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2012-11 Executive Search Services for Village Manager• RESOLUTION 2012 -11 A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM BEACH, FLORIDA, ACCEPTING A PROPOSAL SUBMITTED BY COLIN BAENZIGER AND ASSOCIATES TO PERFORM EXECUTIVE SEARCH SERVICES AND AUTHORIZING THE MAYOR AND VILLAGE CLERK TO EXECUTE A CONTRACT RELATING TO SUCH SERVICES; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, Colin Baenziger and Associates has submitted a proposal to provide executive search services to the Village to assist in the recruitment and hiring of a new Village Manager; and WHEREAS, the Village Council determines that the acceptance of the proposal submitted by Colin Baenziger and Associates and the waiver of the Village's purchasing policies and procedures is in the best interests of the residents and citizens of the Village North Palm Beach. NOW, THEREFORE, BE IT RESOLVED BY THE VILLAGE COUNCIL OF NORTH PALM BEACH, FLORIDA, as follows: Section 1. The foregoing `whereas" clauses are hereby ratified and incorporated herein. Section 2. The Village Council hereby accepts the proposal submitted by Colin Baenziger and Associates to provide executive search services to the Village to assist in the recruitment and hiring of a new Village Manager at a total cost not to exceed $18,750.00, with funds expended from Village Account No. A5540 -49911 (Council Contingency). The Village Council further authorizes the Mayor and Village Clerk to execute a Contract incorporating the proposal. Section 3. This Resolution shall take effect immediately upon adoption. PASSED AND ADOPTED THIS 26th DAY OF JANUARY, 2012. t (V ill W9e q*1 A 7 �o 1, VILLAG CLERK CONTRACT This Contract is made as of the 26 sue/ day of c/,¢///G(,d2�, 2012, by and between the VILLAGE OF NORTH PALM BEACH, 501 U.S. Highway One, North Palm Beach, , Florida, 33408, a Florida municipal corporation ( "Village "), and COLIN BAENZIGER & ASSOCIATES, 12970 Dartford Trail, Suite 8, Wellington, Florida 33414, a sole proprietorship doing business in the State of Florida ( "CB &A" ). RECITALS WHEREAS, the Village wishes to retain the services of CB &A to perform executive search services relating to the recruitment and hiring of a Village Manager; and WHEREAS, CB &A has agreed to perform such consulting services in accordance with its Proposal for Executive Search Services dated January 19, 2012; and WHEREAS, the Village and CB &A wish to execute a Contract incorporating CB &A's Proposal and providing additional terms and conditions. NOW THEREFORE, in consideration of the mutual promises set forth herein, the receipt and sufficiency of which are hereby acknowledged, the parties hereto agree as follows: 1. Recitals. The parties agree that the recitals set forth above are true and correct and are fully incorporated herein by reference. 2. Proposal. CB &A's Proposal for Executive Search Services dated January 19, 2012 ( "Proposal "), attached hereto as Exhibit "A," is hereby expressly made a part of this Contract as if set forth at length herein. 3. Compensation. The Village agrees to compensate CB &A as set forth in the Proposal. The total and cumulative amount of this Contract shall not exceed $18,750.00, unless the Village Council specifically approves additional services beyond the Work Plan set forth in the Proposal. 4. Insurance. CB &A shall maintain the insurance coverages set forth in the Proposal. The Village shall be named as an additional insured under the general liability and automobile liability policies. 5. Indemnification. CB &A shall indemnify and save harmless and defend the Village, its agents, servants, and employees from and against any and all claims, liability, losses, and /or cause of action which may arise from any negligent or intentional act or omission of CB &A, its agents, servants, or employees in the performance of services under this Contract. Page 1 of 3 6. Termination. The Village may terminate this Contract or abandon its executive search upon seven (7) days' written notice to CB &A. Upon termination by the Village, the Village shall pay CB &A for all work reasonably performed prior to the effective date of termination. 7. General Provisions. A. CB &A shall, in performing the services contemplated by this Contract, faithfully observe and comply with all applicable federal, state, and local laws, ordinances and regulations. B. In the event of a conflict between the terms of the Proposal and the terms of this Contract, the terms of this Contract shall control. C. Failure of a party to enforce or exercise any of its right(s) under this Contract shall not be deemed a waiver of that party's right to enforce or exercise said right(s) at any time thereafter. D. This Contract shall be governed by the laws of the State of Florida. Any and all legal action necessary to enforce the Contract will be held in Palm Beach County. E. If any legal action or other proceeding is brought for the enforcement of this Contract, or because of an alleged dispute, breach, default or misrepresentation in connection with any provisions of this Contract, the successful or prevailing party or parties shall be entitled to recover reasonable attorney's fees, court costs and all expenses (including taxes) even if not taxable as court awarded costs (including, without limitation, all such fees, costs and expenses incident to appeals), incurred in that action or proceeding, in addition to any other relief to which such party may be entitled. F. If any term or provision of this Contract, or the application thereof to any person or circumstances shall, to any extent, be held invalid or unenforceable, to remainder of this Contract, or the application of such terms or provision, to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected, and every other term and provision of this Contract shall be deemed valid and enforceable to the extent permitted by law. G. All notices required in this Contract shall be sent by certified mail, return receipt requested, and sent to the addresses appearing on the first page of this Contract. H. The parties agree that this Contract sets forth the entire Contract between the parties, and that there are no promises or understandings other than those stated herein. None of the provisions, terms and conditions contained in this Contract may be added to, modified, superseded or otherwise altered, except by written instrument executed by the parties hereto. Page 2 of 3 I. CB &A is aware that the Inspector General of Palm Beach County has the authority to investigate and audit matters relating to the negotiation and performance of this Contract, and in furtherance thereof may demand and obtain records and testimony from CB &A. CB &A understands and agrees that in addition to all other remedies and consequences provided by law, the failure of CB &A to fully cooperate with the Inspector General when requested may be deemed by the Village to be a material breach of this Contract. IN WITNESS WHEREOF, the parties have made and executed this Contract as of the day and year first above written. COLIN,BAENZIGER & ASSOCIATES Print Name: Position: � w � Pte✓ " !mil 14 c � ^ VILLAGE OF NORTH PALM BEACH By: /" Q (-� r/', DARRYL UBREY MAYOR ATTEST: By: ZFZ� MELISSA TEAL, VILLAGE CLERK APPROVED AS TO FORM AND LEGAL SUFFICIENCY BY: LEONARD G. RUBIN VILLAGE ATTORNEY Page 3 of 3 COLIN BAENZIGER & ASSOCIATES January 19, 2012 VILLAGE OF NORTH PALM BEACH, FL PROPOSAL TO PERFORM THE EXECUTIVE SEARCH FOR VILLAGE MANAGER Colin Baenziger & Associates Contact Persons: Colin Baenziger, (561) 707 -3537 12970 Dartford Trail • Suite 8 Wellington, FL 33414 e -mail: colin(dcb- asso.com Fax: (888) 635 -6537 ... Visit Our Website at: www.cb-asso.com REQUEST FOR PROPOSAL - EXECUTIVE SEARCH FIRM TABLE OF CONTENTS PAGE LETTER OF UNDERSTANDING 1 L FIRM'S QUALIFICATIONS AND EXPERIENCE 4 The Firm Our Services Technical Capability / Organizational Structure Completion within Budget Limitation Completion within Project Schedule Time Frame Track Record / Retention Rate Diversity Litigation Drug Free Work Place Insurance IL PROPOSED CONSULTANTS AND EXPERIENCE 9 III. FEE AND OTHER IMPORTANT INFORMATION 14 Fee Warranty References APPENDIX A: SEARCH METHODOLOGY A -1 Detailed Search Methodology Samples of Promotional Materials The Village's Obligations Suggested Project Schedule APPENDIX B: SAMPLE RECRUITMENT PROFILE B -1 APPENDIX C: SEARCHES BY THE STAFF AT COLIN BAENZIGER & ASSOCIATES C -1 APPENDIX D: ST. JOHNS COUNTY RESOLUTION THANKING CB &A D -1 COLIN BAENZIGER *ASSOCIATES EXECUTIVE RECRUITING January 19, 2012 The Honorable Mayor Darryl C. Aubrey, Vice Mayor David B. Norris, President Pro Tem William L. Manuel, Councilors Edward M. Eissey and Robert A. Gebbia c/o Ms. Jimmy Knight, Interim Village Manager Village of North Palm Beach 501 US Highway 1 North Palm Beach, FL 33408 RE: Executive Search Services for a Village Manager Dear Mayor Aubrey, Vice Mayor Norris, President Pro Tem Manuel, Councilors Eissey and Gebbia: We at Colin Baenziger & Associates (CB &A) thank you for the opportunity to submit this proposal to assist the Village in its search for its next Village Manager. While CB &A is a national recruiting firm, we specialize in Florida and have performed 68 of the last 93 City and County Manager searches in the State where the local government has used a recruiting firm. We pride ourselves on providing not just high quality results, but equally important, we provide a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He /she must get to know the appropriate government officials personally and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few clients at a time and focus on getting the job done properly. Further, we routinely complete our work in 60 to 90 days and that includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist selection and interviewing and manager selection. We also offer the best warranty in the industry. While selecting key personnel is never easy, CB &A has developed a process that has been tested nationwide and found to be extremely effective. Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right people for your organization. We say people, and not person, because our goal is to bring you five finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that five of our local government clients have passed resolutions thanking us for our outstanding efforts in finding their key staff. We do not know how often you have passed a resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact, would be for you to be our next client to pass such a resolution. DULUTH, GA MONTEREY, CA RICHLAND, WA PWINELANDER, WI WELLINGTON, FL Letter to North Palm Beach, FL, January 19, 2012 Page 2 Some of our searches include city /town /village managers in Florida include Bay Harbor Islands, Cape Canaveral, Cooper City, Coral Gables, Cutler Bay, Destin, Fernandina Beach, Hallandale Beach, Homestead, Key Biscayne, Miami Gardens, Mount Dora, Palm Coast, Palm Bay, Stuart, Tavares, and West Melbourne. We have also done the search for the General Manager for Tampa Bay Water and several searches for the City of St. Petersburg. Our current searches include the Chief Administrative Officer for St. Tammany Parish, LA, the City Managers for Cape Coral, FL and Hallandale Beach, FL, the County Administrator for Hernando County, FL and the Finance Director for Oregon City, OR. Understanding of the Work to Be Performed For the details concerning our understanding of the work and how we plan to conduct this search, if it is awarded to us, please see Appendix A. Those Authorized to Make Representations and to Bind the Firm I and my Vice President for Operations, Kathryn Knutson are authorized to made representations for and to bind the firm. My title is Owner and Principal. My contact information is contained on the cover page of this proposal. Ms. Knutson's information is as follows: Ms. Kathyrn Knutson Vice President for Operations 2797 Bay Drive Rhinelander, WI 54501 (715) 282 -3595 (office) (888) 539 -6531 (fax) kknutsongcb- asso.com (email) Irrevocable Offer The offer contained in this proposal is a firm and irrevocable offer for the period of the engagement. Primary and Secondary Representatives Providing Consulting Services to the Village Project Manager and Primary Representative: Colin Baenziger, Owner and Principal Deputy Project and Secondary Representative: David Collier, Senior Vice President Recruitment Manager and Additional Back -up: Tom Andrews, Senior Vice President Mr. Baenziger and Mr. Collier are headquartered in our Wellington, FL, office located at: 12970 Dartford Trail . Suite 8, Wellington, FL 33414. Mr. Baenziger can most easily be reached at: (561) 707 -3537 (cell) and Mr. Collier at: (772) 204 -4320 or (772) 260 -1858 (cell). Mr. Andrews is located at our Atlanta office at: 5920 Hershinger Close, Duluth, GA 30097. His contact numbers are: (770) 814 -0455 and (404) 735 -2808 (cell). Letter to North Palm Beach, FL, January 19, 2012 Page 3 Conflict of Interest Disclosure We have no conflicts of interest (apparent, real or potential) due to ownership, other clients, contracts or other interests associated with North Palm Beach. We look forward to formally presenting our credentials and working with you in the near future. As noted, I will be conducting the full search (with the assistance of my staff) and I will be your primary point of contact. If you have any questions, please feel free to contact me at (561) 707 -3537. Sincerely, Colin Baenziger Principal ... Serving Our Clients with a Personal Touch COLINBAENZIGER & ASSOCIATES The Firm, Its Philosophy & Its Experience Established in 1997, Colin Baenziger & Associates (CB &A) is a nationally recognized executive recruiting firm that has performed executive search services in 15 states. It is owned and operated by Colin Baenziger. We are headquartered in Palm Beach County, FL, with offices in Duluth, GA, Monterrey, CA, Rhinelander, WI and Richland, WA. Although our primary focus is executive search, we are also often involved in operational reviews of governmental operations. Many of our consultants live and work in other areas of the state and the country, converging on the location where the client's needs exist. We develop an operational plan prior to arrival, and our team of experts quickly studies the issues, identifies problems and opportunities, performs the necessary analysis, prepares reports and action plans, and completes the assignment swiftly. The client receives prompt, professional service, and its needs are effectively addressed. We are available for follow -up work, but our goal is to perform the assignment in such a way that existing staff can implement the action plans without additional outside assistance. The most significant work for this search will be carried out primarily in our Wellington, FL, office. Colin Baenziger & Associates' outstanding reputation is derived from our commitment to quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our action plan. We accept these situations as part of our business because we firmly believe that when a contract is signed, we have an obligation to fulfill its requirements with excellence and within the budgeted amount. Since 2002, we have focused on executive search for local governments. Since beginning its search practice in 1998, the staff at CB &A has performed over 100 City / County / Special District Manager searches and approximately 200 local government searches overall. The vast majority of these searches have been for Florida local governments and as such we are extremely familiar with the Sunshine Law and Public Records Act. The basic approach we have presented in Appendix A is the approach we have used in every one of our searches. Our Services: Human Resources Executive Search Background Checks Position Descriptions /Classification Studies Compensation Studies Personnel Policies/Procedures Reviews Employee Handbooks Additional Services Preparing Grant Applications Grant Monitoring Systems and Controls Start-up Assistance to New Cities U Operational Reviews Performance Improvement Contract Compliance Reviews Project Management Performance Measurement Systems Standard Operating Procedures Manuals Staffing Assessments Planning Strategic Planning Operational Planning Project Planning COLINBAENZIGER & ASSOCIATES Technical Capabilities and Organizational Structure Colin Baenziger & Associates has developed its business model over the past 13 years. The model has proven to be extremely effective in every state we have worked in and for every type of position. In fact we are often called when a government has a particularly difficult position to fill or where one of our competitors has failed. Overall, we utilize approximately 18 people. Most staff members are independent contractors and are given assignments on a task order basis. Consequently we can pay well while having a great deal of flexibility without the overhead of many firms. In addition to Mr. Baenziger, other senior staff members are former City and /or County Managers or elected officials who understand the business and its intricacies. As a result, we understand both perspectives and have been very successful in identifying the right candidates for our clients. CB &A's other staff are all competent researchers and writers and have been with us for a long time. Colin Baenziger Owner & Princioal Paul Wilson Senior Editor Tom Andrews Ron Stock Tom Freijo Senior Vice President Senior Vice President Senior Vice President Kathyrn Knutson David Collier Mery Timberlake V P - Ouerations Senior Vice President VP — Financial Recruiting Internet Specialists (2) Senior Research Associates Administrative Assistants (g) (2) Detailed information concerning the consultants we will be assigning to this project is contained in the next section. -5- COLINBAENZIGER & ASSOCIATES Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. When we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what unforeseen circumstances may develop. We have never asked a search client for additional fees, even when we were entitled to do so. Completion of Project on Schedule Since Colin Baenziger & Associates has been performing recruitments, it has a remarkable record of achievement in meeting our project schedules. In fact CB &A has never missed a project milestone. However, the executive search business involves people, and people are not always predictable. For example, when Monroe County and its first choice for county manager could not reach agreement on contract terms, we repeated the search. We did not miss a project milestone, but the search took five months instead of three. Track Record /Retention Rate Since 1998 Colin Baenziger & Associates has conducted over 100 searches for City and County Managers around the country. As a relatively young search firm, most of our placements have taken place since 2004. We selected eleven of our Florida placements to demonstrate our track record. We can provide more if desired. Diversity CB &A is widely recognized for its ability to find and attract women and minorities for the positions we recruit for. In fact, over the past 3 years, 45% of our clients hired a women/minority to be their City or County Manager. Litigation Colin Baenziger & Associates has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned and our clients have never been involved in any legal action as a result of our work. Drug -Free Workplace Certification Colin Baenziger & Associates complies with the provisions of Drug -Free Workplace laws and informs all its employees and subcontractors that it is a drug -free workplace. These individuals are made aware of the dangers of drug abuse, the firm's policies concerning drug abuse, available counseling, and the sanctions CB &A may impose if the employees use drugs in the workplace. As a condition of employment, either as an employee or as a subcontractor, our personnel must abide by our policy and must notify us of any conviction or pleas of nolo contendere to drug charges. W COLINBAENZIGER & ASSOCIATES Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence. As a small firm, with less than five employees, we are not normally subject to the requirements for workers compensation and employer liability insurance. If required by the client, and if it is available to us, we will obtain these two coverages pri or to contract execution. -7- Some of CB&A's Clients... City of* Coral Gables, FL City Manager Union County, NC County Manager Fulton County, GA Personnel Director Director, Registrations & Elections Loudoun County, VA Director — Economic Development Human Resources Officer Section H Proposed Consultants' Qualifications and Experience Project Team and Involvement (Resumes for key staff follow) CB &A is an experienced recruiting firm and strongly believes that each project should have not just a project manager but also strong deputies. That provides the client with insurance should anything happen to the project manager. In this case, Colin Baenziger will serve as the project manager and principal contact while David Collier will be the deputy project manager. Tom Andrews will serve as recruitment manager. Colin Baenziger will conduct the interviews with the elected officials, search for strong candidates, discuss the position with those candidates, recruit them, interview the preferred candidates, oversee the background investigations, oversee the candidate /county interview and evaluation process, and assist with the contract negotiations. He holds a Bachelor's degree from Carleton College and a Master's degree with distinction from Cornell University's Graduate School of Management. In addition to 15 years as a consultant, Mr. Baenziger spent 10 years in government as a senior manager. David Collier, senior vice president, will be the deputy project manager and support for Mr. Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on the search for strong candidates and candidate evaluation. He has over 30 years of experience as a local government manager. He earned his Bachelor of Arts degree in economics and his Master's degree in public administration from the American University in Washington, D.C. He is a past president of the Maryland City Managers Association and the Florida Association of County Administrators. Tom Andrews, senior vice president, will serve as the recruitment manager and assist with the identification and screening of candidates. Before joining the firm, Mr. Andrews served as County Administrator for Fulton County, Georgia, and in high level county and state positions in Maryland. Kathyrn Knutson, Vice President for Operations, will be responsible for coordinating the advertising and production of the materials we will present to you as described in the Recruitment Approach. Colin Baenziger I I David Collier Project Manager H Deputy Project Ma Tom Andrews Kathyrn Knutson Recruitment Manager Vice President - Opera Research Associates A full list of our recruitments is contained in Appendix C. In each case, we conducted the executive search for the position listed. In each case, we followed the procedure outlined in Appendix A. The Project Team (continued) Colin Baenziger, M.P.A. Principal Colin Baenziger is a student of local government and responsible for the executive recruitment functions at Colin Baenziger & Associates. Over the years, he has worked with a number of cities on recruitments, and on management, operational, and organizational issues. As a former manager and someone who actively consults with governments, he understands what it takes to do the manager's job, and to do it effectively. Furthermore, because he is active in a number of professional associations, he knows many of the nation's managers on a first name basis. Some of Mr. Baenziger's searches for local governments include: • City Attorney, West Melbourne, FL (population 15,000) • County Manager, Baker County, FL (population 27,000) • County Administrator, Bay County, FL (population 158,000) • County Manager, Brevard County, FL (population 536,000) • County Administrator, Clay County, FL (population 160,000) • County Manager, Flagler County, FL (population (83,000) • City Manager, Portland, ME (population 65,000) • County Administrator, Polk County, IA (population 400,000) • County Administrator, St. Johns County, FL (population 162,000) • Director, Registrations and Elections, Fulton County, GA (population 992,000), • City Manager, Coral Gables, FL (population 42,000), • City Manager, Greensboro, NC (population 259,000), • Village Manager, Key Biscayne, FL (population 11,000), • City Manager, Roanoke, VA (population 93,000), • County Manager, Union County, NC (population 198,600), Other recent efforts include a strategic planning session for the Florida Association of Special Districts, an operational review of Tamarac's water utility, a business practices review for a division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of the Marriott Corporation. Mr. Baenziger has a Master's Degree with Distinction in Public Administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City /County Management Association and the Florida City and County Management Association. He has also been called upon frequently to speak at conferences of the Utah and Florida City and County Managers' Associations, and the Florida Public Personnel Association. He resides in Palm Beach County, FL. -10- The Project Team (continued) Dave Collier, M.P.A. Dave Collier brings to the client over 30 years of management experience in county and city government. Since there is not much that he has not seen previously, Dave quickly produces efficient and effective solutions to problems for his clients. One of Dave's specialties is executive search. With his many years of experience, he can quickly separate the wheat from the chaff and find the right person to join your senior staff or be your department head. He also has successfully conducted organizational reviews, sessions in team building and strategic planning workshops. Just as importantly in this day and age of the pressure to lower taxes, he has developed strategies and action plans for coping with the tough financial problems that local government often experience. Dave has overseen the recruitment and selection of • County Manager, Brevard County, FL, • City Manager, Coral Gables, FL, • City Manager, Cape Canaveral, FL, • City Manager, Dania Beach, FL, • City Manager, North Miami, FL, • City Manager, Orange City, FL, • City Manager, West Melbourne, FL, • City Administrator, West Park, FL, • Finance Director for Tamarac, FL, and • Environmental Resources Director for St. Lucie County, FL. Senior Vice President Y While serving as City Manager of Stuart, Florida for 14 years, he improved the professionalism of City Department Heads and staff through an emphasis on professional development and team building. He also used his hands -on management style to emphasis the need for effective project management and maintaining tight timelines in order to show citizens that the city government was effectively managed and had a strong commitment to its customers. Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also has extensive experience in local government consulting. Mr. Collier earned his Bachelor of Arts degree in Economics and his Masters degree in Public Administration from the American University in Washington, D.C. He was a member of the International City/ County Management for over thirty years, served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is involved in his community as a member of the City of Stuart's CRA Advisory Board and as a Director of Stuart's Main Street Association. -11- The Project Team (continued) Tom Andrews, M.S. Tom Andrews is CB &A's management guru. With over 30 years management experience in federal, state and local governments, he has been there, done that. With his no- nonsense approach to problem solving and his keen ability to recognize management talent and leadership potential, he is an asset to any client. His talent for mentoring has resulted in former employees occupying senior local government positions from Maryland to Florida. In addition to his comprehensive and successful experience as a generalist, Tom possesses technical expertise in water resources management, environmental regulation, and public health programming. Senior Vice President Some of the top leadership positions that Tom has held include: serving as the County Manager of Fulton County, GA, Chief Administrative Officer for Anne Arundel County, MD, Deputy Secretary, Maryland Department of the Environment, Assistant Secretary, Maryland Department of Natural Resources, Director, Maryland Water Resources Administration and Chief of Staff for Maryland Acting Governor Blair Lee III. Some of the recruitments Tom has been involved in for CB &A are: • City Manager, Greensboro, NC, • City Manager, Roanoke, VA, • County Manager, Brevard County, FL, • Deputy City Manager, Durham, NC, • Director, Economic and Workforce Development, Durham, NC, • Director, Economic Development, Loudoun County, VA, • Budget Director, St. Petersburg, FL, • Director, Watershed Management, DeKalb County, GA, and • Director of Economic Development for Loudoun County, VA. In addition, Tom has conducted numerous leadership seminars for state and local government mid -level managers. He has also taught undergraduate and graduate level public administration courses. Tom earned his Bachelor of Science in Biology from Miami University in Oxford, Ohio, and his Masters in Natural Resources Administration from the Institute of Public Administration of the University of Michigan. He has been a member of the Georgia County -City Managers Association, the Association County Commissioners of Georgia, and the National Association of Counties. Tom has also served as President of the Maryland Association of County Health Officers, Member of the Anne Arundel County YMCA Board of Directors and President of the Providence Center Board of Directors, a non - profit agency serving the developmentally disabled. -12- The Project Team (continued) Kathyrn Knutson Vice President for Operations Ms. Knutson is a skilled professional with a wealth of public and private sector experience. Her particular areas of expertise are executive search, special projects and compensation surveys. She feels each client must be properly served, and that can only be done by devoting her utmost attention to the client's particular concerns, and by finding creative ways to solve their problems. From her perspective, the client comes first. Since beginning her working relationship with Colin Baenziger & Associates, Ms. Knutson has been involved in virtually every executive search the firm has conducted. Some of the more notable ones include: • County Manager, Polk County, IA (population 400,000), • City Manager, Town of Bay Harbor Islands (population 5,200), • County Manager, Brevard County, FL (population 536,000), • City Manager, Coral Gables, FL (population 42,000), • City Manager, Cottonwood Heights, UT (population 34,000), • City Manager, Cutler Bay, FL (population 35,000), • City Manager, Greensboro, NC (population 259,000), • Village Manager, Key Biscayne, FL (population 11,000), • City Manager, City of Marathon, FL (population 11,500) • City Manager, City of Lauderdale Lakes (population 32,000), • City Manager, City of Miami Gardens, FL (population 101,000) • Village Manager, Village of Palmetto Bay, FL (population 24,000) • City Manager, Palm Coast, FL (population 51,000), • City Manager, Roanoke, VA (population 101,000), • City Manager, City of West Melbourne, FL (population 15,000) • Executive Director, Onslow Water and Sewer Authority, Jacksonville, NC (serving a population of 160,000) • Executive Director, Northern Palm Beach County Improvement District, • Public Works Director, Chandler, AZ (population 250,000), • General Manager, Tampa Bay Water Authority (serving of 2.4 million), and • Public Works Director, Chandler, AZ (population 250,000). Ms. Knutson's prior employment includes stints with Palm Beach County's Department of Building, Planning, and Zoning, and with the County Health and Rehabilitative Services. She has also worked with the State of Florida's Department of Corrections and with the State's Department of Employment Services. Further, she has been involved with a number of private and non - profit concerns, such as the Visiting Nurses Association and Oakwood Mental Health Center of the Palm Beaches. Ms. Knutson has an Associates Degree in Business Education from West Georgia College in Carrollton, Georgia. Kathyrn currently resides in Oneida County, WI. -13- HL Fee, Warranty and Other Important Information Fee CB &A proposes to conduct the entire search for a firm, fixed fee of $18,750. It should also be noted that these figures include all our expenses and costs. In other words, the only thing the Village will pay CB &A is the $18,750 fee outlined below. The only other costs the Village will be responsible for are the costs associated with the candidates' (and spouses, if invited) travel, accommodations and meals for the interview process. We will bill the fee as the phases are completed and according to the following schedule: Phase I: Needs Analysis / Information Gathering $ 1,750 Phase II: Recruiting 6,000 Phase III: Screening 8,000 Phase IV: Interview Process Coordination and Village Manager Selection 1,500 Phase V: Negotiation, Warranty & Continuing Assistance 1,500 If the Village asks us to perform work that is clearly beyond the scope of the RFP, it will be billed at a rate of $125 per hour. No such work will be performed without your written authorization. Please note that we have never billed - nor requested - additional funds beyond our originally quoted fee for a city or county manager search, even when we have been entitled to it. Warranty Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Provided we conduct the full search and assuming the Village selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate concerning any other position as long as the individual is employed by the Village. 2) If the selected individual leaves for any reason other than an act of God (for example, total incapacitation or death) within the first year, CB &A will repeat the search at no charge. If he /she departs during the second year for any reason other than an act of God, we will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with any of the candidates we present, CB &A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. -14- 111, Fee, Warranty and Other Important Information Other Important Information — References The staff at Colin Baenziger & Associates has completed almost 100 searches for city and county managers and more than 200 senior -level local government management searches overall. The following are both project descriptions and references. We have not listed every search similar search we have conducted in the past five years simply because the list is so extensive. Rather we have focused first on some similar searches in Florida. We also recommend that you contact any of clients (not just those listed below) for information concerning our firm. All our search clients are listed in Appendix C. 1. City Manager, City of Cape Canaveral, FL (population 10,200) Contact: Mayor Rocky Randel at (321) 784 -5694. CB &A was selected to perform Cape Canaveral's City Manager on January 12, 2010. We sought candidates from around the country but focused our attention on those from Florida. The City Council interviewed the candidates we recommended but also requested we evaluate the credentials of the City Clerk which caused a delay. Ultimately, the City Council selected Mr. David Greene, formerly the City Manager of Winter Haven, FL, on May 18th. 2. City Manager Recruitment, City of * Cooper City, FL (population 32, 000) Contact: Mayor Debby Eisinger at (954) 434 -4300, or Former Council Member Neil de Jesus at (954) 558 -4734. CB &A began work in May 2008, to assist the city in finding its next Manager. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting through background checks, recommending finalists for the city to interview and helping with the contract negotiations. Bruce Loucks, formerly County Administrator for Charlotte County, Florida, was selected in early August, 2008. 3. City Manager Recruitment, Homestead, FL (population 62,000) Contact: Council Member John Burgess at (305) 281 -6727, or City Manager George Gretsas at (954) 649 -6464. CB &A was selected in early September 2010 and asked to perform an expedited search the City's next City Manager. We quickly went to work and conducted a national search. Interviews were held on November 4th with George Gretsas, formerly the City Manager of Fort Lauderdale selected on November 5th 4. Village of *Palmetto Bay, FL Contact: Former Mayor Eugene Flinn on his cell phone at (305) 302 -3173. We were asked to conduct the search for the Village's first Village Manager as rapidly as possible and to work with a citizen's advisory committee. Upon completion of his work, the Council passed a resolution thanking us for our "exceptional service." -15- III. Fee, Warranty and Other Important Information 5. City Manager, Miami Gardens, FL (population 103, 000) Contact: Mayor Shirley Gibson at (305) 622 -8000 City Manager Danny Crew at (305) 622 -8000 In May 2003, the City of Miami Gardens incorporated and, with a population of approximately 103,000, became the largest predominantly Afro - American city in Florida. In mid - September, it retained Colin Baenziger & Associates to find its City Manager. Using the process outlined in this proposal and working with a Citizen's Advisory Committee composed of residents, CB &A completed the process on schedule and selected Dr. Danny Crew, previously of Gastonia, NC, as its first manager in early December 2004. Dr. Crew remains with the City and is highly regarded by its elected officials. Further, Miami Gardens was featured nationally in 2009 on NBC Nightly News as "The City that Works." See: http: / /Www.msnbe.msn.com/idl3O326191 #31193895. 6 City Manager, City of Palm Coast, FL (population 51, 000) Contact: Mayor Jon Netts at (386) 445 -2121, or City Manager Jim Landon at (386) 986 -3702. CB &A was selected on May 23, 2006 to conduct the search for the next City Manager. Our effort involved seeking candidates throughout the country to locate the best people for the job. We then interviewed them, conducted thorough background checks, and recommended finalists. We also oversaw the interview and selection process. The City requested that the search progress so the next manager's arrival would coincide with the current manager's departure. Consequently, selection was made on November 7, 2006 and the contract approved on December 5, 2006. James Landon, formerly City Manager for Richardson, TX, was selected. 7 County Manager Recruitment, St. Johns County, FL (population 162, 000) Contact: Commission Chairman Ron Sanchez (904) 209 -0302, or County Administrator Michael Wanchick at (904) 209 -0530 Colin Baenziger & Associates was selected on December 28, 2006, to conduct the County Administrator search. At the request of the county, we lengthened our normal 90 day process and interviews were held on May 17th and 18th with a final selection scheduled for May 22, 2007. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting through background checks, and recommending finalists for the city to interview. Mr. Michael Wanchick, Assistant City Manager for Richardson, TX, was selected. We subsequently found a Director of Health and Human Services, a Director of Library Services and an Economic Development Director for the County. 8. County Manager Recruitment, Brevard County, FL (population 536,000) Contact: Commissioner Chuck Nelson at (321) 454 -6601. or Human Resources Director Frank Abbate at (321) 633 -2010. CB &A was selected in early May 2009 to the County's next County Manager. Our work included recruiting and advertising for candidates, conducting background checks, selecting the most qualified, recommending them for interviews, coordinating the interview process, and -16- III. Fee, Warranty and Other Important Information assisting in the contract negotiations. Interviews took place on July 31st and Howard Tipton, former Deputy County Administrator for Orange County, FL, was selected on August 4th. Colin Baenziger served as the project manager for this search. -17- More CB&A Clients... Osceola County, FL County Manager City of *Destin, FL City Manager City of * West Palm Beach, FL Deputy City Manager for Utilities, Parks & Recreation Director, Fire Chief, Employee Relations Manager City of Talm Bay, FL City Manager Utility Director COLIN BAENZIGER & ASSOCIATES — SOME OF OUR PLACEMENTS 2003 — Lauderdale Lakes, FL Lee Feldman Anita Fain Taylor Greg Kisela 2004 — Cottonwood Heights, UT Liane Stillman 2007 — St. Johns County, FL Michael Wanchick Chip Igelsias Rashad Young Chris Morrill -19- 2009 — North Miami, FL Russell Benford Appendix A Project Methodology Appendix A. Search Methodology/Work Plan The following search methodology has been refined over the past 10 years until is it is virtually foolproof. It is the process we have used in all of our searches. We can also modify it to integrate your ideas into the process. Our goal is to provide you with the opportunity to obtain the information you need to make the right decision. Phase I. Information Gathering Task One: Needs Assessment An important part of the recruiter's work is selling the community to the very best candidates (including those that are not actively looking for the next job) while also providing an accurate portrayal of the environment. In order to accomplish this, CB &A must first determine the needs of the client and the characteristics of the ideal candidate. To do so, we: • Compile background information from the jurisdiction's website and other sources, • Interview the Council Members. Our goal is to develop a strong sense of your community, its expectations, its challenges and its leadership. As part of this effort, we will attend a Village Council meeting, • Meet with key staff to obtain their input on the position and challenges, • Determine the characteristics of the ideal candidate. These will likely include experience, longevity, education, personality, demeanor, and achievements as well as other items the elected officials and stakeholders consider important, • Develop selection criteria and evaluation formats, • Determine a reasonable compensation package. Typically, we meet with the elected officials individually and then as a group. We also want to finalize the timeline for the recruitment so that candidates can mark their calendars well in advance and will be available when the Village Council conducts its interviews. If the Village Council wishes, we will incorporate meetings with members of the community to gather their insights. These can be very valuable as they provide additional points of view and a better understanding of the elements of the community. In a sense, they help us develop an understanding of the community's tapestry. Phase H. Recruitment Task Two: Develop Recruitment Materials Based on the information we gather, CB &A will next develop a comprehensive recruitment profile. Once we have completed our work, we will provide our draft for your review and comment. Your suggestions will be incorporated, and the final recruitment profile will be used in our recruiting efforts. Samples of our work can be found on our firm's website under the "Active Recruitments" tab. More elaborate promotional materials can also be found at: http: / /www. cb -asso. com/s r. html. in Appendix A. Search Methodology/Work Plan (continued) Task Three: Recruit Candidates As we understand it, the Village wants to consider only candidates with experience in Florida and preferably South Florida. CB &A uses a number of approaches to identify and attract these people. We say people, and not person, because our goal is to bring you three to five excellent finalists, all of whom will do the job extraordinarily well and who are so good that you will have a difficult time choosing among them. Then you can select the one who is the best fit with you and your community. These approaches are: • Networking. The best approach is diligent outreach. We will network with our colleagues and consult our data base. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Many excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. When we approach them, their credentials are enhanced rather than diminished. • Advertising. While we will seek out the best, we will not ignore the trade press which sometimes yields strong candidates. We intend to contact the members of organizations such as the Florida League of Cities, Ken Small's CMs and so on. We will post it with the International City /County Management Association where our goal will be to attract strong candidates with Florida experience but have left the state and want to return. We will also post it on our Website, www.eb- asso.com. We generally do not use newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the type of candidates we are seeking. • Email. We will also e -mail the recruitment profile to our list of over 7,000 managers and professionals who are interested in local government management. One of the advantages of email is that if the recipient is not interested, he /she can easily forward the recruitment profile to someone else who may be. The Private Sector. Some of our clients ask that private sector candidates be included among our recommended finalists. While we do not routinely recommend candidates without any experience in government, we have been very successful in finding highly qualified and capable private sector people to bring forward. Phase III. Screening and Finalist Selection Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from 60 to 100 applicants. Narrowing the field to six to ten candidates we will present for the Council requires a mixture of in -depth research and subjective evaluation. Our process follows. Step One. Initial Screening. CB &A will evaluate all resumes and identify the top 8 to 12 candidates. Some of these may be in -house candidates or individuals who have held high level positions in other governments but who have never been the manager. Often these people simply need the opportunity. Using a football analogy, Vince Lombardi was an assistant coach with the New York Giants prior to being hired by the Green Bay Packers. Hence, we do not believe we should only consider those who have already held the position we are recruiting for. /M Appendix A. Search Methodology/Work Plan (continued) Step Two. Screening Interview. Our lead recruiter, and possibly other senior representatives of the firm, will interview each of these candidates. Using our experience as managers and recruiters as well as our unique ability to assess candidates, we will make a determination of the candidates' abilities and whether or not to recommend they go forward in the process. Once the candidates have passed the initial screening interview, a member of our staff will conduct a further interview and prepare a written summary. Step Three. Background Investigations. For those that remain in consideration, CB &A will conduct extensive background checks. Specifically, we will: • Interview References: We tell the candidate with whom we wish to speak. These include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, and others who know the candidate. We also attempt to contact some individuals who are not on the candidate's list. Typically we reach eight to ten people and prepare a written summary of each conversation. • Conduct Background Checks. Through our third party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state and national level; civil records at the county and federal level; bankruptcy and credit; and motor vehicle. We also verify education and employment for the past 15 years. • Search the Internet and Newspaper Archives. Virtually every local newspaper has an archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles also provide insight into the candidate's relationship with the public and the elected officials. Of course, not all news sources are unbiased and we consider that in our evaluation. Our goal in these checks is to develop a clear picture of each candidate and each of the avenues we pursue is a piece of the puzzle. We crosscheck sources, search for discrepancies and resolve them when we find them. When sensitive or potentially embarrassing items are discovered, they are thoroughly researched. If we conclude the situation is damaging or even questionable, the candidate will be dropped from further consideration. Note: We firmly believe that all background work we have outlined above should be completed early in the process. That way the client knows the individuals to be interviewed are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once our client has made a selection, it can move forward promptly, negotiate a contract and make an announcement. /M Appendix A. Search Methodology/Work Plan (continued) Task Five: Finalist Selection and Presentation. We evaluate the information we have gathered and select five candidates and one alternate for presentation to the Council. It should be noted that selecting strong candidates is more an art than a science. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be a good fit with the elected officials, stakeholders and the jurisdiction. Typically 40% of our finalists are women and /or minorities. For the selected candidates, CB &A will compile the information we have developed into a notebook. Specifically, it will include the following information for each candidate: his /her resume a summary of our interviews with the candidate, the results of our background checks, his /her reference checks, and our compilation of materials from Internet/newspaper archives. The notebook will also include some advice on interviewing, a series of questions the elected officials may wish to ask (as well as some areas that it is not wise to get into) and some logistical information. If you wish, we can also ask the finalists to provide written responses to a list of questions. We do not recommend this approach. While these responses can offer insight, the best candidates are often employed and very busy. They either do not have time to develop detailed responses to questions or do not wish to and withdraw from the process. Consequently, we have found asking candidates for written responses to questions to be counterproductive. Instead, as noted above, we conduct interviews with the candidate, ask the questions, prepare summaries and include them in the background notebooks. It is much easier for a candidate to find 45 minutes to talk to our staff than to find 10 or so hours developing written answers to questions. Task Six: Notify All Candidates of Their Status We will notify the selected candidates by telephone and give them the opportunity to ask additional questions. CB &A will also contact those not selected to advise them of their status. Part of the notification will include advice concerning the candidates' resume and /or cover letter so that, even though they were not selected to go forward, they will have gained something valuable from participating in the process. Phase IV. Coordinate the Interview Process and Village Manager Selection Task Seven: Coordinate the Candidate Assessment Process We believe the Council should observe the finalists in a number of settings. We also recommend you invite the finalists' spouses so they can spend time in your community and evaluate the new area. Day #1. The finalists are given a tour of the community and its facilities by a knowledgeable staff member. Later, senior staff members meet briefly with the candidates. This provides an opportunity for the finalists to ask questions and the senior staff to assess them. M Appendix A. Search Methodology/Work Plan (continued) Later, that evening, the elected officials and their spouses host a reception for the candidates and spouses. The purpose is to observe how the finalists respond to a social situation. Your next Village Manager will, after all, represent your local government in numerous and a variety of venues. It is thus important to know how the individual will respond in a social setting. The reception also serves as an ice breaker whereby the elected officials and the candidates get to know one another informally. It should be noted that in some cases, confidentiality may preclude a reception. Day #2: Beginning at approximately 8:30 a.m., each candidate interviews individually with each elected official for approximately 40 minutes. These meetings provide the elected officials with an opportunity to assess how the candidates might interact with them on an individual basis. It is important to know if good chemistry exists. Ultimately managers succeed and fail based on their interaction with the elected officials and the one -on -ones are an excellent way to test this interaction. After lunch, the elected officials as a group, would interview each candidate so that they can assess the candidates in a formal meeting. Formal Assessment Tools and Tests. Formal assessment tools (such as personality tests and management in- basket exercises) can be utilized either at this stage or earlier in the process if you desire. Typically our clients do not utilize them but rather depend on our expertise. Where such tests have been conducted, they have verified our recommendation in every case. Nonetheless, we will make them available at an additional cost should you wish to use them. Task Eight: Debriefing and Selection Once the interviews have concluded, CB &A suggests the elected officials adjourn and hold a meeting a day or two later to select the next Village Manager. Although the selection can be made the same day as the interviews, this decision is quite important and we recommend you take a little time to consider what you have seen and heard. In terms of the final selection, we have a simple methodology we have developed that moves the elected body quickly and rationally to the desired outcome. Once the selection has been made, CB &A will notify the finalists of their status. The candidates are eager to know their status and we feel it is important that they be kept informed. As your search consultant, they look to us for information and consequently we feel it is incumbent on us to keep them informed. Phase V. Negotiation and Continuing Assistance Task Ten: Notification, Contract Negotiations and Warranty Should the Council wish we will assist in the employment agreement negotiations. Generally a member of the elected body and the attorney conducts the actual negotiations while we provide advice and assistance concerning the compensation package and contract. If you request, we = Appendix A. Search Methodology/Work Plan (continued) can also take the lead role in the negotiations. We also have a standard contract you are welcome to use. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates and the candidates have been thoroughly vetted, we expect a relatively prompt agreement. Task Eleven: Continuing Assistance Our work is not done when the contract is executed. We stay in touch with you and your new Village Manager. Our goal is to be there to assist in resolving any issues that arise before they become intractable. In fact, at your request, after the selected individual has been on board for approximately six months, we will conduct a team - building workshop, at no charge, to resolve any difficulties. We simply feel it is part of our job to assure a successful relationship. Communications: We will provide biweekly reports about the status of the search, in writing or by phone, depending upon your preference. If by phone, we will make them either to the elected officials as a whole or to its members individually. Samples of Promotional Materials: Most of our clients rely on a simple, well written recruitment profile such as the one we recently did for Key Biscayne. See Appendix B. The Village's Obligations The Village will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the evening reception. The Village will also be responsible for reimbursing the candidates for all expenses associated with their travel, meals and incidentals for the interview weekend. If any or all of the following information is not available on the Internet, CB &A also expects the Village staff to provide the following information to each of the finalists: the current year budget, an organizational chart, any current strategic and long range plans, a copy of the Village Charter, any job descriptions and other materials defining the role and duties of the Village Manager. Once the finalists have been selected, your staff will mail this materi al to them. We may jointly determine that other relevant materials should also be provided. CB &A would like to attend every meeting of the elected officials during our assignment, but regular attendance is not possible. Consequently, we would appreciate staff forwarding copies of audiotapes of meetings we cannot attend. Appendix A. Search Methodology/Work Plan The following schedule assumes Colin Baenziger & Associates is selected as the recruiting firm on January 26th. Phase I. Needs Assessment & Data Gathering February 9th: Colin Baenziger interviews the elected officials to: 1) get to know the elected officials, 2) understand the issues the next Village Manager will face, 3) understand any unique elements of the job, 4) develop a description of the ideal candidate and 5) determine the desired compensation. Colin Baenziger begins drafting the recruitment profile for publications and prospective candidates. February 20th: Colin Baenziger submits the draft of the full recruitment profile to the Village for its review. Comments will be due February 25th Phase H. Recruiting February 25th: The full recruitment profile is posted on CB &A's website and submitted to publications. It is also e- mailed to over 7,000 government professionals. March 16th: Closing date for submission of applications. March 21st: CB &A reports the results of the recruiting effort to the Council. Phase III. Screening March 17th: CB &A begins screening candidates April 16th: CB &A forwards the semi - finalist materials to the Village including the candidates' resumes, a summary of our interviews with them, the results of our background checks, and Internet results. Materials arrive on April 18tH April 23rd: Colin Baenziger reviews the finalists with the Village's elected officials. Phase IV. Interview Process Coordination and Village Manager Selection May 4th: Village holds reception for candidates and spouses. May 5th: Elected officials interview the candidates one -on -one. May 7th: Village selects its next Village Manager. Phase V. Negotiation, Warranty & Continuing Assistance If requested, CB &A will assist in the contract negotiations. These typical take a week. Appendix B Sample Recruitment Profile Village Manager Key Biscayne, FL (Permanent Population 12,300) When people talk about the Emerald Isle, most people think of Ireland. That is because they have never been to Key Biscayne. Located on a lush, 1.3 square mile island in Biscayne Bay, the key is a tropical paradise. The Village is sandwiched between Crandon Park, an 850 acre Miami -Dade County park at the north end of the island, and the 500 acre Bill Baggs Cape Florida State Park on the south. While it is just two bridges and another key away from downtown Miami and a bit further to the world renowned art-deco South Beach, once you pass Crandon Park, Miami's issues and problems and its hustle and bustle seem a million miles away. It is an idyllic, small town where families are families and people are friendly and know their neighbors. Residents are comfortable walking the dog or jogging at any hour. School buses are nowhere to be seen as children ride their bikes and are driven to the local public primary /middle schools, which are excellent. Recreational opportunities abound and the beaches are plentiful. Key Biscayne is essentially built out with 1,250 single family homes and 6,000 condominiums. Some construction continues due to redevelopment and demolition and /or rebuilding /renovation of existing structures. The Village is growing nonetheless. In fact, the population has increased by almost 20 % over the past decade — largely due to snow birds being replaced with permanent, year -round residents, many with children. Housing is expensive by most community's standards. Condominiums start at about $550,000 and three bedroom townhouses sell for nearly $750,000. The population is friendly, affluent, highly educated, interested and involved. They take their issues and concerns seriously and are not shy about expressing them to the elected officials and village staff. Their expectations for services are high. HISTORY During the first half of the 20th century, the northern two - thirds of the island were operated as the largest coconut plantation in the continental United States. In 1940 the Matheson family donated over 800 acres (3.2 km2) of their land to Dade County for a public park (which became Crandon Park) in exchange for a commitment that the County would build a causeway to the island. While there had been earlier schemes to develop a town on Key Biscayne, the four -mile long Rickenbacker Causeway from Miami to Virginia Key and then and on to Key Biscayne in 1947 opened the island to large scale residential development. The remaining Matheson property, stretching across the middle of the island, was then sold to developers. Starting in 1951, the Mackle Construction Company offered new, 1200 square foot homes for $9,540, with $500 down. A U.S. Post Office contract branch was opened, the Community Church started holding services in an old coconut - husking shed, and the Key Biscayne Elementary School opened in 1952. The southern third of Key Biscayne, which included Cape Florida, was owned by the Deering family. In 1948 Jose Manuel Aleman a Cuban politician in exile, bought the Cape Florida property from the Deering estate. After Aleman died in 1951, his widow, Elena Santeiro Garcia, bought an ocean -to -bay strip that had been part of the Matheson property. Much of this land was developed as part of what is now the Village of Key Biscayne. Garcia sold the Cape Florida property in 1966 to the state of Florida and it became Bill Baggs Cape Florida State Park, which opened January 1, 1967. The election of Richard Nixon as President in 1968 and his subsequent purchase of property on the Key (which became the Florida or Winter White House) brought international recognition to the area. That in turn brought development of waterfront condominiums and communities such as Key Colony, Casa del Mar, The Commodore Club and The Towers of Key Biscayne. As time passed, the early Mackle homes began to be replaced with larger, more impressive structures and residents became concerned with the direction their beloved community was taking. They recognized that they needed the ability to control planning, building and zoning if they were to protect their community. Incorporation of the Village of Key Biscayne followed in 1991. CLIMATE AND DEMOGRAPHICS Its climate is very similar to the rest of South Florida and characterized as subtropical. It has two basic seasons — the summer, rainy season and the winter, dry season. Average temperatures range from an average high of 90 degrees Fahrenheit in the summer to an average winter high of 77 degrees. Summer lows average in the low 70's and in mid 50's in the winter. The average annual precipitation is 58 inches, most of which typically falls in the summer. The population is predominantly white and is equally split between Anglos and Hispanics. Approximately half the population is foreign born while roughly 30% of the population is under 20 years old and less than 20% is over 65. As of 2009, the Census Bureau estimated the per capita income to be $63,557. It also estimated that nearly 75% of those over 25 had at least a Bachelor degree. THE GOVERNMENT Since incorporation, Key Biscayne has developed into a well respected, full service government. The Village Council is composed of seven elected officials. The Mayor is elected to a two year term while the other six Council members serve staggered, four year terms. Term limits take effect after eight years. WN The elected officials are bright, articulate, get along well with one another, and genuinely want the best for their community. The staff is capable and respected by the elected officials. Overall, the government runs smoothly. Historically, Key Biscayne's managers have worked hard to make the elected officials look good and the elected officials have returned the favor. The Village has 115 full time (and as many as 75 part time) employees providing the following services: planning, zoning, code enforcement, police, fire, parks, recreation, streets and drainage. Water and sewer are provided by the County while the Village contracts with a third party for solid waste removal. The Village's total budget is approximately $25,000,000. Police accounts for 20 %, fire rescue 25% and parks, recreational activities and the community center 15 %. The remaining 40% is divided among debt service (12 %), council, clerk, administration and attorney (8 %), public works (7 %), administration, building, planning and zoning (6 %) and other items. The Village has five bargaining units: two for police, two for fire and one for the general employees. THE CHALLENGES Key Biscayne is not facing any dire emergencies but the challenges are there nonetheless. As with most other governments around the country, revenues from property taxes are not what they once were. Since property values peaked several years ago, the total assessed value for the Village has dropped approximately 30 %. Consequently, resources are tight and need to be managed carefully. All significant expenses are being reviewed including pensions and ways to reduce them are being sought. Second, the population is growing, particularly the younger population, and more space is needed for recreation and in particular, playing fields. Third, much of Key Biscayne beach has disappeared. A beach renourishment plan has been developed and funded. It is now working its way through permitting. The effort is complicated since sea grass has established itself in areas where the beach once was. To deal with that issue may require a more balanced way of looking at beach renourishment, not just on the Key but nationally. Otherwise, in the long run, in places like Key Biscayne, the beaches may disappear. Another challenge is finding ways to work with the County School Board to improve the condition of its facilities on the Key and to enhance the curriculum. The bottom line is the Board cannot provide the level of service that residents expect for their children. Finally, traffic can be an issue but is also symptomatic of a larger regional issue facing the Village. Much of what happens on and around the Key is controlled by other parties. For example, the only way onto the island is to take the Rickenbacker Causeway to Virginia Key and then over a bridge to the Key itself. As noted, Crandon Park is at one end of Key Biscayne and Bill Baggs Cape State Park and both attract visitors, particularly on weekends and holidays. Further, Virginia Key has a state park, the Miami Seaquarium and several other facilities. It also hosts special events such as a major tennis tournament. The result is traffic to and from Key Biscayne can be backed up for hours. And it is largely beyond Key Biscayne's control. The state of Florida, Miami -Dade County and the city of Miami own and control the parks and the Causeway. Hence, regional partnerships, or at least cooperation is critical to the quality of life on the Key. THE IDEAL CANDIDATE Key Biscayne is seeking a highly competent and outstanding professional — a manager and leader. The individual will not manage solely from his /her office but will be out and about and involved in the community. Village residents expect their government to be responsive, help and friendly and the manager must epitomize those characteristics. The manager will recognize the importance of customer service in a high end community, have a natural affinity for it and insure it is the Village staff s top priority. When a resident arrives with a problem, the manager will not look at it from a detached point of view but rather will take an emotional ownership of the issue and, through his /her staff, work diligently to resolve it. Resident expectations and involvement are high. The Key is also, in many ways, a small town where everyone knows everyone. As a result the Village Manager must be very people- oriented and value community input. The individual will also reach out to nearby communities to form mutually beneficial partnerships to solve issues. He /she will recognize his /her credibility is based on honesty, integrity, fairness, respect given and responsiveness. A positive, can do attitude and a sense of humor are also a must. The next manager will be high energy, thoughtful, open and direct yet diplomatic and accomplishment oriented. Strong financial skills will be important as is the ability to negotiate. The next manager will understand whom he /she works for — all seven Council Members — and also understand that it takes a majority to direct policy. As such the next manager will treat all the Council Members equally and share information. She/He will be comfortable with Council Members interacting (but not directing) staff. The individual will not be a micromanager but will delegate and hold staff accountable for their actions and for results. Meeting deadlines with a high quality result will be very important to the individual. He /she will see the big picture but understand day -to -day operations as well. The next manager will understand the need for process but also understand these processes need to be as efficient and effective as possible. The position requires a Bachelors degree, with a Masters preferred. Seven years of senior level management supervising or managing a complex organization is ideal. Experience in a high end, built out community, economic development and unions are a plus. Florida experience is preferred but not necessary (as long as the individual can build external relationships quickly). The ability to speak Spanish is a plus. It is not, however, a requirement or expected. Extensive experience in a senior level local government position may be substituted for the educational requirement and additional education may be substituted for some of the experience requirement. PRIOR MANAGERS The Village has had three managers since 1991 and the most recent is leaving to become the Chief of Staff / Deputy Mayor for the new mayor of Miami -Dade County. COMPENSATION The starting salary range is $150,000 to $200,000. Benefits are very good. WE RESIDENCY The next manager will not be required to establish residency in the City CONFIDENTIALITY In Florida, all applications become a public record once submitted. HOW TO APPLY E -mail your resume to Recruitfikht(a),cb- asso.com by August 27, 2011. Faxed or hard copy applications will not be considered. Please direct all of your questions to Colin Baenziger at (561) 707 -3537. THE PROCESS The Village is expected to select finalists on October 4th. Interviews will be held on October 14th and 15th. OTHER IMPORTANT INFORMATION Key Biscayne is an Equal Opportunity Employer and values diversity at all levels of its workforce. It encourages minorities and women to apply. A veteran's preference will be awarded per Florida law. :S Appendix C Searches by Colin Baenziger & Associate'Staff Governmental Search Assignments Performed by the Staff*of*Colin Baenziger & Associates Current Searches Chief Administrative Officer, St. Tammany Parish, LA (population 233,700) City Manager, Cape Coral, FL (154,300) City Manager, Cocoa Beach, FL (population 11,900) — Begins May 2012 City Manager, Hallandale Beach, FL (population 37,100) County Administrator, Hernando County, FL (population 173,100) Executive Director, Environment & Infrastructure, Pinellas County, FL (population 916,500) Finance Director, Oregon City, OR (population 31,900) Completed Searches City Manager - Completed Searches City Manager, Alachua, FL (population 6,200) in 2001 City Manager, Albany, GA (population 75,600) in 2011 City Manager, Bartow, FL (population 16,000) in 2007 Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007 Town Manager, Buckeye, AZ (population 32,000) in 2006 City Manager, Cape Canaveral, FL (population 10,200) in 2010 Town Manager, Cutler Bay, FL (population 35,000) in 2006 Town Manager, Dundee, FL (population 3,000) in 2006 and 2009 City Manager, Casselberry, FL (population 25,000), in 2005 City Manager, Chamblee, GA (population 17,000) in 2011 City Manager, Cooper City, FL (population 32,000) in 2008 City Manager, Coral Gables (population 43,000) in 2009 City Manager, Cottonwood Heights, UT (population 34,000), in 2004 City Manager, Dania Beach, FL (population 28,000) in 2009 City Manager, Daytona Beach, FL (population 65,000) in 2002 City Manager, Deltona, FL (population 83,000) in 2006 and 2008 City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Manager, Doral, FL (population 24,000), in 2004 City Manager, Eustis, FL (population 18,000) in 2007 City Manager, Fernandina Beach, FL (population 11,000) in 2006 City Manager, Fife, WA (population 8,700) in 2010 Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008 Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1999 and 2005 City Manager, Gainesville, FL (population 117,000) in 2005 City Manager, Greensboro, NC (population 259,000) in 2009 C -1 Governmental Search Assignments (continued) City Manager, Gulfport, FL (population 12,000) in 2003 City Manager, Hallandale Beach, FL (population 39,000) in 2010 City Manager, Holly Hill, FL (population 13,000) in 2008 City Manager, Homestead, FL (population 62,000) in 2010 Town Manager, June Beach, FL (population 3,600) in 2005 Town Manager, Town of Jupiter Island, FL (population 654) in 2005 Village Manager, Key Biscayne, FL (population 11,000) in 2007 and 2011 Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003 Town Manager, Lantana, FL (population 9,600) in 2000 City Manager, Lakeland, FL (population 87,000) in 2003 City Manager, Lake Worth, FL (population 30,000) in 2003 and 2007 City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002 Town Manager, Mangonia Park, FL (population 1,400) in 2001 City Manager, Marathon, FL (population 11,500 in 2002 and 2004 City Manager, Marco Island, FL (population 15,000) in 2008 City Manager, Melbourne, FL (population 72,500) in 2002 City Manager, Miami Gardens, FL (population 101,000) in 2004 City Manager, Mount Dora, FL (population 12,000) in 2005 City Manager, Naples, FL (population 21,000) in 2003 and 2007 City Manager, New Smyrna Beach, FL, FL (population 23,000) in 2009 City Manager, North Miami, FL (population 62,000) in 2002 Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005 and 2007 City Manager, North Port, FL (population 55,800) in 2011 City Manager, Ocala, FL (population 52,000) in 2008 City Manager, Orange City, FL (population 10,000) in 2010 City Manager, Orange Park, FL (population 9,100) in 2010 CAO, Orlando, FL (population 197,000) in 2005 City Manager, Oviedo, FL (population 33,000) in 2008 City Manager, Palm Bay, FL (current population 101,000) in 2002 City Manager, Palm Coast, FL (population 71,000) in 2006 Village Manager, Palmetto Bay, FL (population 24,000) in 2003 Village Manager, Pinecrest, FL (population 19,300) in 2011 City Manager, Pompano Beach, FL (population 101,000) in 2007 City Manager, Portland, ME (population 65,000) in 2011 Town Manager, Ponce Inlet, FL (population 2,500) in 2001 City Manager, Riviera Beach, FL (population 37,000) in 2009 City Manager, Roanoke, VA (population 96,000) in 2009 City Manager, Sarasota, FL (population 55,000) in 2007 Town Manager, Sewall's Point, FL (population 2,000) in 2006 City Manager, St. Pete Beach, FL (population 10,000) in 2001 City Manager, Stuart, FL (population 17,000) in 2006 City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011 City Manager, Tacoma, WA (population 198,000) City Administrator, Tavares, FL (population 11,000) in 2006 City Manager, Treasure Island, FL (population 7,500) in 2004 C -2 Governmental Search Assignments (continued) City Manager - Completed Searches (continued) City Manager, West Melbourne, FL (population 15,000) in 2009 City Manager, West Park, FL (population 12,000) in 2005 and 2010 City Manager, Woodstock, GA (population 21,000) in 2008 City Manager, Yakima, WA (population 91,000) in 2011 County Manager Completed Searches County Manager, Baker County, FL (population 27,000) in 2006 County Administrator, Bay County, FL (population 158,000) in 2005 County Manager, Brevard County, FL (population 536,000) in 2009 County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clay County, FL (population 160,000) in 2005 and 2011 County Administrator, DeSoto County, FL (population 34,000) in 2005 County Manager, Flagler County, FL (population (83,000) in 2007 County Administrator, Highlands County, FL (population 98,000) in 2008 County Manager, Lowndes County, GA (population 92,000) in 2001 County Administrator, Martin County, FL (population 140,000) in 2005 Borough Manager, Matanuska- Susitna Borough, AK (population 85,000) in 2011 County Administrator, Monroe County, FL (population 80,000) in 2004 County Administrator, Nassau County, FL (population 60,000) in 2004 County Administrator, Okeechobee County, (population 39,000) in 2008 County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Polk County, IA (population 400,000) in 2007 and 2011 County Manager, Seminole County, FL (population 410,000) in 2006 County Administrator, St. Johns County, FL (population 162,000) in 2007 County Administrator, Sumter County, FL (population 70,000) in 2005 County Manager, Union County, NC (population 198,600) in 2010 Completed Searches - Assistant/Deputy Managers Assistant County Administrator for Development and Infrastructure, Hillsborough County, FL (population 1,000,055) in 2006 Assistant County Administrator/Human Services, Hillsborough County, FL in 2004 Assistant Town Manager, Jupiter Island, FL (population 654) in 2010 Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998 Assistant to the City Manager, Lakeland, FL (population 87,000) in 2004 Assistant City Manager, Lake Worth, FL (population 30,000) in 2004 Assistant County Administrator, Martin County, FL (population 140,000) in 2006 Assistant City Manager, Tamarac, FL (population 55,500) in 2001 Assistant City Manager, West Palm Beach, FL (population 89,000) in 2004 Deputy City Manager, Durham, NC (population 220,000) in 2009 Deputy County Administrator, Hillsborough County, FL (population 1,000,055) in 2004 Deputy County Manager, Polk County, FL (population 500,000) in 2006 C -3 Governmental Search Assignments (continued) Completed Searches — Community Development Assistant Director of Community Development, Largo, FL (population 74,000) in 2004 and 2005 Community Development Director, Miami, FL (population 362,000) in 2008 Community Development Director, Safety Harbor, FL (population 18,000) in 2006 Community Development Director, Tamarac, FL (population 55,500) in 2007 Development Services Director, Daytona Beach, FL (population 65,000) in 2005 Director of Capital Projects, New Orleans, LA (population 323,000) in 2008 General Manager, North Sarasota Redevelopment District, Sarasota (population 53,000) in 2008 Growth Management Director, St. Lucie County, FL (population 261,000) in 2005 Growth Management Manager, Wellington, FL (population 55,000) in 2009 Housing and Community Development Director, West Palm Beach, FL (pop. 102,000) in 2007 Planning Administrator, Daytona Beach, FL (population 65,000) in 2007 Planning Department Director, Osceola County, FL (population 235,000) in 2005 Completed Searches — Economic Development / Redevelopment Economic Development Director, Charlotte County, FL (population 170,000) in 2007 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 290,000) in 2010 Redevelopment Director, Daytona Beach, FL (population 65,000) in 2007 Economic Development Director, St. Johns County, FL (population 162,000) in 2011 Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009 Executive Director, Valdosta - Lowndes County Industrial Authority, GA (serving a population 92,000 +) in 2006 and 2011 Executive Director, Technological Research and Development Authority, FL (serving a statewide population) in 2006 Completed Searches — Engineers Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 County Engineer, Polk County, FL (population 500,000) in 2006 Deputy County Engineer, Martin County, FL (population 140,000) in 2006 City Engineer, Gulfport, MS (population 90,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006 Engineering Manager, Sumter County, FL (population 70,000) in 2005 Staff Engineer, Wellington, FL (population 55,000) in 2009 Completed Searches — Facilities Management Centroplex Director, Orlando, FL (population 197,000) in 2004 Lakeland Center Director, Lakeland, FL (population 87,000) in 2004 C -4 Governmental Search Assignments (continued) Completed Searches — Finance Budget and Financial Services Director, Polk County, FL (population 500,000) in 2006 Retirement Services Director for Lakeland, FL (population 87,000) in 2006 and 2008 Finance Director, Fort Walton Beach, FL (population 20,000) in 2006 Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010 Finance Director, Lauderdale Lakes (population 32,000) in 1998 Deputy Director of Management, Budget and Accounting, Orlando, FL (pop. 197,000) in 2004 Chief Financial Officer, Hillsborough Area Regional Transit, FL (population 1,000,055) in 2005 Chief Financial Officer, City of Orlando, FL (population 87,000) in 2005 Finance Director, West Palm Beach, FL (population 102,000) in 2007 Controller, City of Orlando, FL (population 197,000) in 2007 Budget Director, St. Petersburg, FL (population 248,000) in 2009 Finance Director, St. Petersburg, FL (population 248,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009 Completed Searches — Housin2/Buildin2 Assistant to the County Administrator — Affordable Housing, Broward County, FL (population 1,700,000) in 2004 Building Official, Jupiter Island, FL (population 580) in 2005 and 2010 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Department Director, Osceola County, FL (population 235,000) in 2005 Assistant to the County Administrator — Affordable Housing, Broward County, FL (population 1,700,000) in 2004 Building Official, Jupiter Island, FL (population 580) in 2005 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Department Director, Osceola County, FL (population 235,000) in 2005 Building Official, Sewall's Point, FL (population 2,000) in 2006 Building Official, Tamarac (population 55,000) in 2008 Housing and Community Development Director, West Palm Beach, FL (pop. 102,000), 2007 Completed Searches — Human Resources Human Resources Director, Boca Raton, FL (population 84,000) in 2006 Director of Personnel, Fulton County, GA (population 992,000) in 2010 Human Resources Officer, Loudoun County, VA (population 290,000) in 2011 Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001 Human Resources Director, Osceola County, FL (population 235,000) in 2006 Human Resources Director, City of Sarasota, FL (population 55,000) in 2002 Personnel Director, Vero Beach, FL (population 17,900) in 2003 C -5 Governmental Search Assignments (continued) Completed Searches — Human Services Assistant County Administrator for Human Services, Hillsborough County, FL (population 1,000,055) in 2004 Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010 Executive Director, Juvenile Welfare Board, Pinellas County, FL (population 950,000) in 2005 Completed Searches — Information Technology Information Technology Director, Lakeland, FL (population 87,000) in 2004 Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998 Completed Searches — Parks/Recreation/Libraries Director Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,000,055) in 2004 District Manager, Holiday Park Recreation District (population 1,400) in 2007 Library Services Director, St. Johns County, FL (population 162,000) in 2007 Completed Searches — Public Safety Fire Chief, Daytona Beach, FL (population 65,000) in 2006 Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999 Fire Chief, West Palm Beach, FL (population 89,000) in 2005 Police Chief, Daytona Beach, FL (population 65,000) in 2006 Police Chief, Sewall's Point, FL (population 2,000) in 2007 Police Chief, Sunny Isles Beach, FL (population 17000) in 2010 Completed Searches — Public Works Public Works Director/ Capital Projects Manager / City Engineer, Sunny Isles Beach, FL (population 17,000) in 2007 Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008 Public Works Director, Fort Lauderdale, FL (population 183,000) in 2004 Public Works Director, Polk County, FL (population 500,000) in 2005 Public Works Director, Chandler, AZ (population 250,000) in 2007 Public Works Director, Tamarac, FL (population 55,500) in 2003 Solid Waste Director, Hillsborough County, FL (population 1,000,055) in 2005 Vice President, Public Works & Operations, Ocean Reef Community Association (pop. 2,000), Key Largo, FL, in 2001 C -6 Governmental Search Assignments (continued) Completed Searches — Transportation Chief Financial Officer, Hillsborough Area Regional Transit, FL (population 1,000,055) in 2005 Director of Traffic Engineering, Polk County, FL (population 500,000) in 2002 Executive Director, Lakeland Area Mass Transit District, FL (population 87,000) in 2005 Executive Director, Tampa - Hillsborough County Expressway Authority, FL (population 1,000,055) in 2007 Completed Searches — Utilities Director, Watershed Management, Dekalb County, GA (population 700,000) in 2011 Environmental Services Director, Largo, FL (population 74,000) in 2006 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 Executive Director, Escambia County Utilities Authority, FL (90,000 customers) in 2002 Executive Director, Onslow Water & Sewer Authority (Jacksonville, NC) (pop. 160,000) in 2009 General Manager /CEO, Orlando Utilities Commission, FL (190,000 customers) in 2004 General Manager, Tampa Bay Water (population served 2,400,000) in 2008 Utilities Director, Charlotte County, FL (population 170,000) in 2007 Utilities Director, Daytona Beach, FL (population 65,000) in 2004 Utilities Director, Lake Worth, FL (population 30,000) in 2009 Utilities Director, Palm Bay, FL (population 101,000) in 2005 Utilities Director, Polk County, FL (population 500,000) in 2004 Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008 Completed Searches — Work Force Management Executive Director, South Florida Workforce, FL (service area pop. of 3,000,000 +) in 2005 Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Completed Searches — Other City Attorney, West Melbourne, FL (population 15,000) in 2008 City Clerk, Lauderdale Lakes (population 32,000) in 1998 Community Development District Manager, Severn Trent, FL in 2005 Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009 Executive Director, Lakewood Ranch Inter - District Authority (population 15,000) in 2011 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2003 General Manager, Sun 'n Lake Improvement District, FL (population 7,500) in 2002 and 2005 Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998 C -7 Appendix D St. Johns County Resolution Thanking Colin Baenziger & Associates for Its Outstanding Work Note: Additional Resolutions thanking CB &A for its outstanding efforts can be found at www.cb - asso.com under "Testimonials" RESOLUTION NO. 2007-,,23/ A RESOLUTION OF THE COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA, THANKING COLIN BAENZIGER & ASSOCIATES FOR ITS OUTSTANDING EFFORTS IN CONDUCTING THE EXECUTIVE SEARCH FOR THE COUNTY'S NEW ADMINISTRATOR; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, St. Johns County retained Colin Baenziger & Associates (CB &A) to identify and recommend strong candidates to be the County Administrator; WHEREAS, CB &A's staff worked diligently to find and produce excellent candidates, and then provided the County Commission with comprehensive materials concerning the candidates' aptitude, experience, background, complete and thorough interviews, references, extensive checks of criminal, civil and financial history, verification of employment and education, and exhaustive reviews of Internet and newspaper archives of these candidates; and WHEREAS, CB &A's process was completely open, fair and unbiased and was extremely well received by the County Commission, county staff, the press, and the public; and WHEREAS, the County Commission wishes to express its gratitude to Colin Baenziger & Associates for its efforts on behalf of the county; NOW BE IT THEREFORE RESOLVED BY THF, COUNTY COMMISSION OF ST. JOHNS COUNTY, FLORIDA AS FOLLOWS: Section 1: Recitals. The preceding recitals are true and correct and are incorporated herein by this reference. D -1 Section 2. Acknowledgement. The County Commission wishes to express its sincere appreciation and gratitude to Colin Baenziger & Associates for its outstanding work and effort in assisting the county in finding its County Administrator. Section 3: Effective Date. This resolution shall take effect immediately upon adoption. PASSED AND ADOPTED by the Board of County Commissioners of St. Johns County, Florida, this N i day of August, 2007. ATTEST: Cheryl Strickland, Clerk Bv: Deputy Clerk BOARD OF COUNTY COMMISSIONERS ST. JOHNS COUNTY, FLORIDA By: t tcL Ben Rich, Chairman Rendition Date: F! '3 t .0 7 D -2