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Home My Public Portal AboutBaenziger Proposal PROPOSAL FOR EXECUTIVE SEARCH SERVICES from COLIN BAENZIGER & ASSOCIATES PROPOSAL TO PERFORM THE EXECUTIVE SEARCH FOR KEY BISCAYNE’S VILLAGE MANAGER Colin Baenziger & Associates Contact Persons: Colin Baenziger, (561) 707-3537 12970 Dartford Trail • Suite 8 Wellington, FL 33414 e-mail: colin@cb-asso.com …Visit Our Website at: www.cb-asso.com REQUEST FOR PROPOSAL – EXECUTIVE SEARCH FIRM TABLE OF CONTENTS PAGE LETTER OF TRANSMITTAL / EXECUTIVE SUMMARY 1 I. PROFILE OF THE FIRM 3 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 II. SEARCH METHODOLOGY – THE DETAILS 8 Detailed Search Methodology Samples of Promotional Materials The Village’s Obligations III. PROPOSED PROJECT SCHEDULE 16 IV. FEE (SEE PRICE PROPOSAL) & WARRANTY 18 V. PROJECT STAFFING 20 VI. REFERENCES 26 APPENDIX A: SEARCHES BY THE STAFF AT COLIN BAENZIGER & ASSOCIATES A-1 APPENDIX B: ST. JOHNS COUNTY RESOLUTION THANKING CB&A B-1 DULUTH, GA LAMAR, CO RHINELANDER, WI WELLINGTON, FL July 18, 2011 The Honorable Mayor Franklin Caplan, Vice Mayor Michael E. Kelly and Council Members Michael Davey, Enrique Garcia, Robert Gusman, Mayra Peña Lindsay and James Taintor Village of Key Biscayne Village Hall 88 West McIntyre Street Key Biscayne, FL 33149 RE: Executive Search Services for a Village Manager Dear Mayor Caplan, Vice Mayor Kelly and Council Members Davey, Garcia, Gusman, Peña Lindsay and Taintor: Colin Baenziger & Associates (CB&A) thanks you for the opportunity to submit a proposal to assist you in finding your next Village Manager. While CB&A is a national recruiting firm, we specialize in Florida and have performed 66 of the last 92 City and County Manager searches in the State of Florida 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. Letter to Key Biscayne, FL, July 18, 2011 Page 2 Some of our more significant searches include the Borough Manager for Matanuska-Susitna Borough, Alaska (a county the size of West Virginia), County Managers for Bay County, FL, Brevard County, FL, Clay County, FL, and Union County, NC, City Managers for Cape Canaveral, FL, Coral Gables, FL, Fife, WA, Greensboro, NC, Mount Dora, FL, Palm Bay, FL, Portland, ME, Roanoke, VA and West Melbourne, FL, a City Attorney for West Melbourne, a Director of Registrations and Elections for Fulton County, GA, and an Economic Development Director for Loudoun County, VA. We are currently recruiting City Managers for Destin, FL, Pinecrest, FL, and Yakima, WA as well as the County Administrator for Polk County, IA. We look forward to formally presenting our credentials and working with you in the near future. 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 COLIN BAENZIGER & ASSOCIATES -3- The Firm, Its Philosophy & Its Experience Established in 1997, Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm owned and operated by Colin Baenziger. We are headquartered in Palm Beach County, FL, with offices in Lamar, CO, Duluth, GA and Rhinelander, WI. 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. 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. During that period we have conducted searches and/or other work for clients in thirteen states. 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 basic approach we have presented in Section III is the approach we have used in every one of our searches. It has, of course, been refined over the years. Our Services: Human Resources Operational Reviews Executive Search Performance Improvement Background Checks Contract Compliance Reviews Position Descriptions/Classification Studies Project Management Compensation Studies Performance Measurement Systems Personnel Policies/Procedures Reviews Standard Operating Procedures Manuals Employee Handbooks Staffing Assessments Additional Services Planning Preparing Grant Applications Strategic Planning Grant Monitoring Systems and Controls Operational Planning Start-up Assistance to New Cities Project Planning COLIN BAENZIGER & ASSOCIATES -4- 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 Paul Wilson Owner & Principal Senior Editor Tom Andrews Ron Stock Tom Freijo Senior Vice President Senior Vice President Senior Vice President Kathyrn Knutson David Collier Merv Timberlake V P - Operations Senior Vice President VP – Financial Recruiting Internet Specialists (2) Senior Research Associates (8) Administrative Assistants (2) COLIN BAENZIGER & ASSOCIATES -5- 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. Interestingly, two thirds of the city managers we have placed since 2000 are still working for the city where we placed them. Diversity CB&A is widely recognized for its ability to find and attract women and minorities for the positions we recruit for. Typically, 30 to 40% of the finalists who interview for City and County Manager jobs are minorities and/or women. 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. COLIN BAENZIGER & ASSOCIATES -6- 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 prior to contract execution. -7- Some of CB&A’s Clients… Clay County, FL Flagler County, FL County Manager County Administrator St. Johns County, FL Brevard County, FL County Administrator County Manager II. Search Methodology/Work Plan -8- 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 provid ing 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 II: 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. II. Search Methodology/Work Plan (continued) -9- 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 o f 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.cb-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 10 to 15 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. II. Search Methodology/Work Plan (continued) -10- 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. II. Search Methodology/Work Plan (continued) -11- Task Five: Semi-Finalist Selection and Presentation. We evaluate the information we have gathered and select six to ten candidates 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 semi-finalists or 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 counterp roductive. 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: Finalist Selection Approximately a week after the Council has received the candidate materials, CB&A will meet with the elected officials to discuss our findings and to further narrow the field. The goal is for the Council to select four to six candidates to interview. Task Seven: 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. II. Search Methodology/Work Plan (continued) -12- Phase IV: Coordinate the Interview Process and Village Manager Selection Task Eight: 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. 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 Nine: 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. II. Search Methodology/Work Plan (continued) -13- 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 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 did for Greensboro which can be found on our firm’s website at: http://www.cb- asso.com/a_r/news/news_item.asp?NewsID=273. Samples of our more elaborate promotional materials can also be found on our firms’ website at: http://www.cb-asso.com/s_r.html. II. Search Methodology/Work Plan (continued) -14- 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 material 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. -15- More CB&A Clients… City of Coral Gables, FL City of Fife, WA City Manager City Manager Union County, NC Loudoun County, VA County Manager Director – Economic Development III. Suggested Project Schedule -16- The following is the project schedule we suggest for this recruitment. It assumes the Village selects CB&A to perform the search by July 25th. We recognize that it may need to be changed depending the elected officials’ schedules. We can, if the Village desires; shorten the process by approximately 30 days. July 28th: Colin Baenziger meets with the elected officials and other suggested stake holders to understand the job and its challenges. Specifically, the purposes of these interviews will be to: 1) get to know the elected officials, 2) understand the issues the next Village Manager will face, 3) understand the elements of the job, 4) develop a description of the ideal candidate, 5) determine the desired compensation, 6) develop the process for selecting the next Village Manager, and 7) finalize the project schedule. Part of his time will be spent in your community getting to know what makes it a special place to live and work. We will also meet with community stakeholders. Colin Baenziger begins drafting the recruitment profile for publications and prospective candidates. August 2nd: Colin Baenziger submits the draft of the full recruitment profile to the Village for its review. Comments will be due back by August 5th. Phase II: Recruiting August 6th: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to over 7,000 local government professionals. August 25th: Closing date for submission of applications. August 30th: CB&A reports the results of the recruiting effort to the Council. Phase III: Screening September 20th: CB&A forwards the semi-finalist materials to the Village. These will include the candidates’ resumes, a summary of our interviews with the candidates, the results of our background and reference checks, and Internet/newspaper archives results. Materials arrive on September 21th. September 26th: Colin Baenziger reviews the semi-finalists with the Village’s elected officials. III. Suggested Project Schedule (continued) -17- September 26th: The Council selects three to five candidates to interview. Phase IV: Interview Process Coordination and Village Manager Selection October 7th: Village holds reception for candidates and spouses. October 8th: Elected officials interview the candidates one-on-one and as a group. October 10th: Village selects its next Village Manager. Phase V: Negotiation, Warranty & Continuing Assistance Post Selection: If requested by the Village, CB&A works with Village officials on an employment agreement. Typically this process takes a week before a contract is ready to be ratified. Colin Baenziger will also stay in touch to ensure the Council-Village Manager relationship is a strong one. IV. Fee & Warranty -18- Fee CB&A proposes to conduct the entire search for a firm, fixed fee of $19,250. 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 $19,250 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 $ 2,500 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 1,250 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. W e 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. -19- More CB&A Clients… Tampa Bay Water Authority (serving City of Cottonwood Heights, UT 2,400,000 people) General Manager City Manager City of Durham, NC City of Sunny Isles Beach, FL Deputy City Manager – Community, City Manager, Building, City Engineer, Director of Economic and Workforce Assistant Director, Public Works Development Section V: Qualifications and Experience of Key Personnel -20- 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 m anager 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. Tom Andrews, 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. Before joining the firm, Mr. Andrews served as County Administrator for Fulton County, Georgia, and in high level county and state positions in Maryland. David Collier, senior vice president, will serve as the recruitment manager and assist with the identification and screening of candidates. 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. 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 Tom Andrews Project Manager Deputy Project Manager David Collier Kathyrn Knutson Recruitment Manager Vice President - Operations Research Associates The Project Team (continued) -21- 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 divi sion 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. The Project Team (continued) -22- Tom Andrews, M.S. Senior Vice President 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. 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. The Project Team (continued) -23- Dave Collier, M.P.A. Senior Vice President 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. 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. The Project Team (continued) -24- 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. COLIN BAENZIGER & ASSOCIATES – SOME OF OUR PLACEMENTS -25- 2002 – Palm Bay, FL 2003 – Lauderdale Lakes, FL 2004 – Destin, FL Lee Feldman Anita Fain Taylor Greg Kisela 2004 – Cottonwood Heights, UT 2006 – Stuart, FL 2007 – Key Biscayne, FL Liane Stillman Dan Hudson Chip Igelsias 2009 – Greensboro, NC 2009 – Roanoke, VA 2009 – North Miami, FL Rashad Young Chris Morrill Russell Benford COLIN BAENZIGER & ASSOCIATES – SOME OF OUR PLACEMENTS -26- VI. 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 A. 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 o f 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.” COLIN BAENZIGER & ASSOCIATES – SOME OF OUR PLACEMENTS -27- 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.msnbc.msn.com/id/3032619/#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 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. Appendix A Searches by Colin Baenziger & Associate’ Staff A-1 Governmental Search Assignments Performed by the Staff of Colin Baenziger & Associates Contract Awarded, Assignments Pending Office of the Attorney General, State of Arizona Current Searches City Manager, Destin, FL (population 12,300) Village Manager, Pinecrest, FL (population 19,300) City Manager, Yakima, WA (population 91,000) County Manager, Polk County, IA (population 187,000) Human Resources Officer, Loudoun County, VA (population 290,000) Director, Watershed Management, Dekalb County, GA (population 700,000) 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 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 Governmental Search Assignments (continued) A-2 City Manager, Gainesville, FL (population 117,000) in 2005 City Manager, Greensboro, NC (population 259,000) in 2009 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 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 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 Administrator, Tavares, FL (population 11,000) in 2006 City Manager, Treasure Island, FL (population 7,500) in 2004 Governmental Search Assignments (continued) A-3 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 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 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 for Human Services, Hillsborough County, FL (population 1,000,055) 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 Governmental Search Assignments (continued) A-4 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 Governmental Search Assignments (continued) A-5 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 – Housing/Building 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 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 Governmental Search Assignments (continued) A-6 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 Governmental Search Assignments (continued) A-7 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 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 Appendix B St. Johns County Resolution Thanking Colin Baenziger & Associates for Its Outstanding Work1 Note: Additional Resolutions thanking CB&A for its outstanding efforts can be found at www.cb-asso.com under “Testimonials” B-1 B-2