01-30-24 Special City Council Meeting Agenda January 30, 2024 — 5:00 PM
Brookview
Valley Room
1.Interim City Manager Process
2.Executive Search Request for Proposals (RFP) Process
CITY COUNCIL SPECIAL MEETING AGENDA
Special Meeting Item(s):
City of Golden Valley City Council Special Meeting January 30, 2024 — 5:00 PM
1
EXECUTIVE SUMMARY
City Administration
763-512-2345 / 763-512-2344 (fax)
Golden Valley City Council Meeting
January 30, 2024
Agenda Item
1. Interim City Manager Process
Prepared By
Kirsten Santelices, Deputy City Manager/Human Resources Director
Summary
The City Council will discuss the process by which they will appoint an Interim City Manager. The
League of Minnesota Cities provided staff a list of potential candidates, many of whom are retired
from local government who may be able to serve in an interim role.
Human Resources staff called the individuals on the list. As of January 26, 2024, two individuals
expressed interest and availability to serve in this role in a full-time capacity. One individual may be
able to serve in a part-time capacity.
2
EXECUTIVE SUMMARY
City Administration
763-512-2345 / 763-512-2344 (fax)
Golden Valley City Council Meeting
January 30, 2024
Agenda Item
2. Executive Search Request for Proposals (RFP) Process
Prepared By
Kirsten Santelices, Deputy City Manager/Human Resources Director
Summary
The City Council will discuss the process of preparing an RFP to hire an executive search firm. The
search firm will lead a process to hire the next full-time City Manager.
Staff has attached "scope of work" examples that other Cities have used to fill City Manager/City
Administrator or other executive level positions.
Supporting Documents
Winthrop City Administrator-EDA Director RFP
MHP RFP for Executive Search Consultant
Maplewood City Manager RFP
Stillwater Proposal for City Administrator Executive Search
Rochester PAB RFP Executive Search Firm for ED
3
City of Winthrop
CITY ADMINISTRATOR/EDA DIRECTOR RECRUITMENT
Request for Proposal
06-07-2021
PROJECT OVERVIEW
The City of Winthrop is seeking proposals from qualified executive search firms for the recruitment
and selection of a new City Administrator/EDA Director. The Mayor and City Council will lead
recruitment and hiring process, along with the support of Interim City Administrator/City Staff. The
goal is to have the New City Administrator hired by December 1st, 2021, or as quickly and efficiently
as possible.
RFP ISSUED: 06-08-21
PROPOSALS DUE: 06-25-2021
SELECTION AND APPROVAL OF FIRM: 07-06-2021
ABOUT THE CITY
The City of Winthrop is a home rule charter city and operates under a weak Mayor/council form of
government with a full time City Administrator. The Mayor is elected to a two year term and the
five Council members are elected to four year terms.
The City has the following commission boards: Planning Commission, Charter Commissin,
Economic Development Authority.
The City of Winthrop, is located in Sibley County, currently has a population of 1,400. The City
Council is responsible for appointing a City Administrator/EDA Director, who serves as the chief
administrative officer and is the liaison between City Council and staff. The City has 11 full time
employees who staff three departments: Administration, Police and Public Works/Utilities. Each
department head reports directly to the City Administrator. The 2021 General Fund budget is
$1,592,645 million and the city’s bond rating is “A+”.
SCOPE OF SERVICES
I. Job Description
a. Assist the City Council, department heads, and other key stakeholders in the
development of a job description (using the enclosed form), position requirements,
and promotional brochures for the position.
b. Assist the City Council in the development of job descriptions for administrations
support staff: City Clerk and Utility Billing Clerk.
c. Assist City Council with assigning salary ranges for the above positions.
II. Recruitment Process
4
a. Meet with the Mayor, City Council, department heads, and other key stakeholders to
determine the characteristics and traits desired for a new city administrator.
b. Develop supplemental questions, and other information related to candidate
selection.
c. Identify and recruit strong candidates.
d. Develop a process for determining how candidates move through each round of
recruitment, and communicate with candidates throughout the entire process.
e. Identify and administer a public engagement process for finalists.
f. Provide administrative support for scheduling meetings and interviews, preparing
interview questions and materials, etc.
g. Notify press of finalists pursuant to state statutes.
III. Employment Offer
a. Develop and negotiate a competitive employment offer, including salary and benefits
(with assistance from city staff).
b. Arrange for a leadership-management style assessment.
c. Conduct a thorough background investigation and assist the city staff in its own
investigation of candidate’s background (which it may elect to do).
d. Serve as a liaison for negotiations between the final candidate an City Council.
e. Draft material such as the employment agreement, with the assistance of the City
Attorney, for City Council formal approval.
DELIVERABLES
All proposals should include the following information:
• Letter of submission with name, address, telephone number, and email address of the person
authorized to legally represent the firm.
• Background on firm and outline of experience in public sector executive recruitment,
including the names and contacts of other cities for which the firm has previously worked for
reference purposes.
• A narrative that presents the services the firm would provide detailing the approach and
deliverables.
• Identification of a project lead and key personnel assigned to the project with resumes
outlining related experience.
• Total project cost with a breakdown detailing project tasks, associate hours and individual
costs, recognizing the city may wish to add or delete services, including but not limited to,
the service of background investigation of any or all of the candidates.
• The total project cost for services shall be a ‘not to exceed’ cost for services.
• A comprehensive project timetable generally conforming to Exhibit A.
BUDGET
Proposed budget should provide the highest level of service at a reasonable cost. The budget should
clearly identify city staff support assumptions.
5
6
7
REQUEST FOR PROPOSALS
EXECUTIVE SEARCH CONSULTING SERVICES
TO SELECT A CITY MANAGER
FOR THE
CITY OF MAPLEWOOD, MINNESOTA
Proposals due July 8, 2008
8
III.PERFORMANCE SPECIFICATIONS
A.Scope of Services
1.Evaluate the City’s unique needs based on financial condition,
existing programs, organization, etc. to determine appropriate
areas of expertise required by candidates.
2.Evaluate the Mayor and City Council’s expectations and use in
the screening process.
3.Evaluate citizens’, businesses’, employees’ (unions) and
Commission members’ needs and expectations.
B.Reports and Timing:
1.The consultant will prepare ten copies of all reports.
a.A report of the methods and criteria to be used in the
screening process.
b.A report recommending the candidates for interview.
2.A verbal presentation of each report will be made to the Mayor
and the City Council.
3.The expeditious timing of the entire process is an important
factor. This item must be addressed in the proposal.
IV.INSTRUCTIONS ON SUBMITTING PROPOSALS
A.Proposals must be submitted by 4:30 p.m. July 8, 2008 to:
1.R. Charles Ahl, Acting City Manager
City of Maplewood
1830 East County Road B
Maplewood, MN 55109
B.Ten copies of the proposal are required to be submitted.
C.The proposal shall include the following information:
1.A statement of your understanding of the work, description of the
approach, explanation of the procedures to be used, and time table to
be followed.
2.Qualifications of the personnel proposed to supervise and perform the
work. This should include biographies, including experience of the
individuals who will be assigned to the work and relevant experience
of each in working with municipalities.
3.A listing of Minnesota and other cities that your firm has provided
consulting services to during the past three years.
4.The not-to-exceed fee for performing the work, including out-of-
pocket expenses. Include a breakdown of this showing the hours to be
worked by category of personnel, hourly billing rate, and total cost.
5.Indicate the fee payment schedule.
9
V.SELECTION PROCESS
A.The proposal will be evaluated upon the following factors:
1.Relevant experience of the firm.
2.Reputation of the firm based on references.
3.Qualifications of personnel to be assigned.
4.Agreement to meet or exceed the performance specifications.
5.Commitment to complete the process in a timely manner.
6.Ability to communicate the work plans in an organized, clear and
convincing manner.
7.Estimated cost of the study.
B.The Mayor and City Council may conduct oral interviews with some or all
of the firms that submit proposals.
VI. TIMELINE
A.Following is a proposed timeline developed by the City staff and City
Attorney. The consultant should provide a more detailed timeline as part
of the proposal, indicating if this timeline can be met.
10
Brimeyer Fursman, LLC
Executive Search
1666 Village Trail E
Suite 7
Maplewood, MN 55109
651.338.2533
richardfursman@gmail.com
Proud to be a
Veteran
Owned &
Operated
Business
Proposal for City Administrator Executive Search
City of Stillwater, Minnesota
City Administrator
11
Proposal for City Administrator Executive Search: City of Stillwater | 4
Approach and Services Overview
Our approach to executive search promotes maximum input from
the Mayor and Council, staff, and citizens in the search process.
We help guide the process, but you are the final authority in the
selection of candidates. We maintain continual contact with the
client throughout the search and keep the candidates informed as
the search progresses. In addition to our milestone meetings with
the Mayor and City Council, we will provide periodic updates to
keep you informed of our progress. Brimeyer Fursman is
committed to accurately portraying all candidates to the City.
Likewise, we strive to accurately represent the position to
candidates to prevent unrealistic expectations.
Phase I
Organization
Assessment and
Develop Position
Profile
Meet individually with the Mayor and Council,
Department Heads, and key staff. Meet with
selected representatives from the community
and/or conduct public forums. Develop and
present Position Profile.
Phase II
Recruitment of
Best Candidates
Place announcements
Direct recruiting program
Collect and review resumes
Interview semi-finalists/Screen and evaluate
Prepare and present progress report
Assist elected board with the selection of
top 5 candidates for interviews
Personality/Management Profile
Phase III
Interview
Preparations and
Event
Coordinate candidates’ interviews
Prepare schedule, questions, review sheets
Monitor interviews, facilitate candidate
review session
Develop compensation package
Assist with negotiations
Reference checks - credential verification –
credit report – criminal and civil records
checks
Optional Services
Phase IV
Onboarding
Onboarding: Socialization process to assist
new and existing leadership with the
transition to a new City Administrator.
Follow-up 6 months following the Administrator’s
start, we assist in conducting a review.
Search Approach
Scope of Services
Summary (Executive
Search)
12
Proposal for City Administrator Executive Search: City of Stillwater | 5
Detailed Plan of Action Steps and Services
Provided by Brimeyer Fursman, LLC
Each search process begins with a careful assessment of the
current state of the organization. This evaluation is used when
the position profile is established to ensure applicants are screened
according to the needs and established norms of the organization.
You will be asked how much if any, change in direction is hoped
for with the new City Administrator. Candidates are screened for
fit and capacity according to your requirements discovered during
the process.
Assessment areas typically include organizational procedures,
structure, systems and policies, culture, staff capacity, leadership
and management philosophy, and previous experiences. Four
methods may be used to gather information for assessment:
1. Interviews
2. Focus Groups
3. Questionnaires
4. Review of artifacts
Engaging as many stakeholders as possible in this first step of the
process will provide an impetus for change needed and prepare the
organization for the transition in leadership.
Members of our team have extensive training through the Institute
of Cultural Affairs on facilitating community discussions. A
critical success factor of the search is identifying community
priorities and the environment in which the Administrator must
function. We encourage meetings with citizens to further assess
the climate of the community with the use of forums and individual
interviews.
Phase I
Organization Assessment
Employee
& Citizen Engagement
13
Proposal for City Administrator Executive Search: City of Stillwater | 6
A successful search has a thorough definition and agreement by
the Mayor and City Council on each aspect of the position.
During this initial phase, our consultants will meet collectively
and individually with the Mayor and City Council members,
Department Directors and Administrators, and key staff to learn
more about your goals and objectives. Critical factors to be
determined include position responsibility and authority; reporting
relationships; educational and experience requirements; personal
and leadership qualities; and management style. We will
carefully review your expectations and provide industry tested
feedback. We will discuss pay expectations, the available talent
pool, organization fit, and others that come up during the profile
formation.
An organizational review and City Administrator search should be
a coordinated process whose elements happen together. The
information from the organizational review /assessment is
essential for the successful recruitment of the new City
Administrator. The same analysis becomes the foundation for a
plan of action for the new City Administrator once they start.
“Mini” Culture Audit: Our highly credentialed and experienced
Organization Development professionals understand that when a
CEO or Administrator leaves, there is often heightened anxiety
and work interruptions as people adjust. The areas impacting
behavior are communication & expectations, environment, time,
and group relations (power issues). The mini culture audit is used
to help determine how to best recruit candidates for fit to create a
positive work environment.
We will pay considerable attention to establishing organizational
goals and priorities for the position. The identification of
priorities serves a two-fold purpose: it assists the hiring authority
in developing a consensus on what is important for the
organization and it alerts potential candidates to the important
issues of the organization.
After drafting the Profile, we will meet with the Mayor and City
Council as a group to discuss the critical specifications of the
position. A great deal of emphasis placed on the agreement of
this analysis. Without this information, it is difficult to determine
how potential candidates will affect the City’s plans and
organizational team. The final Position Profile, after approval by
the Mayor and City Council, becomes the document against
which we evaluate prospective candidates.
Establishing and
Evaluating Expectations
Organizational Review
Coordinated with
Administrator Search
“Mini” Culture Audit
Position Profile –
Recruiting Platform
14
Proposal for City Administrator Executive Search: City of Stillwater | 7
The Position Profile serves as the primary recruitment tool as a
means of identifying the scope of the position and highlighting the
unique characteristics and qualities of the community. Once the
Profile is approved, we will prepare and conduct a comprehensive
program to contact candidates and determine sources of
candidates.
In addition to placing announcements in the appropriate
professional and trade journals, we will announce the position on
appropriate web sites and the Profile will be featured on the
Brimeyer Fursman web site with a link to the City of Stillwater
official web site. We will utilize our local, regional, and national
contacts to identify potential candidates. We will identify
comparable organizations where key individuals will be
contacted.
Often times we are able to identify candidates from similar
assignments who may be appropriate for the position. Sometimes
the most qualified candidates are often not in the job market
and do not respond to traditional advertising: therefore, we will
directly recruit specific individuals with established patterns of
talent, stability, and success through direct visits, calls, and
mailings.
Brimeyer Fursman will take responsibility for accepting and
collecting applications and acknowledgments. We will maintain
transparency and provide continual updates to the city and
candidates as each step in the process proceeds. We take great
care to treat all candidates with the greatest respect on behalf of
the firm and Stillwater.
Following the application deadline, we will screen each
applicant's experience and background against the Position
Profile. After evaluating and comparing each application, we will
compile a list of candidates for further consideration. We will
conduct one-on-one interviews with the most promising
individuals. Our staff will make every effort to conduct face-to-
face interviews with these candidates. Our in-depth evaluation
and appraisal techniques will cover issues such as work
experience, education, professional development and
achievement, career objectives, accomplishments, suitability, and
specific interest in the position. We will pay particular attention
to the management style that most closely reflects the needs of the
organization.
PHASE II
Develop and
Implement an
Approved Recruitment
Plan
Place Announcements
Recruit Candidates
Recruitment Ads
ICMA: International City
Managers Association
Gov’t Jobs
Linked-IN
Brimgroup Web Page
League of Minnesota
Cities
Neighboring Leagues
Accept and Acknowledge
Applications
Review Resumes and
Screen Candidates
15
Proposal for City Administrator Executive Search: City of Stillwater | 8
We use a variety of techniques to “discover” the candidates who
will have the greatest chance of success. Research shows that
past performance is the greatest indicator of future success. We
spend a great deal of time reviewing the accomplishments and
lessons learned on mistakes with each candidate. Additionally,
we profile management styles and capabilities of each candidate
through testing and interviews.
Brimeyer Fursman is authorized to
administer the Insights Discovery
Personality Profile System. The
results will cover motivation and behavior patterns, management
strategies, identification and management of conflict areas. The
City will gain insights into the strengths, management style, and
key communication styles for each finalist candidate.
Once interviews are complete, we will select the most qualified
individuals to present to the Mayor and City Council. We will
prepare a Progress Report that will provide information on ten
candidates whose backgrounds most closely meet the
requirements of the position. This Progress Report will provide
specific information on:
Educational and work history
Accomplishments and growth potential
Strengths and possible limitations
Skills and performance history related to the position
Personality and decision making profile
We will deliver this report and personally review it with the
Mayor and City Council. Five or six candidates will be selected
for further consideration based on the review. We will propose a
schedule for interviewing the candidates and discuss the
compensation expectations of the Mayor and City Council once
the finalists are selected.
Assessment Tools
Cover letter & resume review
Short essays on topics related
to the position
Writing sample
Summary of accomplishments
Insights management profile
One-on-one interviews
360 Degree Reference Review
Full Credit Report
Credential Check
Criminal Check
Progress Report
TOP 10-12
16
Proposal for City Administrator Executive Search: City of Stillwater | 9
360 Review: Prior to the interviews, we will conduct discreet
reference checks on the finalist candidates. We will talk with
peers and former associates of these candidates. We will speak
with individuals who are, or have been, in positions to directly
evaluate the candidates' job performance. We will verify the
finalist candidates' credentials through educational, criminal, and
credit checks.
Resumes, cover letters, and reference reports will be provided
on each candidate prior to the interview.
We will also provide the Mayor and City Council with a list of
suggested interview questions and evaluation forms.
We will discuss the proposed procedures to be used in the
interview process.
Our suggested interview schedule will allow the candidates to
get acquainted with the community and community leaders
and to visit with the Mayor and City Council and the staff in
informal settings.
We culminate the process with individual and group
interviews.
If possible, all interviews will be scheduled within a period of
two days depending upon the desire of the Mayor and City
Council.
A consultant will be present at each interview.
Before the interview process begins, we will review all protocols
and also discuss the motivational forces guiding your
interpretation of candidates. This is especially strong at the
unconscious level with biases in the interview process, including:
Leniency/ Strictness Bias
Halo Effect
Horns Effect
Similarity Effect
Appraiser Biases
Primacy Effect
Contrast Effect
After the interviews, we will meet with the Mayor and City
Council to review the candidates using an ORID (Objective,
Reflective, Interpretive, and Decisional) evaluation tool to assist
in determining the top candidate. The consultant will assist in this
process to the extent requested by the Mayor and City Council.
We take responsibility for notifying all unsuccessful candidates
each time the candidate pool is narrowed down.
PHASE III
Coordinate and
Conduct Final
Interviews
Reference and Credential
Checks
Final Interview and
Selection Process
Council/Panel Interview
Preparation
Selection
17
Proposal for City Administrator Executive Search: City of Stillwater | 10
Brimeyer Fursman, will take great care that the City of Stillwater
secures acceptance from the most desired individual. We will
participate in the final negotiations. If any concerns arise in the
final hour, by working as a third-party intermediary we can
resolve important details of the offer which may have significant
bearing on its final acceptance or rejection. We will negotiate the
terms and conditions of employment and prepare a Letter of
Agreement on behalf of the City of Stillwater with the selected
candidate.
If requested by the City, Brimeyer Fursman, will act as a
spokesperson with the media in order to maintain the integrity of
the selection process and to protect the confidentiality and privacy
of the candidates who are not hired.
Family issues and dual career households are factors that
influence an individual's decision to change jobs. We
address circumstances arising from a job change including
spouse careers, real estate issues, family concerns, and
relocation details.
After the candidate is employed, we will follow up with both
the City of Stillwater and the candidate to insure a smooth
transition and satisfactory completion of the assignment.
This follow-up contact is intended to identify potential issues
early so that adjustments can be made, if necessary.
Onboarding is a process focused on the integration of new
senior-level managers into an organization. The goal is to
prepare Administrators to succeed in their jobs as quickly as
possible. Brimeyer Fursman will meet with the directors and key
staff, Mayor and City Council and the new City Administrator to
discuss and plan for the adjustments that naturally occur during
periods of transition. This is particularly helpful to staff as they
learn to work with their new supervisor. Items covered include
effective communication, setting expectations, clarification of
roles and responsibilities, a review of the culture and other
norms.
If requested by the Mayor and City Council, we will assist in
conducting a performance evaluation of the selected City
Administrator between six and twelve months of employment.
We will develop a Work Program that will contain objectives for
the City Administrator to accomplish in the ensuing six to twelve
months.
The shortest tenure of permanent placements of City Managers
has been 4 years. (Canton SD). We were invited back to do the
search again. All other placements for the past 6 years are still
serving.
Additional Support
Services
Phase IV
Onboarding – Preparing
for change
FOLLOW UP
Performance Review
Tenure of Hires
Negotiating Compensation
Package
18
1
City of Rochester Police Accountability Board
Request for Proposals
EXECUTIVE SEARCH FIRM TO CONDUCT
NATIONWIDE SEARCH
FOR THE NEXT EXECUTIVE DIRECTOR
FOR THE CITY OF ROCHESTER
POLICE ACCOUNTABILITY BOARD
RFP Issued: Friday, October 20, 2023
Proposals to be received by 5:00 PM on Friday, December 1, 2023
Submit Proposals Electronically to:
Rosabel Antonetti, Director of Operations
Rosabel.Antonetti@cityofrochester.gov
19
4
The Board will make every reasonable effort to keep respondents informed about the
RFP process. Notifications about Timeline date changes, amendments to the RFP and
other information about the RFP will be sent by email to respondents who have provided
an email address to the Board contact and will be posted on the Board’s website for this
RFP. The Board’s failure to provide such information shall not delay or invalidate the
Board’s right to make a decision to award an agreement pursuant to this RFP.
SCOPE OF SERVICES
The Board is seeking an Executive Search Firm (hereinafter referred to as “Consultant”)
who can perform the following services beginning in or around January 22, 2024. All
proposals shall address each of the requested services listed below.
Project Management Meeting. The Consultant will meet with
representatives from the Board to consult and confirm a timeline, identify
roles and milestones, and map out the entire executive search process.
Key Personnel Interviews. The Consultant will interview internal
stakeholders identified by the Board, to possibly include key City personnel
who interact with the Board, staff at the PAB, City Council and HR. The
purpose of these meetings will be for the Consultant to gain a basic
understanding of both organizational needs, current priorities, structure, and
culture of City government and police department.
Community Engagement. The Consultant will facilitate two (2) community
forums, several small community focus groups meetings, and online surveys
(for both the community and Board).
a. Community Forums. The Consultant will facilitate two (2) virtual
community forums and gather input to help shape the position profile
and/or inform the areas of inquiry when developing interview
questions. The Board agrees to advertise the forums through the
City's traditional community networks to ensure attendance. The
Board will be responsible for interpreters when needed.
b. Community Focus Group Meetings. The Consultant will facilitate
several small community focus groups of internal and external
stakeholders, identified by the Board. These group meetings are
intended to provide a community perspective that is considered
throughout the executive search process.
c. Online Department Survey. The Consultant will develop and host a
customized online survey for the Board and staff to provide input to
the search process. Following completion of the survey, the
Consultant will provide a summary report of the survey results to the
20
5
Board.
d. Community Survey. The Consultant will develop and host a
customized online survey for community members to provide input to
the search process. The Board will be responsible for promoting and
advertising the survey through normal channels. Following completion
of the survey, the Consultant will provide a summary report of the
survey results to the Board. The Board will be responsible for
interpreters when needed.
Developing the Candidate Profile. The Consultant will work directly with
Board, senior staff and others involved in the process in order to learn as much
as possible about what the Board expects of a new Executive Director. This
will include meeting with other key staff and community members to gather
information. Through this, they will learn about the values and culture of the
agency, as well as understand the current issues, challenges, and
opportunities that face the Board. They will also become acquainted with the
Board’s expectations regarding the knowledge, skills and abilities sought in the
ideal candidate, and they will work with the Board to identify expectations
regarding education and experience. Additionally, they will discuss with the
Board expectations regarding compensation and other items necessary to
complete the successful appointment of the ideal candidate. As part of this
process, they will provide an evaluation of the compensation and benefits of
the Executive Director position. Based on these discussions, they will develop
a candidate profile that addresses the responsibilities, core competencies and
professional characteristics and traits, education and training, operational and
organizational issues, and other factors relevant to this position.
Advertising Campaign and Recruitment Brochure. The Consultant will
design an effective advertising campaign that is appropriate for the recruitment
specifically suited to the Executive Director search, utilizing venues that will
ensure a diverse pool of applicants, including qualified minority and women
candidates. The Consultant will place advertisements including, but not limited
to the following professional associations' websites to ensure a strong and
diverse candidate pool:
• International Executive Association
• National Association for Civilian Oversight of Law Enforcement
• Latino Corporate Directors Association
• New York Society of Association Executives
• National Association of Women Lawyers
• New York State Bar Association
• The Black Executive Director’s Network
• Hispanic National Bar Association
• National Bar Association
21
6
Consultant will also utilize social media and will develop a professional
recruitment brochure on the Board’s behalf that will discuss the community,
organization, position, and compensation. Once completed, they will mail the
brochure to an extensive audience, making them aware of the Executive
Director opportunity with the City of Rochester Police Accountability Board.
i. Intensive Follow-up - As a follow-up to the advertising and
marketing campaigns, the Consultant will conduct personal
outreach and intensive follow-ups to maximize efforts to ensure a
deep candidate pool.
ii. Brochure - For each prospective candidate, the Consultant will
provide them with an electronic copy of the color brochure,
followed by a telephone or virtual contact or an in person meeting.
iii. Submissions - The Consultant will acknowledge each submission
and provide candidates timely updates as they move through the
search and selection process.
Recruiting Candidates. The Consultant will cross-reference the profile of the
ideal Executive Director candidate for the Board with their database of
thousands of candidates and their contacts in the field, and will conduct an
aggressive outreach effort that includes making personal calls to prospective
applicants in order to identify and recruit outstanding candidates, including
qualified minority and women candidates.
Screening Candidates. Following the closing date for the recruitment, the
Consultant will screen all resumes and cover letters using the criteria
established in our initial meetings to narrow the field of candidates.
Identification of Qualified Candidates. The Consultant will maintain a
database of candidates and will assess those individuals against the position
profile. The Consultant will follow up with each contact and help individuals
determine whether they will be competitive for the position. The Consultant
may recruit a select few from their database who meet the established criteria
for the position. The Consultant will utilize the following activities to develop
the candidate pool:
b. Review of Internal Candidates - Internal candidates, like external
candidates, will be assessed on the merits, evaluated comparatively to
the entire candidate pool, and presented accordingly.
c. Original Research - The Consultant will identify candidates from
other municipalities and contact selected individuals to determine
22
7
their interest in the position.
d. Internet Research - The Consultant will utilize their proprietary internet
tool to search for and contact police oversight executives who have an
interest in an executive position outside their current organization.
e. Personal Contacts - The Consultant will utilize their personal contacts
and relationships with police oversight executives throughout the nation
to receive possible recommendations of outstanding candidates for the
position.
Preliminary Interview. The Consultant will conduct preliminary interviews with
the top ten (10) to twelve (12) candidates in order to determine which
candidates have the greatest potential to succeed at the Board. During the
interviews, they will explore each candidate's background and experience as it
pertains to the Executive Director position. In addition, they will discuss the
candidate's motivation for applying for the position and make an assessment of
their knowledge, skills, and abilities. They will devote specific attention to
determining the likelihood of the candidate's acceptance of the position if an
offer of employment is made.
Public Records Search. Following the interviews, the Consultant will conduct a
review of published articles that reference each candidate. They will consult
various sources for this including Lexis-Nexis TM, a newspaper/magazine
search engine, Google, and local papers from the communities in which the
candidates have worked which may bring their attention for further detailed
inquiries that they may need to make at that time.
Recommendations. Based on the information gathered through meetings with
the Board and preliminary interviews with candidates, the Consultant will
recommend three (3) to five (5) candidates for the Board’s consideration, within
(75) to (90) days from the start of the search. They will prepare a report on each
candidate that focuses on the results of their interviews and public record
searches, to include detailed information pertaining to the candidates'
professional experiences and accomplishments, strengths and potential gaps,
and background information. The recommended three (3) to five (5) candidates
for the Board’s consideration. The Board will advise consultants on whether they
wish to proceed with an OMNIA Assessment, a predictive, scientifically-validated
assessment to uncover motivators, references and behaviors. They will make
specific recommendations, but the final selection of those to be considered will
be up to the Board.
Background Checks / Detailed Reference Checks. Based on the final
interviews, the Consultant will conduct a credit, criminal, civil litigation, and motor
vehicle record checks for the top one (1) to three (3) candidates. In addition,
23
8
those candidates will be the subjects of detailed, confidential reference checks.
In order to gain an accurate and honest appraisal of the candidates' strengths
and weaknesses, they will talk candidly with people who have direct knowledge
of their work and management style. They will ask candidates to provide the
names of their supervisors, subordinates, and peers for the past several years.
Additionally, they will make a point of speaking confidentially to individuals
known to have insight into a candidate's abilities, but who may not be on their
preferred list of contacts. At this stage in the recruitment, they will also verify
candidates' educational backgrounds and any required certifications.
Additional Verifications. The Consultant will conduct a comprehensive
background report through First Check on all candidates we recommend. The
report includes:
• Address history
• Driving history/motor vehicle records
• Credit report
• Federal criminal search
• National criminal search
• County wants and warrants
• Global homeland security search
• Sex offender registry search
• Education verifications
• Social Security number trace
Presentation of Candidates. Based on the screening interviews, internet
profile, First Check Background Report, and information from other sources,
the Consultant will produce a Screening Report. The Screening Report will
divide the candidate pool into three groups: 1) Recommended Candidates 2)
Qualified Candidates; and 3) Others. The Screening Report will describe the
entire candidate pool and include the resumes, cover letters, and internet
research for each candidate classified as "Recommended" or "Qualified" and
a list of "Others." The Consultant will meet the representatives identified by
the Board, either in person or virtually, to present the search results and
review their recommendations. They will discuss each candidate's
qualifications and collectively advance a group of candidates (typically 4-7) to
the selection process.
Initial Interviews. The selection process will begin with the Board.
i. The Consultant will work with the City's Human Resource
Department to produce a hard copy or electronic interview
booklet for each panel member containing the EEO guidelines,
interview schedule, interview questions, and candidate materials.
24
9
ii. The Consultant will facilitate the post-interview panel debriefings.
iii. The Consultant will develop an interview process that objectively
assesses the qualifications of each candidate. They will adopt an
approach that fits the Board's needs. They will provide the Board with
suggested interview questions and rating forms, and will be present at
the interviews to facilitate the process.
iv. The Consultant will coordinate the panel interviews with the Board. The
Consultant will develop interview questions for each panel tailored to
assess the candidate's suitability to address the City's most critical
issues.
Finalist Process. The Consultant will work with the Board and staff to
develop a process that helps distinguish among the finalists. The finalists'
process may have virtual components but will likely have in-person events.
The finalist process may include some or all of the following:
1. A tour of the City and PAB
2. A "Meet and Greet" with Department Directors, Elected and Appointed
Officials
3. An event where Board and staff can meet with and question finalists
4. A "Meet the Candidates" event (public vetting or candidate interview forum -
Live or Virtual)
5. Finalist Interviews – Board, City Council and Department of Human
Resource Management
Negotiations and Extending the Offer. When a candidate is selected, the
Consultant will assist, as appropriate, with negotiations and an employment
offer. Throughout this stage of the process, the Consultant will continue to act
as an agent of the City and represent the Board’s interests according to its
directions.
Closing the Search. After the offer is accepted, the Consultant will contact
the remaining candidates and notify them about the outcome of the search.
Complete Administrative Assistance. Throughout the recruitment, the
Consultant will provide the Board with updates on the status of the search, and
will provide a schedule for actions and deliverables at the beginning of the
process. They will also take care of all administrative details on behalf of the
Board. They will provide candidates personal correspondence advising them of
their status at each critical point during the recruitment. In addition, they will
respond to inquiries about the status of their candidacy within 24 hours.
25