Grapevine
VIRGnUA, STATE OF
Chesapeake
Chesterfield County
Fairfax County
Richmond
Virginia Beach
WASH WGTON, STATE OF
Bellevue
WYOMEVG, STATE OF
Casper
Laramie
Chief Executive Searches
Page 5 of 5
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
Chief Administrative Officer
City Manager
City Manager
County Administrator
County Executive
City Manager
City Manager
City Manager
City Manager
City Manager
NO R M A N ROBERTS& ASSOCIATES, I N C.
NORMAN C. ROBERTS
President
Norman Roberts & Associates, Inc.
HIGHER EDUCATION:
University of California, Los Angeles
B.A.. Political Science. 1962
University of Southern California
M.S.. Public Administration, 1967
E-NIPLOYINIENT HISTORY:
1988 to present: President: Norman
Roberts & Associates, Inc.
1976 to 1988: Senior Vice President:
Korn/Ferry International
1971 to 1976: Principal Consultant;
Arthur D. Little. Inc.
1969 to 1971: Senior Consultant: Peat. Marv, ick. Mitchell and Co.
1966 to 1969: Supervisor of Contracts and Management Services;
Economic and Youth Opportunities Agency
1965 to 1966: Assistant City Administrator: City of Lomita. CA
1962 to 1965: Administrative Assistant/Board of Public Works;
City of Los Aneeies, CA
ASSOCIATIONS/PROFESSIONAL SOCIETIES:
California Executive Recruiters Association (Past President)
International City/County Management Association
International Personnel Management Association
American Society for Public Administration (Past President.
Los Angeles and San Francisco chapters)
GEOGRAPHIC SCOPE OF RECRUITING ACTIVITIES: Nationwide
RETAINER -TYPE RECRUITING EXPERIENCE: 28 years
WHAT I LOOK FOR IN GENERAL IN A CANDIDATE:
I first look for appropriate training and competency, as demonstrated by the
education and experience of the candidate. Thereafter, I focus on personal
attributes and management style/abilities. Typically, these include good com-
munication skills, a professional presence, self-confidence, honesty and in-
tegrity. and the ability to listen. The accuracy and completeness of informa-
tion provided to me is indicative of the individual's integrity, and I view this
as critical. I am also generally interested in the candidate's enthusiasm, the
compatibility of the person's long-term goals with the position we are trying
to fill, the appropriateness of his or her salary requirements, and ways of over-
coming barriers for accepting a job offer (for example, housing, family com-
mitments, and so on). Finally. the quality of the references obtained is a key
indicator, as is the content of the background checks.
REPRESENTATIVE AND SIGNIFICANT RECRUITMENTS:
Local Government
County Administrators - Los Angeles, CA: Fairfax, VA; Maricopa, AZ
Citv N4ana2ers - Berkeley, CA: San Diego. CA; San Jose, CA; Miami. FL;
Cincinnati, OH: Dallas, TX
City of Los Angeles. CA - Exec. Dir., Housing Authority; Administrator,
Community Redev. Agency: Gen. Mgr., Information Technology Agency
Utilities/Regulatory Agencies
Metropolitan Water District of Southern California - General Manager
East Bay Municipal Utility District - General Manager
San Antonio Water System, TX - President/CEO
Bay Area Air Quality Management District - CEO
Finance
Governmental Accounting Standards Board (GASB) - Chair
Financial Accounting Standards Board (FASB) - Member
Washington State Investment Board - Executive Director
Orange County Employees' Retirement System -Administrator
State of California - Auditor -General; Executive Officer, Franchise Tax Board;
Executive Officer. Public Employees' Retirement System (PERS); Chief
Investment Officer - State Teachers' Retirement System (STRS)
Health Care
The California Endowment - President/CEO
Los Angeles County. CA - Director of Health Services
Palm Beach County Healthcare District. FL - Executive Director
Los Angeles County + Univ. of So. Calif. Medical Center - Exec. Director
Transportation
Ryder Dedicated Logistics - General Manager
Los Angeles County Metropolitan Transportation Authority - CEO
San Francisco Bay Area Rapid Transit District - General Manager
New Orleans Regional Transit Authority. LA - Executive Director
Dallas/Fort Worth International Airport. TX - Executive Director
City of Los Angeles. CA - Executive Director, Harbor Department
Associations/Not-for-Profit
Nat'l Assoc. of Housing and Redevelopment Officials (NAHRO) - Exec. Dir.
American Water Works Association (AWWA) - Executive Director
Children's Institute International - Executive Director
Foundation for the Junior Blind - Executive Director
Habitat for Humanity - Executive Director, Los Angeles Affiliate
Education
University of California, Los Angeles - Asst. Vice Chancellor; Associate Dean
George Washington University - Director of International Services
Snorts/Facilities
Los Angeles Olympic Organizing Committee (LAOOC) - President
Ladies Professional Golf Association (LPGA) - Commissioner
Women's International Tennis Association (WITA) -.Executive Director
Los Angeles Coliseum and Sports Arena Complex - General Manager
Updated January 1997
NORMAN ROBERTS & ASSOCIATES, INC.
Executive Search Consultants
1800 CENTURY PARK EAST • SUITE 430 • Los ANGELES • CALIFORNIA 90067-1507
TELEPHONE (310) 552-1112 FACSIMILE (310) 552-1113 • E-MAIL: NRAssoC®AOL.Cox
October 10, 1997
Mayor Ralph Bauer
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
Dear Mayor Bauer:
1 3 19°7
sty
uounta l' ch
Enclosed are two (2) copies of our proposal to assist the City of Huntington Beach
with the recruitment of a new City Administrator.
If you have any questions, or require additional information, please call me at
(916) 567-4280.
Sincerely,
John M. Shannon
1601 RrsPONsF ROAD, SLATE 390, SACRAMEN F0, CA 95815 916.567.4280 TEL 916.567.1220 F.-xx
t
A PROPOSAL
to the
CITY OF
HUNTINGTON BEACH
to recruit a
CITY ADMINISTRATOR
if
submitted by
John Shannon
October 10, 1997
x
;;F q
SHANNON
ASSOCIATES
October 10, 1997
Mayor Ralph Bauer
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
Dear Mayor Bauer:
Thank you very much for the opportunity to submit a proposal to assist the City of
Huntington Beach with the recruitment of a new City Administrator.
Shannon Associates brings to this assignrnent over thirteen years of experience in. providing
management consulting services to govenimental clients in the western states. The types of
services we provide are as follows:
➢ Executive Search: Focusing on the recruitment and selection of City
Administrators and other key management, professional_, and technical staff.
➢ Organization Development Training: Offering training and group
facilitation for council-manager relations, team -building, organizational
trouble -shooting, and staff development.
➢ Human Resources Advisory Services: Providing consulting resources in
compensation analysis, civil service. and merit system restructuring, and
management performance assessments.
With respect to this particular assignment we possess a number of important strengths.
➢ The successful completion of over 400 recruitments. We have extensive
experience in the recruitment of all types of local government executive and
professional staff including council/board appointed executives, department
directors, and key professional and management positions. Although our
client list is far ranging, note that each recruitment we conduct is uniquely
designed to fit the needs of the individual client and is calculated to provide a
strong, competitive pool of candidates.
1601 RESPONSE ROAD, SUITE 390, SACRAMENTO, CA 95815 916.567.4280 TEL 916.567.1220 Fax
➢ We have conducted multiple recruitments for City Manager/Administrator
positions. For example, we have completed recruitments for the cities of
Antioch, Chandler (Arizona), Ceres, Chico, Concord, Cupertino, Del
Mar, Irwindale, La Palma, Peoria (Arizona), Riverside, Sonoma,
Stockton, and Tucson (Arizona). In addition, we are currently conducting
the recruitment for the County Administrator of San Luis Obispo County and
Deputy City Manager for Peoria, Arizona. Each of these recruitments
required a tailored and sophisticated recruitment strategy to insure the
development of a well -qualified candidate pool.
➢ In-depth understanding of all local government operations, programs, and
services. This understanding has been gained both as local government
managers and as consultants to local governments throughout the Western
United States.
Shannon Associates recognizes the importance of the City Administrator position, and we
will devote all necessary resources to undertake a successful recruitment. Indeed, we will
work with the City until a successful appointment is made, and if necessary, undertake
supplemental efforts at no additional professional fee to guarantee your satisfaction with the
recruitment process.
Again, thank you for the opportunity to be considered for this assignment. If you need
additional information, please contact us at (916) 567-4280.
Sincerely,
John M. Shannon
TABLE OF CONTENTS
I. OUR APPROACH - EXECUTIVE SUMMARY
PAGE
1
II. CONSULTANT TEAM 3
III. EXECUTIVE SEARCH PROCESS IN DETAIL 4
IV. REFERENCES 8
V. PROJECT TIMING AND COST 9
VI. COST 11
I. OUR APPROACH. EXECUTIVE SUMMARY
The City of Huntington Beach is about to make a decision of great significance —the selection of
a new City Administrator. This decision will have a dramatic and direct impact on the
development and implementation of the City's policies and services for years to come. Because
this decision is so critical, Shannon Associates has developed the most comprehensive and
sophisticated executive search service available to local government today.
Our unique approach to executive search includes the following features:
COUNCIL INVOLVEMENT
The Council must be intimately involved in the search for a new City Administrator. For this
reason, our approach assumes their direct participation in key phases of the search process
including the development of the candidate profile and recruitment strategy, the selection of final
candidates, interviews with the finalists, and ultimately, selection of a new City Administrator.
CITY'S NEEDS
A critical first step in a successful executive search is for the Council to define the personal and
professional qualities required of its City Administrator. To be certain this occurs, we have
developed a very effective process that will permit the City to clarify the preferred future
direction for the community; the specific challenges the City is likely to face in achieving this
future direction; the working style and organizational climate the Council wishes to establish
with its City Administrator; and ultimately, the personal and professional qualities of the City
Administrator that will be required to implement the Council's policy direction.
COMMUNITY INVOLVEMENT
Our clients often desire to include members of the community or other citizen groups into the
discussion of the future direction of the community and the personal and professional qualities
sought in a City Administrator. At the direction of the City council, we will include members of
the community in the development stages of the recruitment process.
AGGRESSIVE RECRUITMENT
The very best City Administrator candidates are typically not looking for a job. They are usually
satisfied with their current position, and will only consider a change if a more attractive career
opportunity is presented to them. This is why we take a very aggressive approach to identifying
and recruiting the best available candidates.
Proposal to the City of Huntington Beach 1
L Our Approach - Executive Summary
SELECTION
The selection of the best available candidate requires the use of tools that have been specifically
designed to evaluate each candidate against the personal and professional qualities identified by
the Council. For this reason, we tailor our selection techniques to the City's specific
requirements. In addition, we also assume responsibility for administering the selection process
for the Council.
EMPLOYMENT AGREEMENT
One of the most sensitive parts of the selection process is frequently the negotiation of an
employment agreement with the new City Administrator. If this is not done with care and
precision, it can result in either losing the preferred candidate, or beginning the employment
relationship in an awkward manner. To preclude this from occurring, we are available to assist
the Council and the City Administrator in developing an agreement which is acceptable to both
parties.
TRANSITION PLANNING PROCESS
Once the Council has selected a City Administrator, the relationship between Council and
Manager is just beginning, and how it begins can affect the relationship for years to come. To be
sure this relationship begins on a constructive basis, we will assist the Council and Manager iln a
transition planning process that will assure that the Council and Manager are dear about mutual
expectations. Specific activities include the development of performance objectives, the
clarification of Council and Manager roles, and the development of performance evaluation
criteria for use by the Council during the Manager's first year of service.
ONE YEAR GUARANTEE
If the candidate selected and appointed by the Council terminates employment for any reason
before the completion of the first year of service, Shannon Associates will provide the Council
with whatever professional services are required to appoint a replacement. Professional
consulting services will be provided at no cost to the City.
II. CONSULTANT TEAM
Shannon Associates has assembled a uniquely qualified team of professionals to assist the City.
This team possesses extensive consulting experience and a direct, in-depth understanding of local
government. John Shannon will take the lead on the this engagement, and «rill be assisted by
Paul McIntosh or Mary Egan.
JOHNSHANNON
Mr. Shannon has twenty-seven years of human resources management experience including
twenty-one years experience as a consultant to local, regional, and state government. During this
time, numerous consulting engagements have been successfully completed for. cities, counties,
educational institutions, special districts, and regional and state agencies. Mr; Shannon was a
partner in another local government consulting firm for ten years before starting his own firm in
1986. He began his career in key management positions with the City of Inglewood, California.
Mr. Shannon received his Bachelor's Degree from the University of California, Santa Barbara,
and his Master's Degree in Management from the University of California, Los Angeles.
PAUL WINTOSH
Mr. McIntosh has over seventeen years of public administration experience. He began his public
service career with the Legislative Analyst's Office in the Indiana Legislature in 1980. In 1982,
he joined the County Administrator's Office in Solano County, California, where he managed the
financing, design, and construction of numerous major capital facility projects. In 1988, Mr.
McIntosh left Solano to become the Chief Administrative Officer of El Dorado County,
California. He served in this executive capacity for six and a half years, dealing with a broad
range of public administration issues. Mr. McIntosh left El Dorado County -in March, 1995, and
now serves as a senior consultant with Shannon Associates.
He received his Master's Degree in Public Finance and Public Administration from Indiana
University in 1980.
MARY EGAN
Ms. Egan has been involved in public sector human resource management for almost ten years.
In 1987, she was the Director of the JTPA Youth Employment Program for the City of
Sacramento. Since 1988, she has worked in various managerial capacities for the City of San
Jose, including serving as the Employee Relations Officer and Chief Negotiator. She is a
recognized expert in traditional and interest -based negotiation, and interest arbitration. She
began working for Shannon Associates as a senior consultant in 1995.
Ms. Egan received a Bachelor's Degree from University of California, Davis, and her Master's
Degree in Public Administration from California State University, San Francisco.
Proposal to the City of Huntington Beach 3
III. EXECUTIVE SEARCH PROCESS IN DETAIL
The executive search process presented below is designed to provide the Council with the full
range of services required to assure the ultimate selection of a new City Administrator who is
uniquely suited to the City's needs.
PHASE I - DEVELOP CANDIDATE PROFILE AND RECRUITMENT STRATEGY
Task 1 - Review and finalize Executive Search Process and Schedule
A critical first step in this engagement is a thorough review of the search process and schedule
with the Council. This will ensure that the City's needs are met in the most complete manner
possible.
Task 2 - Meet Individually with Each Council Member
As a prelude to a workshop session with the Council, the consultant will meet individually with
each Council member. The purpose of these meetings is to develop some individual insights
regarding the community's needs, and the personal and professional characteristics desired in a .
City Administrator.
Task 3 - Receive Input From Others
If desired by the Council, the recruitment process can provide for the active participation of
Commission representatives, department heads, employee representatives, and community
residents in the development of the candidate profile. The specific nature of the involvement
process will be developed in consultation with the Council. The results of the above activities
will be summarized by the consultant and provided to the Council as an additional source of
information for developing the candidate profile and selection criteria.
Task 4 - Development of Candidate Profile and Recruitment Strategy
This task will be accomplished during a workshop session of approximately two hours in length
involving the Council and the consultant. This task will result in the identification of the
personal and professional attributes required of the new City Administrator, and include the
following activities:
➢ The Council will identify priorities for the new City Administrator.
➢ The consultant will assist the Council in identifying the conditions and
challenges likely to be encountered in achieving the priorities identified
above.
➢ The Council will describe the type of working relationship it wishes to
establish with the City Administrator.
Proposal to the City of Huntington Beach 4
111. Executive Search Process in Detail
➢ The consultant will assist the Council in generating a list of specific
competencies, experiences, and personal attributes needed by the new City
Administrator in light of the analyses conducted above.
➢ The consultant will present several recruitment and selection strategies for the
Council's consideration. The Council will choose the recruitment and
selection process most likely to produce the intended results.
Task 5 - Prepare Recruitment Brochure and Place Advertisements
Following the completion of the workshop session, text for an attractive recruitment brochure
will be.prepared and presented to the Council for review prior to printing. (An example of the
recruitment brochure is enclosed.) In addition, advertisements.,ARll be prepared -and. placed for
publication in appropriate magazines, journals, newsletters, and job bulletins.
PHASE II - RECRUITMENT
Task 1 - Identify and Contact Potential Candidates
This task will include a variety of activities designed to attract the best available candidates. In
addition to the placement of advertisements inappropriate professional journals, the consultant
NNill:
Contact leading local government executives to request assistance in
identifying outstanding potential candidates.
➢ Provide each potential candidate with a copy of the recruitment brochure
transmitted by personal letter.
➢ Contact potential candidates by telephone to explain the career opportunity,
answer questions, and encourage them to submit a resume.
Task 2 - Conduct Initial Screening
All resumes will be submitted directly to the consultant for initial screening. This screening
process is specifically designed to assess the personal and professional attributes the City is
seeking and will include:
➢ A thorough review of each candidate's resume and other supporting materials.
➢ Screening interviews with those candidates that appear to best meet the City's
needs.
Proposal to the City of Huntington Beach 5
111. Executive Search Process in Detail
Task 3 - Council Selects Finalists
At the conclusion of the previous tasks, the consultant will prepare a Client Report which
summarizes the results of the recruitment process and recommends six to eight candidates for
further consideration by the Council. This report will include a brief profile on each candidate's
background and the candidate resumes. The consultant will meet with the Council to review this
report and to assist the Council in selecting a group of finalists for further evaluation.
PHASE III - SELECTION
Task 1 - Design Selection Process
Based on the results of the meeting conducted in Phase I, the consultant will design a selection
process to be utilized by the Council in assessing the final candidates. This process will typically
include an in-depth interview with each candidate, but may also include other selection tools
such as an oral presentation, preparation of written reports, and problem solving exercises.
Task 2 - Administer Selection Process
The consultant will coordinate all aspects of the selection process for the Council. This includes
contacting both the successful and unsuccessful candidates, preparing appropriate materials,
facilitating the interviews, and assisting the Council with deliberation of the results of the
interviews.
Task 3 - Arrange Follow-up Interviews and Conduct Reference Checks
Following the completion of the selection process, the consultant will be available to schedule
and coordinate follow-up interviews, and complete reference checks.
Task 4 - Assist Council in Negotiating Employment Agreement
Once the Council has made a selection, the consultant will assist the Council and new City
Administrator in developing the terms of an agreement that covers compensation and other terms
and conditions of employment.
Proposal to the City of Huntington Beach 6
III. Executive Search Process in Detail
PHASE IV - TRANSITION PLANNING PROCESS (OPTIONAL)
Based on the parameters established in Phase I, the consultants will facilitate a workshop session
of approximately four hours in length involving the Council and new City Administrator. This
session is designed to assure that the Council and Manager are clear about mutual expectations
and will include:
➢ The clarification of roles between the Council and Manager, and ways of
dealing with role conflicts as they arise.
➢ The development of performance objectives for the City Administrator for the
first year.
➢ The development of the performance evaluation criteria for use by Council
during the Manager's first year of service, and an evaluation framework that
can be used in future years.
This workshop has been very well received by Councils and managers in many of our client
cities. It helps to get the most important working relationship in city government off to a good
start.
Proposal to the City of Huntington Beach 7
IV. REFERENCES
Listed below is a sample of recruitments we have concluded for Council/Board appointed
officials.
Client
Position
Contact
Chandler
City Manager
Lloyd Harrell
City Manager
(602)786-2210
Concord
City Manager
Mike Pastrick
Former Mayor
(510) 671-3000
Irwindale
City Manager
Robert Griego
City Manager
818-962-3381
La Palma
City Manager
Wally Linn
Mayor
(714)523-7700
Sonoma
City Manager
Pam Gibson
City Manager
(707) 938-3681
California State
Executive Director
Steve Szalay
Association of Counties
Executive Director
(916) 327-7500
County of AIameda
County Administrator
Naomi Burns
Assistant County Administrator
Director, Personnel
and Labor Relations
(510) 272-3883
County of Sacramento
County Executive
Roger P. Fong
Personnel Services Administrator
(916)440-7097
County of Yolo
County Administrative Officer
Roy Pederson
County Administrative Officer
(916) 666-8150
Proposal to the City of Huntington Beach 8
V. PROJECT TIMING
Shannon Associates is prepared to begin immediately upon execution of a Professional Services
Agreement and receipt of a notice to proceed. We can complete all search activities up to and
.including the selection of a new City Administrator in 12 - 16 weeks. The precise schedule will
depend on the placement of advertising in the appropriate professional journals, and the ability to
schedule, as quickly as possible, the initial Council member interviews and the initial workshop
session with the Council. A proposed schedule is presented below.
PROPOSED SCHEDULE
Stage of Recruitment Week
Initial Meeting to Define
Candidate Profile
1-2
Place Ads and Draft Brochure 3
Brochure Approved and Printed 4
Aggressive Recruiting 4-8
Final Filing Date 8
Preliminary Screening 9 - 11
Report of Results to Council 12
Council Interviews 14
Appointment 16
Proposal to the City of Huntington Beach 9
Y. Project Timing
FAST TRACK SCHEDULE
If desired by the Council, the schedule can be accelerated by a variety of specific strategies.
These include limiting the use of advertisements in professional journals and relying almost
exclusively on personal contacts to recruit candidates; shortening the outreach recruitment
period; and fast tracking the candidate screening and Council selection processes. By utilizing
these strategies, the schedule could be reduced by up to six weeks.
Stage of Recruitment
Week
Initial Meeting to Define
Candidate Profile
1
Prepare Brochure
2
Brochure Approved and Printed
3
Aggressive Recruiting
4-8
Final Filing Date
6
Preliminary Screening
4-7
Report of Results to Council
8
Council Interviews
9
Appointment
10
Proposal to the City of Huntington Beach 10
VI. COST
FEES FOR PROFESSIONAL SERVICES
Full Recruitment Services
(Phase I through III as described in this proposal)....................................................$12,500
Optional Transition Planning Process (Phase IV) ................................................... $ 2,000
REIMBURSABLE EXPENSES
Actual out-of-pocket reimbursable expenses for such items
as travel, advertising, long distance telephone,
printing / copying, and postage / delivery charges.
Estimated Range.......................................................................................... $4,000 - $8;000
Professional fees and reimbursable expenses would be billed and paid monthly.
Proposal to the City oJHuntington Beach 11
Tr'65g47'eD To Gvvoc, % Z?X /1141rM /�o6E�Ts J /l/0�,0,1-Al / a6dkts , I-Cl
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WHY ENGAGE
NORMAN ROBERTS & ASSOCIATES, INC.
Norman Roberts:
■ Is unequalled in his nationwide experience recruiting chief executives and
senior level executives for the largest general purpose local governments in the
country (e.g., cities with a population over 100,000).
■ Has 35 years of public sector experience (28 in executive search) and has
recruited over 350 chief executives.
■ Is familiar with Huntington Beach from our proximity to you, being
headquartered in Los Angeles, and from prior work in your area.
■ Has a unique knowledge of the backgrounds of prospective candidates, as well
as contacts to assist in gathering information on these candidates, which
facilitates an effective recruitment.
■ Is recognized as the number one recruiter for Government Agencies/
Municipalities out of 15,000 recruiters in North America (The Career Makers,
by John Sibbald).
Norman Roberts & Associates, Inc.:
■ Is committed to producing high duality work — indicative of this is the fact
that almost half of our clients have utilized our services on more than one
occasion, and many have hired us from 5 to 15 times.
■ Has been recognized as one of the 50 leading retained executive search firms in
North America, out of 2,200 firms (Executive Recruiter News).
■ Specializes in executive search for public agencies, while recruiting from both
the public and private sectors.
■ Proactively recruits and conducts thorough and objective background
investigations on candidates.
■ Utilizes state-of-the-art technology to access and track candidates (this supports
Norm Roberts' expertise, knowledge, and personal contact with clients and
candidates).
■ Conducts thorough background investigations on candidates. We do not
merely ask for "five work related references." Rather, we request very specific
references from candidates and, where feasible, gather newspaper articles.
HUNTINGTON BEACH
IT'S; HAPPENING HERE
IN
With a rich past and a promising future,
The City of Huntington Beach is looking ahead to a
�a number of development projects that will meet the
needs of a burgeoning business environment and
enrich the community as a whole.
Investment: $45 Million
Description: 500,000 Sq. Ft. R&D, Office and
Warehouse Facility; Western Regional Office
Completion: Summer 1997
Investment: $12 Million
Description: 165,000 Sq. Ft. Sales and Manufacturing
Facility
Completion: Fall1997
Investment: $6.5 Million
Description: Restaurants, Public Facilities and
Beach Improvements (see picture at left)
Completion: June 1998
Plaza Almeria
Investment: $45 Million
Description: Combination of Luxury Living Units
with Prime Commercial Office Space
Completion: June 1998
Investment: $6 Million
Description: 120,000 Sq. Ft.
Completion: Summer 1998
Investment: $15 Million
Description: Major addition to Huntington Beach Mall
Completion: Summer 1998
W, ' fftfle—w if MEN 31 Wranine i Resert
Investment: $110 Million
Description: 500 Beach Front Hotel Rooms, Retail and
Conference Center
Completion: Spring 2000
Investment: $100+ Million
Description: Mixed Use with major Entertainment, Retail
Hospitality, and Residential
i, #ff CITY OF HUNTINGTON BEACH
2000 MAIN STREET CALIFORNIA 92648
OFFICE OF THE CITY CLERK
CONNIE BROCKWAY
CITY CLERK
CITY CLERK LETTER OF TRANSMITTAL REGARDING ITEM APPROVED BY THE
CITY COUNCIL/REDEVELOPMENT AGENCY APPROVED ITEM
TO: �`%G�/rS A50 6/49 7��5
Name
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City, State, Zip
See Attached Action Agenda Item
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ATTENTION: / r/Ch�Xp �� • �C12rr
DEPARTMENT:
REGARDING:
Date of Approval /Q �/ / 7
Enclosed For Your Records Is An Executed Copy Of The Above Referenced Item For Your Records.
&44�� X.O e��
Connie Brockway
City Clerk
Attachments
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(Telephone: 714-536-5227 )