RPVCCA_CC_SR_2014_02_04_05_City_Manager_Recruitment_ProcessCITY OF
MEMORANDUM
TO:
FROM:
DATE:
SUBJECT:
REVIEWED:
HONORABLE MAYOR & CITY COUNCIL MEMBERS ~
SEAN M. ROBINSON, HUMAN RESOURCES MANAGER (:!!!/
FEBRUARY 4, 2014
CITY MANAGER RECRUITMENT PLAN
CAROL LYNCH, CITY ATTORNEY
RECOMMENDATION
Staff recommends the City Council 1) discuss the process and timelines for the City
Manager recruitment and 2) authorize the Human Resources Manager to solicit proposals
from firms specializing in public sector executive recruitments.
BACKGROUND
On December 12, 2013, City Manager Carolyn Lehr advised the City Council that she
would not be pursuing an extension to her employment with the City beyond the term of
the current agreement, which ends on June 30, 2014. Subsequent to that the City Council
along with the City Attorney prepared a Transition Agreement and General Release for the
City Manager. In that Agreement, it stated that the City Manager will perform the day-to-
day functions through January 31, 2014 and after that date the City Manager will assist the
City with the transition and perform special projects assigned by the City Council.
At the January 8, 2014 meeting, the City Council appointed Deputy City Manager Carolynn
Petru to serve as the Acting City Manager beginning February 1, 2014 until the City
Council appoints a new City Manager.
DISCUSSION
There are several components to the City Manager executive recruitment process that
must be determined in order to move forward with the recruitment. These components are
listed below with discussion points.
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City Manager Recruitment Plan
February 4, 2014
Page2
1. External recruitment firm versus conducting recruitment internally
There are advantages and disadvantages to conducting the City Manager executive
recruitment through either an outside recruitment firm or by in-house Human Resources
staff. Staff has outlined some of the advantages and disadvantages for each.
Executive Recruitment Firm
• Specialization and experience in high level recruitment efforts.
• Established network of candidates including candidates not currently on the open
market.
• Objective third party conducting the recruitment.
• Recruitment is the primary focus.
• If the new City Manager should leave within the first year, the recruitment firm
typically will conduct the entire re-recruitment at no cost to the City.
• The cost of the recruitment is higher in cash outlay, but far lower in City staff time.
In-House Recruitment by Human Resources
• More flexibility over the entire recruitment process.
• Potentially a quicker process with no RFP.
• No established network of contacts.
• Will affect current workload.
2. Desired level of Council involvement
The City Council could decide to:
A. Enlist full participation of all Council Members throughout the City Manager
recruitment process, or alternatively,
B. The Council could appoint two members of the Council to form an ad hoc
City Manager Recruitment Subcommittee. If the Council wishes to appoint
this Subcommittee, the Council should clearly delineate what the
responsibilities, requirements and limitations are of this Subcommittee, and
potential Subcommittee members should be prepared to make themselves
available for multiple business meetings, conference calls, etc.
C. The Council could hold its decision on whether to appoint a Subcommittee
until after the executive recruiting firm has been selected.
Some of the tasks, regardless of whether they are performed by the full Council or by a
subcommittee, would include, but are not limited to, the following:
• Interview the executive recruitment firms.
• Review the City Manager recruitment brochure.
• Review and discuss the advertising and marketing plan.
• Review and select interview questions.
• Interview the short list/finalists.
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City Manager Recruitment Plan
February 4, 2014
Page 3
• Negotiate compensation with the new City Manager, recognizing that the ultimate
decision about compensation and terms of the contract would be made by the
entire City Council in open session.
3. Characteristics and Qualifications
The City Council must determine what characteristics are desirable in the new City
Manager. The purpose of this is to narrow the applicant pool and determine what specific
qualifications, background and/or credentials are critical to this Council. This step in the
process must be done whether an external executive recruiting firm or use internal
recruitment resources are chosen.
4. Schedule
The City Council will have to determine whether to use an external executive recruitment
firm or use internal resources. Depending on the direction of the Council, Staff has
proposed a typical outline using an external executive recruitment firm. Please note the
amount of time for this recruitment could vary depending on the availability of the
Council/Subcommittee, public participation, timing of the marketing campaign, etc. If
Council wishes to conduct the recruitment internally, the first three steps would not apply.
• Step 1
• Step 2
• Step 3
• Step 4
• Step 5
• Step 6
• Step 7
• Step 8
• Step 9
RFP for external executive recruitment firm
City Council reviews recruitment firms
City Council interviews/selects recruitment firm
City Council & firm determine candidate profile
Marketing campaign
Application submission
Firm screens and identifies short list
City Council interviews short list/finalists
Selection of new City Manager
3 weeks
2 weeks
2 weeks
2 weeks
3 weeks
4 weeks
4 weeks
4 weeks
4 weeks
Total 7 months
PUBLIC PARTICIPATION and TRANPARENCY:
As with other important policy decisions, the City intends to develop a robust public
outreach program that will afford all residents with a wide range of opportunities to
become informed and comment. Staff anticipates that the following key decisions would
be brought before the Council as part of public business:
• Approval of the Request for Proposal (RFP) for the Executive Search Firm
(specifying recruitment process).
• Review of search firm qualifications and award of Professional Services Agreement.
5-3
City Manager Recruitment Plan
February 4, 2014
Page4
• Approval of Job Announcement with desired qualifications.
• Reports on status of recruitment process.
• Approval of City Manager contract with successful candidate.
It is anticipated that the following actions would be taken by the City Council during
Closed Sessions:
• Review applications.
• Conduct interviews with candidates.
• Discuss merits and select the top candidate.
NOTE: If the Council decides to appoint an ad hoc City Manager Recruitment
Subcommittee, those meetings would not be subject to open public meetings, and no
additional Council Members may attend-under the restrictions of the Brown Act.
FISCAL IMPACT
The cost for an external executive recruiting firm can vary depending on which firm the
Council selects. The average cost for such a recruitment can range from $23,000 -
$30,000.
Attachments:
Five Staff Reports regarding the 2006 City Manager recruitment.
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TO:
FROM:
DATE:
SUBJECT:
MAYOR & CITY COUNCIL
CITY MANAGER
APRIL 4, 2006
CITY MANAGER SUCCESSION PLAN
RECOMMENDATION:
Develop a strategy for the recruitment and selection of a City Manager.
BACKGROUND:
The City Manager is in the ninth month of a two-year contract that ends on June 30,
2007. It is unlikely that he will request a new contract at the end of the current
agreement. Councilman Clark has asked that the City Council consider a process and
timeline for selecting a successor to the present Manager.
DISCUSSION:
The process for selecting a City Manager is usually designed by the City Council and
can take many forms. The most typical process; and the process used to hire the
current City Manager, is through a professional recruiting firm. In this process, the City
Council first solicits proposals from qualified recruiting firms and then interviews and
selects a recruiter. In a meeting, or series of closed session meetings, the Council and
the recruiter agree on the qualifications and attributes they are seeking in a City
Manager. The recruiter is then directed to find candidates who best fit the description
developed by the Council. When the recruiter is confident that he/she has a strong
representation of qualified candidates, he/she performs an initial "screening" interview
of the top candidates (often 1 O to 15). The list of candidates interviewed, and the
impression on the recruiter by each of the interviewees is presented to the Council in
closed session. At the end of the presentation by the recruiter, the Council usually will
have selected up to six candidates who they would like to personally interview.
Interviews are scheduled and the Council interviews the selected candidates. Often,
after the initial interviews by the Council, two or three of the candidates are invited back
for a second more extensive interview, after which an offer is made to the top candidate
and transmitted to the candidate by the recruiter. Usually, there is a brief negotiation
before terms are agreed on and a contract is signed. The entire process will typically
take over six months, and then only if the initial group of candidates includes the right
person and the selection process doesn't have to be repeated.
Although a professional recruiter is almost always utilized to facilitate the search and
interview process, there are many variations on the details. For instance, some City
Councils appoint a sub-committee of the Council to handle the review of applications,
the selection of those to receive a "screening" interview and then conduct the interview
rather than have the recruiter perform these initial tasks alone.
Other Cities have utilized a committee of prominent citizens to interview the top
candidates and offer their input to the City Council before the Council makes a
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selection.
Whatever process variation the City Council elects, I suggest they start by selecting a
recruiting firm to guide the process. The selection of the recruiting firm should take
place at least six months before the current City Manager departs.
A typical timeline for the process may be:
• Council solicits proposals and selects a recruiting firm ......................... 6 weeks
• Council meets with the recruiter and develops desired qualifications ...... 2 weeks
• Recruiter conducts a search for candidates ........................................ 8 weeks
• Recruiter interviews top 10-15 candidates ......................................... 2 weeks
• Recruiter meets with Council to review results of interviews .................. 2 weeks
• Council interviews top six candidates ............................................... 2 weeks
• . Council interviews top two candidates .............................................. 1 week
• Council makes an offer and negotiations commence .......................... 2 weeks
• New City Manager starts work ....................................................... .4 weeks
The Mayor asked for the following information regarding former City Managers:
RANCHO PALOS VERDES Cl'tY MANAGERS
Name Title
Lee Weber Acting City Manager
Leonard Woods City Manager
Sharon Hightower Acting City Manager
Donald Guluzzv Citv Manaaer
Dennis McDuffie Citv Manaaer
William Cornett Jr. Actina Citv Manaaer
Paul Bussey City Manager
Les Evans Citv Manager
Respectfully Submitted,
Les Evans
City Manager
Term Type of Recruitment
9n3 to 11n3 External
12n3 to 4/80 External
4/80 to 10/80 Temporarv Promotion
11 /80 to 9/86 External
9/86 to 2/90 External
2/90 to 6/90 External
6/90 to 6/98 External
7 /98 to present Internal Promotion
...
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TO:
FROM:
DATE:
SUBJECT:
COMMITTEE FOR CITY MANAGER RECRUITMENT
CITY MANAGER
JUNE 6, 2006
CITY MANAGER RECRUITMENT
RECOMMENDATION
Authorize the City Manager to request proposals from qualified firms to conduct a
recruitment for City Manager.
BACKGROUND
On May 2, 2006 the City Council received a letter from the City Manager announcing
his intention to terminate his employment with the City at the end of the working day on
December 21, 2006. The Mayor had previously appointed Councilmembers Clark and
Stern as an Ad Hoc Committee to make recommendations to the City Council on how
to proceed with recruitment of a new City Manager.
DISCUSSION
The Ad Hoc Committee proposes that the City Council initiate the recruitment process
by selecting a recruiting firm to develop a list of qualified candidates. The selection of
the recruiting firm should take place as soon as possible. The following firms have
been identified as those to receive a Request for Proposal.
• Bob Murray & Associates
• Avery Associates
• Ralph Andersen & Associates
Each of these firms does a significant City Manager recruitment business in California.
Information about each firm is attached.
A typical timeline for the recommended recruitment process is:
• Council solicits proposals and selects a recruiting firm ......................... 6 weeks
• Council meets with the recruiter and develops desired qualifications ...... 2 weeks
• Recruiter conducts a search for candidates ........................................ 8 weeks
• Recruiter interviews top 10-15 candidates ......................................... 2 weeks
• Recruiter meets with Council to review results of interviews .................. 2 weeks
• Council interviews top six candidates ............................................... 2 weeks
• Council interviews top two candidates .............................................. 1 week
• Council makes an offer and negotiations commence .......................... 2 weeks
• New City Manager starts work ........................................................ 4 weeks
5-7
Respectfully Submitted,
Les Evans
City Manager
Attachments: Bob Murray & Associates information
Avery Associates information
Ralph Andersen & Associates information
5-8
TO:
FROM:
DATE:
SUBJECT:
COMMITTEE FOR CITY MANAGER RECRUITMENT
CITY MANAGER
AUGUST 1, 2006
CITY MANAGER RECRUITMENT
RECOMMENDATION
Select an executive search firm to conduct the recruitment for a new City Manager;
direct the City Manager and City Attorney to prepare an appropriate contract for
professional services; and authorize the Mayor to execute the agreement.
BACKGROUND
On May 2, 2006 the City Council received a letter from the City Manager announcing
his intention to terminate his employment with the City at the end of the working day on
December 21, 2006. The Mayor had previously appointed Councilmembers Clark and
Stern as an Ad Hoc Committee to make recommendations to the City Council on how
to proceed with recruitment of a new City Manager.
The Ad Hoc Committee proposed that the City Council initiate the recruitment process
by selecting a recruiting firm to develop a list of qualified candidates. The following
firms submitted proposals to perform the requested service and have been interviewed
by the City Council:
• Bob Murray & Associates
• Avery Associates
• Ralph Andersen & Associates
Information about each firm and their proposals have previously been provided to each
Councilmember.
DISCUSSION
All three firms are well-qualified to provide the executive search and all three firms
estimate similar fees of $25,000 -$28,000. After a discussion of the merits of each firm
the City Council may wish to proceed with a written ballot as they do with appointments
to City commissions and committees ..
Respectfully Submitted,
Les Evans
City Manager
5-9
TO:
FROM:
DATE:
HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
ASSISTANT CITY MANAGER/CITY CLERK
AUGUST 15, 2006
SUBJECT: CITY MANAGER RECRUITMENT
RECOMMENDATION
1) Authorize the Mayor to execute the professional services agreement with Avery
AssociatE;ls; and, 2) ADOPT RESOLUTION NO. 2006-, A RESOLUTION OF THE
CITY OF RANCHO PALOS VERDES AMENDING RESOLUTION NO. 200641, THE
BUDGET APPROPRIATION FOR FISCL YEAR 2006-07, FOR A BUDGET
ADJUSTMENT TO THE CITY'S GENERAL FUND.
BACKGROUND
In June 2006, City Manager Les Evans announced that he would be retiring on
December 21, 2006. On July 8 and July 22, 2006, Council interviewed three executive
recruitment firms to assist in the search and selection process for a new City Manager:
• Bob Murray & Associates
• Ralph Andersen & Associates
• Avery Associates
On August 1, 2006, Council selected the firm of Avery and Associates to conduct the
recruitment and directed staff to bring back a contract for Council's review this evening.
DISCUSSION
The attached contract has been reviewed and modified by the City Attorney to include
the City's standard professional services agreement provisions. In addition, per
Council's direction at the July 22nd interviews, a provision has been added as Part 3 of
Section Ill stipulating that Avery Associates will assist the City in conducting a new
recruitment at no additional cost, except direct expenses, if the new City Manager
resigns or is terminated within one year of being hired.
Consistent with Avery Associates' June 23, 2006 proposal, the fixed cost of the contract
is $18,900, with additional expenses (such as advertising, printing and binding, and
long-distance telephone charges) not to exceed $8,500. Therefore, the maximum
contract amount is $27,400. The City's personnel budget for FY 06-07 contains $4,500
for professional/technical services. However, these funds are needed for routine
5-10
expenses that are expected to accrue to this account by the end of the fiscal year. As a
result, a budget adjustment is needed to make the necessary funds available for the
contract with Avery Associates, if approved by Council.
FISCAL IMPACT
The recommended -action requires adoption of the attached Resolution amending the
FY 06-07 budget appropriation and will decrease the General fund reserve by a
maximum of $27,400. After the adjustment, the estimated unreserved General Fund
balance on June 30, 2007 will be $10,552,438.
Respectfully submitted,
Carolynn Petru
Assistant. City Manager/City Clerk
Attachments:
Resolution No. 2006 -
FY 06-07 Statement of Estimated General Fund Reserves
Draft Contract with Avery Associates
RESOLUTION NO. 2006-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RANCHO PALOS VERDES AMENDING RESOLUTION NO.
2006-41, THE BUDGET APPROPRIATION FOR FISCAL
YEAR 06-07, FOR A BUDGET ADJUSTMENT TO THE
CITY'S GENERAL FUND
WHEREAS, on June 6, 2006 the City Council of the City of Rancho Palos Verdes
adopted Resolution No. 2006-41, approving a spending plan and authorizing a budget
appropriation for the 2006-2007 fiscal year; and,
WHEREAS, Section 3.32 of the Rancho Palos Verdes Municipal Code provides that
all expenditures in excess of budgeted allocations must be by supplemental appropriation
of the City Council; and, ·
WHEREAS, additional funds are needed in the Administration Personnel budget to
complete the recruitment for a new City Manager which were not accounted for
in the adopted FY 06-07 Budget.
BE IT, THEREFORE, RESOLVED BY THE CITY COUNCIL OF THE CITY OF
RANCHO PALOS VERDES:
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Section 1 : The following increase be made to the fiscal year 2006-2007 General
Fund budget:
General Fund:
Professionalrrechnical Services #101-1011-411-32-00 $27,400
PASSED, APPROVED, and ADOPTED this 15th day of August 2006.
MAYOR
ATIEST:
CITY CLERK
State of California )
County of Los Angeles )ss
City of Rancho Palos Verdes )
I, Carolynn Petru, City Clerk of The City of Rancho Palos Verdes, hereby certify that the
above Resolution No. 2006-_ was duly and regularly passed and adopted by the said
City Council at regular meeting thereof held on August 15, 2006.
CITY CLERK
AGREEMENT BETWEEN
THE CITY OF RANCHO PALOS VERDES
AND
WILLIAM AVERY & ASSOCIATES
This agreement, effective immediately, is entered into by and between WILLIAM AVERY &
ASSOCIATES, INC. (hereinafter referred to as CONSULTANT) at 3 1/2 N. Santa Cruz
5-12
Avenue, Suite A, Los Gatos, California 95030 and the CITY OF RANCHO PALOS
VERDES (hereinafter referred to as CITY).
WITNESSETH:
WHEREAS, CITY has need for specialized consultant services; and
WHEREAS, CONSUL TANT has the training, experience and competence to perform the
specialized services required by the CITY; and
WHEREAS, CITY has the authority under state law to retain CONSUL TANT;
NOW THEREFORE, the parties to this agreement do hereby mutually agree as follows:
I.
DUTIES OF CONSUL TANT
1. CONSUL TANT will perform any and all necessary work in order to assist the CITY
in recruiting and hiring a qualified City Manager. Work to be performed includes:
o CONSUL TANT to meet with CITY Officials and others deemed appropriate
by the CITY.
o CONSULTANT will develop recruitment materials (including the candidate
profile, job announcement, and employment ads) for the CITY.
o CONSUL TANT will conduct outreach to seek out and recruit qualified
candidates for the position.
o CONSUL TANT will conduct preliminary screening to eliminate candidates
who do not possess minimum required qualifications.
CONSUL TANT will work with the CITY to provide a recommended list of
finalists. In performing the screening, CONSUL TANT will utilize a
combination of the following techniques:
1. Resume review
2. Phone interviews
3. Formal interviews
4. Initial reference interviews
o CONSULTANT will, along with a City Council Subcommittee, present the
CITY with the recommended list of finalists accompanied by detailed written
5-13
reports. CONSULTANT will work with the CITY to arrange for interviews,
suggest interview questions, and if requested, attend interview sessions.
o CONSULTANT will notify all unsuccessful candidates.
o CONSUL TANT will, if requested, assist with final reference checks,
compensation negotiations, etc.
o All work on this assignment will be performed by Bill Avery of William Avery &
Associates. He will be assisted by Ann Slate or Gary Rogers.
o Attached hereto and incorporated herein by this reference is a document
entitled Scope of Services, which details the work to be performed by
CONSUL TANT and the process to be followed.
2. Time is of the Essence. Time is of the essence for the performance of the services
pursuant to this Agreement. CONSULTANT shall not be deemed to be in default
where failure or delay in the performance of any of its obligations under this
Agreement is caused by floods, earthquakes, fires, wars, riots or other hostilities or
causes that are beyond CONSULTANT's control.
3. Independent Contractor. CONSUL TANT is and shall at all times remain, as to City,
a wholly independent contractor. Neither City nor any of its agents shall have control
over the conduct of CONSUL TANT or any of CONSUL TANT 's employees, except as
herein set forth. CONSUL TANT shall not, at any time, or in any manner, represent
that it or any of its agents or employees are in any manner agents or employees of
CITY.
4. Assignment. This agreement may not be assigned by CONSUL TANT, in whole or in
part, without the prior written consent of CITY.
5. Interests of Consultant. CONSULTANT affirms that it presently has no interest and
shall not have any interest, direct or indirect, which would conflict in any manner with
the performance of the services contemplated by this Agreement. No person having
any such interest shall be employed by or be associated with CONSULTANT.
II.
DUTIES OF CITY
1. CITY shall cooperate with CONSUL TANT in the performance of this agreement as
follows:
a) Providing all information reasonably accessible to CITY which may be helpful
to CONSUL TANT in the performance of its services, and
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b) Making staff available for interviews/consultation, etc.
c) Providing clerical and stenographic assistance as CONSULTANT may
reasonably require at City Hall, and
d) Providing a suitable location where interview sessions may be conducted.
Ill.
CONSIDERATION
1. For the services described above, the CITY shall pay CONSUL TANT the sum of
Eighteen Thousand Nine Hundred ($18,900) Dollars, Seven Thousand Nine
· H!.!ndred ($7,900) Dollars to be due and payable upon commencement of work.
The balance will be due upon completion of work and the hiring of a new City
Manager by CITY.
2. CONSUL TANT shall bill CITY for direct expenses for advertisement, clerical
3.
time, long distance telephone calls, travel, etc. Total billings for expenses shall not
exceed Eight Thousand Five Hundred ($8,500) Dollars. Expenses will be detailed
and billed monthly.
If the individual who is hired by CITY as the City Manager either resigns or is
terminated within the first year of his or her employment, then CONSUL TANT will
conduct a new recruitment at no additional charge to CITY, except that
CONSULTANT may bill CITY for its direct expenses in conducting the
recruitment in accordance with paragraph 2 of this Section Ill.
IV.
INDEMNITY
CONSULTANT shall indemnify, defend, and hold harmless the CITY, its officers, agents
and employees against any and all liability, claims, actions, causes of actions or demands
whatsoever against them, or any of them, for injury to or death of persons or damage to
property arising out of, connect~d with, or caused by CONSUL TANT, CONSULTANT'S
employees, agents or independent contractors or companies in the performance of (or in
any way arising from) the terms and provisions of this Agreement.
v.
INSURANCE
1. CONSUL TANT shall at all time during the term of this Agreement carry, maintain,
and keep in full force and effect, with an insurance company admitted to do
-;
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business in California with a minimum rating of A in the latest edition of Best's
Insurance Guide: (1) a policy or policies of broad-form comprehensive general
liability insurance with minimum limits of $1,000,000.00 combined single limit
coverage against any injury, death, loss or damage as a result of wrongful or
negligent acts by CONSULTANT, its officers, employees, agents, and
independent contractors in performance of services under this Agreement; (2)
property damage insurance with a minimum limit of $1,000,000.00; (3) automotive
liability insurance with a minimum combined single limits coverage of
$1,000,000.00; and (4) worker's compensation insurance with a minimum limit of
$1,000,000.00 or the amount required by law, whichever is greater.
CONSULTANT agrees that it will not cancel, reduce or otherwise modify said
insurance coverage.
2. CONSULTANT agrees that if it does not keep the aforesaid insurance in full
· fo~ce and effect, and such insurance is available at a reasonable cost, CITY may
take out the necessary insurance and pay the premium thereon, and the
repayment thereof shall be deemed an obligation of CONSUL TANT and the cost
of such insurance may be deducted, at the option of CITY, from payments due
CONSUL TANT.
3. The insurance provided by CONSULTANT shall be primary to any coverage
available to CITY. The policies of insurance required by this Agreement shall
include provisions for waiver of subrogation.
VI.
GENERAL PROVISIONS
This Agreement shall in all respects be interpreted, enforced and governed by and
under the laws of the State of California applicable to instruments, persons,
transactions and subject matter which have legal contacts and relationships solely
within the County of Los Angeles, State of California. Venue and jurisdiction with
respect to any action, claim or other proceeding arising under or in relation to this
Agreement shall be exclusively in the State Courts located within the County of Los
Angeles, State of California.
In the event of any dispute, actipn, proceeding or controversy regarding the existence,
validity, interpretation, performance, enforcement or claimed breach of this Agreement,
the prevailing party shall be entitled to recover all of the prevailing party's costs,
including reasonable attorneys' fees incurred in connection therewith.
This Agreement shall be binding on and inure to the benefit of the Parties and their
respective successors and assigns.
None of the Parties hereto shall be deemed to be the drafter of this Agreement, but it
shall be deemed that this Agreement was jointly drafted by each of the Parties hereto.
The terms of this Agreement shall not be interpreted or construed in favor of, or against,
··•,
5-16
any Party hereto. Should any provision of this Agreement be found to be ambiguous in
any way, such ambiguity shall not be resolved by construing this Agreement in favor of
or against any Party herein, but rather by construing the terms of this Agreement as a
whole according to their fair meaning.
This Agreement cannot be modified or changed except by written instrument signed by
both of the Parties hereto.
No waiver of any of the provisions of this Agreement shall be deemed to constitute a
waiver of any other provision, whether or not similar, nor shall any waiver constitute a
continuing waiver. No waiver shall be binding unless executed in writing by the party
making the waiver.
In the event that any provision hereof is deemed to be illegal or unenforceable, such a
determination shall not affect the validity or enforceability of the remaining provisions
thereof, all of which shall remain in full force and effect. In the event that any such
provision shall be deemed invalid due to its scope or breadth, such provision shall be
deemed valid to the extent of the scope or breadth permitted by law.
This Agreement, and any other documents incorporated herein by specific reference,
represents the entire and integrated agreement between CONSUL TANT AND CITY.
This Agreement supersedes all prior oral or written negotiations, representations or ·
agreements.
This Agreement may be canceled by CITY at any time without penalty upon thirty (30)
days' written notice to CONSUL TANT. CONSULTANT may terminate this Agreement
due to CITY's failure to pay for CONSULTANT's services, as specified herein, provided
that CONSULTANT first shall provide thirty days advance written notice to CITY and an
opportunity to cure the default.
Any notice required to be given to CONSUL TANT shall be deemed duly and properly
given upon delivery, if sent to CONSULTANT, postage prepaid, to the address provided
to CITY in writing by CONSUL TANT or personally delivered to CONSUL TANT at such
address or any other address subsequently provided to CITY in writing by
CONSUL TANT. Any notice required to be given to CITY shall be deemed duly and
properly given upon delivery, if sent to CITY, postage prepaid, to the address provided
to CONSULTANT in writing by CITY or personally delivered to CITY at such address or
any other address subsequently provided by CITY in writing to CONSULTANT.
WILLIAM AVERY & ASSOCIATES CITY OF RANCHO PALOS VERDES
William Avery, President Mayor
5-17
Dated: ____________ _
Dated: ____________ _
ATTEST:
City Clerk
SCOPE OF SERVICES
FOR THE
CITY MANAGER RECRUITMENT
FOR THE CITY OF RANCHO PALOS VERDES
Bill Avery will serve as the Project Lead and will be assisted by Gary Rogers and/or
Ann Slate in this assignment. Mr. Avery will be personally involved in the initial client
discussions. strategy development, outreach, interview and assessment of candidates,
presentation of final candidates and will be available throughout the search process to
provide other related consulting services.
Recruitment Plan and Services Provided
I. Position Profile and Organizational Assessment
The initial assessment phase is a critical component of the search process. Mr.
Avery will meet with the key decision makers to discuss the organizational needs
and position requirements and to formalize the job description. In this assignment
we would anticipate individual meetings with the City Council in addition to various
department heads as designated by the City. If desired, we would also be prepared
to meet with community groups identified by the City. Our goal for this aspect of the
recruitment process is to:
• Understand the Council and City priorities for this position.
• Develop a clear understanding and consensus on the expertise,
experience, education, performance attributes and operational style of the
ideal candidate.
• Discuss the goals, objectives, deliverables, and challenges related to this
position.
• Gain insight of the various organizational dynamics and departmental
issues that exist within the organization.
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• Identify the compelling aspects to this opportunity.
The formal position description and a subsequent ideal candidate profile would be
developed from the above discussions and incorporated into the formal position
announcement. The candidate profile is also utilized in various other means as a
marketing tool, for advertising copy, postings, and for other announcements.
II. Development of the Search Strategy
The search strategy is developed in conjunction with the organizational assessment.
The final approach is based on your input and considerations during the
assessment activity. For this assignment, we feel it is critical to develop a high level
of visibility with a comprehensive outreach program supplemented by a focused
targeted recruitment approach. We would incorporate the following elements into
thi.s search:
• Original research, which consists of identification and contact of current
incumbents or other candidates who meet the profile, but are not actively
seeking other employment.
• Development of a targeted candidate list based on our extensive database of
key executive contacts, referrals and recommendations from key sources, and
other current and former City Management personnel who have extensive
contacts and networks in this area.
• Public information sources that include various membership listings such as
the California League of Cities, ICMA and the various municipal organizations
within the State.
• An extensive mailing campaign to current city managers throughout the
State.
• Print advertising in Western City and Jobs Available magazines, and the
ICMA newsletter.
• Internet job postings on national public sector employment bulletin boards,
City Management and Municipal Assistant association-based web sites, and
our company website.
• Utilization of our extensive key executive contacts included in our recruitment
database.
Ill. Candidate Assessment
Our assessment process involves several "tiers" of evaluation. All candidates
responding to this position will initially be evaluated based on their resume and, if
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appropriate, an extensive phone "screening" by a firm Consultant. We understand
the Council Subcommittee would actively participate in the initial interview portion of
the process. We would coordinate candidate interviews with the Subcommittee
(potentially between 12 to 15 interviews) to ensure mutually convenient dates.
These extended personal interviews typically take one hour and a thorough
discussion of their experience, accomplishments, management philosophy and
interpersonal style takes place. Those individuals who best fit the position
requirements will have a Candidate Assessment Report developed by the Principal
who conducted the interview. We also conduct initial reference interviews on
candidates selected for presentation to our clients.
IV. .Candidate Presentation
· Upon completion of formal interviews, a selection of candidates for presentation is
made. Here we would anticipate the Subcommittee would take an active role in the
final selection of candidates to present to the full Council.
Typically, the number of final candidates requested by our clients range from four to
seven. We feel our extensive qualification, interview, and reference interviewing
process and the knowledge gained during our initial assessment period, enable our
client to proceed with fewer rather than more finalists.
The final candidates are presented in our candidate presentation "book". Each
finalist will have a ~le consisting of a candidate summary sheet, a resume, the
Candidate Assessment Report (based on the formal interview), and two candidate
reference interviews.
V. Selection Process
Once the final candidate interview group is identified, we will assist in the structuring
of the interview process and coordinate the interview scheduling activity. Our firm
will also provide candidates with guidance related to travel planning, hotel
accommodations, as well as other interview planning issues.
Upon request, our firm will also arrange a summary background evaluation on the
City's final one or two candidates. A copy of these confidential reports can be
provided to you. ·
VI. Position Closure and Follow-Up
Based on the firm's experience in human resource management and executive
search, we are able to assist our clients in formulating appropriate compensation
and other employment arrangements. We will be available throughout our retention
to assist in this process.
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As a matter of policy, Avery Associates monitors the transition and progress of any
executive we place with a client. Within the first three to six months following the
hired individual joining the City, we will speak with that individual to ensure the
transition has effectively occurred. During the same period we will also review the
individual's status with the City Council.
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TO:
FROM:
HONORABLE MAYOR AND CITY COUNCIL
CITY MANAGER
DATE: NOVEMBER 21, 2006
SUBJECT: CITY MANAGER RECRUITMENT
RECOMMENDATION
Endorse the City Manager recruitment process so far and approve the proposed
recruitment process over the next few months.
BACKGROUND
On May 2, 2006 the City Council received a letter from the City Manager announcing
his intention to terminate his employment with the City at the end of the working day on
December 21, 2006. On August 1, 2006 the City Council selected the executive search
firm of Avery Associates to conduct the recruitment. An Ad Hoc Committee of
Councilmembers Clark and Stern had previously been appointed to work with the
search firm during the recruitment process
The closing date for receiving applications for the City Manager position was November
3, 2006. On November 4, 2006 the City Manager Recruitment Ad Hoc Committee met
with Bill Avery of Avery Associates to review the applications. The Committee agreed
on the most qualified applicants who will be interviewed by Mr. Avery over the next few
weeks. When Mr. Avery has completed his screening interviews, he will recommend
the most qualified applicants for further interviews.
DISCUSSION
The Ad Hoc Committee agreed that it would not be desirable to rush the recruitment
process by trying to schedule final interviews and make a hiring decision prior to the
holidays. The Ad Hoc Committee is recommending the following process and
approximate timetable:
December 3, 2006
December 2006
January 2007
March 1, 2007
Bill Avery will complete the screening interviews
And make his recommendations for the most qualified
candidates to the Ad Hoc Committee.
The Ad Hoc Committee will recommend a list
of candidates to be interviewed by the City Council.
The City Council will interview the recommended
candidates and make a hiring decision.
The new City Manager will report to work.
During the period between December 22, 2006, and the start date for the new City
Manager, the Ad Hoc Committee acknowledges that an Interim City Manager will be
needed. The options available to the City Council include appointing the Assistant City
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Manager, a Department Head or a former City Manager to perform the interim duties of
the City Manager. Former City Manager Paul Bussey has indicated that he would be
available during the first few months of 2007.
Respectfully Submitted,
Les Evans
City Manager
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