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10.c6 SGR Proposal_ScandiaMN_CA_10.22PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES City Administrator City of Scandia, Minnesota November 2, 2022 This proposal is valid for 60 days Strategic Government Resources P.O. Box 1642, Keller, Texas 76244 Office: 817-337-8581 JJ Peters, President of Executive Recruitment JJPeters@GovernmentResource.com PO Box 1642, Keller, TX 76244 817-337-8581 www.GovernmentResource.com November 2, 2022 Hon. Mayor Christine Maefsky and City Council City of Scandia, Minnesota Dear Mayor Maefsky and Council Members, Thank you for the opportunity to submit this proposal to assist the City of Scandia in your recruitment for a new City Administrator. SGR has the unique ability to provide a personalized and comprehensive recruitment to meet your needs. We would like to draw your attention to some key aspects that distinguish SGR from other recruitment firms and allow us to reach the most extensive and diverse pool of applicants available: •SGR is a recognized thought leader in local government management and is actively engaged in local government operations, issues, and best management practices. •SGR announces all conducted recruitments in our Servant Leadership e-newsletter, which reaches over 45,000 subscribers in all 50 states. •SGR reaches a broad community of over 13,000 LinkedIn followers and over 2,000 Facebook followers. •SGR sends targeted emails to our opt-in Job Alert subscriber database of over 6,000 city management professionals. •Senior Vice President Michael Langley would be the primary recruiter for this search, while Senior Vice President Lissa Barker would also assist in the recruitment. Both recruiters have extensive backgrounds and connections within local government and their bios have been included in this proposal. We recognize that the COVID-19 pandemic has created unique operating challenges for local governments in many ways, including recruitment efforts. SGR has invested in a variety of technologies that will allow a safe social distancing recruitment process, and we will continue to provide alternatives to in-person meetings, to the extent your organization desires, during this uncertain time. We are happy to provide references upon request. We are excited about the prospect of conducting this recruitment for the City of Scandia, and we are available to visit with you at your convenience. Respectfully submitted, Jennifer Fadden, Chief Operating Officer JenniferFadden@GovernmentResource.com TABLE OF CONTENTS 1 Company Profile 2 Unique Qualifications 3 Project Personnel 4 Recruitment Methodology 5 Projected Schedule 6 Costs & Service Guarantee 7 Similar Recruitments 8 Appendix A: Sample Position Profile Brochures 9 Appendix B: Sample Contract: Full Service Recruitment Company Profile Strategic Government Resources, Inc. (SGR) exists to help local governments become more successful by Recruiting, Assessing, and Developing Innovative, Collaborative, and Authentic Leaders. SGR was incorporated in Texas in 2002 with the mission to facilitate innovative leadership in local government. SGR is fully owned by former City Manager Ron Holifield, who spent two high-profile decades in city management and served as a City Manager in several cities. SGR’s business model is truly unique. Although we are a private company, SGR operates like a local government association. Most of SGR’s principals are former local government officials, allowing SGR to bring a perspective and depth of local government expertise to every project that no other firm can match. SGR’s Core Values are Customer Service, Integrity, Philanthropy, Continuous Improvement, Agility, Collaboration, Protecting Relationships, and the Golden Rule. SGR is a full-service firm, specializing in executive recruitment, interim placements, online training, onsite training, leadership development, psychometric assessments, strategic visioning retreats, one-on-one employee coaching, and other consulting services. SGR’s services are designed to promote innovation, team building, collaboration, and continuous improvement in local governments. SGR has approximately 700 local government clients in 47 states for all of our business lines combined. SGR has been, and continues to be, a leader in spurring innovation in local government. SGR has 35 full-time employees, 2 part-time employees, 21 recruiters, 15 facilitators and multiple consultants who function as subject matter experts on a variety of projects. SGR has corporate headquarters in Texas, as well as virtual offices in California, Colorado, Florida, Maryland, Minnesota, New York, North Carolina, Ohio, Oklahoma, and Oregon. View all SGR team members and bios at: governmentresource.com/about-us/meet-the-team 1 SGR’s Unique Qualifications Extensive Network of Prospects SGR is intent on being a leader in executive recruitment, and we believe it is imperative to be proactive in our mission to build a workforce that represents the communities we serve. SGR reaches an extensive and diverse pool of applicants by utilizing our unequaled network of prospects. • Your position will be announced in SGR’s Servant Leadership e-newsletter that reaches over 45,000 subscribers in all 50 states. • We will send targeted emails to over 6,000 opt-in subscribers to SGR’s City Management Job Alerts. • Your position will appear on SGR’s Website, GovernmentResource.com, which has approximately 20,000 visitors per month. • Your position will be posted to SGR’s Job Board, SGRjobs.com, which averages nearly 10,000 unique visitors per month and has more than 1,600 jobs listed at any given time. • SGR provides a comprehensive social media marketing campaign that includes custom- made graphics and distribution on Facebook, Twitter, Instagram, and LinkedIn. • SGR frequently partners with local government associations including League of Women in Government, Local Government Hispanic Network, and the National Forum for Black Public Administrators. • Approximately 65% of semifinalists selected by our clients learned about the open recruitment through our website, servant leadership e-newsletter, job board, job alert emails, social media, or personal contact. Collective Local Government Experience Our recruiters have years of experience in local government , as well as regional and national networks of relationships. The executive recruitment group works as a team to leverage their networks to assist with each recruitment. SGR team members are active on a national basis in local government organizations and professional associations. Many SGR team members frequently speak and write on issues of interest to local government executives. SGR can navigate all relevant networks as both a peer and insider. Equal Opportunity Commitment SGR strongly believes in equal employment opportunity. SGR does not discriminate and believes that equal opportunity is an ethical issue. SGR will not enter an engagement with an entity or organization that directs bias or expects bias to be demonstrated on any basis other than factors that affect the ability of the candidate to do the job. SGR will make a serious and sincere effort to encourage qualified applicants from underrepresented demographic groups to apply. Although SGR cannot guarantee the makeup of the semifinalist or finalist groups, SGR has relationships and contacts nationwide to encourage the meaningful participation of 2 underrepresented minority groups, and we continue to evaluate and improve our processes by embedding a lens of equity and inclusion into our recruitment practices. Listening to Your Unique Needs SGR devotes significant time to actively listening to your organization and helping you define and articulate your needs. We work hard to conduct a comprehensive recruitment that is unique to you. SGR dedicates a prodigious amount of energy to understanding your organization’s unique culture, environment, and local issues to ensure a great fit regarding values, philosophy, and management style perspectives. Trust of Candidates SGR has a track record of providing remarkable confidentiality and wise counsel to candidates and next generation leaders. We have earned their trust. As a result, SGR is able to bring exceptional prospects to the applicant pool. Candidates trust SGR to assess the situation well, communicate honestly, and maintain their confidentiality to the greatest extent possible. Accessibility & Communication Your executive recruiter is accessible throughout the recruitment process and can be reached at any time by candidates or clients via cell phone or email. In addition, the recruiter communicates with active applicants on a weekly basis and sends Google alerts articles to keep the applicants informed about the community and opportunity. Comprehensive Evaluation and Vetting of Candidates SGR offers a screening process that ensures a detailed understanding of candidate backgrounds and prevents surprises. Our vetting process includes: • Prescreening questions and technical review of resumes • Cross communication between our recruiters about candidates who have been in previous searches for greater understanding of background and skills • Comprehensive written questionnaires to gain insights beyond what is available through a resume • Online pre-recorded video interviews that allow search committee members to view candidates in an interview setting prior to the finalist recruitment stage • All-inclusive media reports that far surpass automated Google/LexisNexis searches, customized to each candidate based on where they have lived and worked • Thorough automated, anonymous reference checks that provide details on candidates’ soft skills from an expansive group of references • Psychometric assessments (supplemental cost) • Comprehensive background checks completed by a licensed private investigation firm • Advanced exercise for finalist candidates, customized to the organization View a full list of our Executive Recruitment Clients at: Executive Recruitment Clients 3 Project Personnel Michael Langley recently retired as the founding CEO of GREATER MSP, the Minneapolis Saint Paul Regional Economic Development Partnership. He is a widely recognized economic development strategist who also led successful regional organizations in Florid a and Pennsylvania and has provided strategic consulting services to economic regions and organization for over 20 years. Prior to his economic development career, Michael was an executive with Westinghouse Electric Corporation and CBS Corporation. He also served as President and CEO of Westinghouse Audio Intelligence Devices, Inc., a world leader in surveillance technology and is a Past Chair of the Board of the International Economic Development Council (IEDC). A graduate of the U.S. Naval Academy in Annapolis, MD., Mike also earned a MS in information systems from the Naval Postgraduate School in Monterey, California, and was awarded an honorary doctorate in Humanities by American Intercontinental University for his work in community improvement. He served as a Navy pilot with more than 5,000 hours of flight and crew time on surveillance and intelligence missions worldwide and as a technology analyst on the staff of the Chief of Naval Operations. He retired after 23 years of service as a Navy Captain. Michael Langley, Senior Vice President MichaelLangley@GovernmentResource.com 651-343-9814 4 Project Personnel Lissa Barker, Senior Vice President LissaBarker@GovernmentResource.com Cell: 817-266-0647 Lissa Barker became part of the SGR team in February of 2018, with a focus on executive recruitment and sourcing for challenging-to-fill positions. Prior to joining SGR, Lissa’s focus was in talent acquisition and workforce management in the corporate environment, where she led a recruiting team in the delivery of talent acquisition for a broad range of positions, from niche roles to Director and CXO level positions. She was named Perot Systems Corporation Recruiter of the Year in 2006 where she played an integral role as a liaison with both the sales and service delivery teams in support of both creation of staffing models and fulfillment of critical positions. Lissa graduated summa cum laude from Texas A&M University with a Bachelor of Science degree in Biomedical Science. 5 Recruitment Methodology A full-service recruitment typically entails the following steps: 1. Organizational Inquiry and Analysis • Development of Recruitment Plan and Timeline • Individual Interviews with Key Stakeholders • Creation of Position Profile Brochure 2. Advertising and Marketing, Communication with Applicants and Prospects 3. Initial Screening and Review 4. Search Committee Briefing to Facilitate Selection of Semifinalists 5. Evaluation of Semifinalist Candidates • Written Questionnaires • Recorded Online Interviews • Media Searches - Stage 1 6. Search Committee Briefing to Facilitate Selection of Finalists 7. Evaluation of Finalist Candidates • Comprehensive Media Searches - Stage 2 • Comprehensive Background Investigation Reports • DiSC Management Assessments (supplemental service) • First Year Game Plan or Other Advanced Exercise 8. Interview Process • Face-to-Face Interviews • Stakeholder Engagement (may occur earlier in process) • Deliberations • Reference Checks (may occur earlier in process) 9. Negotiations and Hiring Process • Determination of Terms of an Offer • Negotiation of Terms and Conditions of Employment • Press Release (if requested) 6 Step 1: Organizational Inquiry and Analysis Development of Recruitment Plan and Timeline SGR will meet with the client at the outset of the project to finalize the recruitment plan and timeline. At this time, SGR will also request that the client provide us with photos and information on the community, organization, and position to assist us in drafting the position profile brochure. Individual Interviews with Key Stakeholders SGR devotes tremendous energy to understanding your organization’s unique culture, environment, and goals to ensure you get the right match for your p articular needs. Fully understanding your organizational needs is the most critical part of conducting a successful executive recruitment. In consultation with the Search Committee, SGR will develop a list of individuals to meet with about the position. These interviews identify issues that may affect the dynamics of the recruitment, as well as develop a composite understanding of the position, special considerations, and the political environment. This process helps with organizational buy-in and will assist us in developing the position profile. Development of Position Profile Brochure Following the individual interviews, SGR will develop a draft position profile brochure that is reviewed and revised in partnership with your organization until we are in agreement that it accurately reflects the sought-after leadership and management characteristics. To view sample recruitment brochures, please visit: https://www.governmentresource.com/executive-recruitment/open-recruitments-528 Step 2: Advertising and Marketing, Communication with Applicants and Prospects Advertising and Marketing The Executive Recruiter and client work together to determine the best ways to advertise and recruit for the position. SGR’s Servant Leadership e-newsletter, where your position will be announced, reaches over 47,000 subscribers in all 50 states. We will also send targeted emails to opt-in subscribers to SGR’s Job Alerts. Your position will be posted on SGR’s Website, GovernmentResource.com, and on SGR’s Job Board, SGRjobs.com. SGR provides a comprehensive social media marketing campaign that includes custom-made graphics and distribution on Facebook, Twitter, Instagram, and LinkedIn. Ads are also typically placed in various state and national publications, targeting the most effective venues for reaching qualified candidates for that particular position. Communication with Prospects SGR communicates with interested prospects on ongoing basis during the recruitment process. Outstanding prospects often will not submit a resume until they have done considerable homework on the available position. A significant number of inquiries will be made, and it is essential that the executive search firm be prepared to answer those questions with fast, 7 accurate, and complete information, and in a warm and personal manner. This is one of the first places a prospective candidate will develop an impression about the organization, and it is an area in which SGR excels. Communication with Active Applicants Handling the flow of resumes is an ongoing and significant process. On the front end, it involves tracking resumes and promptly acknowledging their receipt. It also involves timely and personal responses to any questions or inquiries. SGR communicates frequently with applicants to ensure they stay enthusiastic and informed about the opportunity. SGR utilizes Google Alerts and sends weekly update emails to active applicants regarding the organization and community. Step 3: Initial Screening and Review SGR uses a triage process to identify high-probability, medium-probability, and low-probability candidates. The triage ranking is focused on overall assessment based on interaction with the applicant, qualifications, any known issues regarding previous work experience, and evaluation of cultural fit with the organization. In contrast with the triage process described above, which focuses on subjective assessment of the resumes and how the candidates present themselves, we also evaluate each candidate to ensure that the minimum requirements of the position are met and determine which preferred requirements are met. This sifting process assesses how well candidates’ applications fulfill the recruitment criteria outlined in the Position Profile. Step 4: Search Committee Briefing / Selection of Semifinalist Candidates At this briefing, SGR will provide a comprehensive progress report and facilitate the selection of up to 12 semifinalists. The presentation will include summary information on the process so far, the candidate pool overall, and any trends or issues, as well as a briefing on each candidate and their credentials. SGR is the only firm that offers this level of reporting detail and transparency. Step 5: Evaluation of Semifinalist Candidates Reviewing resumes is an important and valuable step in the executive recruitment process. However, resumes can be misleading. Resumes fail to disclose the individual’s personal qualities and his or her ability to get along with other people. Resumes can also exaggerate or inflate accomplishments and experience. SGR’s responsibility is to go deeper than the resume to ensure that those candidates who continue in the process are truly outstanding. SGR’s goal is to have a clear understanding of the person behind the resume and what makes them an outstanding prospect for you. The evaluation of semifinalist candidates includes follow -up when appropriate to ask any questions about underlying issues. 8 Written Questionnaires SGR will ask semifinalist candidates to complete a comprehensive written exercise designed to provide greater insight into candidate thought processes and communication styles. SGR’s written instrument is custom designed around the priorities identified by the Search Committee and usually includes questions focusing on key areas of particular interest to the client. This written instrument will be included in the semifinalist briefing book along with cover letters and resumes submitted by the candidates. Recorded Online Interviews SGR will ask semifinalist candidates to complete online interviews. This provides a very insightful, efficient and cost-effective way to gain additional insights to utilize in selecting finalists you want to invite for an onsite interview. The recorded online interviews allow the Search Committee to evaluate technological competence, demeanor, verbal communication skills, and on-camera presence. Online interviews also convey to candidates that the organization is using leading edge technology in its business processes and provide an opportunity for the Search Committee to ask candidates questions on specific topics of special interest. Links to view the online interviews are emailed to the Search Committee members for viewing at their convenience prior to selection of finalist candidates. Media Searches - Stage 1 “Stage 1” of our media search process involves the use of the web-based interface Nexis Diligence™. This platform is an aggregated subscription-based platform that allows access to global news, business, legal, and regulatory content. These media reports at the semi finalist stage have proven helpful by uncovering issues that may not have been previously disclosed by prospective candidates. The recruiter will communicate any “red flags” to the Search Committee immediately upon discovery. Step 6: Search Committee Briefing / Selection of Finalist Candidates Prior to this briefing, SGR will provide each member of the Search Committee with a briefing book on the semifinalist candidates. The briefing book include s cover letters, resumes, and completed questionnaires. The link to view the online interviews is emailed separately to Search Committee members. The purpose of this briefing is to facilitate narrowing the list to up to 5 finalists who will be invited for personal interviews. Step 7: Evaluation of Finalist Candidates Comprehensive Media Searches - Stage 2 “Stage 2” of our media search process includes the web -based interface Nexis Diligence™ along with Google as a supplementary tool. By utilizing both, we can provide our clients with an enhanced due diligence process to help vet potential candidates in an efficient and comprehensive manner, which reduces the risk of overlooking important information. 9 The Stage 2 media search consists of a more complex search, which also includes social m edia platforms, and has proven helpful in analyzing possible adverse news about the candidate by uncovering issues that may not have been previously disclosed by the candidate. The media search gives the Search Committee an overview of the type and extent of press coverage that a candidate has experienced over the course of their career. View a sample media report at: http://bit.ly/SGRSampleMediaReport. Comprehensive Background Investigation Reports Through SGR’s partnership with a licensed private investigation firm, we are able to provide our clients with comprehensive background screening reports that include the detailed information listed below. View a sample background report at: bit.ly/SGRSampleBackgroundReport. • Social Security number trace • Address history • Driving history/motor vehicle records • Credit report (if desired) • Federal criminal search • National criminal search • County wants and warrants for previous 10 years • Global homeland security search • Sex offender registry search • State criminal search (for current and previous states of residence) • County civil and criminal search (for every county in which candidate has lived or worked) for previous 10 years • Education verification • Employment verification (if desired) • Military verification (if desired) DiSC Management Assessments (supplemental service) SGR uses a DiSC Management assessment tool, which is among the most validated and reliable personal assessment tools available. The DiSC Management assessment analyzes and reports comprehensively on the candidate’s preferences in five vital areas: management style, directing and delegating, motivation, development of others, and working with his/her own manager. View a sample report at: bit.ly/SGRDiscProfileSample. For assessments of more than two candidates, a DiSC Management Comparison Report is included, which provides a side -by-side view of each candidate's preferred management style. View a sample comparison report at: bit.ly/SGRDiscTeamReport. First Year Game Plan or Other Advanced Exercise SGR will work with your organization, if desired, to develop an advanced exercise for the finalist candidates. One example of such an exercise is a “First Year Game Plan,” a process where finalist candidates are provided with the contact information for elected officials, key staff, and community leaders and then given free rein to make contact with all of them in advance and use those insights to develop a “first year game plan” based on what they know so far. 10 Feedback is received from the key contacts on their impressions of the finalist candidates from the interactions with the candidates prior to the interviews. This exercise provides the opportunity to evaluate candidates’ written and interpersonal communication skills, as well as critical analysis skills. Step 8: Interview Process Face-to-Face Interviews SGR will schedule interviews at a date/time convenient to your organization. This process can be as simple, or as complex, as your organization desires. SGR will help you determine the specifics and assist in developing the interview schedule and timeline . SGR will prepare sample interview questions and will participate throughout the process to make it smooth and efficient. Stakeholder Engagement At the discretion of the Search Committee, we will work closely with your organization to engage stakeholders in the recruitment process. Our recommendation is that we design a specific stakeholder engagement process after we learn more about the organization and the community. Different approaches work best in different communities. We will collaborate with your organization to determine which option, or combination of options, will be the most effective for the unique needs of the organization. • Stakeholder survey (supplemental service, can be provided at an additional cost) • Interviewing community leaders at the outset of the recruitment; • Holding a public forum for citizen engagement at the outset of the recruitment; • Community leader reception; • Meet and greet; • Search Committee and key community leader dinner meeting; • “Round Robin” forum meetings with various community groups during a multi-day interview process. Deliberations SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in making a hiring decision or in deciding whether to bring back one or more candidates for a second interview. Reference Checks SGR uses a progressive and adaptive automated reference check system to provide insights on candidates’ soft skills from a well-rounded group of references. References may include elected officials, direct supervisors, direct reports, internal organizational peers, professional peers in other organizations, and civic leaders. SGR’s reference check platform is anonymous, which is proven to encourage more candid and truthful responses, in turn providing organizations with more meaningful and insightful information on candidates. SGR provides a written summary report to the organization once all reference checks are completed. The timing of reference 11 checks may vary depending on the specific search process and situation. If the names of the finalists are made public prior to interviews, SGR will typically contact references prior to the interview process. If the names of the finalists are not made public prior to interviews, SGR will typically wait until the organization has selected its top candidate before calling references in order to protect candidate confidentiality. Step 9: Negotiations and Hiring Process Determine the Terms of an Offer Upon request, SGR will provide appropriate employment agreement language and other helpful information to assist you in determining an appropriate offer to extend to your candidate of choice. Negotiate Terms and Conditions of Employment SGR will assist to whatever degree you deem appropriate in conducting negotiations with the chosen candidate. SGR will determine and define any special needs or concerns of the chosen candidate, including anything that could be a complicating factor. SGR is experienced and prepared to help craft win-win solutions to negotiation “log-jams.” Press Release (if requested) Until you have “sealed the deal,” you should be cautious in order to avoid the embarrassment of a premature announcement that does not work out. It is also best practice to notify all senior staff and unsuccessful candidates before they read about it in the newspaper. SGR will assist with this coordination and with drafting any announcements or press releases. Satisfaction Surveys SGR is committed to authentically following the golden rule by providing prompt, professional and excellent communication and always treating every client with honor, dignity and respect. We ask clients and candidates to complete a brief and confidential survey after the comp letion of their recruitment. This helps us strive to continuously improve our processes and meet the changing needs of the workforce. Supplemental Service: Post-Hire Team Building Workshop SGR can provide a customized team building workshop after you hire for the position. SGR utilizes I-OPT, which is a validated measurement tool that shows how a person perceives and processes information. Because people “see” different things when they assess a situation, they are motivated to take various courses of action, so understanding you and your colleagues’ I- OPT Profiles will enable you to work much more effectively as a team. This service can be provided at an additional cost. View sample I-OPT reports at: bit.ly/sampleIOPTreports. 12 Projected Schedule Holidays may affect recruitment schedule. Task Weeks • Contract Executed • Develop Recruitment Plan, Timeline • Individual Interviews with Key Stakeholders Week 1 • Deliverable: Position Profile Brochure • Search Committee Reviews and Approves Brochure Weeks 2-3 • Advertising and Marketing • Accept Applications • Communication with Prospects and Applicants Weeks 4-7 • Initial Screening and Review Week 8 • Search Committee Briefing / Select Semifinalists • Questionnaires and Recorded Online Interviews • Media Searches - Stage 1 Week 9 • Deliverable: Semifinalist Briefing Books and Online Interviews Week 10 • Search Committee Briefing / Select Finalist Candidates Week 11 • Comprehensive Media Searches - Stage 2 • Comprehensive Background Investigation Reports • DiSC Management Assessments (supplemental service) • First Year Game Plan or Other Advanced Exercise Weeks 12-13 • Deliverable: Finalist Briefing Books Week 14 • Face-to-Face Interviews • Stakeholder Engagement (may occur earlier in process) • Deliberations • Reference Checks (may occur earlier in process) • Negotiations and Hiring Process Week 15 13 Recruitment Costs & Service Guarantee Not-to-Exceed Price: $24,900 * * Ad placement costs are not included in the Not-to-Exceed Price. Ad placement costs are estimated to be between $1,750 and $2,500 and shall be added to the total cost of services upon approval from the organization. Not-to-exceed price includes: • Professional Service Fee - $18,500 • Expenses: o Position Profile Brochure & Marketing - $1,500 ▪ Production of a professional position profile brochure ▪ Custom-designed graphics for social media and email marketing ▪ Announcement in SGR’s 10 in 10 Leadership and Innovation e-newsletter ▪ Two (2) email blasts to SGR’s opt-in Job Alert subscribers for the relevant job category ▪ Featured job placement on SGR’s website ▪ Featured ad on SGR’s job board ▪ Promotions on SGR’s social media pages – Facebook, Twitter, LinkedIn, and Instagram o Semifinalist Recorded Online interviews for up to twelve (12) semifinalists - $225 each o Comprehensive Media Reports for up to five (5) finalists - $500 each o Comprehensive Background Investigation Reports for up to five (5) finalists - $400 each o Comprehensive Reference Checks with individual reports for up to five (5) finalists - $225 each o Up to two (2) multi-day onsite visits by one Recruiter to the Organization, for up to 2 and 1/2 days per visit. Meals are billed back at a per diem rate of $1 5 for breakfast, $20 for lunch, and $30 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead. Travel will be dependent on COVID restrictions in place at the time and take into consideration the health and safety of team members of both SGR and the Organization. Reimbursable Expenses • Ad placements, as approved by the organization, will be billed back at actual cost with no markup for overhead. 14 Supplemental Services The supplemental services listed below are not included in the not-to-exceed price: • Additional online interviews (over and above the twelve (12) included in the not-to- exceed price above) are offered for $225 per candidate. • Additional comprehensive media reports (over and above the five (5) included in the not- to-exceed price above) are offered for $500 per candidate. • Additional background investigation reports (over and above the five (5) included in the not-to-exceed price above) are offered for $400 per candidate. • Additional reference checks (over and above the five (5) included in the not-to-exceed price above) are offered for $225 per candidate. • There is a cost of $175 per candidate for the DiSC Management Profile. • Semifinalist and finalist briefing materials will be provided to the search committee via an electronic link. Should the organization request printing of those materials, the reproduction and shipping of briefing materials will be outsourced and be billed back at actual cost. • Additional onsite visits (over and above the two (2) onsite visits included in the not-to- exceed price above) by one Recruiter will be billed over and above the not-to-exceed price. Travel and onsite time will be billed at a professional fee (per recruiter) of $1,000 per half-day and $1,500 per full day. Meals are billed back at a per diem rate of $1 5 for breakfast, $20 for lunch, and $30 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead. • Candidates are reimbursed directly by the organization for travel expenses. • SGR will conduct a Stakeholder Survey for $1,000. SGR provides recommended survey questions and sets up an online survey. Stakeholders are directed to a web page or invited to take the survey by email. A written summary of results is provided to the organization. • A half-day onsite post-hire team building workshop is offered for $4,000, plus travel expenses and $150 per person for I-OPT reports. • If the organization desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Billing The professional service fee for the recruitment is billed in three equal installments during the course of the recruitment. The initial installment is billed after the position profile brochure has been created. The second installment is billed after semifinalists are selected. The final installment is billed at the conclusion of the recruitment. Expenses and supplemental services will be billed with each of the three installments, as appropriate. 15 Service Guarantee SGR guarantees that you will be satisfied with the results of the full service recruitment process, or we will repeat the entire process one additional time and charge only for expenses. Additionally, if you select a candidate (that SGR has fully vetted) who resigns or is released within 18 months of their hire date, SGR will repeat the process one additional time and charge only for expenses. If the organization circumvents SGR’s recruitment process and selects a candidate who did not participate in the full recruitment process, the service guarantee is null and void. We also guarantee that we will not directly solicit a candidate we bring to you for another job. 16 City & County Manager/Administrator Recruitments, 2017-Present In Progress • Blaine, Washington (pop. 6,000) - City Manager • Boardman, Oregon (pop. 3,500) - City Manager • Bristol, Tennessee (pop. 27,000) - City Manager • Conroe, Texas (pop. 88,000) - City Administrator • Crandall, Texas (pop. 4,000) - City Manager • Glastonbury, Connecticut (pop. 35,000) - Town Manager • Highlands County, Florida (pop. 106,000) - County Administrator • Kennebunk, Maine (pop. 11,000) - Town Manager • Laredo, Texas (pop. 260,000) - City Manager • Leawood, Kansas (pop. 34,000) - City Administrator • Mexia, Texas (pop. 7,000) - City Manager • Montgomery, Texas (pop. 2,400) - City Administrator • Rocky Hill, Connecticut (pop. 21,000) - Town Manager • Shawnee, Kansas (pop. 66,000) - City Manager • Walla Walla, Washington (pop. 34,000) - City Manager • Williston, North Dakota (pop. 27,000) - City Administrator 2022 • Aledo, Texas (pop. 5,500) - City Manager • Dalhart, Texas (pop. 8,500) - City Manager • Edinburg, Texas (pop. 100,000) - City Manager • Frisco, Colorado (pop. 3,000) - Town Manager • Graham, Texas (pop. 8,000) - City Manager • Hutto, Texas (pop. 40,000) - City Manager • Johnston, Iowa (pop. 24,000) - City Administrator • Kennedale, Texas (pop. 9,000) - City Manager • Ketchikan, Alaska (pop. 8,000) - City Manager/Public Utilities General Manager • Klamath Falls, Oregon (pop. 22,000) - City Manager • Kent, Washington (pop. 138,000) - Chief Administrative Officer • Levelland, Texas (pop. 14,000) - City Manager • Live Oak, Texas (pop 16,000) - City Manager • Madisonville, Texas (pop. 4,500) - City Manager • Manor, Texas (pop. 15,000) - City Manager 17 • Marshall, Texas (pop. 23,000) - City Manager • Mineral Wells, Texas (pop. 15,000) - City Manager • Mont Belvieu, Texas (pop. 8,000) - City Manager • Nassau Bay, Texas (pop. 5,000) - City Manager • Parkville, Missouri (pop. 7,000) - City Administrator • Sunnyvale, Texas (pop. 8,000) - Town Manager • Tolland, Connecticut (pop. 15,000) - Town Manager • West Lake Hills, Texas (pop. 3,000) - City Administrator • Wethersfield, Connecticut (pop. 26,000) - Town Manager • Wickenburg, Arizona (pop. 7,500) - Town Manager 2021 • Bainbridge Island, Washington (pop. 25,000) - City Manager • Breckenridge, Texas (pop. 5,000) - City Manager • Bridgeport, Texas (pop. 6,500) - City Manager • Briarcliff Manor, New York (pop. 8,000) - Village Manager • Chandler, Arizona (pop. 270,000) - City Manager • Chanhassen, Minnesota (pop. 27,000) - City Manager • Chickasha, Oklahoma (pop. 16,000) - City Manager • Choctaw, Oklahoma (pop. 12,000) - City Manager • Clermont, Florida (pop. 44,000) - City Manager • Flower Mound, Texas (pop. 79,000) - Town Manager • Johnson City, Tennessee (pop. 65,000) - City Manager • Kennett Square, Pennsylvania (pop. 6,000) - Borough Manager • Lago Vista, Texas (pop. 8,000) - City Manager • Lamar, Colorado (pop. 7,500) - City Administrator • Monett, Missouri (pop. 9,000) - City Administrator • North Port, Florida (pop. 77,000) - City Manager • Port Chester, New York (pop. 30,000) - Village Manager • Sherwood, Oregon (pop. 20,000) - City Manager • Snoqualmie, Washington (pop. 14,000) - City Administrator • Spokane, Washington (pop. 220,000) - City Administrator 2020 • Argyle, Texas (pop. 4,000) - Town Administrator • Bay City, Texas (pop. 17,000) - City Manager • Bedford, Texas (pop. 49,000) - City Manager • Boerne, Texas (pop. 16,000) - City Manager 18 • Castroville, Texas (pop. 3,000) - City Administrator • Clinton, Connecticut (pop. 13,500) - Town Manager • Commerce, Texas (pop. 9,000) - City Manager • Covington, Georgia (pop. 14,000) - City Manager • DeSoto, Texas (pop. 56,000) - City Manager • Duncanville, Texas (pop. 40,000) - City Manager • Hutchinson, Kansas (pop. 42,000) - City Manager • Hutto, Texas (pop. 30,000) - City Manager • Iola, Kansas (pop. 5,500) - City Administrator • Johns Creek, Georgia (pop. 84,000) - City Manager • Joplin, Missouri (pop. 50,000) - City Manager • Miami, Oklahoma (pop. 13,500) - City Manager • Mission Hills, Kansas (pop. 3,500) - City Administrator • Nacogdoches, Texas (pop. 33,000) - City Manager • Santa Fe, Texas (pop. 13,000) - City Manager • Tigard, Oregon (pop. 53,000) - City Manager • Westworth Village, Texas (pop. 3,000) - City Administrator 2019 • Blaine, Minnesota (pop. 65,000) - City Manager • Bullard, Texas (pop. 4,000) - City Manager • Campbell County, Wyoming (pop. 46,000) - Commissioners’ Administrative Director/County Administrator • Canyon, Texas (pop. 15,000) - City Manager • Copperas Cove, Texas (pop. 34,000) - City Manager • Killeen, Texas (pop. 145,000) - City Manager • Kingsville, Texas (pop. 26,000) - City Manager • Lamar, Colorado (pop. 7,500) - City Administrator • Lenexa, Kansas (pop. 55,000) - City Manager • Mineral Wells, Texas (pop. 15,000) - City Manager • Orange, Texas (pop. 19,000) - City Manager • Palm Coast, Florida (pop. 86,000) - City Manager • South Windsor, Connecticut (pop. 26,000) - Town Manager • Springfield, Oregon (pop. 62,000) - City Manager • Terrell, Texas (pop. 17,000) - City Manager • Tolland, Connecticut (pop. 15,000) - Town Manager • Vail, Colorado (pop. 5,000) - Town Manager • Venus, Texas (pop. 5,000) - City Administrator 19 • Victoria, Texas (pop. 67,000) - City Manager • West Lake Hills, Texas (pop. 3,000) - City Administrator 2018 • Anna, Texas (pop. 14,000) - City Manager • Bethany, Oklahoma (pop. 19,000) - City Manager • Cameron, Missouri (pop. 10,000) - City Manager • Clackamas County, Oregon (pop. 400,000) - County Administrator • Clallam County, Washington (pop. 75,000) - County Administrator • Coffeyville, Kansas (9,500) - City Manager • Craig, Colorado (pop. 9,000) - City Manager • Erie, Colorado (pop. 26,000) - Town Administrator • Forney, Texas (pop. 19,000) - City Manager • Freeport, Texas (pop. 12,000) - City Manager • Fulshear, Texas (pop. 9,500) - City Manager • Green Cove Springs, Florida (pop. 7,500) - City Manager • Humble, Texas (pop. 15,000) - City Manager • Jacksonville, Texas (pop. 14,000) - City Manager • Jupiter, Florida (pop. 60,000) - Town Manager • Lawton, Oklahoma (pop. 94,000) - City Manager • Lebanon, Missouri (pop. 15,000) - City Administrator • Lockhart, Texas (pop. 13,500) - City Manager • Marshall, Texas (pop. 24,000) - City Manager • Murfreesboro, Tennessee (pop. 130,000) - City Manager • Nixa, Missouri (pop. 21,000) - City Administrator • Paducah, Kentucky (pop. 25,000) - City Manager • Pflugerville, Texas (pop. 60,000) - City Manager • Plant City, Florida (pop. 38,000) - City Manager • Riverside, Missouri (pop. 3,000) - City Administrator • Smithville, Missouri (pop. 10,000) - City Administrator • Springfield, Missouri (pop. 167,000) - City Manager • Sunnyvale, Texas (pop. 6,500) - Town Manager • West University Place, Texas (pop. 14,000) - City Manager • Wethersfield, Connecticut (pop. 26,000) - Town Manager 2017 • Amarillo, Texas (pop. 200,000) - City Manager • Bastrop, Texas (pop. 8,000) - City Manager 20 • Bedford, Texas (pop. 49,000) - City Manager • Bozeman, Montana (pop. 45,000) - City Manager • Brenham, Texas (pop. 17,000) - City Manager • Choctaw, Oklahoma (pop. 12,000) - City Manager • Clute, Texas (pop. 12,000) - City Manager • Colleyville, Texas (pop. 23,000) - City Manager • Grandview, Missouri (pop. 26,000) - City Administrator • Killeen, Texas (pop. 140,000) - City Manager • Midland, Michigan (pop. 42,000) - City Manager • Parkville, Missouri (pop. 7,000) - City Administrator • Saginaw, Texas (pop. 21,000) - City Manager • San Marcos, Texas (pop. 60,000) - City Manager • Sealy, Texas (pop. 6,500) - City Manager • Stephenville, Texas (pop. 20,000) - City Administrator • Temple, Texas (pop. 75,000) - City Manager • Topeka, Kansas (pop. 127,000) - City Manager • Vail, Colorado (pop. 5,000) - Town Manager 21 CITY MANAGER Chanhassen, Minnesota EXECUTIVE SEARCH PROVIDED BY 22 CITY MANAGERCHANHASSEN, MINNESOTA 2 THE COMMUNITY Chanhassen, Minnesota offers the perfect combination of rural tranquility, downtown charm, and family-focused amenities. Whether you’re interested in touring the award-winning 1,200-acre MN Landscape Arboretum, catching a show at Chanhassen’s famous Dinner Theatre, or visiting the active museum and state-of-the-art concert venue of Prince via Paisley Park, you will find every aspect of a high-quality lifestyle in this beautiful community of 27,000 residents. Chanhassen is located primarily within Carver County and is situated 15 miles southwest of the Greater Minneapolis metropolitan area. Five major highways provide easy accessibility to the Twin Cities region. While Chanhassen’s development from a quiet town to a prosperous suburb of the Twin Cities has been dramatic, it still retains its friendly, small-town appeal. Chanhassen residents have a strong sense of community built through longstanding traditions, active civic and business organizations, and friendly neighborhoods. Residents enjoy the City’s extensive park and trail system, consisting of 11 lakes wholly or partially located in Chanhassen, 900-acres of city-owned parks, 14 preserves, one special use park, and over 80 miles of hike and bike trails as well as excellent schools, and the preservation/enhancement of natural amenities. The community comes together for local fairs and festivals throughout the year, including its February Festival, the Fourth of July Celebration (named one of the Best Community Festivals in Minnesota), the Annual Tree Lighting Ceremony, Penny Carnival, Barnyard Boogie, and Halloween party. Named by Money Magazine multiple times as one the Best Places to Live in the United States, a Top Ten Town to Raise a Family, and Highest Quality of Life in the Twin Cities, Chanhassen continues to be recognized for its high quality of life, strong financial position, and stable economy. More than 500 businesses call Chanhassen home and employ over 8,500 people. Chanhassen’s main industries include printing, financial services, medical products, engineering, food production, and high-tech manufacturing. Major employers include Rosemount Inc., Instant Web Companies, Lifetime Fitness, RR Donnelley, ISD 112 Eastern Carver County Schools, General Mills, Chanhassen Dinner Theaters, Minnesota Landscape Arboretum, Byerly’s, Curtiss-Wright, SuperValu Headquarters, Entegris, and BC/Lyman Lumber. A bustling and walkable downtown Chanhassen offers shopping, dining, and a variety of entertainment options. Since 2008, the City, with its low taxes, has added 745,000 square feet of office industrial space and 300,000 feet of commercial space as well as 1,514 additional units to its existing wide range of housing options to accommodate all budgets and stages of life. The high-quality standard of living enjoyed by Chanhassen citizens is accompanied by an equally-high value placed on the education received by students at the two high-performing school districts serving the community, Eastern Carver County School District ISD 112 and Minnetonka School District ISD 276. Both are ranked in the “Top 10” school districts out of over 300 statewide. Chapel Hill Academy and St. Hubert Catholic School provide private education opportunities to families. For those seeking higher education there are many private colleges and universities near Chanhassen including the University of St. Thomas, St. Catherine University, Bethany Global University and the University of Minnesota-Twin Cities just 20 miles away. The median annual income in Chanhassen is $118,900, and the average home value is $445,000. 23 GOVERNANCE & ORGANIZATION The City of Chanhassen operates under the “Optional Plan B” form of government authorized by Minnesota state statutes. Under this plan, the elected City Council consists of a mayor and four council members. Members are elected at-large and serve four-year terms on a staggered schedule. The City Council also serves as the City’s Economic Development Authority. The City places a very high value on the contributions of its residents and business owners who serve on a number of boards and commissions including: Beyond the Yellow Ribbon, Economic Development Commission, Environmental Commission, Parks & Recreation Commission, Planning Commission, and the Senior Commission. CITY MANAGERCHANHASSEN, MINNESOTA 3 VISION STATEMENT A Community for Life. Providing for Today and Planning for Tomorrow. 24 ABOUT THE POSITION Appointed by and reporting to the Mayor and City Council, the City Manager is the chief administrative and executive officer for the City, responsible for the day-to-day operations of the organization and its 75-member workforce. The City delivers a full range of municipal services including Fire, Police, Community Development, Public Works/Engineering, Parks & Recreation, Finance, Information Technology, and Administration. Policing services are provided under a contract with the Carver County Sheriff’s Office. The City’s general fund budget for fiscal year 2019-2020 general fund is $11.9M and the ad valorem tax rate is 21.175%. Essential functions include, but are not limited to: • Directs and participates in the development and implementation of short and long-term strategies, programs, and priorities for consideration and approval by the City Council. • Prepares timely, accurate information and provides appropriate recommendations on policy matters to aid the City Council in the decision-making process. • Improves and ensures the overall fiscal health of the City through resource management, cost efficiencies, and other strategies. • Oversees all City operations and activities; ensures that departmental goals, objectives, and policies align with the City Council’s Strategic Priorities. • Leads the organization with a commitment to best practices; continuously monitors the efficiency and effectiveness of City operations, streamlining where needed. • Fosters a culture of learning, empowerment, accountability, and growth for all members of the Chanhassen team. LEADERSHIP & INNOVATION Key priorities for the new City Manager include: • Strategic Planning - Engage the Mayor, Council, City staff, and appropriate external stakeholders in a City-wide strategic planning effort that will ultimately result in the establishment and adoption of formalized Strategic Priorities. • Trust & Relationship Building – Develop and maintain excellent working relationships throughout the City and community. Establish trust and encourage cross-departmental collaboration to prioritize and execute successfully on established Strategic Priorities. • Maintaining the City’s Strong Financial Position – Lead an interactive long-term financial planning process and present options/impacts to the Council for maintaining/enhancing current service levels. • Economic Development – Proactively create and support economic growth and development opportunities that drive business attraction and retention, particularly in Chanhassen’s downtown redevelopment area. • Infrastructure & Asset Management – Work with the Mayor, Council, and City staff to address deferred maintenance, replacement, and/or upgrades of City assets (as applicable) to ensure the current and future needs of the community are met. CITY MANAGERCHANHASSEN, MINNESOTA 4 25 CITY MANAGERCHANHASSEN, MINNESOTA 5 IDEAL CANDIDATE The ideal Chanhassen City Manager candidate will be a strong, confident leader with the ability to bring immediate credibility to the position. Candidates for consideration must have a verifiable and highly-successful career with a record of demonstrated inclusiveness and transparent leadership guiding an organization. Candidates considered most suitable for this role will be innovative, proven leaders with the highest standards of professional conduct and character. Additional attributes of the ideal candidate include: • Bringing a fresh perspective, strong business sense, and financial acumen to the role. • Strong interpersonal skills with a genuine desire and passion for engaging in the community. • Exemplary written and verbal communication skills with the ability to effectively translate the City Council’s vision into action. • A strategic thinker who clearly sees the big picture and long-term vision for the City and can articulate that to team members in the context of day-to-day operations. • A highly collaborative leader with a team-oriented management style who is open to innovative solutions and can cultivate a high performing culture of accountability and empowerment. • Someone who is responsive, visible, and invested in the community with the ability to foster an organization-wide commitment to service excellence. EDUCATION & EXPERIENCE The selected candidate must hold a bachelor’s degree in public administration, business administration, or a related field and have at least five years of experience as a City Manager, Assistant City Manager, or senior-level public sector administrator. A master’s degree is preferred. A blend of public and private sector experience would be viewed favorably for this position. The size, scope, complexity, and relevance of previous leadership experience will be considered. COMPENSATION & BENEFITS The salary range for this position is dependent on qualifications and experience. Current benefits include medical, dental, and vision coverage, generous paid leave, enrollment in Public Employees Retirement Association (PERA) with 6.5% employee, and 7.5% employer contribution. 26 CITY MANAGERCHANHASSEN, MINNESOTA 6 APPLICATION PROCESS Please apply online at http://bit.ly/SGROpenRecruitments For more information on this position contact: Lynn Barboza, Senior Vice President LynnBarboza@GovernmentResource.com 702-423-2905 RESOURCES City of Chanhassen www.ci.chanhassen.mn.us City of Chanhassen Economic Development www.ci.chanhassen.mn.us/1506/Economic-Development City of Chanhassen Comprehensive Plan www.ci.chanhassen.mn.us/200/2030-Comprehensive-Plan SouthWest Metro Chamber of Commerce www.swmetrochamber.com FOLLOW US 27 PORT AUTHORITY ADMINISTRATOR Bloomington, MN 28 THE COMMUNITY A dynamic urban center in the Twin Cities metro area inspiring both residents and businesses, the City of Bloomington is home to more than 90,000 people and 91,000 jobs. The fourth largest city in Minnesota is situated just south of Minneapolis and St. Paul in Hennepin County, and offers easy access throughout the region, via I-494, I-35W, Hwys. 169, 100, and 77; as well as some of the busiest public transit lines in the state — and to the world through the adjacent Minneapolis-Saint Paul International Airport less than 10 minutes away. Though, you may not want to leave with all this community has to offer. Located along the Minnesota River, almost a third of Bloomington’s 38.3 square miles have been preserved for conservation, public, and recreation uses. The City’s parks and recreation system is extensive, with a collection of 97 parks, natural areas, 45 playgrounds, two golf courses, regional parks, cultural resources, and special-use facilities, including the Bloomington Ice Garden, Center for the Arts, and Family Aquatic Center. Bloomington is also well known as the home of the Mall of America (MOA), a massive redevelopment project on the site of the former Metropolitan Stadium where the Minnesota Vikings and Twins once played. One of the most-visited destinations in the United States with about 42 million annual visitors, MOA features over 520 shops and 50 restaurants and has helped establish hospitality as Bloomington’s No. 1 industry, supporting more than 9,700 hotel rooms spread across the city. In addition to the MOA, visitors can find a wide variety of boutique options throughout the town and retail outlet malls in nearby Minneapolis and St. Paul. Those who prefer hunting for beautiful views over hunting for deals are also well served in Bloomington. The Minnesota Valley National Wildlife Refuge stretches across 14,000 acres offering hiking, fishing, birding, biking, hunting, foraging, snowshoeing, and cross-country skiing. Spend the day at the Normandale Japanese Garden, enjoy the powder of the Hyland Hills Ski Area, or head out of town to the nearby Minnesota Zoo, Minnesota Landscape Arboretum, or Como Park Zoo & Conservatory. Residents also take in the area’s history and culture with visits to Historic Fort Snelling, the Minnesota State Capitol, American Swedish Institute, Mill City Museum, Minnesota History Center, Bakken Museum, or Minnesota Masonic Heritage Center. And visitors of all ages enjoy the Bell Museum of Natural History, the Science Museum of Minnesota, and Paisley Park, the home and studio of legendary singer-songwriter Prince. Empowered, Courageous, Thriving 2Bloomington, MN | Port Authority Administrator 29 The region also features a variety of incredible art museums — including the Frederick R. Weisman Art Museum, Museum of Russian Art, Minneapolis Institute of Arts, Minnesota Museum of American Art, and Walker Art Center & Minneapolis Sculpture Garden — and a slew of performing art spaces showcasing music, theater, and dance. Popular community events include the River Rendezvous, Arts in the Parks, Kites and Bites, Summer Fete, and Winter Fete. And at certain times of the year, the Minnesota Renaissance Festival and Minnesota State Fair are each less than 30 minutes away. Bloomington families attend the Bloomington School District, which serves approximately 10,000 children among 10 elementary, three middle, and two high schools, or may select from one of four private or three charter schools. The city is also home to three higher education campuses: Northwestern Health Sciences University, Normandale Community College, and Bethany Global University. With an excellent location and well-trained workforce, many great companies have grown and prospered in Bloomington, making it an important economic engine for Minnesota. The community serves as headquarters for businesses large and small, including Toro, Donaldson, HealthPartners, and many others. Redevelopment and reinvestment projects are ongoing as the city evolves through transit-oriented and mixed-use development. Community leaders recently approved plans for a significant expansion of the Mall of America, including a water park and a future construction phase featuring an entertainment venue, hotel complex, and multi-level office campus. Other projects in the works include a $100 million tech campus expansion by SICK, Inc., a German sensor manufacturer; an 81,000-square-foot Seagate Technology expansion; and Bloomington Central Station, a $600 million mixed-use project. Desirable new housing options are popping up throughout the city to support Bloomington’s growing workforce, and the median income in Bloomington runs just under $83,000, while median homes are selling for about $381,900. As the City works to foster vibrant neighborhoods that are interwoven with public art, parks, trails, restaurants, taprooms, and opportunities to enjoy the company of others, the focus continues on improvements that will renew and shape the community to ensure Bloomington remains a high-quality place to live, work, conduct business, and visit for years to come. MAJOR EMPLOYERS F Toro F HealthPartners F Mall of America F Seagate Technology F Donaldson F General Dynamics THE COMMUNITY, CONTINUED 3Bloomington, MN | Port Authority Administrator 30 GOVERNANCE & ORGANIZATION The City of Bloomington is a charter city operating under a council- manager form of government. The seven-member City Council is comprised of the mayor, two at-large council members, and four district council members all elected for four-year terms with no limits. Together, City Council sets the vision for the community, adopts the annual budget, crafts policy, selects citizens to serve on advisory boards and commissions, and appoints a professional city manager to manage daily operations. City staff consists of approximately 575 full-time employees, plus hundreds of part-time and seasonal employees, working in 10 departments: F Administration F Community Development F Community Services F Finance F Fire F Information Technology F Legal F Parks & Recreation F Police F Public Works City Manager Jamie Verbrugge has led the organization for the past seven years with a commitment to establishing and growing a high-performance organization that believes in leadership at all levels and team- based decision-making. He is responsible for enforcing ordinances and resolutions, managing City employees, spearheading strategic planning and budgeting, and recommending actions to the City Council to protect Bloomington citizens and pro- vide efficient government operations focused on cultivating an enduring and remarkable community where people want to be. LEADERSHIP PHILOSOPHY The City of Bloomington has adopted the following Leadership Philosophy, which speaks to the nature of our work and our attitude toward work; what motivates us; how creativity, information, and knowledge are distributed throughout the organization; and how decisions are made. F We are invested in Bloomington and our shared contributions to being a great community. F We are committed to engaging our coworkers, residents, businesses, and visitors in order to provide the best possible services. F We embrace our shared values and accomplish our vision and goals by encouraging creativity, innovation, continuous learning, clear communication, and employee empowerment. ORGANIZATIONAL MISSION Cultivate an Enduring and Remarkable Community where People Want to Be 4Bloomington, MN | Port Authority Administrator 31 F Better decisions are made using consultative and team- based participation. F We believe in leadership at all levels. Everyone is heard and respected, so trust is generated across the organization. F We are motivated by meaningful and challenging work and opportunities for growth, recognition, and success. STRATEGIC OBJECTIVES By 2030… 1. Our community members will feel connected to their neighbors, welcomed, and valued by the community as a whole. 2. The City of Bloomington will achieve significant improvement in the indices measuring the community’s environmental and individual health. 3. The City of Bloomington will achieve significant improvement in indices measuring equitable economic growth. ABOUT THE DEPARTMENT The Community Development Department supports the community’s long-term vitality through planning, creative placemaking, upholding City codes, and more. The department has an authorized staff of 78 full-time employees working in six divisions: Assessing, Building and Inspections, Environmental Health, Planning, the Port Authority, and the Housing and Redevelopment Authority. The Port Authority is a component unit of the City created to provide a coordinated, cost-effective approach for redevelopment within defined development districts that may be established throughout the City. This goal is accomplished in many cases through tax increments and/or revenue bonds issued as needed for redevelopment. The Port Authority has been the economic engine for the South Loop district since its inception, including Creative Placemaking, but its efforts will now extend citywide with a staff expected to double in 2023. 5Bloomington, MN | Port Authority Administrator 32 ABOUT THE POSITION Working under the direction of the Community Development Director and in close coordination with the Port Authority Board, the Port Authority Administrator leads efforts and initiatives aligned with the goals of the Port Authority, City Council, and other City boards focused on fostering commercial and industrial real estate development; retaining, attracting, and growing businesses; and providing housing options in all forms across a diverse income spectrum within Bloomington. The position’s essential duties include leading economic development, redevelopment, and housing development projects; negotiating directly with economic development project stakeholders; leading the analysis of public investment in development projects; analyzing TIF proceeds, bonds, and other debt instruments; creating financial models and project pro forma; and administering grant processes, including applications, reporting, and compliance activities. The role also prepares annual budgets, Requests for Qualifications, and Requests for Proposals; monitors public contract compliance and the budgets and expenditures of various development projects; and leads public meetings, the management of tenants and property managers, and the leasing of publicly-owned buildings. As head of the division, the Port Authority Administrator also prioritizes building collaborative relationships with other City departments, government agencies, developers, land owners, and nonprofit organizations, and manages division staff, ensuring projects and programs align with the City’s overall strategic goals. The position also administers Bloomington’s Port Authority Board, including serving as the lead staff member at public meetings, and works closely with other elected and appointed leaders as needed, particularly the City Council, Housing and Redevelopment Authority, and Creative Placemaking Commission. 6Bloomington, MN | Port Authority Administrator 33 KEY COMMUNITY PARTNERS DEED: The Department of Employment and Economic Development facilitates an economic environment to produce jobs and improve the quality of the state’s workforce. GreaterMSP: The Greater MSP Partnership is committed to stimulating economic growth and prosperity in Minnesota’s 13-county Minneapolis-Saint Paul metro area. As a public-private partnership funded by charitable donations, its vision is to be a value-added resource to all economic development organizations in the Greater MSP region. Metropolitan Council: The Metropolitan Council is the regional policy-making body, planning agency, and provider of essential services for the Twin Cities metropolitan region. Its mission is to foster efficient and economic growth for a prosperous region. Hennepin County: The county assists municipalities through various programs designed to help businesses, promote economic development, create and retain jobs, and cultivate entrepreneurs. The Port partners with Hennepin County to offer the Open to Business program for small businesses within Bloomington and residents seeking assistance to start a business. Foreign Trade Zone: A Foreign Trade Zone (FTZ is the U.S. version of an International Free Trade Zone. An FTZ is always located near a Port of Entry and can be used to store foreign or domestic goods, re-package materials, assemble products, manufacture, or re-export goods without paying Customs duties. 7Bloomington, MN | Port Authority Administrator 34 OPPORTUNITIES & CHALLENGES The opportunities in Bloomington are limitless as stakeholders throughout the community come together focused on shared goals, and the Port Authority Administrator will have a front-row seat to exciting developments and redevelopments for years to come. Challenges on the horizon for this position include: F Creative Placemaking: A major initiative of the City of Bloomington in partnership with Artistry, creative placemaking in the South Loop has been and will continue to be a significant project for Port Authority staff. To create a distinctive destination known for welcoming creative people and using the arts to transform the neighborhood physically, socially, and culturally, these efforts include attracting new development, fostering the creative sector, building the capacity to sustain leadership and champions, elevating and projecting South Loop’s identity, involving and empowering the people who live in and care about South Loop, animating public spaces to strengthen the social and cultural fabric, and ensuring urban design excellence in transforming the built environment. While the focus right now is on South Loop — also an official Opportunity Zone, as confirmed by the U.S. Department of Treasury — the efforts of the Creative Placemaking Commission will eventually expand to all of Bloomington. F Small Business Development Center (SBOC): Operational plans are still in the development phases for a City-led small-business incubation space, offering affordable office and meeting space for existing businesses and budding entrepreneurs at Bloomington’s former Fire Station 3. The Port Authority Administrator and their staff will work closely with peers throughout the Community Development Department and the SBDC Advisory Committee to plan and program this repurposed space to create long-lasting jobs that benefit the community and drive economic growth. Anticipated center services include entrepreneur training, micro-lending, business planning, financial management, licensing and permitting, marketing, and research and development. F Lyndale Avenue: Another area poised for redevelopment and creative placemaking, Lyndale Avenue functions as a neighborhood “main street” to many residents, businesses, and employers. City leaders’ goals, formalized in the Lyndale Avenue Retrofit Plan adopted in 2021, are to transform this auto-oriented street into a walkable and multiuse corridor over the next 20 years, building on the corridor’s main assets: jobs, adjacent residential neighborhoods, and the existing mix of businesses. F Bloomington. Tomorrow. Together: The Bloomington Strategic Plan focused on 2022-2027 includes three strategies being expanded upon this year. The Port Authority will interact with all three in various ways, including helping develop a model to support neighborhood identity, placemaking, connection, history, and culture; having regulations that increase flexibility and support for community gathering places, including small businesses, community organizations, and City spaces; expanding the creative placemaking program; building a model for centralized gathering space that is welcoming, unique, dynamic, and celebrates Bloomington’s diversity; engaging a network of diverse and trusted community partners; and establishing partnerships with organizations to connect residents and businesses with relevant resources. F Open to Business Program: The City of Bloomington Port Authority continues to work with the Hennepin County Housing and Redevelopment Authority and Metropolitan Consortium of Community Developers to promote economic development, create and retain jobs, and cultivate small businesses in Hennepin County. These efforts will continue in the years ahead to support Bloomington’s business community and may intersect with plans for the incoming Small Business Development Center. F EXPO 2027: Bloomington is one of five worldwide finalists to host the 2027 World Expo (World’s Fair) with the theme “Healthy People, Healthy Planet — Wellness and Well-Being for All.” If Minnesota is selected, it will be the first expo held in the United States in nearly 40 years. City leaders believe a properly executed EXPO event could brand South Loop with unique and authentic development and leave a legacy of permanent structures and infrastructure improvements. A final vote on the location for 2027 will occur in June 2023. 8Bloomington, MN | Port Authority Administrator 35 IDEAL CANDIDATE The City of Bloomington is seeking a passionate and innovative economic development leader ready to build upon the community’s many successes and drive growth for decades to come. Bloomington’s employees are expected to develop, support, and model a positive and productive workplace culture based on respect, dignity, honesty, and integrity; to work cooperatively with others; and to embrace the City’s shared values, vision, and goals. Candidates for this position should be proactive, respectful, and inclusive, fostering creativity and continuous learning. They should also have the skills and experience to balance multiple high-priority projects, align the division’s strategies with the desires of City and Port Authority leaders, and complete high-quality work on schedule and with limited oversight. The right fit for this position will have an entrepreneurial mindset, able to set ambitious goals, work through a strategic plan, and build a stellar team to serve the City’s needs. They should couple their development knowledge with energy and excitement that mirrors the community’s progress and have the emotional intelligence necessary to develop deep, lasting relationships with residents, the business community, and regional partners. EDUCATION & EXPERIENCE This position requires a bachelor’s degree in planning, urban affairs, public administration, engineering, economics, or a related field with a master’s degree preferred. Candidates should also have at least three years of experience in development with a Port Authority, Housing and Redevelopment Authority, Economic Development Authority, planning agency, private real estate developer, or similar real estate or finance field, and at least two years of supervisory experience (4+ years preferred). This role also requires excellent presentation skills and knowledge of Microsoft office products. COMPENSATION & BENEFITS The City of Bloomington is offering a starting salary range of $113,232 to $150,957 for this position, depending on qualifications and experience. The organization also provides a comprehensive benefits package, including employer-paid health, dental, disability, and life insurance, 12 paid holidays, 10 vacation days, and 13 personal leave days annually. The City also offers college tuition assistance, and an Employee Assistance Program. Bloomington participates in the Public Employees Retirement Association with a required 6.5% employee contribution and 7.5% employer match, and employees may choose to participate in a deferred compensation plan. 9Bloomington, MN | Port Authority Administrator 36 APPLICATION PROCESS Please apply online For more information on this position, contact: Lissa Barker, Senior Vice President LissaBarker@governmentresource.com 817-266-0647 The City of Bloomington will not discriminate against any employee or applicant for employment because of race, color, creed, religion, national origin, sex, sexual orientation, disability, age, marital status, status with regard to public assistance, or membership or activity in a local commission. The City will take Affirmative Action to ensure that employment practices are free of such discrimination. RESOURCES City of Bloomington https://www.bloomingtonmn.gov/ Community Based Strategic Planning https://www.bloomingtonmn.gov/cs/community-based-strategic-planning Community Development https://www.bloomingtonmn.gov/cd/community-development-department Port Authority https://www.bloomingtonmn.gov/port/port-authority Comprehensive Plan https://www.bloomingtonmn.gov/plan/forward-2040 Let’s Talk Bloomington https://letstalk.bloomingtonmn.gov/ Creative Placemaking https://www.bloomingtonmn.gov/pl/creative-placemaking-bloomington Bloomington Tourism https://www.bloomingtonmn.org/ Minneapolis Regional Chamber of Commerce https://www.mplschamber.com/ 10Bloomington, MN | Port Authority Administrator 37 Page 1 of 5, Full Service Executive Recruitment Agreement for Executive Recruitment Services for City Administrator between Strategic Government Resources, Inc. (“SGR”) and City of Scandia, Minnesota (“Organization”) Scope of Services: SGR shall provide all services for recruitment as described in the formal proposal submitted and described in abbreviated form as follows: • Development recruitment plan and timeline • Production of a professional position profile brochure • Advertising and marketing • Communication with prospects and applicants • Initial screening and review of applications • Briefing with search committee to facilitate selection of semifinalists • Written questionnaires, customized to the position, for up to twelve (12) semifinalists • Recorded online interviews for up to twelve (12) semifinalists • Stage 1 Media Searches on up to twelve (12) semifinalists • Electronic delivery of semifinalist briefing books and online interviews • Briefing with the search committee to facilitate selection of finalist candidates • Assistance with development of advanced exercise for finalist candidates, if desired • Comprehensive Stage 2 Media Reports for up to five (5) finalist candidates • Comprehensive background investigation reports on up to five (5) finalist candidates • Comprehensive Reference Checks for up to five (5) finalist candidates • Electronic delivery of finalist briefing books • Assistance with interview questions and interview schedule • Assistance with stakeholder engagement, if desired • Assistance with negotiating terms and conditions of employment, if desired • Up to Two (2) in-person visits by the Recruiter to the Organization. • Periodic updates regarding the progress of the search, as frequently as desired The Organization agrees: • To provide photos/graphics and information necessary to develop position profile brochure • To respond to drafts of documents and reports in a timely manner; failure to do so may extend timelines and can negatively impact the outcome of the process • To refer all prospective applicants to SGR and shall not accept applications independently during the recruitment process 38 Page 2 of 5, Full Service Executive Recruitment • To provide reproduction of hard copy brochure, if desired • To provide any direct mailings desired by the Organization • To provide legal opinions to SGR regarding when and if any information must be released in accordance with Public Information requests • To directly reimburse finalists for travel-related expenses to interview • That Organization is ultimately responsible for candidate selections and that Organization will not discriminate against any candidate on the basis of age, race, creed, color, religion, sex, sexual orientation, national origin, disability, marital status, or any other basis that is prohibited by federal, state, or local law. • To comply with the Fair Credit Reporting Act (FCRA) with regard to any pre- or post-adverse action notices and requirements if the Organization decides not to hire a candidate as a result of their credit history report SGR shall be compensated by the Organization as detailed below: Not-to-Exceed Price = $24,900* * Ad placement costs are not included in the Not-to-Exceed Price. These costs are estimated to be between $1,750 and $2,500 and shall be added to the total cost of services upon approval from the organization. Not-to-exceed price includes: • Professional Service Fee - $18,500 • Expenses (will appear on invoices until not-to-exceed price is reached): o Position Profile Brochure & Marketing - $1,500 ▪ Production of a professional position profile brochure ▪ Custom-designed graphics for social media and email marketing ▪ An announcement in SGR’s 10 in 10 Leadership and Innovation e-newsletter ▪ Two (2) email blasts to SGR’s opt-in Job Alert subscribers for the relevant job category ▪ Featured job placement on SGR’s website ▪ Featured ad on SGR’s job board ▪ Promotions on SGR’s social media pages – Facebook, Twitter, LinkedIn, and Instagram o Semifinalist Recorded Online interviews for up to twelve (12) semifinalists - $225 each o Comprehensive Media Reports for up to five (5) finalists - $500 each o Comprehensive Background Investigation Reports for up to five (5) finalists - $400 each o Comprehensive Reference Checks with individual reports for up to five (5) finalists - $225 each o Up to two (2) multi-day onsite visits by one Recruiter to the Organization, for up to 2 and 1/2 days per visit. Meals are billed back at a per diem rate of $15 for breakfast, $20 for lunch, and $30 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead. Travel will be dependent on COVID restrictions in place at the time and take into consideration the health and safety of team members of both SGR and the Organization. 39 Page 3 of 5, Full Service Executive Recruitment Reimbursable Expenses • Ad placements, as approved by the Organization, will be billed back at actual cost with no markup for overhead. Supplemental Services (not included in the not-to-exceed price above): • SGR will conduct a Stakeholder Survey for $1,000. SGR will provide recommended survey questions within three (3) business days of project initiation. SGR will set up an online survey within one (1) business day after Organization has reviewed and approved the survey questions. Stakeholders can be directed to a web page or invited to take the survey by email. SGR and Organization will agree to the open survey time period, typically ten (10) to thirty (30) days. Organization shall be responsible for marketing and promoting the survey to stakeholders. A written summary of results is provided to Organization within three (3) business days of survey close date. Survey is not validated statistically. • Additional online interviews (over and above the twelve (12) included in the not-to-exceed price above) are offered for $225 per candidate. • Additional comprehensive media reports (over and above the five (5) included in the not-to- exceed price above) are offered for $500 per candidate. • Additional background investigation reports (over and above the five (5) included in the not-to- exceed price above) are offered for $400 per candidate. • Additional reference checks (over and above the five (5) included in the not-to-exceed price above) are offered for $225 per candidate. • There is a cost of $175 per candidate for the DiSC Management Profile. • Semifinalist and finalist briefing materials will be provided to the search committee via an electronic link. Should the organization request printing of those materials, the reproduction and shipping of briefing materials will be outsourced and be billed back at actual cost. • Additional onsite visits (over and above the two (2) onsite visits included in the not-to-exceed price above) by one Recruiter will be billed over and above the not-to-exceed price. Travel and onsite time will be billed at a professional fee (per recruiter) of $1,000 per half-day and $1,500 per full day. Meals are billed back at a per diem rate of $15 for breakfast, $20 for lunch, and $30 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead. • Candidates will be reimbursed directly by the Organization for travel expenses. • If the Organization desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. Billing: The professional service fee for the recruitment is billed in three equal installments during the course of the recruitment. The initial installment is billed after the position profile brochure has been created. The second installment is billed after semifinalists are selected. The final installment is billed at the conclusion of the recruitment. Expenses and supplemental services will be billed with each of the three installments, as appropriate. 40 Page 4 of 5, Full Service Executive Recruitment Organization Contact for Invoicing: Name: Position: Email: Phone: Service Guarantee: SGR guarantees that you will be satisfied with the results of the full service recruitment process, or we will repeat the entire process one additional time and charge only for expenses. Additionally, if you select a candidate (that SGR has fully vetted) who resigns or is released within 18 months of their hire date, SGR will repeat the process one additional time and charge only for expenses. If the organization circumvents SGR’s recruitment process and selects a candidate who did not participate in the full recruitment process, the service guarantee is null and void. We also guarantee that we will not directly solicit a candidate we bring to you for another job. Expenses in the event of a repeat search shall include: • Position Profile Brochure Edits, Custom Graphics, and SGR Marketing - $750 • Ad placements, as approved by the organization, will be billed back at actual cost with no markup for overhead. • Online interviews - $225 per candidate. • Comprehensive media reports - $500 per candidate. • Background investigation reports - $400 per candidate. • Reference checks - $225 per candidate. • DiSC Management Profile - $175 per candidate • Should the organization request printing of semifinalist or finalist briefing materials, the reproduction and shipping of briefing materials will be outsourced and be billed back at actual cost. • Recruiter travel. Meals are billed back at a per diem rate of $15 for breakfast, $20 for lunch, and $30 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are billed back at actual cost, with no markup for overhead. • Candidates are reimbursed directly by the organization for travel expenses. • Stakeholder Survey - $1,000 • If the Organization desires any supplemental services not mentioned in this section, an estimate of the cost and hours to be committed will be provided at that time, and no work shall be done without approval. 41 Page 5 of 5, Full Service Executive Recruitment Terms and Conditions: • The Organization reserves the right to terminate this agreement at any time upon giving SGR seven days advanced written notice to SGR, Attn: Melissa Valentine, PO Box 1642, Keller, TX 76244 or by email to MelissaValentine@GovernmentResource.com. In such an event, SGR will be compensated for all work satisfactorily completed up to and through the date of termination. • The Organization acknowledges that the nature of executive recruitment is such that SGR engages in discussions with prospects throughout the process who may or may not ultimately become a candidate, and that SGR is utilizing its proprietary network of relationships to identify and engage prospective candidates, and that premature release of such proprietary information, including names of prospective candidates who SGR may be having conversations with as part of the recruitment process, may be damaging to the prospects and SGR. Accordingly, the Organization acknowledges and, to the extent provided by law, agrees that all information related to this search is proprietary, and remains the property of and under the exclusive control of SGR, regardless of whether such information has been shared with the Organization or not, including all decisions regarding release of information, until such time that a finalist is named. At the time finalists are determined, all information related to the finalists shall become the property of the Organization and all decisions regarding public disclosure shall be determined by the Organization, except that psychometric assessments, questionnaires, and any information produced by SGR is proprietary and shall not become the property of the Organization or subject to disclosure. If the Organization receives an open records request, the Organization shall notify and share the request with SGR in writing as soon as possible but within no more than three (3) business days of receipt. The Organization shall provide sufficient time for SGR to notify and provide advance notice to the impacted individuals prior to the Organization releasing the required information with protected information redacted. • All travel will be dependent on COVID restrictions in place at the time and take into consideration and health and safety of team members of both Parties. Approved and Agreed to, this the day of , 2022 by and between Jeri J. Peters, President of Executive Recruitment City of Scandia, Minnesota Strategic Government Resources Printed Name: Title: 4142