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Home My WebLink AboutCC WORKSESSION PACKET 08312020If you would like to request special accommodations or alternative formats, please contact the City Clerk at 612-782-3313 or email city@savmn.com. People who are deaf or hard of hearing can contact us by using 711 Relay. The meeting can be viewed live via cable channel 16 in the North Suburbs or the web broadcast at https://www.ctvnorthsuburbs.org/live-tv/channel-15/. Due to health concerns and limited seating, we encourage people to view the meeting by using this link: http://www.savmn.com/Calendar.aspx?EID=1184 There is also a dial-in option available. Members of the public who wish to attend the meeting may do so in person. Following guidance from state health officials, some City Council Members may choose to participate in upcoming meetings electronically pursuant to MN Stat. §13D.021. Work Session Agenda Monday, August 31, 2020 5:30 p.m. 1. Housing Data. Charlie Yunker, Interim City Manager presenting 2. City Manager Recruitment. Charlie Yunker, Interim City Manager presenting 3. Future Work Session Dates, Times and Agenda Items. Charlie Yunker, Interim City Manager presenting 4. Adjournment City of St. Anthony CITY COUNCIL WORK SESSION Minutes August 3, 2020 Present: Mayor & Council Randy Stille, Mayor; Bernard Walker, Councilmember; Thomas Randle, Councilmember; Wendy Webster, Councilmember and Jan Jenson, Councilmember. Absent: None Staff: Mark Casey, City Manager and Charlie Yunker, Assistant to the City Manager. Consultants: Steve Grittman, Planner (NAC) Call to Order: Mayor Stille called the Work Session to order at 5:00 p.m. Housing Data: Council discussed types of housing data they were interested in. By consensus of the mayor and council, staff was directed to bring back housing data to a future work session. Dangerous Dog Ordinance: Staff presented a memo from the City Attorney, state statue on regulations of dangerous dogs, proposed redline of St. Anthony’s animal control chapter of the city code and examples from Roseville, New Brighton, Edina, St. Louis Park and Plymouth. By consensus of the mayor and council, staff was directed to bring ordinance forward at a future city council meeting including the $500 annual registration fee. St. Anthony Family Services Collaborative: Councilmember Webster presented a proposal from the Family Services Collaborative in which the City would be both a financial contributor and partner. By consensus of the mayor and council, staff was directed to have the council review a final agreement prior to moving forward. Masks: By consensus of the mayor and council, no additional direction was provided beyond the Governor’s executive order. Public Safety Commission: Staff presented proposed ordinance language and what the commission is and is not. By consensus of the mayor and council, the commission will be on hold until a future date. Future Work Session Dates: The next scheduled Work Session will be Monday, August 31, 2020. One of the agenda items to discuss will be the new City Manager search process. Adjournment: The meeting adjourned at 6:41 p.m. Respectfully submitted by Mark Casey, City Manager. City of St. Anthony CITY COUNCIL WORK SESSION Minutes August 4, 2020 Present: Mayor & Council Randy Stille, Mayor; Bernard Walker, Councilmember; Wendy Webster, Councilmember and Jan Jenson, Councilmember. Absent: Thomas Randle, Councilmember Staff: Mark Casey, City Manager and Charlie Yunker, Assistant to the City Manager. Guest: Congresswoman Omar and staff Call to Order: Mayor Stille called the Work Session to order at 5:00 p.m. Congresswoman Omar: The Congresswoman discussed activities in Washington and council discussed activities in St. Anthony. Adjournment: The meeting adjourned at 6:15 p.m. Respectfully submitted by Mark Casey, City Manager. THIS PAGE LEFT INTENTIONALLY BLANK NORTHWEST ASSOCIATED CONSULTANTS, INC. __________________________________________________________________ 4150 Olson Memorial Highway, Ste. 320, Golden Valley, MN 55422 Telephone: 763.957.1100 Website: www.nacplanning.com MEMORANDUM TO: Mayor Stille and St. Anthony Village City Council Mark Casey, City Manager Charlie Yunker, Assistant to the City Manager FROM: Stephen Grittman DATE: August 26, 2020 RE: St. Anthony Village – TIF Project History/Housing Development FILE NO: 323.02 This memorandum provides a summary of the City’s use of Tax Increment Financing (TIF) for housing development and/or redevelopment over the past several years. The City Council requested this data as a part of its review of TIF fund usage, and how those projects have included efforts to address affordability in the community. This report relies significantly on material provided by the City’s financial consultant, Stacie Kvilvang of Ehlers and Associates. The City has created two TIF Districts over this span. The Chandler Place TIF addresses a single project as a Housing District TIF. The Silver Lake Village TIF (District 3-5), eventually addressed several projects, which will be summarized below. Chandler Place. This project was established in 1985, and provided funds for an existing nursing home to augment its facilities with an assisted living project. The Chandler Place Assisted Living facility was added to the St. Anthony Health Center. Chandler Place consists of 119 units of assisted living and memory care. The TIF proceeds from this Housing District project were utilized for various expenses that permitted the addition of the facility on land already owned by the Health Center. As a housing district, the requirements provided that at least 20% of the units be affordable to persons at 50% or less of Area Median Income (AMI). As an assisted living facility, the 24 affordable units are allocated to senior residents. Chandler Place is located along the north side of 37th Ave. NE between Chandler Drive and Foss Road. 2 Silver Lake Village. This redevelopment project was initiated in 2005, as a redevelopment of the Apache Plaza area, and has included several individual TIF-assisted projects. The proceeds from the TIF District have been used for a wide variety of expenses, including land acquisition and assembly, demolition, environmental clean-up, and relocation costs, as well as for utility and road installations. The individual projects in the District are as follows: • The Landings mixed income apartments 261 units with 20% affordable to persons at or below 50% of AMI (52 units affordable, no age restrictions) (other units are market rate) • Silver Lake Condos – 130 units (market rate) • Silver Lake Town homes – 26 Units (market rate) • The Legends of Silver Lake 172 units 100% affordable to Seniors (55+) at or below 60% of AMI (senior only building) • Doran Silver Lake Village – 497 units (market rate) As redevelopment, affordability was not a required factor in the Silver Lake Village area. 3 Summary The format of the Dougherty Mortgage report from September of 2018 aggregated affordable units (60% of AMI or less) by three types of occupancy, including (1) General Occupancy/Family; (2) Age Restricted (Senior); and (3) Targeted Populations. For St. Anthony, there have been a total of 1,205 units created that benefited in some way from the City’s use of TIF. Of that total, 248 units (20.6%) are affordable, at either 50% or 60% of AMI. Of the 248 affordable units, 196 units (79%) are age restricted, and 52 (21%) are available to general occupancy tenants. The Dougherty report summarized the 2010-2019 period, noting that 56% of all metro affordable units were available for general occupancy, while 32% were age restricted. However, the report also notes that in the suburban communities, 85% of new units were age restricted, slightly higher than St. Anthony’s total. THIS PAGE LEFT INTENTIONALLY BLANK Housing Data Research A summary of data describing the makeup of residential land use in the St. Anthony Village community. This document represents a summary snapshot of the status of housing and housing value in St. Anthony Village. The data was collected from the Metropolitan Council, the American Community Survey of the US Census Bureau, and other resources including the City’s draft Comprehensive Plan. The purpose of the research is to provide a common set of data as the community examines current and future housing development and redevelopment proposals, in the context of the City’s Comprehensive Plan goals and objectives. Some of the data points vary for the same category of data since depending on the source, it was collected during different years, primarily between 2015 and 2017. Summary of the data: • St. Anthony Village has approximately 4,300 residential units, based on the most recent housing estimates. • The community has more than half of its housing stock in attached units, with just 48.5% of all units as single family detached. • St. Anthony has a greater percentage of housing in higher-density buildings than its neighbors, a similar level of medium density (townhouses and twinhomes, typically), and the lowest percentage of single family detached housing (48.5%). • In the metro area by comparison, nearly two-thirds of all housing is single family detached. • In St. Anthony, there is just an 8% spread between the number of single family homes and multi-family homes, whereas the neighboring communities, and the metro as a whole, show differentials of 24% to 44% for this disparity. • With regard to what is known as “housing tenure”, St. Anthony Village has the highest proportion of rental-occupied units of its near neighbors, at nearly 40% of the current housing stock. This is almost 10% greater than the cumulative Twin Cities rate of about 30%. • A study done for the 2040 Comprehensive Plan showed than 64% of the community’s housing stock falls within ranges that are considered “affordable”, defined as values affordable to those making less than 80% of the Area Median Income (AMI). Slightly more than 25% of the community’s housing is affordable to those making less than 50% of the AMI. • For the metro area, comparative affordability numbers are similar (or slightly lower than St. Anthony) for all categories of affordability: approximately 59% of housing units are affordable to those making below 80% of AMI, and 23% of housing is affordable for those below 50% of AMI. Of its affordable supply, St. Anthony’s proportion of units below the 30% AMI threshold is 15.6% as opposed to 10.8% metro-wide. Page 1 The first chart below shows that St. Anthony’s owner-occupied housing is slightly higher than values in New Brighton, Roseville and the 7 county metro area – in the range of 3%, while Columbia Heights lags in owner-occupied value. The next chart illustrates overall housing makeup in the community, by structure type, and compares the makeup to suburban communities directly abutting St. Anthony Village and the Twin Cities as a whole. As can be seen, St. Anthony has a lower percentage of single family detached housing than its neighbors. Although the percentage of single family homes in St. Anthony is lower than its neighbors, the city makes up for this with other housing options, with nearly 41% of total households in the city being in a structure of 10 or more units (apartment building). Page 2 238,000 161,100 230,200 232,100 230,700 $0 $50,000 $100,000 $150,000 $200,000 $250,000 St. Anthony Columbia Heights New Brighton Roseville 7 County Metro Median Home Value (owner-occupied) 48.5% 59.8%54.2%54.2% 65.7% 40.7% 19.1% 35.1%35.5% 14.5% 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 St. Anthony Columbia Heights New Brighton Roseville 7 County Metro Housing by Structure Density 1-unit, detached 1-unit, attached 2-4 units 5-9 units 10 or more units With regard to types of housing, St. Anthony is more evenly split than its neighbors and the 7 county metro area as a whole, with roughly 54% of the total housing stock being single family and the remaining 46% defined as multi-family. The availability of multi-family housing units in St. Anthony is the highest percentage out of the communities observed, suggesting a variety of options of housing type in the city. This chart combines single family detached and single family attached. The percentages of housing occupied by owners is similar in St. Anthony Village to its immediate neighbors, with just a 4.2% gap between the compared communities. When comparing St. Anthony to the 7 county metro area, there is an 8.8% gap in percentages of ownership units. St. Anthony’s percentage is on the lower end of the four communities examined. Relatedly, St. Anthony Village has a slightly higher percentage of renter-occupied housing Page 3 56.5% 60.7%59.0%60.7% 65.3% 39.5% 34.3% 37.5% 34.5% 30.3% 4.0%5.0%3.5%4.8%4.4% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% St. Anthony Columbia Heights New Brighton Roseville 7 County Metro Proportion of Owner vs. Renter Housing Ownership Units Rental Units Vacant From the 2040 Comprehensive Plan, the breakdown of existing housing in St. Anthony Village by affordability is shown in the following chart. With a total of 4,325 units, 458 (11%) are affordable to those making 30% of the Area Median Income (AMI); an additional 636 (15%) are affordable to those with incomes between 30% and 50% of the AMI, and 1,674 (39%) are affordable to those making between 50% and 80% of the median. In total, 64% of all housing units in St. Anthony are “affordable” to those within one of the three lowest classes of income. . The chart to the left breaks out the housing that is considered “affordable” for St. Anthony and the corresponding metro-wide statistic. Approximately 59% of the City’s affordable housing stock is affordable to those making between 51% and 80% of AMI. This percentage is similar to the metro-wide proportion, as shown in this chart. St. Anthony’s affordability ratios are similar overall to the Twin Cities, and in fact, higher for the lowest end (at or below 30% of AMI) – 15.6% as opposed to 10.8% metro-wide. In summary, while St. Anthony’s values tend to be higher than its immediate neighbors, there is also a slightly higher percentage of multiple family housing units, and a higher percentage of rental-occupied units. The majority of all types of housing falls into the “affordable” category, both by density as defined by the Metropolitan Council, and as measured by income affordability to those making less than 80% of the Area Median Income. Page 4 TO: Mayor & Council FROM: Charlie Yunker, Assistant to the City Manager RE: City Manager Search RFP DATE: August 31, 2020 At its regular meeting on August 11, 2020 the Council accepted the resignation of City Manager Mark Casey and asked staff send a Request for Proposals (RFP) to executive search firms. The RFP was sent out firms that work in the public sector and have Minnesota experience. Those firms were: • Baker Tilly • David Drown and Associates • GovHR • Hue Life • The Mercer Group The due date for receipt of proposals was August 24, 2020 and proposals were received from Baker Tilly, David Drown and Associates, and GovHR. Each firm provided comprehensive details on their respective processes, and they are attached for your review. Particulars very, but below is a brief summary: BAKER TILLY DAVID DROWN AND ASSOCIATES GOVHR PROJECT LEAD(S) Sharon Klumpp and Patty Heminover Liza Donabauer Charlene Stevens BASE FEE $23,000 $23,000 $20,000 EXPECTED TIMELINE 14 Weeks 14 Weeks 12 Weeks GUARANTEE 1 Year 2 Years 1 Year Next steps: 1. Select firm based on their proposals, or request additional information and/or informational meetings and review at a future worksession 2. Officially select firm by resolution at the next regular City Council meeting 3. Staff will communicate with the firms and supply any needed information to the selected firm THIS PAGE LEFT INTENTIONALLY BLANK City of St. Anthony Village Proposal to provide a City Manager recruitment August 24, 2020 Baker Tilly US, LLP 380 Jackson Street, Suite 300 St. Paul, MN 55101 T: +1 (651) 223 3000 F: +1 (651) 223 3046 bakertilly.com August 24, 2020 Ms. Nicole Miller Administrative Services Coordinator City of St. Anthony Village 3301 Silver Lake Road St. Anthony Village, MN 55418 Dear Ms. Miller: Baker Tilly US, LLP (Baker Tilly) appreciates the opportunity to submit the following proposal for executive recruitment services to the City of St. Anthony Village to help you identify your next City Manager. We believe that our record of successfully placing qualified and very accomplished professionals, along with our extensive experience providing executive recruitment services to cities, counties and other public- sector organizations nationwide, will be beneficial for your recruitment and will allow us to find the candidate who has the traits, skills, experience and overall competence you desire for your organization. We know that you have options when it comes to selecting a recruitment firm. However, we believe that our unique approach, highly regarded customer service practices, and our record of identifying and recruiting top level executives in similar roles, sets us apart from our competitors. Additionally, we offer the following unique features: − Customized profile development: working with the members of the City Council and designated staff, we develop a customized candidate profile based on the required, desired and preferred qualifications, traits and attributes you seek in the individual you interview or hire for your next City Manager. We strive to understand how the City’s current and anticipated needs and organizational priorities will shape your recruiting and selection requirements; then we collaborate with you to develop a nationwide or regional marketing, recruiting and outreach campaign. This approach has proven to effectively allow us to identify, attract and recruit highly qualified candidates for your review. − Proprietary management/leadership assessment: relying on exclusively licensed predictive analytics tools (using data to determine patterns and forecast future outcomes and trends), we administer assessments to selected applicants to help us identify human potential in each of the candidates we present to you. Results are “Real,” “Impactful,” and “Powerful.” Furthermore, these results can provide you with more profound insights into the candidate’s management traits and leadership styles based on scientific data. − Recorded video interviews: we ask selected candidates (semi-finalists) to complete a recorded, one- way video interview, using questions developed from your “candidate profile,” which gives your review team an additional tool to evaluate the semi-finalists before inviting them to a face-to-face interview. − Proprietary online application management: our exclusively licensed, proprietary online application system enables us to efficiently manage applicant flow, classification and allows us to communicate with each applicant quickly and effectively. We communicate in real time with applicants, thereby engaging and informing them of each step, search related assignment and corresponding timeline throughout the process. Our system also allows us to access, review and evaluate thousands of prior applicants or individuals who have manifested interest in similar positions. Generally, these are individuals who may not be actively seeking a job, but who may be open to “the right opportunity.” This is another benefit and advantage we provide to our clients, which enables us to access a larger number of active and passive job seekers. This proposal details about our approach, expertise, references and pricing for this executive recruitment. Our team would consider it a professional privilege to provide these services to the City of St. Anthony Village. We do want to acknowledge the likelihood that state and local health restrictions will be in effect during this search process. Please know that since March we have completed successful searches, partnering with clients to address their preferences for both virtual and/or on-site (with social distancing and wearing masks) search activities. We are confident that we can work with the City of St. Anthony Village to accomplish this search safely and effectively. Very truly yours, BAKER TILLY US, LLP Chuck Rohre, Firm Director Sharon Klumpp, Director Patty Heminover, Director Authorized Representative Project Team Co-Leader Project Team Co-Leader M: +1 (214) 608 7477 T: +1 (651) 223 3053 T: +1 (651) 223 3058 E: chuck.rohre@bakertilly.com E: sharon.klumpp@bakertilly.com E: patty.heminover@bakertilly.com Contents Baker Tilly US, LLP, trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. 1. GENERAL INFORMATION .............................................. 1 FIRM INTRODUCTION ................................................................ 1 PROJECT CONTACTS AND LOCATIONS ................................. 1 REFERENCES ............................................................................ 1 EXPERIENCE .............................................................................. 2 2. UNDERSTANDING AND APPROACH ............................. 5 OUR UNDERSTANDING OF ST. ANTHONY VILLAGE’S NEEDS ......................................................................................... 5 PROPOSED SOLUTION TO MEET ST. ANTHONY VILLAGE’S NEEDS ......................................................................................... 5 RECRUITMENT APPROACH...................................................... 6 OUR STRATEGY FOR RECRUITMENT OF DIVERSE CANDIDATES ............................................................................ 11 BENEFITS TO THE CITY OF ST. ANTHONY VILLAGE .......... 11 3. PROPOSED FEES ..........................................................13 PROPOSED FEES .................................................................... 13 OPTIONAL SERVICES .............................................................. 14 TRIPLE GUARANTEE ............................................................... 14 NEGOTIATIONS ........................................................................ 14 4. PROJECT TEAM MEMBERS ..........................................15 5. PROPOSED PROJECT TIMELINE .................................22 TIMELINE................................................................................... 22 APPENDIX I: SAMPLE BROCHURE .................................... i APPENDIX II: SAMPLE EXCERPT OF TTI REPORT .........vii City of St. Anthony Village Page | 1 1. General information Firm introduction Baker Tilly is a nationally recognized firm with a long history of service to clients located throughout the country. For more than 85 years, Baker Tilly has understood that our business demands absolute integrity, a belief in the value of trusted relationships and a willingness to collaborate with every client. We will strive to continue to deepen and enhance our relationship with the City as we seek to become your Valued Business Advisor. Executive recruitment for public and non-profit clients has been a part of Baker Tilly’s portfolio of advisory services for more than 30 years. Within Baker Tilly, our executive recruitment team consists of 10 recruitment consultants and project coordination staff available to meet your executive recruitment needs. Each consultant assigned to this recruitment has experience working with villages, cities, counties, special districts and school districts and the many different disciplines that comprise the City of St. Anthony Village organization. Our consultants bring an experienced, participatory and energetic perspective to each engagement; our unique approach and personal touch are reflected in our internal standard to provide outstanding services that exceed your expectations. Since 2015, our combined consultant team has conducted nearly 500 executive searches. The Baker Tilly project team will collaborate with the City Council and the City’s designated staff as your technical advisor to ensure that the recruitment process for your next City Manager is conducted in a thorough and professional manner consistent with “best practices” in the public sector executive recruitment space. Our objective is to generate highly qualified candidates and assist you with the screening and evaluation of these candidates. Since our firm’s beginning, we have emerged as a leader in human resource management consulting and executive recruitment. It is our 30+ years of consulting experience, coupled with our unique approach and personal touch that drives our internal standard for delivering only outstanding services and leading-edge products. Project contacts and locations Chuck Rohre, Firm Director 2500 Dallas Parkway, Suite 300 Plano, TX 75093 M: +1 (214) 608 7477 F: +1 (214) 452 1165 E: chuck.rohre@bakertilly.com Sharon Klumpp, Director 380 Jackson Street, Suite 300 Saint Paul, MN 55101 T: +1 (651) 223 3053 F: +1 (651) 223 3046 E: sharon.klumpp@bakertilly.com Patty Heminover, Director 380 Jackson Street, Suite 300 Saint Paul, MN 55101 T: +1 (651) 223 3058 F: +1 (651) 223 3046 E: patty.heminover@bakertilly.com 1. General information City of St. Anthony Village Page | 1 References Sharon Klumpp and Patty Heminover are the designated project co-leaders for your City Manager recruitment. Feel free to contact any of the individuals listed below to verify the quality of work Baker Tilly provides to each client as part of these recently completed executive recruitment projects. City of Mounds View, Minnesota Name Carol Mueller Title Mayor Phone (763) 717 4006 Email carol.mueller@ci.mounds-view.mn.us Services Selection of City Administrator (2017) City of Circle Pines, Minnesota Name David Bartholomay Title Mayor Phone (763) 785 2859 Email davidb@umn.edu Services Selection of City Administrator/General Manager (2016) City of Oakdale, Minnesota Name Paul Reinke Title Mayor Phone (651) 402 7965 Email preinke@ci.oakdale.mn.us Services Selection of City Administrator (2020) City of Burnsville, Minnesota Name Dan Gustafson Title City Council Member Phone (952) 201 3507 Email dan.gustafson@burnsvillemn.gov Services Selection of City Manager (2018) City of Brooklyn Center, Minnesota Name Kelli Wick Title Human Resources Director Phone (763) 569 3302 Email kwick@ci.brooklyn-center.mn.us Services Selection of Director of Fiscal Services (2020), Fire Chief (2018), Public Works/Engineer (2017), Deputy City Manager (2016), Police Chief (2015), Assistant City Engineer (2013) 1. General information City of St. Anthony Village Page | 2 Experience The following is a list of executive recruitments recently conducted by members of the Baker Tilly team. List of relevant projects: 2015 to present Year Client State Project Population Current Eau Claire WI City Manager 68,866 Current Front Royal VA Town Manager 15,239 Current Herington KS City Manager 2,304 Current Kansas City MO City Manager 488,943 Current Lake Ozark MO Asst City Admin/Comm Econ Dev Director 1,792 Current Matanuska-Susitna Borough AK Borough Manager 108,317 Current Scottsbluff NE City Manager 14,874 Current St. Joseph MO City Manager 74,959 2020 Fairmont MN City Administrator 10,126 2020 Missouri City TX City Manager 74,705 2020 Moose Lake MN City Administrator 2,798 2020 Oakdale MN City Administrator 28,083 2019 Beeville TX City Manager 12,937 2019 Cloquet MN City Administrator 11,938 2019 Hobbs NM City Manager 37,764 2019 Lake Lotawana MO City Administrator 2,099 2019 Norman OK City Manager 122,843 2019 Paris TX City Manager 24,800 2019 Park City KS City Administrator 7,499 2019 Port Arthur TX City Manager 53,937 2019 Willmar MN City Administrator 19,628 2018 Addison TX City Manager 15,368 2018 Asheville NC City Manager 89,121 2018 Ashland OR City Administrator 21,636 2018 Avondale AZ City Manager 82,881 2018 Belle Plaine MN City Administrator 6,838 2018 Billings MT City Administrator 110,323 2018 Burnsville MN City Manager 61,434 2018 Christiansburg VA Town Manager 21,533 2018 Grand Rapids MI City Manager 192,294 2018 Herington KS City Manager 2,362 2018 Kingman AZ City Manager 29,029 2018 Maricopa AZ City Manager 46,903 2018 Middleburg VA Town Administrator 828 2018 Mora MN City Admin/Public Utilities GM 3,453 2018 Salina KS City Manager 46,994 1. General information City of St. Anthony Village Page | 3 List of relevant projects: 2015 to present Year Client State Project Population 2018 Shawnee KS City Manager 64,323 2018 York PA Business Administrator 43,859 2017 Berthoud CO Town Administrator 5,807 2017 Christiansburg VA Town Manager 21,533 2017 Cloquet MN City Administrator 11,938 2017 Dickinson TX City Administrator 19,595 2017 El Dorado KS City Manager 12,852 2017 Glenview IL Village Manager 45,417 2017 Lake Havasu City AZ City Manager 53,743 2017 Littleton CO City Manager 44,275 2017 Manassas Park VA City Manager 16,149 2017 Morehead City NC City Manager 9,203 2017 Mounds View MN City Administrator 12,525 2017 Oldsmar FL City Manager 13,913 2017 Orono MN City Administrator 8,009 2017 Riviera Beach FL City Manager 33,263 2017 Rochester MN City Manager 110,742 2017 Township of Roxbury NJ Township Manager 23,324 2016 Brooklyn Center MN Deputy City Manager 31,006 2016 Cary NC Town Manager 151,088 2016 Charter Township of Kalamazoo MI Township Manager 20,918 2016 Christiansburg VA Town Manager 21,533 2016 Circle Pines MN City Administrator 4,953 2016 Commerce TX City Manager 8,276 2016 Crested Butte CO Town Manager 1,519 2016 Deerfield Beach FL Assistant City Manager 78,041 2016 Denton TX City Manager 123,099 2016 Dumfries VA Town Manager 5,168 2016 Fredericksburg VA City Manager 28,132 2016 Greensboro NC Assistant City Manager 279,639 2016 Hayden CO Town Manager 1,801 2016 Jersey Village TX City Manager 7,862 2016 Mankato MN Deputy City Manager 40,641 2016 Medford OR City Manager 77,677 2016 Mooresville NC Town Manager 34,887 2016 Moorhead MN City Manager 39,398 2016 Moose Lake MN City Administrator 2,787 2016 North Branch MN City Administrator 10,087 2016 Roswell NM City Manager 48,611 2016 Shakopee MN Assistant City Administrator 39,167 1. General information City of St. Anthony Village Page | 4 List of relevant projects: 2015 to present Year Client State Project Population 2016 Virginia MN City Administrator 8,661 2016 Warsaw VA Town Manager 1,498 2016 Wayzata MN City Manager 4,217 2016 Williamsburg VA Assistant City Manager 15,206 2015 Bemidji MN City Manager 14,435 2015 Big Lake MN City Administrator 10,298 2015 Brooklyn Park MN City Manager 78,373 2015 Coon Rapids MN City Manager 62,103 2015 Cottage Grove MN City Manager 35,399 2015 Davidson NC Town Manager 11,750 2015 Diboll TX City Manager 5,323 2015 Golden Valley MN City Manager 20,845 2015 Grand Junction CO City Manager 59,778 2015 Kingsville TX City Manager 26,312 2015 Manassas VA Deputy City Manager 41,705 2015 Monument CO Town Manager 5,817 2015 Sachse TX City Manager 22,026 2015 Scandia MN City Administrator 3,936 2015 Shakopee MN City Administrator 39,167 2015 Socorro TX City Manager 32,517 2015 Virginia Beach VA City Manager 448,479 2015 Warrenton VA Town Manager 9,862 2015 West Jordan UT City Manager 110,077 2015 Westminster CO City Manager 109,169 2015 Williamsburg VA City Manager 15,206 City of St. Anthony Village Page | 5 2. Understanding and approach The recruitment will be national and inclusive in nature, with a candidate pool of diverse, experienced and talented individuals. Our understanding of St. Anthony Village’s needs We understand the City is looking for a timely, effective, efficient, responsive, well-managed and thorough search process to recruit and identify highly qualified candidates for its next City Manager. Baker Tilly will work with the City to understand the desired qualities and professional capabilities that are most important to your organization for this recruitment. This information helps us present the City of St. Anthony Village and the vacancy to well-regarded candidates, emphasizing the opportunities for leadership and professional growth as well as presenting the City of St. Anthony Village as a vibrant and thriving community in which to live within a major metropolitan area. We recognize that there is significant competition for experienced local government managers today. For this reason, we work with you to develop a recruitment strategy that includes an aggressive marketing, recruiting and candidate outreach campaign. As you know, a successful recruitment often depends upon the ability to reach successful executives who may not necessarily be in search of new employment opportunities. Thus, we use existing resources to inform and encourage qualified professionals to apply for opportunities with your organization. We believe that these efforts are critical to ensuring that the City receives a diverse and qualified candidate pool. Baker Tilly manages and tracks applicant information and provides regular communications, updating the applicants on the status of the recruitment. Our communications are always professional and respectful. We take pride in our ability to provide the City Council with comprehensive information about each candidate we present, expanding beyond applications and resumes, to better understand their professional experience, the leadership and management style they will bring to your organization, and their motivation for pursuing this career opportunity. We also assist you in the preparation of interview questions, interview day scheduling, planning and structuring as needed. Additionally, we are available to you and present throughout each interview session and are able to facilitate your deliberations and negotiations with the top candidate. Proposed solution to meet St. Anthony Village’s needs The recruitment will be conducted out of our St. Paul office. Sharon Klumpp and Patty Heminover will serve as the project team co- leaders. 2. Understanding and approach City of St. Anthony Village Page | 6 Our proven process includes the following five major tasks: 1. Recruitment brochure development and advertising – We schedule and meet with your City’s elected officials, appointed management team members and key stakeholders, as requested, to understand your desired needs, strategic directions, overall candidate expectations and to develop a candidate profile 2. Execution of recruitment strategy and identification of quality candidates – Using the approved profile, we develop a colorful, appealing brochure and embark on a national or regional targeted recruitment campaign – Additionally, we simultaneously launch a direct applicant outreach campaign targeting eligible prospects identified via our extensive searchable applicant database – Using our proprietary applicant tracking system, we communicate and update applicants on key processes and corresponding search progress 3. Screening of applications, recommendation of semi-finalists and selection of finalists – Once we identify the most promising applicants, we ask them to complete our due diligence questionnaire and a candidate questionnaire while the project team conducts a comprehensive web and social media scan to elicit information that could be relevant to employment – These applicants also complete a recorded, one-way video interview of selected questions designed to secure a different perspective on the applicant’s overall qualifications – We provide you with a Semi-Finalists Report of the top candidates, which includes resumes, cover letters and due diligence questionnaire responses – Selected finalists complete a management and leadership style and strengths assessment (personality and behavior analysis) to provide us with important information about their styles, temperament, preference, etc. 4. Conducting background checks (criminal, civil, credit and driving record), reference checks and academic verifications – Background records checks and academic verification – References 5. Final interview process – Once your City Council identifies its top 3-5 finalists, we work with you and the finalists to coordinate all aspects of the interview process – Employment offer – assistance and feedback Recruitment approach Task I. Recruitment brochure development and advertising The development of a comprehensive recruitment brochure that includes a profile of the ideal candidate is an important first step in your recruitment process. This profile includes the required academic training, professional experience, leadership, management and personal characteristics related to the success of the candidate in the position of City Manager. The recruitment brochure will also include a profile that captures the essence of the City of St. Anthony Village as a highly attractive venue for the successful candidate to live and work. To prepare the recruitment brochure, a project team will meet with the Mayor, City Council and designated staff to discuss the required background, professional experience, and management and leadership characteristics for your City Manager. We meet individually 2. Understanding and approach City of St. Anthony Village Page | 7 (or collectively depending upon your preference) with the Mayor and City Council to broaden our understanding of the position’s leadership and management requirements, current issues, your strategic priorities and your expectations for the City Manager. Seeking community input during the development of the recruitment brochure is an excellent strategy to capture community values and priorities. Baker Tilly offers an optional electronic survey option for the City to facilitate the process of collecting and summarizing resident input. The survey, which will be developed and administered by Baker Tilly, will ask respondents to share opinions on the City of St. Anthony Village’s goals and priorities as well as the desired leadership and management skills most important to the success of the position. A summary report of information gathered as part of the survey will be provided to the Mayor and City Council before the recruitment brochure is finalized. Information obtained from these meetings, coupled with our review of the job description and other City documents, is used to prepare a position and candidate profile. The completed profile will be approved by the Mayor and City Council before recruitment begins. The position and candidate profile will be central to our recruitment strategy and outreach to potential candidates. [See example of a recruitment brochure in Appendix I.] The project team will also work with the City of St. Anthony Village to develop an advertising and marketing strategy to notify potential candidates about the vacancy and conduct an open recruitment that encourages applications from a talented and diverse pool of candidates. Our team will place ads in appropriate professional publications, websites and local print media, if required, and coordinate with City staff to include information about the search on the City’s social media platforms. Additionally, Baker Tilly has a high-traffic website which includes an exclusive location dedicated to encouraging potential candidates to upload their resumes. The aggressive advertising and marketing campaign for top talent will include national, state, regional and local elements as determined during our initial meetings with the City’s representatives. Our customized mailing list, selected from our extensive database and contacts collected at appropriate public-sector conferences, will be utilized to further promote the City Manager position. Advertisements for the City Manager position could be placed with: International City/County Management Association Careers in Government (careersingovernment.com) League of Minnesota Cities and regional state league associations Minnesota City/County Management Association and similar regional associations Universities with public administration alumni organizations LinkedIn Project Milestone Deliverables Timeline Position profile and recruitment brochure development − Interviews with the City − Baker Tilly receives information on the City’s budgets, organizational charts, images, logos, etc. − Develop draft documents (recruitment brochure, advertisement, marketing letter and timeline) 2 Weeks Approve brochure, commence advertising and distribute marketing letter − Brochure sent to the City for final approval − Commence advertising and distribution of recruitment brochure 1 Week 2. Understanding and approach City of St. Anthony Village Page | 8 Task II. Execution of recruitment strategy and identification of quality candidates Utilizing the information developed in Task I, Baker Tilly will identify and reach out to individuals who will be outstanding candidates for the position of City Manager. Often, well-qualified candidates are not actively seeking new employment and will not necessarily respond to an advertisement. However, if a potential candidate is presented with the opportunity directly and in the proper manner, he or she may apply. We take pride in our ability to locate highly qualified candidates across the nation based on the professional contacts and relationships we have developed and maintained over many years. These efforts will be supplemented by the creation of a customized database utilizing our extensive, interactive applicant database for the City Manager position. This will provide the Baker Tilly team with the ability to customize applicant flow and tracking, communication with applicants and conduct database inquiries for candidates based on characteristics important to the City such as geographic location, particular experience, expertise and credentials. Each candidate submitting a resume is sent a timely acknowledgement by our team, including an approximate schedule for the recruitment. Throughout the recruitment process, communications are maintained with each candidate regarding information about the recruitment progress and their status in the process. We take pride in the many complimentary comments made by candidates regarding the level of communication and the professional manner in which they are treated during our recruitments. While recruitment is under way, the project team will work with a team of up to 10 subject matter experts (SMEs) who know what successful performance in the City Manager position looks like to reach consensus on the desired leadership and management style for the ideal candidate. We ask the SMEs to complete a 30-minute, on-line questionnaire. When aggregated, these responses generate a benchmark that prioritizes the key competencies, work values and leadership/management style attributes for this position, creating a framework for assessing candidate fit with the City. Later in the process, finalists for the position are asked to complete a companion questionnaire that allows us to match candidates’ competencies, work values and leadership/management style to the benchmark. [See sample excerpt of TTI report in Appendix II.] Project Milestone Deliverables Timeline Execution of recruitment strategy and candidate outreach − Online data collection and profile development − Development of interactive, searchable applicant database for recruitment of the City Manager − Baker Tilly performs direct outreach to prospective candidates identified in the recruitment strategy − Utilization of extensive applicant database to identify applications and review applicant pool for competencies/demographics 4-5 Weeks Task III. Screening of applicants and recommendation of semi-finalists In Task III the project team, under the direction of Sharon Klumpp and Patty Heminover, will screen the candidates against the criteria within the position and candidate profile and develop a list of semi-finalists for recommendation to the Mayor and City Council. We will then narrow the list to a group of 10-15 semifinalists for review and select finalists on the basis of written candidate questionnaires, early due diligence information, consultant phone interviews and recorded, one-way video interviews. 2. Understanding and approach City of St. Anthony Village Page | 9 Another unique aspect of our recruitment process is our use of online recorded interviews for the screening process. Responses are timed and questions are not provided in advance. This tool allows our t eam to develop a more comprehensive understanding of each candidate’s ability to “think on their feet,” as well as their personal and professional demeanor. Our team will provide an online link for the Mayor, City Council, as well as others who have input into the hiring decision, allowing them to review and later discuss the recorded responses. This provides your organization with additional candidate assessment tools that can be customized to fit the unique needs of the City. Throughout the process, you will have access to our Master Applicant List (MAL), which will provide pertinent data for each applicant. Project Milestone Deliverables Timeline Applicant screening and recommendation of semi- finalists − Baker Tilly compares applications to the approved candidate profile, developed in our searchable applicant database − Most promising applicants are asked to complete candidate questionnaires and provide due diligence information − Media, internet and social media scan for information pertinent to future employment − Top 10-15 candidates identified as semi-finalists − Semi-Finalist Report is prepared, including the brochure, master applicant list, cover letter and resume of candidates to be considered − Baker Tilly and the City review video interviews − Project team leader meets with Mayor and City Council to review recommended semi-finalists − Mayor and City Council selects finalists for on-site interviews − Finalists complete candidate management style assessment, responses are reviewed and interview questions are developed 2-3 Weeks Task IV. Conducting background checks, reference checks and academic verifications When the Mayor and City Council approves of a group of finalists for on-site interviews, Baker Tilly will begin the process of conducting reference checks, background checks and academic verifications. A Confidential Reference Report is prepared for each finalist to complete our understanding of his/her management and leadership characteristics and professional work performance. Background checks will include information from the following areas: Consumer credit Bankruptcy City/county – criminal State district Superior Court – criminal City/county – civil litigation State district Superior Court – civil Judgment/tax lien Federal district - criminal Motor vehicle driving record Federal district – civil litigation Educational verification Sex offender registry 2. Understanding and approach City of St. Anthony Village Page | 10 To ensure that our quality standards are maintained, we require a minimum of 10 business days between the time that you select the finalists for on-site interviews and when we submit the candidate documentation for your final interview process. Project Milestone Deliverables Timeline Design final process with City for on-site interviews with finalists − Baker Tilly confirms interviews with candidates − Travel logistics are scheduled for candidates 1-2 Days Background checks, reference checks and academic verification − Baker Tilly completes background checks, reference checks and academic verifications for finalists 2 Weeks Task V. Final interview process Upon completion of Task IV, we will work with the City Council to develop the final interview process, including the use of virtual platforms as requested. We customize the final interview process according to the needs and functions of the position and according to your preference, instructions and directives to include steps that are important to you, our client. During this period of COVID-19, many employers are conducting a two-round interview process, in which the first-round interviews are virtual, and second round interviews are conducted on site. The advantage of this approach is to give the Mayor and City Council the opportunity to narrow the field of candidates before on-site interviews are held and to meet with the top candidates on two separate occasions. The interview process can involve department heads virtually and/or on-site as desired by the Mayor and City Council. For the foreseeable future, community input will be difficult to achieve in on-site meetings. Nevertheless, there are opportunities to use virtual methods for securing input from community members and to obtain their feedback on the strengths and areas of concern on each candidate’s fit for the position. In advance of the interviews, we will provide documentation on each of the finalists which will provide the highlights of their leadership/management profile (Gap Analysis) as well as a summary of the results of the reference checks, background checks and academic verifications. In addition, the Final Report will include guidelines for interviewing the candidates, suggested interview questions and a candidate assessment process for your interview panel(s). The project team leader will be available during the final interview process to answer questions about the candidates and, if requested, assist with the final evaluation of the candidates. In addition, we will assist you with the development of a compensation package and related employment considerations and assist with the negotiation of an employment agreement. Project Milestone Deliverables Timeline Final Report prepared and delivered to City − Final Report is prepared; including brochure, interview schedule, cover letter, resume, candidate questionnaire, suggested interview questions, candidate assessment form and management style probing questions 1 Day On-site interviews with finalists − Interviews are scheduled − Recruitment project team leader attends client interviews and is available to participate during deliberations of candidates 3-5 Days 2. Understanding and approach City of St. Anthony Village Page | 11 Offer made/accepted − If requested, Baker Tilly participates in candidate employment agreement negotiations − Baker Tilly notifies candidates of decision − Baker Tilly confirms final process close out items with the City of St. Anthony Village 1-2 Days Our strategy for recruitment of diverse candidates Our corporate core values and work environment reflect our broader social aspirations for a diverse workforce, equal opportunity and cross-cultural respect. We have established strong and credible networks with minority and female leaders nationwide. In addition, we are corporate members of the National Forum for Black Public Administrators (NFBPA) and the Hispanic Network and are on their National Corporate Advisory Council. We participate in their membership events on a regular basis. To that end, we take responsibility for diversity in our organization, our recruitment strategy and our candidate pools. In this recruitment, we will use our established networks to make direct and personal contacts with prospective minority and female candidates and encourage them to consider the City of St. Anthony Village’s City Manager position. Because of our performance record in presenting a diverse applicant pool, these prospective candidates know they will be fairly considered in the process. Baker Tilly is committed to ensuring equitable participation in our business and employment opportunities without regard to race, color, religion, sex, national origin, age, disability, veteran status, marital status or sexual orientation. As a leader in the executive recruitment industry, we take positive actions to prevent and to remedy any discriminatory effects of business and employment practices. Benefits to the City of St. Anthony Village Selecting Baker Tilly to conduct your executive recruitment provides you with the following benefits: − Comprehensive and structured process: Our process is comprehensive and seamless, reflecting our years of interaction with local government employers and prospective candidates. − Transparency: Baker Tilly comes to the City without having any preconceived notions or expectations about the St. Anthony Village and prospective candidates. The Baker Tilly team works closely with the City to make sure the process is transparent. − Confidentiality: Prospective candidates know that their application will be kept confidential, allowing them to express interest in the City Manager position without jeopardizing their current employment. Our reputation for ensuring candidate confidentiality as permitted by state and local law means that the City of St. Anthony Village can count on maximizing the number of qualified candidates interested in the position. − Candidate recruitment: Baker Tilly actively recruits qualified candidates, drawing from our extensive personal and professional connections with capable individuals around the state, region and nation and assuring the City of its access to established managers and rising stars. The ability to widely recruit for prospective candidates is one of the primary benefits of using Baker Tilly. − Focused use of the City’s time: Baker Tilly’s comprehensive process incorporates the active participation of City Council members at key steps in the process. Our process keeps decision makers fully advised and informed of all aspects of the process without requiring them to expend large amounts of time on the recruitment process or to put aside other pressing issues facing the City. 2. Understanding and approach City of St. Anthony Village Page | 12 − Minimize staff disruption: Baker Tilly’s search process also minimizes disruptions to City staff, some of whom may have additional duties in this time of transition. Because conducting a thorough recruitment can be time-consuming, Baker Tilly’s involvement allows staff to stay focused on their primary and assigned functions. − Thorough evaluation of candidates: The City of St. Anthony Village seeks a City Manager of sound professional and personal character. Baker Tilly’s process includes a thorough evaluation of the final candidates, including detailed information from references and a careful review of background records. City of St. Anthony Village Page | 13 3. Proposed fees The all-inclusive professional fee to conduct the recruitment is provided below. Proposed fees The all-inclusive professional fee includes the cost of professional services by the project team leader, the project support staff and all project-related expenses such as advertising, preparation of the recruitment brochure, printing, candidate background, reference and academic verification checks and travel expenses for on-site visits. Travel expenses incurred by candidates for on-site interviews with the client are not the responsibility of Baker Tilly and are handled directly by the client organization. The all-inclusive professional fee will be billed in four installments: 30% of the fee will be billed at the beginning of the recruitment; 30% at the implementation of Phase I; 30% at the implementation of Phase II; and 10% upon acceptance of an offer by the candidate. All questions regarding the professional fees and project-related expenses should be directed to Sharon Klumpp at sharon.klumpp@bakertilly.com; via phone at (651) 223 3053 or Patty Heminover at patty.heminover@bakertilly.com; via phone at (651) 223 3058. Phase Description of professional services Fee Phase I Task 1 Candidate profile development/advertising/marketing lead consultant hourly rate – approximately 12 hours research/project management staff hourly rate – approximately 12 hours $2,700 $1,200 Task 2 Identify quality candidates lead consultant hourly rate – approximately 14 hours research/project management staff hourly rate – approximately 16 hours $3,100 $1,700 Phase II Task 3 Preliminary screening & initial report to client lead consultant hourly rate – approximately 18 hours research/project management staff hourly rate – approximately 15 hours $4,150 $1,500 Task 4 Reference checks, background checks, assessments and academic verifications lead consultant hourly rate – approximately 11 hours research/project management staff hourly rate – approximately 12 hours $2,500 $1,300 Phase III Task 5 Final process/on-site interviews with finalists (includes two days on site by lead consultant) lead consultant hourly rate – approximately 14 hours research/project management staff hourly rate – approximately 16 hours $3,150 $1,700 Conclusion Acceptance of offer by candidate TOTAL ALL-INCLUSIVE PROFESSIONAL FEE $23,000 3. Proposed fees City of St. Anthony Village Page | 14 Optional services Optional services for consideration Fee At the City’s option, Baker Tilly will conduct a web-based survey to determine key community-wide issues and priorities that could be considered in the selection of a new City Manager. This survey is completed by community leaders, citizens and City employees and would alter the project timeline. $1,650 On rare occasions, Baker Tilly is asked to provide additional search services that are not included in this scope of service or to provide more than three on-site visits to the City. Additional work specifically requested by the City which is outside of the scope of this project will be invoiced at the hourly rate of $220 plus expenses. Baker Tilly will submit a written explanation of the additional services to be provided and the estimated hours that will be required prior to commencing any additional services. $220 per hour plus expenses Triple guarantee Our Triple Guarantee is defined as: 1. A commitment to remain with the recruitment assignment until you have made an appointment for the fees and tasks quoted in this proposal. If you are unable to finalize selection from the initial group of finalists, Baker Tilly will work to identify a supplemental group until you find a candidate to hire. 2. Your executive recruitment is guaranteed for 12 months against termination or resignation for any reason. The replacement recruitment will be repeated with no additional professional fee, but will include project-related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws. 3. Baker Tilly will not directly solicit any candidates selected under this contract for any other position while the candidate is employed with your organization. Negotiations If selected, we will provide the City with our standard engagement terms. Should the City wish to provide alternate terms or proceed on the basis of its own format agreement, we would require the ability to negotiate mutually acceptable terms and conditions prior to executing a final contract. City of St. Anthony Village Page | 15 4. Project team members The Baker Tilly project team is designed specifically for the City of St. Anthony Village. The project team represents experienced professionals who will be working on this City Manager recruitment. Our service team is selected to meet four very specific objectives for the City: 1) it represents the staff who will be directly responsible for your projects; 2) it provides a range of expertise to cover the range of service requirements; 3) it provides a national perspective of experience and institutional knowledge to achieve your future objectives; and 4) it represents the commitment to take personal and professional responsibility for the services and outcomes for the City of St. Anthony Village. Project team co-leaders Sharon Klumpp, Director T: +1 (651) 223 3053 E: sharon.klumpp@bakertilly.com Patricia Heminover, Director T: +1 (651) 223 3058 E: patty.heminover@bakertilly.com Additional project team members Chuck Rohre, Firm Director T: +1 (214) 466 2436 E: chuck.rohre@bakertilly.com Art Davis, Director T: +1 (816) 868 7042 E: art.davis@bakertilly.com Edward G. Williams, Ph.D., Director T: +1 (214) 842 6478 E: edward.williams@bakertilly.com Michelle Lopez, Recruiting Analyst T: +1 (651) 223 3061 E: michelle.lopez@bakertilly.com Our engagement team has completed more than 100 successful city administration searches since 2015. 4. Project team members City of St. Anthony Village Page | 16 Sharon G. Klumpp Sharon Klumpp, a director with Baker Tilly, has worked on behalf of local governments for more than 35 years and partnered with them to build strong organizations. Baker Tilly US, LLP Director 380 Jackson Street Suite 300 Saint Paul, MN 55101 United States T +1 (651) 223 3053 M +1 (651) 270 6856 sharon.klumpp@bakertilly.com bakertilly.com Education Master of Public Administration University of Kansas (Lawrence, Kansas) Bachelor of Arts, Political Science Miami University (Oxford, Ohio) Sharon specializes in providing executive recruitment, organizational management and facilitation services to local governments and nonprofits. Specific experience More than 15 years’ experience in executive search and organizational management consulting Served as associate executive director for the League of Minnesota Cities Appointed executive director of the Metropolitan Council, a seven-county regional planning agency for the Minneapolis-Saint Paul metropolitan area Served as city administrator in Oakdale, Minnesota and assistant city manager for St. Louis Park Minnesota and Saginaw, Michigan Private sector experience includes serving as the chief administrative officer for the Minneapolis office of a major global engineering and design firm Served as an adjunct instructor at Walden University, teaching public administration and organizational change in the University’s School of Management Industry involvement International City/County Management Association (ICMA) 4. Project team members City of St. Anthony Village Page | 17 Patricia Heminover Patty Heminover, a director with Baker Tilly, has more than 20 years of experience in local government. Baker Tilly US, LLP Director 380 Jackson Street Suite 300 Saint Paul, MN 55101 United States T +1 (651) 223 3058 M +1 (651) 968 7841 patty.heminover@bakertilly.com bakertilly.com Education Master of Education, Administration Minnesota State University – Mankato Mini MBA Program, Human Resources Management University of Saint Thomas (Saint Paul, Minnesota) Bachelor of Science, Consumer Science, Business Administration Minnesota State University – Mankato Patty has been with the firm since 2010. Prior to joining Baker Tilly, she was a superintendent, assistant superintendent, director of human resources and director of finance. She brings considerable experience identifying management talent, leading organizational and process improvements, and developing and administering budgets. Specific experience − Executive Recruitment, employee development, benefits administration, strategic planning, performance management, market compensation studies, workforce planning, recognition programs and process improvement − Experience identifying management talent, leading organization and process improvements, and developing and administering budgets − Understanding of human resources and finance − Experience working with governing boards − Served as superintendent, co-superintendent of schools, director of human resources and finance, director of human resources and business services for two Minnesota school districts − Facilitated discussions with legislators at the state level regarding education funding, securing new funding for a Minnesota school district Industry involvement – Minnesota Association of School Administrators (MASA) – American Association of School Administrators (AASA) – Minnesota Association of School Business Officials (MASBO) – River Heights Chamber of Commerce, Member – State Negotiators Association, Minnesota School Board Association – Patty has received a School Finance Award, technology leadership awards and helped establish the first K-12 International Baccalaureate School District in Minnesota Continuing professional education − Human Resource Certificate, University of St. Thomas − Superintendents Licensure, State of Minnesota 4. Project team members City of St. Anthony Village Page | 18 Charles A. Rohre Chuck Rohre, a firm director at Baker Tilly, has more than 35 years of experience managing and consulting in both the private and public sectors. Baker Tilly US, LLP Firm Director 2500 Dallas Parkway Suite 300 Plano, TX 75093 United States T +1 (214) 466 2436 M +1 (214) 608 7477 chuck.rohre@bakertilly.com bakertilly.com Education Master’s Degree, Human Relations and Management Abilene Christian University (Dallas, Texas) Bachelor of Science, Career Development Abilene Christian University (Dallas, Texas) Chuck is responsible for managing and conducting executive recruitment engagements for the firm to ensure their integrity, timeliness and adherence to budget parameters. He also directs the professional and support staff of the executive recruitment practice to ensure best practices, quality control and customer service goals are met. Specific experience Manager of the executive recruitment practice Extensive and successful track record of completed recruitments across the nation, especially in Texas, Colorado, Arizona, and the Midwestern states Has led more than 400 recruitment engagements in 27 states for key executives such as city and assistant city managers, police chiefs, fire chiefs, library directors, chief information officers, city/county attorneys, parks & recreation directors, finance directors and public works directors, as well as executive directors of not-for-profit and quasigovernmental organizations Conducted management consulting assignments in a number of disciplines including public safety, career development and strategic planning Written and presented training in a variety of subject areas including personnel assessment, leadership and management skills, and career development for public sector employees Prior to beginning his consulting career, served as police chief and director of public safety for North Texas municipalities with populations ranging from 9,000 to 200,000 plus Continuing professional education Certified Behavior Analyst by TTI, Inc. Advanced management training at the Institute for Law Enforcement Administration Federal Bureau of Investigation, LEEDS course Annual participation in the International City/County Management Association Conference Annual participation in state and municipal league conference 4. Project team members City of St. Anthony Village Page | 19 Art Davis Art Davis, a director with Baker Tilly, has pursued his passion to improve local government and create great communities for more than 30 years. Baker Tilly US, LLP Director 9229 Ward Parkway Suite 104 Kansas City, MO 64114-3311 United States T +1 (816) 912 2036 M +1 (816) 868 7042 art.davis@bakertilly.com bakertilly.com Education Master of Public Administration University of Kansas (Lawrence, Kansas) Bachelor of Arts, Political Science and Public Administration William Jewell College (Liberty, Missouri) Art specializes in providing executive recruitment and organizational management consulting services for cities, counties and not-for-profits. Specific experience Successfully launched and expanded his own local government consulting firm over the course of 10 years Nearly 15 years’ experience in executive recruitment Community leadership program facilitation Leadership and management development Strategic goal setting and strategic planning facilitation Organizational assessment, design and development Organization and community facilitation Served more than six years as associate director for the Civic Council of Greater Kansas City, a nonprofit, 501c4 membership organization comprised of CEOs representing some of the largest companies in the region Coordinate and organized a strategic and master planning process (and an update of the plan after four years) focused on re-developing downtown Kansas City, involving hundreds of stakeholders Served nearly six years as city administrator for Lee’s Summit, Missouri and in other local government positions in Kansas Served as assistant to the Mayor of Dallas, Texas Led and participated in a wide variety of community initiatives; served on a major hospital board for 13 years and on other not-for-profit boards Presented with the L.P. Cookingham Award by the Greater Kansas City Chapter of the American Society for Public Administration, recognizing his long-term and outstanding contributions in the field of public administration Industry involvement International City/County Management (ICMA), member since 1984 4. Project team members City of St. Anthony Village Page | 20 Edward G. Williams, Ph.D. Edward Williams, a director at Baker Tilly, brings character, competence and expertise to every search. Baker Tilly US, LLP Director 2500 Dallas Parkway Suite 300 Plano, TX 75093 United States T +1 (214) 842 6478 M +1 (214) 608 6363 edward.williams@bakertilly.com bakertilly.com Languages English Spanish Education Ph.D., Educational Leadership and Policy Analysis University of Missouri (Columbia, Missouri) Master of Higher Education Administration University of Missouri (Kansas City, Missouri) Bachelor of Arts, Education University of Missouri (Kansas City, Missouri) Edward has more than 20 years of collective experience in human resources and organizational development at various levels, and across various disciplines including, state and local government, community and educational institutions. Specific experience Human resources executive (municipal and state government) Executive recruitment, employee development, benefits administration, strategic planning, Performance management, market compensation studies, workforce planning, recognition programs and process improvement Industry involvement Society for Human Resources (SHRM) Institute for Management Studies (IMS), advisory board Texas Municipal Human Resources Administration (TMHRA) Community involvement Ft. Bend Habitat for Humanity, president, vice-president, secretary and member, board of (2014-2019) AAU basketball coach – middle school boys Continuing professional education Institute for Management Studies - Houston International Personnel Management Association 4. Project team members City of St. Anthony Village Page | 21 Michelle Lopez Michelle Lopez, a recruiting coordinator at Baker Tilly, has been with the firm since 2017. Baker Tilly US, LLP Recruiting Analyst 380 Jackson Street Suite 300 Saint Paul, MN 55101 United States T +1 (651) 223 3061 michelle.lopez@bakertilly.com bakertilly.com Education Currently pursuing Bachelor of Science, Project Management Colorado State University – Global Campus Associate in Arts, Liberal Arts Minneapolis Community College (Minneapolis, Minnesota) Michelle assists in the organizational management of the executive recruitment process. Along with coordinating internal workflow, she also works with clients and candidates to ensure objectives are met throughout the process. Specific experience More than 10 years of administrative support experience for multiple departments, including human resources and marketing Four years of experience in information technology help desk and support Survey and data reporting Reference checks for potential candidates Interview coordination and scheduling Recruitment marketing research and organization City of St. Anthony Village Page | 22 5. Proposed project timeline Timeline Below is an estimated Timeline for the executive recruitment process. You will be asked during the first on-site meeting to review and approve a Timeline for the recruitment project. It is our intent to conduct the recruitment expeditiously, but not at the expense of finding high-quality candidates for you. City of St. Anthony Village, MN Executive Recruitment Preliminary Timeline The following Timeline represents a preliminary schedule for your executive recruitment based on a commencement date of September 8. Actual target dates will be developed in consultation with and approved by the Mayor and City Council. Project Milestone Deliverables Target Date Profile development, advertising and candidate outreach − Baker Tilly completes meetings to develop candidate profile and recruitment brochure; the City approves ad placement schedule and timeline − Baker Tilly sends draft recruitment brochure to the City − The City returns draft recruitment brochure (with edits) to Baker Tilly − Baker Tilly commences executive recruitment advertising and marketing − Online data collection and profile development September 9 – October 23 Applicant screening and assessment and recommendation of semi- finalists − Baker Tilly commences formal review of applications; most promising candidates complete questionnaires − Candidates complete recorded interview online − Baker Tilly completes formal review of applications and sends selected resumes to the City for review − Candidates’ recorded interviews are presented − Baker Tilly meets with the City and recommends semi-finalists; the City selects finalists for on-site interviews − Finalists complete candidate management style assessment and responses are reviewed and interview questions are developed October 26 – November 10 Comprehensive background check, academic verifications and reference checks completed for finalists − Baker Tilly completes reference checks / background checks/ academic verification on finalists November 11 - 24 Virtual/on-site Interviews with finalists − Baker Tilly sends documentation for finalists to the City − The City conducts on-site interviews with finalists November 30 - December 15 Employment offer made / accepted − The City extends employment offer to selected candidate December 22 City of St. Anthony Village i Appendices Appendix I: sample brochure 1 1 THE CITY OF OAKDALE, MINNESOTA IS SEEKING A The Community The City of Oakdale, Minnesota is a suburban community of 28,315 on the eastern side of the Minneapolis -St. Paul Metropolitan Area. Located in Washington County, Oakdale takes pride in its history, its established neighborhoods, and its community parks that offer residents plentiful opportunities for leisure pursuits. Oakdale's 25 parks include the Oakdale Nature Preserve and its "jewel," the Discovery Center. The Discovery Center offers ever-changing educational exhibits on topics such as beekeeping and firefighting as well as a gallery that showcases the works of local artists and artisans. The facility includes reception facilities and an outdoor amphitheater nestled in a 220 - acre scenic, wooded park with miles of trails. Walton Park, adjacent to City Hall, hosts a variety of free concerts and a farmers market throughout the summer, an array of family-oriented events throughout the year, and is the site of Summerfest, the city's annual community celebration. Other recreational offerings in the city include easy access to the State of Minnesota's Gateway Trail and the 18-hole Oak Marsh Golf Course. There are also several popular private indoor recreation centers such as Sky Zone, The Big Thrill Factory, Dart Escape, and PINZ. Oakdale is poised for significant growth. Two residential developments are in the planning stages. A variety of 1,400 plus housing units are projected for the Willowbrooke development, a 208 -acre site near the center of the city. The Goldline Bus Rapid Transit system, proposed on the city’s southern edge, is a $420 million system stretching from St. Paul to Woodbury. Transit-Oriented Development planned for the Helmo station includes 118,000 square feet of office space, 30,000 square feet of retail and services, a 150-space park-and-ride lot, and 700—900 housing units. With convenient access to I-94 and I-694, Oakdale is an attractive location for a diverse array of businesses from health care, manufacturing, professional and technology to financial, insurance and food services. The city is home to several upscale business centers and industrial parks. In addition, 3M’s global headquarters is immediately adjacent to the city with research and manufacturing facilities as well as administrative offices. Newer businesses in Oakdale include Hy -Vee, Hampton Inn, Slumberland Corporate Headquarters, Gemalto, Impact Group, and Incubology. Public education is provided by North St. Paul -Maplewood-Oakdale District 622. Schools that serve the community include Castle, Eagle Point, Hill Murray, North High, Oakdale, Skyview, and Tartan High. With the successful passing of the levy, each school in the district is being updated to address technology and security needs. 2 The Organization Oakdale operates as a statutory city under the Plan A form of government. The City Council is comprised of a Mayor and four City Council members who are elected at large in staggered four -year terms. The City Council is responsible for establishing policy, adopting the annual budget, and setting the tax levy. The City Council appoints a City Administrator to serve as the chief administrative officer and function as a liaison between the City Council and staff. General services provided by the City of Oakdale include administration, communication, finance, licensing, planning, redevelopment, public safety, fire services, engineering, streets, utilities, forestry, parks, and recreation. The City has a 2020 annual operating budget of $25 million, debt service of $2.8 million, and the City has an Aa2 credit rating. The City employs 108 full-time staff and 3 regular part-time staff. Approximately 70 percent of the City’s workforce are represented by five unions. The City of Oakdale has five advisory boards and commissions appointed by the City Council. Each advisory body holds regular meetings and is supported by a City staff member and liaison of the City Council. • The Economic Development Commission promotes economic development to strengthen the financial base of the community. • The Environmental Management Commission promotes waste reduction, recycling, water and air quality, and energy conservation. • The Parks and Recreation Commission advises on park development and enhancements and the use of parks and recreational facilities. • The Planning Commission advises on matters relating to planning, development, and redevelopment. • The Tree Board promotes tree preservation, maintenance and planting. 3 The Position The City Administrator is responsible for planning and directing the administration of city functions and ensuring alignment of municipal services with Council objectives and implementation of City policies. The City Administrator serves as the primary point of contact for Council members. The position, working in coordination with the City’s management team, provides research and makes recommendations to the City Council on policies, staffing, service delivery, finance and budgeting, and public relations. The City Administrator supervises the administration of all departments. Positions reporting to the City Administrator include the Administrative Services Director, the Public Works Director/City Engineer, the Community Development Director, the Chief Building Official, the Recreation Superintendent, the Police Chief and the Fire Chief. Major responsibilities include: • Works closely with the City Council, performs research on agenda items, reports on city affairs and problems, and presents recommendations for City Council consideration. • Prepares and submits an annual budget to the City Council and keeps the City Council advised of the financial condition of the city, making recommendations as needed to ensure prudent financial management. • Maintains familiarity with and advises the City Council on alternative and supplemental sources of revenue, including federal and state aids, loans, grants, and other sources of revenue. • Keeps the City Council advised on the city’s future needs and makes recommendations to the City Council through a five -year Capital Improvements Plan that is reviewed and updated annually. • Oversees noticing of public meetings and agenda preparation for City Council meetings. • Attends and participates in discussions at all meetings of the City Council and of other official city bodies as appropriate. • Directs and oversees personnel, compensation, and benefit programs, including planning, development, and evaluation, working closely with the Administrative Services Director. • Directs and participates in collective bargaining matters. • Develops and issues administrative rules, regulations, and procedures necessary to ensure the proper functioning of all city departments. • Ensures effective management of financial assets, working with the Administrative Services Director and professional advisors. • Supervises the conduct of local elections in accordance with prescribed laws and regulations. • Coordinates the work of the city's appointed attorneys and consultants. • Cooperates with governmental units and municipalities on matters of mutual interest. • Represents the city before governmental, professional and community organizations. • Stays abreast of developments in the fields of public administration and economic development and presents new ideas to the City Council. 4 Desired Capabilities • Highly engaged leader comfortable with challenging conventional thinking; helps the City Council and staff see opportunities in a new light • Strategic, visionary leader; brings new ideas, anticipates change and keeps the City focused on where it is going • Demonstrates the highest level of integrity and ethics • Earns the respect and trust of others • Facilitates understanding and helps achieve consensus without taking sides; acts decisively when needed • Exceptional communication skills; responsive, conscientious and transparent in sharing information with all Council members • Fiscally astute with strong business sensibilities • Creates a strong organizational culture, shares knowledge across departments and encourages collaboration • Respects the expertise of experienced department heads; gives them wide latitude and holds them accountable for results • Trusted advisor with the fortitude to present recommendations that may not be popular • Empowers staff to do their best work; instills a sense of pride in working for the City of Oakdale • Adept in managing change and guiding organizations through transitions • Visible in the community, easily connects with others and treats all people with respect • Personable, genuine, self-assured yet humble • Creative and forward thinking, innovative Leadership Opportunities Leadership transition. Establishing effective working relationships with the City Council, collectively and as individual members, and with City staff will be an immediate priority for the City Administrator. The transition provides an opportunity for the City Administrator to clarify roles, relationships, and administrative procedures. Succession plan. While the City has enjoyed experienced, stable leadership among its senior staff, turnover from retirements is projected over the next five years. The City Administrator, working with the management team, will prepare for staff transitions by growing employee leadership and technical capacity and ensuring operational continuity. Strategic direction. The City initiated a strategic planning process in 2019; it was delayed when the former City Administrator resigned. The Council plans to conclude this strategic planning process before the new City Administrator is hired but will look to the City Administrator for leadership in developing and implementing action plans. 10-year financial plan. The City Administrator will lead the completion of a 10-year financial plan that provides a framework to maintain stability and keep tax rates reasonable and to assess the fiscal impacts of policy decision. Organizational review. The City Administrator will review the organizational structure to assess its efficiency and alignment with Council goals. The review will consider staffing, taking into account projected city growth, new municipal facilities coming online, and demand for services. Municipal facilities. Planning is well underway for a new public works facility and a major expansion for the police department facility. The City Administrator will be involved in developing a plan for financing these facilities, to include possible facilities financing in part by a local option sales tax if approved by the Minnesota Legislature and in a local election. 5 380 Jackson Street, Suite 300 St. Paul, MN 55101 651-223-3000 www.bakertilly.com Qualifications and Experience The position requires a bachelor’s degree in public administration, urban studies, or a closely related field, master’s degree preferred, and five years’ experience in broad areas of managing public organizations or other comparable organizations. Demonstrated ability to direct a complex and varied organization and to develop and maintain effective working relationships with policymakers, staff, stakeholders, and the general public required. Qualified candidates will have a deep knowledge of municipal finance and operations, the ability to develop and execute actionable plans and excellent interpersonal, communication, and public speaking skills. Compensation and Benefits The salary range for this position is $142,270 - $176,755; anticipated starting salary up to $158,585 based on the qualifications and experience of the successful candidate. The City of Oakdale offers competitive benefits. Relocation is negotiable. Application and Selection Process Qualified candidates please submit your cover letter and resume online by visiting our website at : https://bakertilly.recruitmenthome.com/postings/2527 This position is open until filled; first review of resumes occurs on February 28, 2020. Following this date, applications will be screened against criteria outlined in this brochure. For more information, contact Sharon Klumpp at sharon.klumpp@bakertilly.com or by calling 651-223-3053. The City of Oakdale is an Equal Opportunity Employer and values diversity at all levels of its workforce. For more information about the City please visit: https://www.ci.oakdale.mn.us/ City of St. Anthony Village vii Appendices Appendix II: sample excerpt of TTI report Workplace Behaviors ® Candidate Name The following graph is designed as a visual comparison between the position and the applicant for each behavioral factor. The highlighted area denotes the position-related score for each behavioral factor. The applicant's score is denoted by the darker red, yellow, green and blue line. The closer the applicant's score aligns to the position's score, the better the applicant will perform in the position with respect to behavior. 100 90 80 70 60 50 40 30 20 10 D 96 71 I 82 75 S 8 36 C 22 46 0 Candidate Name Job Job Range (20 point range) 16 Candidate Name Copyright © 2006-2019. Target Training International, Ltd.Baker Tilly The Success Insights ® Wheel C O N D UCTORPERSUADERP R O M O TERRELA T E RSUPPOR T E RCOORDINATORANALYZER I M P L E MENTOR 1 2 3 45 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 3233 34 35 36 37 38 39 40 41 42 43 44 45 46 47 4849 50 51 52 53 54 55 56 57 5859 60 Job - (13) PROMOTING PERSUADER Candidate - (12) CONDUCTING PERSUADER 17 Candidate Name Copyright © 2006-2019. Target Training International, Ltd.Baker Tilly Comparison Analysis For Consulting and Coaching Job Competencies Hierarchy Zone Range Person 1. Customer Focus 91 100 50 2. Teamwork 74 100 67 3. Interpersonal Skills 72 92 73 4. Influencing Others 86 100 68 5. Flexibility 83 100 78 6. Creativity and Innovation 66 84 62 7. Leadership 75 93 85 Primary Driving Forces Cluster Zone Range Person 1. Collaborative 35 57 6 2. Selfless 40 62 61 3. Harmonious 35 57 0 4. Receptive 22 45 29 Job Behavioral Hierarchy Zone Range Person 1. Competitive 73 100 90 2. Interaction 60 84 90 3. Versatile 54 74 100 4. Frequent Change 52 72 92 Exact match Good compatibility Fair compatibility Poor compatibility Over-focused Candidate Name Copyright © 2006-2019. Target Training International, Ltd.Baker Tilly St. Bonifacius Office: 4796 Merganser Drive St. Bonifacius, MN 55375 (612) 920-3320 x111 | fax: (612) 605-2375 liza@daviddrown.com www.ddahumanresources.com August 7, 2020 Sent via email only St. Anthony Village City Council City of St. Anthony Village 3301 Silver Lake Road St. Anthony, MN 55418 Dear Honorable Mayor and Members of the Council, Thank you for the opportunity to submit a proposal to assist the City of St. Anthony Village with the search for your next City Manager. Our firm has extensive experience with local governments, and we thoroughly understand the complexities faced by City Councils in Minnesota. The attached proposal includes several elements that set us apart in our approach to providing this service. Highlights include: • Knowledge: Our firm comprehensively understands local government, and our consultants are former Administrators with significant experience. Due to our broad experience, we have better connections to potential candidates. • Communication: We will be on site multiple times throughout the search process and will provide weekly email updates to the City Council throughout the process. • Brochure/Profile: We develop a detailed, professional profile to present the City in the most positive manner. A sample is attached. • Experience: DDA has conducted more Minnesota City Manager/Administrator searches in the last five years than any other firm by a wide margin. • National and local outreach: We advertise nationally, regionally, and locally to attract a greater pool of candidates. • Adherence to deadlines: When a deadline is established, we will meet it. • Video Interview: DDA uses video interviews in the screening process to get quality data that may not be apparent on resumes. These videos are made available to the Council prior to selecting candidates for final interviews. • Work Personality Index: Prior to deciding on final candidates, the Council will also receive a personality index report on each person being considered for an interview. • Background check process: Instead of doing a comprehensive background check on a single finalist, we do a comprehensive background and conduct a personal reference check on all finalists interviewed by the City Council. This is all included in the search fee. • Intellectual Profile: Each finalist will complete an intellectual profile measuring verbal reasoning, mathematical and logical reasoning, and overall mental aptitude. • More service for the money: Our rate is lower than our competitors, and our service is better. We all work in home offices and do not have a large corporate structure to support meaning you receive more service for the money. I look forward to discussing our process with you. Thank you for your consideration. Sincerely, Liza Donabauer DDA Human Resources, Inc. Enclosures City of St. Anthony Village: City Manager Search Proposal Proposal for the City of St. Anthony Village City Manager Search August 7, 2020 DDA Human Resources, Inc. City of St. Anthony Village: City Manager Search Proposal Contents of the Proposal  Description of the Firm  Process Details  Approach to the Process  Fees  Service Team  Assurance  Timeline  References Description of the Firm Approach to the Process David Drown Associates (DDA) is a full-service consulting firm with more than 20 years working with local governments providing a full range of fiscal and economic development services, along with compensation and classification services and executive searches, to over 450 government clients throughout Minnesota. Over these years, we have gotten to know local government well, and we have worked hard to keep our services up-to-date to meet the ever-changing needs of our clients. In 2013, we expanded our scope to provide human resources services — we started with executive recruitment and organizational studies and more recently added classification and compensation studies. Because of growth in our human resource service area, a new Human Resource affiliate company was created in 2017. DDA Human Resources Inc. currently employs seven individuals serving cities, counties, and special districts throughout Minnesota. The vast majority of our consultants are recent practitioners having served as Administrators or Human Resource Managers. In addition, the scope and breadth of experience levels we bring to this project is second to none. We take great pride in providing the best service at a fair and equitable price. We think you will find that our small company is nimble, efficient, and personable. We know and understand local government, and that will always guide our work. Our approach to this search will be to focus on finding the best fit for the City of St. Anthony Village. This is accomplished, first and foremost, by listening to what you are saying, understanding your goals and objectives, and building the search process off of that foundation. After gathering background information, we comprehensively advertise the position and make sure that the posting gets into the hands of prospective candidates. In some cases, those persons are not active job seekers, so we will make every effort to find those folks through direct outreach efforts. After the posting closes, an analysis of candidates will be completed so that, when the semifinalists are presented to the City Council, you will be confident that these people are the best matches from the submitted applications. After the Council selects the finalists, these candidates will be fully researched, and all necessary hiring information will be available prior to the Council making a decision. Communication with the City Council is a high priority. In addition to our Consultant Liza Donabauer being on site regularly, the City Council will receive weekly email updates, and she will always be available for questions. City of St. Anthony Village: City Manager Search Proposal Service Team Gary Weiers Liza Donabauer Liz Foster Gary joined DDA in 2013 and has conducted over 65 executive searches and numerous organizational studies. Prior to joining DDA, Gary had over 20 years of county government management experience, the last 11 years as County Administrator in Rice County. Prior to becoming Administrator, Gary served as the Social Service Department Director in Rice County and worked as a Social Service Supervisor in Mower County and Sherburne County. Gary received his bachelor ’s degree from the University of St. Thomas and has honed his skills by working his way up from an entry level social worker position to be the head of a $50 million organization with over 350 employees. Gary has worked with local governments ranging in size from a couple thousand residents to communities of over 150,000 persons. In addition to conducting executive searches, Gary has done work with communities on sharing services, organizational analysis, strategic planning, and other management related work. Gary will assist Liza on this project as needed. Liza is a Management Consultant and specializes in Executive Search services. Like all DDA HR consultants, she has a background in public administration at both the city and county level, most recently in Kansas and Minnesota. Liza worked in Wright County (MN) providing administrative support to the Commissioners, Coordinator, and Human Resources Dept. This path lead her into city management for Clearwater, Kansas, and Arlington, Minnesota. Throughout the years, her work has centered on human resource management, budget and long -term capital planning, strong community participation, and leadership development. She received her MBA with an emphasis in public administration from St. Scholastica. Since joining DDA, Liza has conducted several Administrator/Manager searches as well as worked with cities on their Pay Equity and Compensation and Classification Studies. Liza will be the lead consultant on this project. “The commission especially appreciates the support of the Interim City Manager and City Council to engage DDA Human Resources as our external professional search firm. Liza Donabauer and her team provided invaluable guidance, process framework, facilitation, and innovative ideas for this search process which maximized stakeholder participation, citizen involvement, market access, and best practices from the field.” -Scott Marquardt, Chair, Montevideo Police Civil Service Commission Liz is an Assistant Consultant that provides support and assistance within our Human Resources Division. Since joining DDA in 2015, Liz has been involved in numerous executive searches and other HR projects. Some of Liz’s duties include community research, creating position profiles, assembling interview materials for our clients, and providing general administrative support to our consultants. City of St. Anthony Village: City Manager Search Proposal Tentative Timeline This timeline is tentative. The final timeline will be set after the City Council’s decision to proceed. ITEM TASK COMPLETION DATE Decision by City Council to proceed August 31, 2020 Information gathering  Gather all pertinent background information  Gather salary information and review job description  Meet with staff, stakeholders and each member of the City Council September 9, 2020 Professional profile  Develop position profile and advertisement September 22, 2020 Approve position profile  City Council approves profile, job description, salary range, and hiring process September 29, 2020 Special Meeting Candidate recruitment  Post position immediately upon approval of profile  Comprehensively advertise  Email and phone calls to prospective candidates September 30, 2020- October 29, 2020 Screening of applicants DDA will review and rank applicants based on job related criteria and select semifinalists October 30, 2020 Video Interview Each semifinalist will complete a video interview November 15, 2020 Personality Index DDA will administer a work-related personality index to all semifinalists. November 15, 2020 Selection of finalists  City Council selects finalists for interviews  DDA will notify candidates not selected as finalists November 24, 2020 Background check of all finalists selected for interviews  Includes: • Criminal background: county, state, national • Sex offender registry • Social Security number verification • Employment and education verification • Credit Check December 8, 2020 Reference check on all finalists DDA will conduct reference checks with current and former employers on all finalists December 8, 2020 Intellectual profile DDA will administer an intellectual profile measuring verbal reasoning, mathematical and logical reasoning, and overall mental aptitude December 8, 2020 Finalist Packet DDA will provide the Council information including: • Summary of references • Results of background checks • Personality index reports • Video interview • Resumes, etc. December 9, 2020 Interviews DDA will prepare all interview materials and be present at all interviews and other functions. It is recommended that interviews be at a special meeting December 16 & 17, 2020 Decision City Council will select candidate for offer December 17, 2020 Offer and agreement DDA will negotiate agreement with selected person December 18 2020 Projected start date New Manager begins January 19, 2021 Follow up DDA will follow up periodically with the new Manager January 2022 City of St. Anthony Village: City Manager Search Proposal Step 1: Information Gathering Step 2: Development of Position Profile Step 3: Advertisement and Recruitment DDA will comprehensively advertise the position and make direct contact with possible candidates who are not active job seekers. Some of the places the position will be advertised include: League of Minnesota Cities, International City/County Management Association, Minnesota Association of City/ County Managers, Association of Minnesota Counties, GovernmentJobs.com, and municipal associations in Iowa, Wisconsin, North Dakota, and South Dakota. In addition, the posting will be shared with professional networks through the Universities of Minnesota, Iowa, Wisconsin, South Dakota, and Nebraska, as well as the MN Private Colleges Consortium, MN State Universities, and other colleges and universities. Other local advertising will be done as per direction from the City. Regular communication with candidates will occur throughout the process. The simple DDA online application process will be used unless the City prefers to use an existing City methodology. City staff assumptions: Forward external inquiries regarding the advertisement of the position to the DDA consultant. Step 4: Initial Screening and Review Process Details DDA will gather and assemble background information pertaining to the City and position. In addition, Liza will meet individually with all Council members to discuss candidate attributes, experience, and other important qualifications. Others will be interviewed as per the direction of the City. At the same time, the job description will be reviewed and, if needed, we will gather relevant comparative salary information for consideration by the Council. We will quickly develop a comprehensive understanding of the organization, community, and position. City staff assumptions: Provide scheduling assistance for Information Gathering sessions and forward City-related information for the purpose of drafting the Community & Position Profile. Based on the information received from the City Council and others, DDA will develop a professional position profile that is customized to present the City of St. Anthony Village in the most positive manner and provides prospective candidates with meaningful information. A draft will be presented to the City Council for consideration and approval prior to advertising. A sample profile is attached. City staff assumptions: Utilize City’s communications specialist in the design of the final draft of the Community & Position Profile to ensure the look of the Profile matches city branding. DDA will complete a comprehensive analysis of every application received and determine approximately 8-12 semifinalists based on job related criteria. Each semifinalist will complete an information disclosure, a video interview, and a work related personality index. About one week prior to selecting finalists for interviews, the information disclosure, video interview, personality index, cover letter, and resume from each of the 8-12 semifinalists will be made available to the Council for viewing. This will allow the Council ample time to comprehensively review candidates prior to determining who to bring in the for the final interviews. After the Council selects finalists, those not selected as finalists will be notified by DDA. City of St. Anthony Village: City Manager Search Proposal Step 5: Selection Step 6: Offer After interviews are complete, we will assist the City Council with deliberations and facilitate the offer to the selected candidate. We will negotiate the terms with the candidate based on the parameters established by the City Council. City staff assumptions: Forward employee benefit information and record adoption of employment agreement. Engage in orientation activities for new City Manager. Step 7: Follow Up DDA will make periodic contact with the new Manager for at least the first year of employment. After the City Council selects finalists, DDA will complete comprehensive background screenings including criminal history, civil court history, verification of recent employment, verification of education, driver’s license review, credit check, and other items. Along with background checking all finalists, DDA will conduct personal reference checking with former and current supervisors and colleagues on each person. A narrative of those conversations will be available for the Council to review. In addition, DDA will administer an intellectual profile measuring verbal reasoning, mathematical and logical reasoning, and overall mental aptitude. Approximately one week prior to the final interview process, the City Council will have access to each of the candidate’s application materials, video interview, background check results, reference information, a work personality report, and an intellectual profile on each person. Early in the search process, Liza will discuss interview possibilities including leadership staff participation, options for community involvement through a meet and greet event, stakeholder interviews, individual and/or full Council panel interviews, and other functions. Prior to interviews, Liza will prepare questions and then facilitate all interviews and other activities the City Council determines appropriate. Our goal is to make the process smooth and painless so the City Council can focus all its energy on finding the right person for the job. City staff assumptions: Schedule DDA on City Council Agenda. Assist DDA in scheduling interview activities and advertisement of public meeting. City of St. Anthony Village: City Manager Search Proposal List of Search Clients From the Past Two Years In addition to the specific references listed on the following page, the City of St. Anthony Village is encouraged to speak with any of the entities listed above. DDA is currently conducting searches for the Cities of Monticello, Albert Lea, Crookston, Paynesville, Pequot Lakes, and Waseca, Minnesota, as well as Watertown, South Dakota, and Beltrami, Chippewa, Cook, and Kittson Counties of Minnesota. Fees The fee for the search process is $23,000. This all-inclusive fee covers professional services and all expenses including travel, advertising, personality index, intellectual profile, background checks on all finalists, etc. Entity Type of Search Entity Type of Search Brainerd HRA Executive Director City of Prior Lake, MN Manager City of New Brighton, MN Manager City of Lake City, MN Finance Director City of St. James, MN Manager City of Brainerd, MN Administrator Waseca County, MN Administrator Isanti County, MN Administrator City of Kasson, MN Administrator City of Staples, MN Public Works Director City of Scandia, MN Administrator City of Maple Lake, MN Administrator/Clerk/Treasurer City of Sleepy Eye, MN Manager Albert Lea HRA, MN Executive Director City of Albert Lea, MN Manager Sherburne County, MN Administrator City of Waseca, MN Finance Director Murray County, MN Administrator Murray County, MN Administrator City of Plainview, MN Public Works Director City of Montevideo, MN Police Chief City of Montevideo, MN Manger Kitchigami Regional Library System Director City of Melrose, MN Administrator City of Melrose, MN Administrator City of Dundas, MN Administrator Mahnomen County, MN Administrator Brown County, MN Administrator City of New Ulm, MN Manager City of Olivia, MN Police Chief City of Sleepy Eye, MN Manager City of Blooming Prairie, MN Administrator Albert Lea Econ. Dev. Agency Executive Director City of Aitkin, MN Administrator Yellow Medicine County, MN Administrator Mower County, MN Administrator City of Dodge Center, MN Administrator City of Brainerd, MN Comm. Development Director City of Winsted, MN Administrator City of Springfield, MN Manager Todd County, MN Coordinator Houston County, MN Administrator City of St. Anthony Village: City Manager Search Proposal Valerie Johnson Mayor, City of New Brighton City Manager Search Phone Number: 651-491-3364 Email: valjohnson87@comcast.net Vern Rasmussen, Jr. Mayor, City of Albert Lea Econ. Dev. Executive Director (ALEDA) & HRA Executive Director Searches Phone Number: 507-377-4330 Email: mayor@ci.albertlea.mn.us Dave Borchert Board Chair, Brown County Commissioner Administrator Search Phone Number: 507-354-3295 Email: CommissionerDistrict1@co.brown.mn.us Roy Srp Mayor, City of Waseca City Manager Search Phone Number: 507-521-1185 Email: roy.srp@pinnaclefoods.com Assurance “After working with then, City Administrator Liza Donabauer for over 2 1/2 years, I can truthfully say she is the epitome of hard work and dedication to her profession. Her communication skills and procedures are without compare, and she did not shy away from any challenge. I have no doubt that she will continue to provide exemplary service in any work endeavor.” -Rich Nagel, Mayor City of Arlington, MN “We hired David Drown Associates to facilitate our search and subsequent hire of our new City Administrator. They did an outstanding job of walking our City Council through all stages of the hiring process. Liza Donabauer was in constant contact with me and able to quickly answer any question that came up. I would highly recommend DDA Human Resources, Inc. to any city.“ -Mike Nelson, Mayor City of Mountain Lake, MN “David Drown and Associates realize that every city has its own personality and you (Liza Donabauer) worked to identify New Brighton’s personality to assure us the best possible candidate to become our new City Manager. The work that was done by you prior to even advertising for the position was key to our success. You spent hours interviewing staff, council and citizens trying to identify the qualities as well as the qualifications desired in a City Manager for our community. The resulting documentation represented New Brighton well and encouraged numerous qualified candidates to apply. Throughout the process, the entire Council was informed of progress and action steps along the way.” -Val Johnson, Mayor City of New Brighton, MN References If the newly hired Manager leaves the organization within the first 24 months of employment, DDA will complete another search without professional service fees. Only actual expenses will be billed to the City. City of St. Anthony Village: City Manager Search Proposal Sample Profile DDA Human Resources, Inc. City Manager | New Brighton 1 CITY MANAGER CITY OF NEW BRIGHTON, MN Population: 21,456 | 2020 Salary Range: $126,012 to $157,464 City Manager | New Brighton2 City of New Brighton VISION: To be the Preferred Place to Live, Work, and Play MISSION: By working in partnership with our citizens, we are committed to guaranteeing that their investment in New Brighton will be protected and will be returned to them in financial and social dividends. CITY VALUES: • Respect for Residents, Businesses, and Visitors • Effective Communication with Residents of New Brighton • Promote a Healthy Business Climate • Understand Our Past as We Invest in the Future • Recognize the Importance of Working with Neigh- boring Communities • Provide for the Safety and Security of the Community • Accountability & Integrity in Service Delivery • One City. One Set of Resources. One Set of Services City Manager | New Brighton 3 “Building Tomorrow Today” Welcome to New Brighton! A CITY OF excellence in education, of beauty and recreation in lakes and parks, and of opportunity in business, the City of New Brighton is a northern suburb of the Twin Cities, Minneapolis and St. Paul. Originally inhabited by the Mdewakanton Dakota, and prized for its abundant harvests of wild rice, European settlers formed a village in 1858. Proximity to new railroads in 1889 brought the establishment of the Minneapolis Stockyards and Packing Company and, in 1891, the incorporation of the Village of New Brighton. The seven-square-mile City encompasses 16 city parks and Long Lake Regional Park. The population is approximately 21,456, with 8,915 households. Almost 30% of households have children – with those under 18 comprising over 21% of City residents. The City’s ethnic diversity reflects 84% of residents identifying as White American, 4% African American, 5% Asian American, 4% as Hispanic Americans, and 1.5% Native American. Changes in the diversity of the population are providing opportunities to reimagine the development and amenities on which the City will focus. Now primarily a residential community within Ramsey County, the City provides many housing types: single family for many income levels, apartments, and many senior living options. Homes valuations are increasing steadily and sell quickly. The investment of residents in their community is seen in the more than 230 blocks that participated in National Night Out in 2019. At the intersection of major highways I-694 and I-35W, the City is convenient to the entire Minneapolis-St. Paul metropolitan area. Welcome to New Brighton—a forward-thinking community and a great place to live! City Manager | New Brighton4 NEW BRIGHTON IS rightly proud of its Department of Public Safety. Since the merger of the Police and Fire Departments in 2000, the Public Safety Department has become a model which other communities attempt to replicate due to its extremely cost effective and efficient way of providing coordinated public safety services to its residents, businesses, and visitors. In order to effectively to protect, to serve, and to educate in partnership with the community, many staff of the Public Safety Department are cross trained in a variety of service areas. The Police Department has 30 sworn officers. The Fire Department has one full time Fire Marshal and 43 certified paid-on-call members – almost half of whom are also City employees. Public Safety has been proactive in community engagement, going to its citizens instead of waiting for the citizens to come to them. With approximately one third of the population living in rental units, the Public Safety Department has collaborated with property owners via a rental management program to provide positive interactions between the City and New Brighton’s population of renters. The Department has been honored by the International Association of Chiefs of Police with its Community Policing Award. Residents have the opportunity to participate in many volunteer areas, including Volunteers in Public Safety, Police Reserve Officers, and Police Explorers. The City also partners productively with Ramsey County for many public safety services, including participation in the award-winning ‘Closest Unit Dispatching’ program for fire response which has resulted in an overall six-minute response time to calls. Public Safety City Manager | New Brighton 5 Business WELL POSITIONED at the northwest quadrant of Highway I-694 and I-35W, the City is located conveniently near the Minneapolis-St. Paul metropolitan area which provides opportunity for growth. It is a dynamic community with untapped potential for its future. Taking from its motto, “building tomorrow today,” this older community is primed for preservation, renewal, and redevelopment. Support for large and small businesses in New Brighton is aided by consolidating many support operations under one departmental umbrella. Engineering, Community/Economic Development, Planning, and Public Works coordinate in their efforts to provide a unique and responsive tool for small and large businesses. New Brighton celebrates the founding of a global leader in medical technology, Medtronic, and the first microbrewer in Minnesota, Barley John’s. The New Brighton Exchange represents continual expansion for development in an urban-suburban hub surrounded by some of the best and brightest companies in the Twin Cities: CSI, TUV-SUD, and API Group. With 13.54 acres available for sale or build-to-suit, the Exchange looks to invite a corporate, med-tech, or any other specialty user to complete the master planned development. New Brighton is also proud to serve as the home for Pentaire, Inc. and TREND Enterprises. The business economy in New Brighton is fairly diverse and features strong industries in technology and medical device manufacturing, transportation, innovative solutions in the construction industry and engineering, as well as small and unique retail and professional services. Ongoing business development efforts will focus on encouraging the creation of small businesses, attracting a variety of employers, and developing a variety of local-serving shopping, dining, and retail services. The City’s recently updated Comp Plan included an extensive outreach effort with its community residents and stakeholders. The 2040 Comp Plan will guide the future of development in the community and sets out a myriad of goals the City seeks to achieve with each project. Over the next 20 years, New Brighton will see change in many areas including opportunities for redevelopment, infill, and rehabilitation, as well as an emphasis on creating connections between the community’s parks and open spaces. Through the outreach efforts, the community identified housing (both availability and affordability) as a primary issue of concern. Because New Brighton is fully developed, issues like housing can only be addressed via the redevelopment of underutilized parcels. Future projects include a new multi-use housing project named Midtown Village, the revitalization of the Old Highway 8 Corridor, road projects to address pedestrian and vehicular needs, and a Parks Comprehensive Plan process to plan for future programming and infrastructure improvements. City Manager | New Brighton6 Recreational Opportunities CREATING A HEALTHY balance of work and play has led to the establishment of 16 neighborhood parks spaced throughout the City. These parks, with playground structures and open space, comprise almost 160 acres of the City. A 12-hole disc golf course is maintained at Hansen Park. Numerous classes and activities are offered through the Parks and Recreation Department for all ages. Four parks are home to Neighborhood Centers – rentable event and meeting spaces. The Community Center, truly the “heart of the City” and host to 541,000 visitors annually, is home to Eagle’s Nest Indoor Playground, the New Brighton Fitness Center, and a Ramsey County Library. Eagle’s Nest was completely remodeled in 2017 and provides an active and fun play space for youngsters year-round – even on the coldest of Minnesota winter days! At the Fitness Center-Studio- Gymnasium, the whole community – from its youngest members to most elderly citizens – can enjoy fun and healthy recreational opportunities. The City also operates Brightwood Hills Golf Course, a 1,538 yard, par 30, executive course. There are twelve independent city- wide youth athletic associations providing competitive leagues and club activities. The Parks and Recreation Department is currently undergoing a Comprehensive Plan exercise, with a look to the future for programming and infrastructure improvements. It is a priority of the Council to invest in the initiatives and goals as called out in the soon-to-be adopted Parks Comp Plan. The City values its partnerships with community organizations. For example, from June through October, the City partners with a weekly Farmers Market group which attracts vendors from throughout the area to sell their produce and goods. Over 1000 kids participate in a “Power of Produce” program, a program that encourages habits of healthy eating, promoting conversations with farmers and discounted tokens to purchase locally grown produce. The City also enjoys partnering with community organizers in celebrating its annual Stockyard Days during the second week in August. Recalling the 19th century history of the City and the City’s contributions during World War II, the eight-day festival includes concerts, tournaments, street dances, a parade, and all the accessories of a city-wide blow-out party. The “New London to New Brighton Antique Car Run” ) brings over 50 owners and their cars 120 miles through scenic countryside, finishing as part of the Stockyard Days celebration. New Brighton houses a branch of the Ramsey County Library system at the Community Center. With a large in-house collection and access to the full Ramsey County system, the library offers children’s programing, book clubs, and 20 computers with full internet access for community use. City Manager | New Brighton 7 Education NEW BRIGHTON IS served by two outstanding school districts— the St. Anthony-New Brighton School District (ISD 282) and Mounds View Public Schools (ISD 621). Both are noted as top districts in the State with ISD 621 ranked #4 and ISD 282 ranked #32 of the State’s 344 districts. ISD 282 provides elementary education at Wilshire Park Elementary (pre-K-5), St. Anthony Middle School (6- 8), and St. Anthony Village High School (grades 9-12). Among the geographically smallest districts in the State, it serves over 1700 students. As the recipient of numerous recognitions from the State of Minnesota and national magazines, St. Anthony Village High School students score very well on standardized assessments and college entrance exams. Most of New Brighton is served by ISD 621 which is among the largest districts in the State. Pike Lake Kindergarten Center offers a solid foundation for the educational journeys of New Brighton students in pre-K and K. Bel Air Elementary and Sunnyside Elementary Schools serve students in grades 1-5. For grades 6-8, Highview Middle School, with 862 students, uses a highly-rated STEAM (science/ technology/engineering/arts/ math) curriculum, with students achieving well ahead of national peers in math and reading. Irondale High School, currently undergoing a $25M upgrade, serves almost 1,700 students in grades 9-12. Their motto, “Pride in Excellence,” is lived out by having 85% of students pursue college educations, by having access to almost 20 Advanced Placement courses, as well as by utilizing College in the Schools opportunities in partnerships with the University of Minnesota and Northeast Metro Career & Technical Center. The City is also home to the Global Academy, a new K-8 City International Baccalaureate Charter School that enrolls 450 students. Global Academy has been recognized as a school that is “beating the odds” in terms of student academic performance. St. John the Baptist Catholic School, enrolls 300 students in grades pre-K– 8 in an environment with a “legacy of excellence in education [with] a focus on faith, service, respect and gratitude to God, self and others.” City Manager | New Brighton8 THE CITY IS in a strong financial position both today and looking forward. The organization is at a good point to transition to a new City Manager who will assist the City in building on the momentum of what has been achieved. Innovative tools for financing future projects have been adopted. The City has established a Capital Asset Replacement Program for Fleet and Non-Fleet Replacement, IT, and Pavement Management. The City will enjoy debt-free streets in 2025, reallocating LGA from the General Fund to support funding of annual street reconstruction projects. As a result, the City will no longer need to issue external debt or bonding for any street reconstruction projects. The City received a bond rating upgrade in 2019 to a AA+. The last upgrade was received in May of 2009. The City conducts an annual long-term utility analysis to forecast utility rates based on projected operating and planned capital expenditures. The financial picture of the City is outstanding. City Finance City Manager | New Brighton 9 The Organization COLLABORATIVE, INNOVATIVE leadership is a hallmark of New Brighton’s senior leadership. The City Council appreciates how the team and staff make its job easier and respects and appreciates the City Manager position and the Senior Leadership Team. The new City Manager will be entering into a healthy organization with a positive working environment where staff feel nurtured. Staff feel emboldened to be their best. The organization has enjoyed a strong central leader and strong leadership team. The City Manager sets a strong tone for the organization but is not adverse to strong opinions from its leadership team. Staff feel they work in a positive and supportive workplace culture where there is a balance of productive work and fun. The Senior Leadership Team enjoys working together as a team. Silos have been removed throughout the years, and the Department Directors have a long-term commitment to the organization and the motto of “One City. One Mission. One Vision.” City Hall is currently undergoing construction improvements. The City Council has placed a focus on funding technology initiatives through the next four years. The City has also placed a focus on energy efficient initiatives such as solar panels, natural rain gardens in parks, GreenSteps, and Tree City USA, and has been a leader in lobbying for legislative action to advocate for change. City Manager | New Brighton10 Budget Information COLLABORATIVE, INNOVATIVE leadership is a hallmark of New Brighton’s senior leadership. The City Council appreciates how the team and staff make its job easier and respects and appreciates the City Manager position and the Senior Leadership Team. The new City Manager will be entering into a healthy organization with a positive working environment where staff feel nurtured. Staff feel emboldened to be their best. The organization has enjoyed a strong central leader and strong leadership team. The City Manager sets a strong tone for the organization but is not adverse to strong opinions from its leadership team. Staff feel they work in a positive and supportive workplace culture where there is a balance of productive work and fun. The Senior Leadership Team enjoys working together as a team. Silos have been removed throughout the years, and the Department Directors have a long-term commitment to the organization and the motto of “One City. One Mission. One Vision.” City Hall is currently undergoing construction improvements. The City Council has placed a focus on funding technology initiatives through the next four years. The City has also placed a focus on energy efficient initiatives such as solar panels, natural rain gardens in parks, GreenSteps, and Tree City USA, and has been a leader in lobbying for legislative action to advocate for change. BUDGET INFORMATION THE ORGANIZATION General 2018 Expenditures 2019 Budgeted Expenditures Admin 1,504,616 1,421,790 Finance 1,002,128 1,232,620 DCAD 2,180,576 2,482,700 P&R 3,721,089 4,134,300 PS 5,807,628 6,239,200 Transfers 1,521,200 1,480,700 Turnover - (108,100) Total General 15,737,237 16,883,210 Special Golf 343,945 340,800 Enterprise Water 3,850,392 4,496,500 Sewer 3,104,271 3,563,700 Storm 1,659,240 1,812,050 Street Lights 336,368 277,500 Total 8,950,271 10,149,750 Internal Service Risk Management 609,939 664,400 Fleet 791,700 703,000 Non-Fleet 762,509 2,094,400 Information Technology 878,243 858,700 Pavement Management 141,249 373,400 Total 3,183,640 4,693,900 Total All Budgets 28,215,093 32,067,660 City Manager | New Brighton 11 Essential Functions of the Position Develop and provide recommendations regarding a wide variety of local and broader public policy issues of major importance and interest to the City Council. • The Council receives all the information that is required to function effectively and perform its governance roles and obligations. • Collaborative and productive work relationships are developed and sustained in all contacts inside and outside the organization. • Key local and legislative contacts are sustained and nurtured in a manner that advances sound public policy and helps protect the City’s interests when implementing such policy. • Citizens have multiple methods to keep themselves current on City issues that directly affect their neighborhoods and the entire community. • The management team seeks out and can rely on the advice and counsel provided to them on many diverse, complex, and sometimes difficult issues of human resources administration. • The City’s continuing compliance with applicable laws and regulations helps minimize legal challenges from either regulatory agencies or employees. • Preparations for and contributions to the collective bargaining process help achieve and sustain favorable contract settlements and effective contract administration. Develop and implement the approved long-term strategic plan for the City, including the documentation of those metrics and milestones necessary to measure success. • Strategic plan components are met on a timely basis and plan elements are successfully implemented to produce observable, measurable and sustainable results. Serve and actively participate as a leader / member of the management team; exercise a leadership style that promotes enthusiasm and active support from City staff at all levels. • Recruitment, selection, orientation, advancement, and evaluation of staff, or those whom are directly accountable, and encouraging them to be effective and successful. • Mentoring and coaching to build depth and breadth in the City’s capacity and capability to consistently achieve and sustain excellence, efficiency, and cost- effectiveness in service delivery. • Planning, implementation, and ongoing evaluation processes are inclusive and produce workable, thoughtful, well- documented, and timely outcomes. • The management team supports each other, learns from each other, and intentionally shares accountabilities for overall efficient and professional municipal management. • There is a clear and uniform understanding of the interventions that will be made when service standards are not acceptable. City Manager | New Brighton12 Essential Functions of the Position Prepare, recommend and implement an approved annual budget and the City procurement program including the controls necessary to ensure budgetary compliance. • Current year projects and activities are successfully accomplished within budgetary appropriations resulting in positive budget results and an ongoing stable tax levy. • Policy and procedure compliance results in maintaining procurement quality and identifying when the budget parameters may need further review or modification. Lead the development of City strategies for human resource practices and the collective bargaining process. • There is uniform understanding and consistent application of established human resource policies and procedures by the management team throughout the organization. • Labor contracts are settled in a timely and minimally contentious manner that result in few grievances or disputes during the life of each contract. Represent the City in various programs and activities pertaining to issues of importance to the community. • Relationships and contacts are developed that enhance and advance various collaborations and initiatives that benefit the City and its neighboring communities. • Individuals, organizations, and media seek out and recognize the City Manager as an informed and effective community leader. Seek and attend diverse community-based events to gain first-hand knowledge and insight on the City’s needs as a fully developed community, and seek the opinions of its citizens on the services being delivered to them. • Citizens appear generally satisfied with City services based on the number of complaints received. Recognize that the City’s safety, civic and sound public policy for all obligations will create debate and disagreement from time to time. • Attends and participates in professional organizations; stays abreast of new trends and innovations in the field of city management and administration. Perform other job-related responsibilities as apparent or directed by the Council. City Manager | New Brighton 13 Desired Attributes of the City Manager • Comfortable being the face of the organization, speaking publicly, and interacting with various interest groups. • Demonstrate active involvement in relevant professional associations, networks, and all levels of the organization. • A proven leader who has developed a culture where staff feel valued. Support and engage as well as take the time to celebrate the team’s successes as well as the ability to overcome challenges. • Change Champion: empower staff and Leadership Team to feel heard and make decisions. Embrace ideas for the betterment of the organization. • Experience in Human Resource Management, encourage and support workforce development, and work effectively with unions. • Support and coach: create an inclusive team environment, recognize strengths and talent of staff, and care for the well- being of others. Have open door policy for all levels of staff. • A strong communicator with an ability to manage adversity and respond to a crisis in a calm and factual manner, quickly utilizing a vast network of regional resources to move the community forward. • Is self-aware, asks appropriate questions, and knows what it takes to excel within a well- established organization. • Practices management by walking around: is approachable and an active listener. • Not a micromanager: respectful of others work style and nuances. Assumes the positive. • Is decisive, direct, and diplomatic. Able to balance the needs of staff, residents, and various interest groups. • Unflappable: is a calming, yet confident presence. • Creative, resourceful, analytical, and critical thinker with a quick mind set for developing resolution. • Passionate about leadership, local government, and the community. • Focuses on the big picture. Is innovative, strategic, delegates, and committed to follow- through. • Has a sense of humor and ability to connect. City Manager | New Brighton14 Goals and Priorities • Thoroughly educates self on the City’s history and relationship with the Army. Takes an active role in the City’s continued pursuit of safe drinking water and associated costs. • Honor the City’s history, embrace what the City is becoming, and focus on its future. • Be involved early on at the staff level to familiarize self with the organization’s ambassadors. Leverage the talent and abilities of the established Senior Leadership. • Facilitate annual goal-setting meetings with staff and Council. • Engage support for newly updated Park Comprehensive Plan projects and initiatives. • Continue to champion opportunities to build community connections via highway and redevelopment projects. • Place continued focus on finding opportunities for affordable housing and senior housing. • Provide support for local businesses, and find sources for various economic development programs to physically improve residential, rental property, and business infrastructure. • Build upon and strengthen partnerships with neighboring communities, the business community, departments within the organization, non-profit groups, and various community and county organizations. • Facilitate the City’s journey to determine its sense of place/ brand/identity. Continue to support place-making initiatives and opportunities to connect residents. • Be the steward of Debt-Free Streets 2025, funding of the recently established Fleet and Non-Fleet Program, and sustain City Manager | New Brighton 15 Goals and Priorities the City’s Public Safety model. • Take the DISC Assessment and use as a tool to determine how one’s leadership and behavioral style melds with the established Leadership Team. • Continuously educate and communicate the roles and responsibilities of the City Manager and City Council. Communicate the importance of the “why.” • Build on the momentum for the “One City” vision, and facilitate definitive strategic goals to achieve excellence and increased engagement. • Help the organization continue to grow utilizing a new perspective, forward thinking initiatives, and adopting new tools to help the organization become more efficient. Continue to foster customer service at all levels within the organization. • Facilitate a variety of proactive opportunities for community engagement and communication models including, but not limited to, hosting town hall meetings, neighborhood meetings, attending local events and meetings, authoring positive media, and expanding City communications via newsletter, website, and social media. • Evaluate the organizational structure and determine whether adding a dedicated HR Director position is appropriate. • Evaluate the structure of City Council Meetings and City Commissions to determine where efficiencies, productivity, professionalism, and opportunities for community engagement can be improved upon. • Earn the trust of the Council, Leadership Team, and the community. • Continue the City’s good working relationships with its unions. • Communicate the needs of staff to the Council even when the conversation may be difficult. City Manager | New Brighton16 Position AnnouncementPosition Announcement Position: City Manager Location: City of New Brighton, Minnesota Salary Range: $126,012 to $157,464 Position Summary: The City Manager develops and recommends overall operating policies, procedures, and protocols consistent with the existing governance structure that will meet the strategic, operational, and capital needs of New Brighton and help ensure ongoing financial stability and operational efficiency of all City operations and services. The full position profile is available at https://www.ddahumanresources.com/ active-searches. Minimum Qualifications: • Master’s degree in Public Administration, Business Administration, or a related field. • Minimum of eight years’ experience in municipal government. • Previous experience in managing a local government agency. • Minimum of four years’ experience in a supervisory role. Apply: Visit https://daviddrown.hiringplatform.com/34353-new-brighton-city-manager/119328-application- form/en, and complete the application process by January 30, 2020. Finalists will be selected by the City Council on February 25, 2020. The City will include psychological assessment as part of the process. On February 26th, finalists will receive online testing materials from the City which are to be completed by March 2nd. Finalists will also be asked to attend an in-office psychological interview with BCG Consulting on March 5 or 6th. Please reserve these dates in your calendar. Final interviews are scheduled for March 18 and 19, 2020. Please direct questions to Liza Donabauer at liza@daviddrown.com or 612.920.3320 x111. DDA Human Resources, Inc. St. Bonifacius Office 4796 Merganser Drive St. Bonifacius, MN 55375 Phone: 612.920.3320 x111 Fax: 612.605.2375 liza@daviddrown.com www.ddahumanresources.com THIS PAGE LEFT INTENTIONALLY BLANK SAINT ANTHONY VILLAGE, MINNESOTA City Manager Recruitment Proposal August 21, 2020 630 Dundee Road Suite 130 Northbrook, IL 60062 847-380-3240 info@GovHRusa.com A note about COVID-19 -- We are carefully monitoring recommendations from the federal, state and local governments and working with clients as they begin to reopen. Before COVID we made extensive use of technology for video interviews with candidates and meetings with clients. We have utilized these during COVID and can combine technology with appropriate in person meetings to assist clients in cost effective recruiting 2 Table of Contents Letter of Transmittal 3 Firm Background 4 References 5 Project Approach 6 Project Lead 9 Project Cost 10 Price Proposal 11 Project Timeline 11 Guarantee 12 Contract Signature Page 13 Optional Services 14 Attachments: Consultant Biography 5-Year List of Manager Recruitments Sample Recruitment Brochure 3 August 21, 2020 Ms. Nicole Miller Administrative Services Coordinator St. Anthony Village 3301 Silver Lake Rd. St. Anthony, MN 55418 Dear Ms. Miller: Thank you for the opportunity to provide you with a proposal for the City Manager recruitment and selection process for the City of St. Anthony Village. GovHR USA (“GovHR”) prides itself on a tailored, personal approach to executive recruitment and selection, able to adapt to your specific requirements for the position. GovHR is a public management consulting firm serving municipal clients and other public-sector entities on a national basis. Our headquarters offices are in Northbrook, Illinois. We are a certified Female Business Enterprise in the State of Illinois and work exclusively in the public sector. We have 11 full time and 8 part time employees and 27 project consultants. GovHR offers customized executive recruitment services and completes other management studies and consulting projects for communities. GovHR Senior Vice President Charlene Stevens will be responsible for your recruitment and selection process. She will be assisted by a home office Recruitment Coordinator and a Reference Specialist. Ms. Stevens’’ biography is attached to the proposal and her contact information is: Charlene Stevens Senior Vice President GovHR USA LLC Telephone: 320-262-0303 Facsimile 866.401.3100 Cstevens@govhrusa.com We believe we have provided you with a comprehensive proposal; however, if you would like a service that you do not see in our proposal, please let us know. Please contact Laurie Pederson, Director of Administrative Services, 847-380-3240, if you have questions regarding our proposal or need additional information. We look forward to hearing from you and hope to have the opportunity to work with you on this important recruitment. Sincerely, Judith Schmittgens Corporate Secretary and Compliance Manager 4 Firm Background GovHR is a public management consulting firm serving local government clients and other public-sector entities across the country. Our headquarters are in Northbrook, Illinois. We are a certified Female Business Enterprise in the State of Illinois and work exclusively in the public and non-profit sectors. GovHR offers customized executive recruitment services, management studies and consulting projects for local government and organizations who work with local government. Our Consultants Our consultants are experienced executive recruiters who have conducted over 700 recruitments, working with cities, counties, special districts and other governmental entities of all sizes throughout the country. In addition, we have held leadership positions within local government, giving us an understanding of the complexities and challenges facing today’s public sector leaders. About the Owners GovHR is led by Heidi Voorhees, President, and Joellen Cademartori, Chief Executive Officer. Ms. Voorhees has conducted more than 350 recruitments in her management consulting career, with many of her clients repeat clients, attesting to the high quality of work performed for them. In addition to her 17 years of executive recruitment and management consulting experience, Ms. Voorhees has 19 years of local government leadership and management service, including ten years as Village Manager for the Village of Wilmette, Illinois. Ms. Cademartori is a seasoned manager, with expertise in public sector human resources management. She has held positions from Human Resources Director and Administrative Services Director to Assistant Town Manager and Assistant County Manager. Ms. Cademartori has worked in forms of government ranging from Open Town Meeting to Council-Manager and has supervised all municipal and county departments ranging from Public Safety and Public Works to Mental Health and Social Services. She has worked in Massachusetts, North Carolina, and Illinois. Qualifications Please note the following key qualifications of our firm:  Since our establishment in 2009, our consultants have conducted hundreds of recruitments in 38 states, with an increase in business of at least 30% each year. Twenty-eight (28%) of our clients are repeat clients, the best indicator of satisfaction with our services.  Surveys of our clients show that 94% rate their overall experience with our firm as Outstanding and indicate that they plan to use our services or highly recommend us in the future.  Our state-of-the-art processes, including extensive use of social media for candidate outreach and video interviews with potential finalist candidates, ensure a successful recruitment for your organization.  Our high quality, thorough Recruitment Brochure reflects the knowledge we will have about your community and your organization and will provide important information to potential candidates. 5  The firm has a total of twenty-seven consultants, both generalists and specialists (public safety, public works, finance, parks, etc.), who are based in Arizona, Florida, Illinois, Indiana, Massachusetts, Michigan, Minnesota and Wisconsin, as well as five reference specialists and eight support staff. References The following references can speak to the quality of service provided by GovHR. Windsor Heights, Iowa (City Administrator, 2020) – Charlene Stevens Mayor Dave Burgess City of Windsor Heights 1145 66th Street Windsor Heights, IA 50324 515-720-9250 Mobile 515-279-3662 Office dburgess@windsorheights.org Muscatine, Iowa (City Administrator, 2020) – Charlene Stevens Stephanie Romagnoli, Human Resources Manager 215 Sycamore Street Muscatine, Iowa 52761 563-264-1550 sromagnoli@muscatineiowa.gov Virginia Beach, VA (City Manager, 2020) – Heidi Voorhees & Charlene Stevens (Chief of Police, in Progress) – Joe De Lopez & Rich Eddington Regina Hilliard, HR Director 2424 Courthouse Drive Virginia Beach, VA 23456 757-385-8854 Rhilliard@vbgov.com Burnsville, MN (HR Director, 2020) – Charlene Stevens Gregg Lindberg, Deputy City Manager 100 Civic Center Parkway Burnsville, MN 55337 952-895-4465 Gregg.lindberg@burnsvillemn.gov GovHR has conducted more than 200 top Manager recruitments since the firm’s inception in 2009. A list of these recruitments for the past 5 years is included with this proposal, and a complete list of clients is available on our website at www.govhrusa.com. We would be happy to provide you with contact information for any of these clients upon request. 6 Project Approach and Methodology A typical recruitment and selection process takes approximately 175 hours to conduct. At least 50 hours of this time is administrative, including advertisement placement, reference interviews, and due diligence on candidates. We believe our experience and ability to professionally administer your recruitment will provide you with a diverse pool of highly qualified candidates for your position search. GovHR clients are informed of the progress of their recruitment throughout the entire process. We are always available by mobile phone or email should you have a question or need information about the recruitment. Phase I: Position Assessment, Position Announcement & Brochure One-on-one or group interviews will be conducted with stakeholders identified by the City to update the existing Recruitment Brochure and job description. Development of a Position Announcement to be placed on websites and social media. Agreement on a detailed Recruitment Timetable – a typical recruitment takes between 90 to 120 days from the time you sign the contract to appointment of the finalist candidate. Phase II: Advertising, Candidate Recruitment & Outreach We make extensive use of social media as well as traditional outreach methods to ensure a diverse and highly qualified pool of candidates. In addition, our website is well known in the local government industry – we typically have 6,000 visits to our website each month. Finally, we develop a database customized to your recruitment and can do an email blast to thousands of potential candidates. Phase II will include the following:  GovHR consultants will personally identify and contact potential candidates.  Develop a database of potential candidates from across the country unique to the position and to the City, focusing on:  Leadership and management skills  Size of organization  Experience in addressing challenges and opportunities also outlined in Phase I  The database will range from several hundred to thousands of names and an email blast will be sent to each potential candidate.  Placement of the Position Announcement in appropriate professional online publications:  Public sector publications & websites  Social media  LinkedIn (over 15,000 connections)  Facebook  Twitter  Instagram  GovHR will provide you with a list of advertising options for approval 7 Phase III: Candidate Evaluation & Screening Phase III will include the following steps:  Review and evaluation of candidates’ credentials considering the criteria outlined in the Recruitment Brochure  Candidates will be narrowed down to those candidates that meet the qualification criteria  Candidate evaluation process:  Completion of a questionnaire explaining prior work experience  Live Video Interview (45 minutes to 1 hour) conducted by consultant with each finalist candidate  References (at least 2 references per candidate will be contacted at this time)  Internet/Social Media search conducted on each finalist candidate All résumés will be acknowledged and inquiries from candidates will be personally handled by GovHR, ensuring that the City’s process is professional and well regarded by all who participate. Phase IV: Presentation of Recommended Candidates Phase IV will include the following steps:  GovHR will prepare a Recruitment Report presenting the credentials of those candidates most qualified for the position.  GovHR will provide an electronic recruitment portfolio which contains the candidates’ materials along with a “mini” résumé for each candidate so that each candidate’s credentials are presented in a uniform way.  City will receive a log of all applicants and may review résumés if requested.  Report will arrive in advance of the Recruitment Report Presentation. GovHR will spend approximately 2 hours with the City reviewing the recruitment report and providing additional information on the candidates. Phase V: Interviewing Process & Background Screening Phase V will include the following steps: GovHR will:  Develop the first and second round interview questions for your review and comment  Coordinate candidate travel and accommodations  Provide you with an electronic file that includes:  Candidates credentials  Set of questions with room for interviewers to make notes  Evaluation sheets to assist interviewers in assessing the candidate’s skills and abilities 8 Background screening* will be conducted along with additional references contacted: *Per state and federal regulations GovHR will work with you to develop an interview schedule for the candidates, coordinating travel and accommodations. GovHR will coordinate a 2-Step Interview process. The first round interviews will include five or six candidates. The second round interviews will include two or three candidates. GovHR will supply interview questions and an evaluation form. In addition to a structured interview, the schedule can incorporate:  Tour of City facilities  Interviews with senior staff Phase VI: Appointment of Candidate  GovHR will assist you as much as you request with the salary and benefit negotiations and drafting of an employment agreement, if appropriate.  GovHR will notify all applicants of the final appointment, providing professional background information on the successful candidate. GovHR would only need administrative assistance in setting up meeting times and locations with Council members, staff and other stakeholders deemed appropriate by the City. In addition, we would request assistance with acquiring photos, organizational charts and other data not available on the website that we can use in the recruitment brochure. Background Screening Process 9 Our Team Project Manager & Main Point of Contact: GovHR Senior Vice President Charlene Stevens will be responsible for your recruitment and selection process. Her biography is attached to this Proposal and her contact information is: Charlene Stevens Senior Vice President GovHR USA LLC Cottage Grove, MN Telephone: 320-262-0303 Facsimile 866.401.3100 Cstevens@govhrusa.com Ms. Stevens joined the firm in 2018 after serving in local government for twenty-two years, including as the City Administrator of Cottage Grove, Minnesota and Willmar, Minnesota. She is currently working on several executive recruitments, including the City Manager of Minot, North Dakota, and the Chief Executive Officer of the Hillsborough Transit Authority in Florida. She recently completed recruitments for the City Administrator of Windsor Heights, Iowa and the HR Directors for both Burnsville, Minnesota and Decatur, Georgia. She and Ms. Voorhees also recently completed the successful search for the City Manager of Virginia Beach, Virginia. Proposal Inquiries: Laurie Pederson Administrative Services Director 847-380-3198 LPederson@GovHRusa.com 10 Price Proposal Summary of Costs Price Recruitment Fee: Phase I Position Assessment, Announcement & Brochure - $3,200 Phase II Advertising, Recruitment & Outreach - $2,400 Phase III Candidate Evaluation & Screening - $5,440 Phase IV Presentation of Candidates - $2,560 Phase V Interviewing Process - $2,080 Phase VI Appointment of Candidate - $320 $16.000 Recruitment Expenses (not to exceed): Expenses include candidate due diligence efforts There is no charge for Consultant travel since Ms. Stevens is a local resident in Minnesota. 1,500 Advertising: Advertising costs over $2,500 will be placed only with client approval. If less than $2,500, Client is billed only for actual cost. 2,500 Total: $20,000* *This fee does not include travel and accommodations for candidates interviewed. The cost proposal is predicated on three consultant visits to the City. 1. Recruitment brochure interview process 2. Presentation of recommended candidates. 3. Interview Process Any additional consultant visits requested by the City will be billed at $125/hour; $500 for a half day and $950 for a full day. Hourly Rates: Consultant $125, Recruitment Coordinator $75, Reference Specialist $65 Payment for Fees & Services Professional fees and expenses will be invoiced as follows: 1st Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal). 11 2nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the recommendation of candidates). Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is completed). Payment of invoices is due within thirty (30) days of receipt (unless the client advises that its normal payment procedures require 60 days.) Project Timeline Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Weeks 1 & 2 Phase 1: Interviews & Brochure Development Weeks 3 thru 6 Phase 2: Advertising, Candidate Recruitment & Outreach Weeks 7 & 8 Phase 3: Candidate Evaluation & Background Screening Week 9 Phase 4: Presentation of Recommended Candidates Week 10 Phase 5: Interview Process & Additional Background Screening Weeks 11 & 12 Phase 6: Appointment of Candidate Phase I Phase III Phase IV Phase V Phase VI Phase II 12 Guarantee GovHR is committed to assisting our clients until a candidate is appointed to the position. Therefore, no additional professional fee will be incurred if the client does not make a selection from the initial group of recommended candidates and requests additional candidates be developed for interview consideration. If additional advertising beyond the Phase I advertising is requested, client will be billed for actual advertising charges. Reimbursable expenses may be incurred should the recruitment process require consultant travel to the City. Upon appointment of a candidate, GovHR provides the following guarantee: should the selected and appointed candidate, at the request of the City or the employee’s own determination, leave the employ of the City within the first 12 months of appointment, we will, if desired, conduct one additional recruitment for the cost of expenses and announcements only. This request must be made within six months of the employee’s departure. Why Choose GovHR?  We are a leader in the field of local government recruitment and selection with experience in more than 38 states, in communities ranging in population from 1,000 to 1,000,000. More than 28% of our clients are repeat clients showing a high level of satisfaction with our work. We encourage you to call any of our previous clients.  We are committed to bringing a diverse pool of candidates to your recruitment process. We network extensively with state, city and county management associations, attending more than 20 state and national conferences each year. In addition, we support and attend the meetings of League of Women in Government, the Local Government Hispanic Network, National Forum for Black Public Administrators and Engaging Local Government Leaders.  We conduct comprehensive due diligence on candidates. Before we recommend a candidate to you, we will have interview them via video, conducted reference calls, and media and social media searches. Our knowledge of local government ensures that we can ask probing questions that will verify their expertise.  We are your partners in this important process. You are welcome to review all the resumes we receive and we will share our honest assessment of the candidates.  Our goal is your complete satisfaction. We are committed to working with you until you find the candidate that is the best fit for your position. 13 Confirmation Signature We believe we have provided you with a comprehensive proposal; however, if you would like a service that you do not see in our proposal, please let us know. We can most likely accommodate your request. This proposal will remain in effect for a period of six months from the date of the proposal. We look forward to working with you on this recruitment and selection process! Client Name/Organization___________________________________________________________ Client Contact Name/Position _________________________________________________________ Signature ___________________________________________________________________________ Date ______________________ Billing Contact _____________________________________________________________________ Billing Contact Email ________________________________________________________________ 14 Optional Services GovTemps USA Need an Interim? GovTempsUSA, a subsidiary of GovHR USA, specializes in the temporary placement of positions in local government. The firm offers short-term assignments, in addition to long-term and outsourced arrangements. Our placement professionals at GovTempsUSA have typically enjoyed distinguished careers in local government and displayed a commitment to public service throughout their career. Recorded One-Way Video Interview of Candidates Candidates we recommend for your consideration can complete a one-way video interview with 3 to 5 questions that will be recorded and which you can review electronically at your convenience. This can occur prior to making your decision on which candidates to invite for an interview. Cost $100 per candidate. Leadership/Personality Testing GovHR has experience working with a wide variety of leadership and personality assessment tools, depending on the qualities and experiences the client is seeking in their candidates. These include but are not limited to Luminaspark, Caliper, DISC and others. Depending on the evaluation type selected fees can range between $100 to $500 per candidate. 360° Evaluation As a service to the Client, we offer the option to provide you with a proposal for a 360° performance evaluation for the appointed position at six months into his or her employment. This evaluation will include seeking feedback from both elected officials and department directors, along with any other stakeholder the Client feels would be relevant and beneficial. This input will be obtained on a confidential basis with comments known only to the consultant. If you are interested in this option, GovHR will prepare a proposal for this service. CHARLENE STEVENS Ms. Stevens has over twenty years of experience in municipal management. Ms. Stevens has worked in both county and city government and her career covers work in urban, suburban and rural communities. Her career has spanned three states: Minnesota, Kansas and Pennsylvania. Ms. Stevens has expertise in community and civic engagement, having started her career in neighborhood services and led commu nity wide visioning and strategic planning efforts for two different communities. Ms. Stevens’ strength is her ability to develop strong partnerships with multiple and diverse stakeholders. Through those partnerships, Ms. Stevens helps communities develop consensus and achievable plans. Ms. Stevens’ results-oriented management has included projects that have expanded parks and preserved greenspace in rapidly developing communities, developed a workforce training center for a large urban county, led downtown development plans for two communities and created mentoring and training programs for city staff. Ms. Stevens has appreciated the opportunity to mentor many young professionals, including helping to establish women’s mentoring groups in three different communities. PROFESSIONAL EDUCATION • Master of Public Administration, University of Kansas, Lawrence, Kansas • Bachelor of Arts, International Relations, Pomona College, Claremont, California • Leadership Wichita Graduate PROFESSIONAL DEVELOPMENT AND SPEAKING ENGAGEMENTS • Instructor, International City and County Management Association (ICMA), Emerging Leaders Development Program • Instructor, ICMA Mid-Career Institute MEMBERSHIPS AND AFFILIATIONS • International City and County Management Association (ICMA) – Current Member • ICMA Task Force on Welcoming New Members - Chair, 2009 - 2015 • ICMA Task Force on Women in the Profession - Member 2012-2014 • ICMA Regional Vice President - ICMA Executive Board Member, 2003 - 2006 • ICMA Committee of Professional Conduct - Chair, 2006 • ICMA Conference Host Committee - Co Chair, 2002 • ICMA Conference Planning Committee - Member, 2001 and 2002 • ICMA Task Force on Small Communities - Member, 1999-2001 • League of Minnesota Cities (LMC) - Board Member, 2013 - 2015 • Coalition of Greater Minnesota Cities (CGMC) - Board Member, 2011 - 2015 • Minnesota City and County Management Association (MCMA) - Current Member • MCMA Task Force on Women in the Profession - Current Member • YMCA of Woodbury Community Board - Current Member and Board Vice Chair • KUCIMAT President - University of Kansas, 2013 - 2014 • Willmar Area Rotary, 2011 - 2015 • Kansas Association of City and County Managers (KACM) - Member, 2006 - 2011 • Association of Pennsylvania Municipal Managers (APMM) - Member, 1997 - 2006 PROFESSIONAL BACKGROUND Over 20 Years of Local Government Leadership and Management Experience • City Administrator, Cottage Grove, MN 2015-2018 • City Administrator, Willmar, MN 2011-2015 • Assistant County Manager, Sedgwick County, KS 2006-2011 • Assistant Township Manager, Lower Gwynedd, PA 1999-2006 • Assistant Township Manager, Buckingham, PA 1997-1999 • Neighborhood Assistant, City of Wichita, KS 1995-1996 P: 847.380.3240 www.govhrusa.com 630 Dundee Road, Suite 130 Northbrook, IL 60062 847.380.3240 Fax: 866.401-3100 GovHRusa.com Manager Recruitments 2015 - 2020 STATE CLIENT POSITION POPULATION YEAR Alaska Bethel City Manager 6,500 2019 Seward City Manager 2,693 2019 Unalaska City Manager 4,768 2017 Arizona Yuma County County Administrator 203,000 2015 Colorado Eagle Town Manager 6,739 2017 Englewood City Manager 34,957 2019 San Miguel Authority for Regional Transportation Executive Director 26,000 2017 Connecticut Cheshire Town Manager 29,261 2017 East Hampton Town Manager 13,000 2019 Enfield Town Manager 45,246 2015 Meriden City Manager 60,838 2018 Delaware Newark City Manager 33,398 2018 District of Columbia International City/County Management Association Executive Director Multi 2015 Florida Marion County County Administrator 337,362 2015 Pasco County County Administrator 475,502 2016 Georgia Decatur City Manager 25,000 2018 Illinois Barrington Village Manager 10,455 2018 Bensenville Village Manager 20,703 2015 Bloomington City Manager 78,005 2018 Bloomington-Normal Economic Development Council President/CEO Multi 2019 Centralia City Manager 13,000 2020 Chicago Metropolitan Agency for Planning Executive Director Multi 2015 2019 Crest Hill City Administrator 20,837 2015 Decatur City Manager 76,178 2018 DeKalb City Manager 43,849 2018 Dixon City Manager 18,601 2015 East Moline City Administrator 21,300 2016 East Peoria City Administrator 23,503 2016 Effingham City Administrator 12,577 2018 Firemen's Annuity & Benefit Fund of Chicago Executive Director Multi 2016 Freeport City Manager 25,000 2017 Government Finance Officers Association Executive Director Multi 2016 Greater Freeport Partnership IL Executive Director 25,000 2019 Illinois Metropolitan Investment Fund Executive Director Multi 2016 Invest Aurora President/CEO Multi 2018 Joliet City Manager 147,500 2017 La Grange Village Manager 15,732 2017 630 Dundee Road, Suite 130 Northbrook, IL 60062 847.380.3240 Fax: 866.401-3100 GovHRusa.com STATE CLIENT POSITION POPULATION YEAR Illinois Lake County County Administrator 703,462 2019 Lake Forest City Manager 19,375 2018 Lake Zurich Village Manager 19,631 2015 Libertyville Village Manager 20,431 2016 Lindenhurst Village Administrator 14,468 2017 Lyons Township Area Communications Center Executive Director Multi 2018 Macon County Conservation District Executive Director Multi 2015 Mokena Village Administrator 19,042 2015 Moline City Administrator 43,100 2017 Morton Grove Park District Executive Director 23,500 2015 Mt. Prospect Village Manager 54,771 2015 Mundelein Village Administrator 31,385 2020 NORCOMM Public Safety Communications, Inc. Executive Director Multi 2015 Normal City Manager 54,264 2017 Northbrook Park District Executive Director 37,000 2016 Northwest Water Commission Executive Director Multi 2015 Orland Park Village Manager 60,000 2016 2019 Pekin City Manager 33,223 2016 Princeton City Manager 7,700 2019 Rock Island County County Administrator 147,258 2017 Schiller Park Village Manager 11,870 2015 Shorewood Village Administrator 17,495 2018 South Suburban Mayors and Managers Association Executive Director Multi 2016 Washington City Administrator 15,700 2015 Wauconda Village Administrator 13,758 2017 West Central Consolidated Communications Executive Director Multi 2016 Willowbrook Village Administrator 8,967 2019 Woodridge Village Administrator 32,971 2017 Iowa Bondurant City Administrator 5,493 2017 Muscatine City Administrator 23,819 2020 Newton City Administrator 15,000 2016 Webster City City Manager 8,000 2016 Maryland Greenbelt City Manager 23,753 2016 Hagerstown City Administrator 40,612 2015 Sykesville Town Manager 3,941 2019 Massachusetts Cambridge City Manager 110,000 2016 Provincetown Town Manager 2,990 2015 Williamstown Town Manager 8,400 2015 Michigan Adrian City Administrator 20,676 2018 630 Dundee Road, Suite 130 Northbrook, IL 60062 847.380.3240 Fax: 866.401-3100 GovHRusa.com STATE CLIENT POSITION POPULATION YEAR Michigan Albion City Manager 8,337 2018 Eastpointe City Manager 32,673 2019 Ferndale City Manager 20,428 2019 Ferndale Downtown Development Authority Executive Director 20,428 2019 Grand Traverse County County Administrator 90,782 2017 Hamtramck City Manager 21,752 2017 Kent County County Administrator/Comptroller 636,369 2017 Oakland Township Township Manager 19,132 2018 Rochester City Manager 13,000 2015 Royal Oak City Manager 59,112 2019 Tri-County Regional Planning Commission Executive Director 464,034 2018 Troy City Manager 83,813 2018 Missouri Ballwin City Administrator 30,181 2020 Ferguson City Manager 21,111 2015 Maryland Heights City Administrator 27,436 2015 Parks & Recreation Director 27,472 2016 Missouri Parks and Recreation Association (MPRA) Executive Director Multi 2018 Republic City Administrator 15,590 2016 South Lyon City Manager 11,327 2018 St. Louis County Municipal League Executive Director Multi 2015 University City City Manager 35,172 2017 Wildwood City Manager 35,524 2019 New Hampshire Portsmouth City Manager 21,796 2019 New Jersey Waldwick Borough Administrator 9,800 2015 New York Mamaroneck Village Manager 19,426 2018 Ohio Oberlin City Manager 8,390 2016 Pennsylvania Ferguson Township Township Manager 18,300 2017 South Fayette Township Township Manager 14,416 2018 Rhode Island North Kingston Town Manager 26,326 2015 South Carolina Beaufort County County Administrator 192,122 2018 Texas Burleson City Manager 43,960 2018 Virginia Chesapeake City Manager 245,000 2019 Salem City Manager 25,643 2019 Virginia Beach City Manager 442,707 2019 Washington Snohomish Emergency Radio System Executive Director 772,501 2017 West Virginia Bridgeport City Manager 8,582 2019 Morgantown City Manager 31,000 2016 Wisconsin Baraboo City Administrator 12,048 2019 Bellevue Village Administrator 15,524 2018 Beloit City Manager 36,966 2015 Dunn County County Manager 44,122 2016 630 Dundee Road, Suite 130 Northbrook, IL 60062 847.380.3240 Fax: 866.401-3100 GovHRusa.com Top Manager Recrutiments - 5 Year List STATE CLIENT POSITION POPULATION YEAR Wisconsin Eau Claire County County Administrator 101,400 2015 Glendale City Administrator 12,920 2016 Hartford City Administrator 14,251 2015 Hobart Village Administrator 8,500 2016 Lake Geneva City Administrator 7,710 2015 Luxembourg American Cultural Society (LACS) Executive Director Multi 2019 Monroe City Administrator 10,827 2020 Oak Creek City Administrator 35,243 2016 Prairie du Chien City Administrator 5,900 2017 Racine City Administrator 78,200 2016 Rhinelander City Administrator 7,800 2018 Shorewood Village Manager 13,331 2017 West Bend City Administrator 31,000 2016 CITY ADMINISTRATOR MUSCATINE, IA The City Muscatine, (pop. 23,819) is a full-service city located on the banks of the Mississippi River in Eastern Iowa. Muscatine is a community rich in history and beauty. The City was once the world leader in the pearl button manufacturing industry and is known as the “Pearl of the Mississippi.” Samuel Clemens (Mark Twain) was once a resident and recalled “And I remember Muscatine – still more pleasantly – for its summer sunsets. I have never seen any, on either side of the ocean equaled them.” Today, Muscatine has an active downtown riverfront which includes a boat harbor and marina. Muscatine has two national historic districts and two cultural and entertainment districts. The Muscatine Art Center is an accredited institution that houses works by Grant Wood, Georgia O’Keefe and Allan Houser, as well as a collection of European masters. The Muscatine History and Industry Center traces the economic history of the city from its beginnings as a trading post for Native Americans to becoming the home of national and international businesses. Muscatine also offers an array of cultural opportunities rivaling larger metropolitan areas including the Muscatine Center for Performing Arts, Muscatine Symphony Orchestra, Pearl City Players Theatrical Society and Masquers Community Theater. The City has outstanding parks and recreational amenities. There are 21 parks, 12 playgrounds and 10 miles of active trails. The Muscatine Soccer Complex draws teams from across the region and the country. The City owns and operates the Kent Stein baseball/softball complex, Muscatine Aquatic Center, and excellent municipal golf course and disc golf course. The City is an economically strong business center, where several Fortune 500 and Fortune 1000 companies have chosen to locate. HNI, Kraft-Heinz, Bayer, Kent Corporation and Musco Lighting are just a few of the companies that call Muscatine home. Muscatine is strategically located within 40 minutes of both Iowa City and Davenport and offers an excellent quality of life, strong schools and amenities for all. Muscatine, IA—City Administrator Median Age: 35.6 Number of Households: 9,382 Median Household Income: $56,571 Median Single-Family Home Value: $137,295 Square Miles: 49.77 MUSCATINE FACTS AND NUMBERS: The Position in Brief The City Administrator carries out the City’s daily operations and the policies as adopted by the Mayor and City Council. Additionally, the City Administrator advises the Mayor and Council on the financial condition of the City, supervises the preparation of the annual budget, supervises city employees and makes personnel recommendations and provides overall direction and guidance to the organization. The Organization Muscatine is governed by a Mayor and 7-Member City Council. The Mayor is elected for a two-year term. Five Council Members are elected by Ward and Two Council Members are elected at large. The Council Members are elected for staggered four-year terms. The City Administrator is appointed by the Mayor and City Council. The City Administrator is responsible for the appointment of all department heads and development of the $21.6 M general fund and $67M all funds budget. The City has approximately 229 FTEs. The City has four unions that representing employees in police, fire, public works, water and pollution control. The City of Muscatine is a full service and included the departments of Community Development, Finance, Parks and Recreation, Wastewater, Public Works, Police and Fire. The City Administrator ’s office also included Human Resources/Risk Management and Communications. Operations also include the City owned Musser Public Library and Muscatine Art Center/Musser Museum. The Library and Arts Center also have independent boards whose members are appointed by the Mayor and Council. Expectations and Projects The next City Administrator is expected to be a strategic and visionary leader who will foster a strong working relationship between the Mayor, the City Council and the City staff. The next City Administrator will have demonstrated experience in managing and developing budgets as well as overseeing staff to ensure key goals are met. In addition, the next City Administrator will have an opportunity to be engaged in or lead the following city initiatives: • Oversight of the Grandview Corridor Redevelopment Project in 2021. • Ensuring the completion of the downtown street improvement projects and guide the implementation of the Riverfront Master Plan, including options for Carver Corner. • Continue the City’s separation of sanitary and storm sewers. • Plan, design and seek funding for a potential third fire station. • Develop opportunities for employee engagement and succession planning. • Develop strategies for economic development to meet housing needs, increase retail options and job creation for the community. • Support sustainability efforts such as the Muscatine Organic Recycling Center and Muscatine Area Resource Recovery for Vehicles and Energy. • Engage the Mayor, Council and City staff in a City-Wide Strategic Planning Effort. • Develop strategies to enhance community engagement and communication among a variety of stakeholders. Muscatine, IA—City Administrator Strategic Visionary Leader Muscatine, IA—City Administrator Candidate Qualification Criteria The following education, experience, leadership and management criteria have been identified as important skills and abilities for the successful candidate to possess. Must Haves: • A Bachelor’s degree in public administration, public policy or related field; MPA preferred; A Master’s degree is preferred. • A minimum of five to seven years of executive level experience, preferably in an organization of a similar size. • The ability to mentor, lead and develop staff. • Excellent interpersonal and communication skills, able to connect with and relate to a wide variety of individuals. • Strong financial management skills, with demonstrated ability to develop and administer operating and capital budgets. The Ideal Candidate Will Be: • A highly collaborative leader with a communicative, team-oriented management style. • An ethical and professional manager able to inspire the confidence of elected officials, city staff and the general public. • An open, transparent and proactive communicator with the Mayor and Council, city staff and the community at large. • Be “easily accessible” and approachable to all within the organization and outside of the organization. Be a good listener. • An innovative and strategic leader able to anticipate challenges, consider new approaches and adapt to change. • Able to build strong partnership and relationships with a wide variety of stakeholders. • A strong and fair leader who can establish expectations and hold individuals accountable to meet those expectations. Compensation & Benefits Salary Range is $140,000 – 170,000 +/- DOQ. The City provides an excellent and comprehensive benefits package. HOW TO APPLY Interested candidates should apply online at www.GovHRjobs.com by May 15, 2020 with resume, cover letter and five professional references to: Charlene Stevens, Senior Vice President GovHR USA 630 Dundee Road, #130 Northbrook, IL 60062 Tel: 847-380-3240. The City of Muscatine is an Equal Opportunity Employer.