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Item FTHE MERCER GROUP, INC. Consultants To Management MONROE COUNTY, FLORIDA COUNTY MANAGER SEARCH The Process • Extensive on -site data collection — Commission and others that Commission des- ignates • Develop Recruitment Brochure — Commission approves • Extensive advertising and active recruitment • Screen applications • Select/talk with potential Semi-finalists • Present data on 12-18 potential Semi-finalists to Commission — Commission iden- tifies 8-10 Semi-finalists • Conduct extensive interviews with Semi-finalists and conduct reference checks • Select 4-6 Finalists and conduct extensive background checks • Present extensive information to Commission on Finalists • Plan with Commission the on -site visits for Finalists • Coordinate the on -site Finalists' visits • Advise Commission throughout the final selection/negotiation process Why The Mercer Group • Vast public sector search experience • Extensive and recent experience in Florida • National firm with very broad referral network • Senior staff assigned to search • High level of Client contact • Very efficient — thus, very high quality at a reasonable cost • Florida Office — very accessible to client, minimize travel costs • Will complete search in as few as 60 days Cost $16,000 professional fees plus not -to -exceed expenses of $6,000 Search Consultant Tom D. Freijo, Ph.D. Senior Vice President The Mercer Group, Inc. 1 Tom D. Freijo, Ph.D., Senior Vice President - Winter Haven Office Dr. Freijo, a former full professor at the University of South Florida, has over thirty years of consulting experience with governmental agencies. His areas of special expertise in- clude executive searches, planning, group facilitation, executive selection and evaluation systems, job analysis, and assessment centers. He is a certified job analyst, Targeted Se- lection trainer and administrator, and assessment center trainer and administrator, with extensive experience in all of these areas. Dr. Freijo is Senior Vice President of the Mer- cer Group, Inc. and directs the Winter Haven office, through which he oversees the Flor- ida operations. As a former elected city Commissioner, Dr. Freijo brings a strong understanding of pol- icy issues to the executive search process. His years of experience with community de- velopment and management help bring focus to the special characteristics of a commu- nity and the type of executive who is most likely to advance a public agency's goals. His special expertise with evaluation systems can help the client get off to a good start with a new executive by helping to set clear expectations and helping the client determine how to assess the executive's performance relative to those expectations. Dr. Freijo recently directed searches for the Town Manager of Ponce Inlet, Florida; the County Manager of Lowndes County, Georgia; the City Manager of Alachua, Florida; the City Manager of St. Pete Beach, Florida; the City Manager of Daytona Beach, Florida; the Executive Director of the Escambia County (Florida) Utilities Authority (ECUA); the General Manager of Sun `n Lake of Sebring Improvement District; the Director of the Polk County (Florida) Traffic Engineering Division; the City of Sarasota, Florida, Direc- tor of Human Resources; the City Manager of Melbourne, Florida; the City Manager of North Miami, Florida; the City Manager of Naples, Florida; Osceola County (Florida) County Manager; the City Manager of Gulfport, Florida; the City Manager of Lakeland, Florida; the Assistant Director of Community Development for Largo, Florida; and the Utilities Director for Vero Beach, Florida. He is currently conducting searches for the City manager of Vero Beach, Florida; and the Deputy County Administrator and Assis- tant County Administrator for Human Services for Hillsborough County, Florida.. • Very high energy level • Adheres strictly to time schedule • Talks to all semi-finalists prior to presenting their names to client • Frequent and open contact with clients • Frequent and open contact with candidates 2 RECENT MERCER GROUP SEARCHES IN FLORIDA Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1995 Charlotte County, Florida - County Administrator - 1995 Gainesville, Florida - City Manager - 1995 Volusia County, Florida - County Manager - 1995 Longboat Key, Florida - Assistant Town Manager - 1996 Treasure Island, Florida - City Manager - 1996 Cape Coral, Florida - City Manager — 1996 Longboat Key, Florida - Chief of Police - 1996 Homestead, Florida - Finance Director - 1997 Homestead, Florida - Executive Director, Community Redevelopment Associa- tion -1997 Green Cove Springs, Florida - City Manager (Assist) - 1997 Indian Rocks Beach, Florida - City Manager (Assist) - 1997 Longboat Key, Florida - Town Manager - 1997 Fort Lauderdale, Florida - City Manager - 1998 Punta Gorda, Florida - City Manager - 1998 Key West, Florida - Chief of Police - 1998 Clearwater, Florida - Public Works Division Director/Utilities - 1998 Gainesville Regional Utilities (Florida) - Water/Wastewater Engineer II - 1998 Martin County, Florida - County Engineer/Public Services Director - 1998 Jacksonville, Florida - Chief of Comprehensive Planning - 1999 Ft. Lauderdale, Florida - Community Redevelopment Authority - Executive Di- rector (Assist) - 1999 Jacksonville, Florida - Director of Public Works - 1999 Alachua County, Florida - County Manager - 1999 Boynton Beach, Florida - City Manager - 1999 Fort Lauderdale, Florida - Resource Recovery Board, Broward Solid Waste Disposal District, Executive Director - 2000 Coral Springs, Florida - Assistant City Manager - 2000 Hernando County, Florida - County Administrator - 2000 Lakeland, Florida - Assistant City Manager - 2000 Ponce Inlet, Florida - Town Manager - 2001 St. Pete Beach, Florida - City Manager - 2001 Alachua, Florida - City Manager - 2001 Daytona Beach, Florida - City Manager - 2002 North Port, Florida - Assistant City Manager (Partial) — 2002 Escambia County Utilities Authority (Florida) — Executive Director — 2002 Sun `n Lake of Sebring Improvement District (Florida) — General Manager — 2002 Polk County, Florida — Traffic Engineering Division Director — 2002 Sarasota, Florida — Human Resources Director — 2002 Melbourne, Florida — City Manager — 2002 Charlotte County, Florida — County Administrator — 2002 Fort Lauderdale, Florida — Risk Manager (Assist) — 2002 North Miami, Florida — City Manager — 2002 Casselberry, Florida — City Manager (Assist) — 2003 Naples, Florida — City Manager — 2003 Osceola County, Florida — County Manager — 2003 Melbourne, Florida — Police Chief (Assist) — 2003 Melbourne, Florida — Planning & Economic Development Dir. (Assist) — 2003 Fort Lauderdale, Florida — Water Distribution Director (Assist) — 2003 Lakeland, Florida — City Manager — 2003 Gulfport, Florida — City Manager — 2003 Largo, Florida — Assistant Director of Community Development — 2004 Vero Beach, Florida — Director of Utilities — 2004 Vero Beach, Florida — City manager — 2004 Hillsborough County, Florida — Deputy County Administrator — 2004 Hillsborough County, Florida — Assistant County Administrator for Support Ser- vices— 2004 11 RECENT NATIONWIDE MERCER GROUP CITY/COUNTY MANAGER SEARCHES Alachua County, Florida — County Manager — 1999 Arapahoe County, Colorado — County Administrator — 1999 Belding, Michigan - City Manager - 1999 Billings, Montana - City Administrator - 1999 Boynton Beach, Florida - City Manager - 1999 Concord, North Carolina - City Manager - 1999 Danville, Virginia - City Manager — 1999 Grady County, Georgia — County Administrator (Assist) — 1999 East Point, Georgia - City Manager — 1999 Federal Way, Washington - City Manager — 1999 Grand Ledge, Michigan - City Administrator — 1999 Kingsport, Tennessee - City Manager -1999 Laurinburg, North Carolina - City Manager — 1999 Northampton County, Virginia — County Administrator — 1999 Norfolk, Virginia - City Manager - 1999 Northville Township, Michigan - Township Administrator - 1999 Ramsey County, Minnesota — County Manager — 1999 Roanoke, Virginia - City Manager - 1999 South Haven, Michigan - City Manager - 1999 Southfield, Michigan - City Administrator — 1999 Spartanburg County, South Carolina — County Administrator - 1999 Collier County, Florida — County Administrator (Assist) — 2000 Hernando County, Florida — County Administrator — 2000 Huber Heights, Ohio - City Manager - 2000 Glencoe, Illinois - Village Manager - 2000 Minnetonka, Minnesota - City Manager - 2000 Montgomery, Illinois - Village Manager - 2000 Mound, Minnesota - City Manager - 2000 Richland, Washington - City Manager (Assist) - 2000 Raleigh, North Carolina - City Manager - 2000 Westminster, Colorado - City Manager - 2000 Albany, Georgia - Assistant City Manager (Assist) - 2000 Angel Fire, New Mexico - Town Administrator (Assist) - 2000 Andrews, Texas - City Manager — 2000 Swartz Creek, Michigan - City Manager - 2000 Athens/Clarke County Unified Government, Georgia - Manager - 2000 Avondale, Arizona - City Manager - 2000 Charlotte, North Carolina - Deputy City Manager (Assist) - 2000 Coral Springs, Florida - Assistant City Manager - 2000 Culpeper, Virginia - Town Manager - 2000 Portsmouth, Virginia - City Manager — 2000 Elkhart, Kansas - City Administrator (Assist) - 2000 Eloy, Arizona - City Manager - 2000 Ann Arbor, Michigan - City Administrator — 2001 Athens/Clarke County Unified Government, Georgia — Manager — 2001 Lowndes County, Georgia — County Manager - 2001 Spartanburg, South Carolina - City Manager - 2001 St. Pete Beach, Florida - City Manager — 2001 Summit County, Colorado — County Manager — 2001 Union County, North Carolina — County Manager — 2001 Wise County, Virginia — County Administrator - 2001 Alachua, Florida - City Manager — 2001 Rock Hill, South Carolina - City Manager - 2001 Bloomfield Hills, Michigan - City Manager - 2001 Carpentersville, Illinois - Village Manager - 2001 Centennial, Colorado - City Manager — 2001 Derby, Kansas - City Manager — 2001 Ponce Inlet, Florida - Town Manager - 2001 Northglenn, Colorado - City Manager - 2001 Flint, Michigan - City Administrator - 2001 Louisville, Ohio - City Manager - 2001 Manistee, Michigan - City Manager - 2001 Middletown, Pennsylvania - Borough Manager - 2001 Carpentersville, Illinois — Village Manager — 2002 Charlotte County, Florida — County Administrator - 2002 Dothan, Alabama - City Manager — 2002 Stafford County, Virginia — County Administrator — 2002 Suffolk, Virginia — City Manager - 2002 Topeka, Kansas - Chief Administrative Officer - 2002 Wilmington, North Carolina - City Manager - 2002 College Park, Georgia - City Manager - 2002 College Park, Maryland - City Manager - 2002 Daytona Beach, Florida - City Manager - 2002 Matthews, North Carolina — Town Manager — 2002 Melbourne, Florida — City Manager — 2002 North Miami, Florida — City Manager - 2002 North Port, Florida - Assistant City Manager (Partial) - 2002 Payson, Arizona - Town Manager - 2002 Fountain Hills, Arizona - Town Manager - 2002 Lapeer, Michigan - City Manager — 2002 Boulder, Colorado — City Manager — 2002 Sun `n Lake of Sebring Improvement District (Florida) — General Manager — 2002 Casselberry, Florida — City Manager (Assist) — 2003 Naples, Florida — City Manager — 2003 Osceola County, Florida — County Manager — 2003 Billings, Montana - City Administrator - 2003 North Myrtle Beach, South Carolina - City Manager - 2003 Rio Rancho, New Mexico - City Administrator - 2003 G Los Alamos County, New Mexico - County Administrator - 2003 Carrboro, North Carolina — Town Manager — 2003 Frankfort, Kentucky — City Manager — 2003 City Manager — Plainview, Texas — 2003 Lakeland, Florida — City Manager — 2003 Gulfport, Florida — City Manager — 2003 Beavercreek, Ohio — City Manager — 2003 Casa Grande, Arizona — City Manager — 2003 Oak Ridge, Tennessee — City Manager — 2003 Talladega, Alabama — City Manager — 2003 City Manager — Vero Beach, Florida — 2004 Negaunee, Michigan — City Manager — 2004 Wylie, Texas — City Manager — 2004 Martinsville, Virginia — City Manager — 2004 Takoma Park, Maryland — City Manager — 2004 7 MONROE COUNTY FLORIDA Proposal for Executive Search Services for the Position of COUNTY ADMINISTRATOR March 8, 2004 4 The Mercer Group, Inc. Consultants to Management The Mereer Group, Inc. Consultants to Management March 8, 2004 Mr. Jim Roberts County Administrator Monroe County The Historic Gato Cigar Factory 1100 Simonton Street, Ste 205 Key West, FL 33040 Dear Jim: 48Fourth Street S. ii': Winter Haven, Florida 33880 TEL (863) 299-3571 TEL (863) 289-0665 FAX (863) 299-6737 E-mail.• tdf uh@hotmay.com The Mercer Group, Inc. is most pleased to submit this proposal to assist Monroe County to recruit nationally and to develop exceptionally well -qualified candidates for the position of County Administrator. We are most interested in assisting Monroe County with this critical project and, if selected to conduct the search, would have no difficulty beginning the project immediately and expediting our work to ensure a smoo& process. We are prepared to begin the process immediately. If selected as the search firm, we would have no difficulty completing our work so that the Commissioners could select a new County Administrator within 60 days of authorization to begin our work. The purpose for engaging the services of an executive search firm is to seek out and recruit experienced candidates and to assist Monroe County in selecting highly qualified individuals who meet the profile and needs of the County and who might not otherwise apply. The Mercer Group, Inc. is exceptionally well -qualified to assist Monroe County with this project. We have conducted recent searches for managers for several similar organizations and are quite familiar with the candidate pool. We have conducted over 100 City Manager and County Manager searches in the past few years, including several within the state of Florida. Some of our recent searches were for Florida communities such as Naples, St. Pete Beach, Gulfport, Lakeland, Melbourne, Largo, Polk County, and Osceola County (please see Appendix A). References are listed in Appendix B. The Mercer Group, Inc. makes extensive use of the Internet, both with our own web page which can be located at www.mercergroupinc.com and through e-mail. We post positions on our web site and with other Internet providers and make information available to a wide number of people who are Internet users. We also make extensive use of the ATLANTA • SACRAMENTO • EAST LANSING • PHOENIX • RALEIGH SANTA FE • DALLAS • WINTER HAVEN www.mercergroupinc.com Monroe County Page Two March 8, 2004 Internet to review newspaper articles on top candidates from the community in which they are currently employed or were employed in the past. This proposal is designed to provide an indexed and easily usable document for Monroe County to assess the qualifications of The Mercer Group, Inc. to handle this critical work. It contains the following sections: Table of Contents; Introduction, Background, Objectives and Scope; Our Approach, Work Plan and Schedule; Equal Employment Opportunity Statement; Cost Proposal; Firm Qualifications and Staffing; Why You Should Select The Mercer Group, Inc.; The Mercer Group Guarantees; and an Acceptance/Signature page. Appendices include our Previous Search List; References; and Questions and Answers about Executive Search. Our corporate headquarters is in Atlanta and we have branch offices in Santa Fe, New Mexico; East Lansing, Michigan; Dallas, Texas; Sacramento, California; Phoenix, Arizona; Raleigh, North Carolina; and Winter Haven, Florida. This search will be conducted by Tom D. Freijo, Ph.D., Senior Vice President, and James L. Mercer, President, will serve as a consultant. Thank you for the opportunity to respond to. this important assignment. This proposal is valid for ninety (90) days from receipt by Monroe County. We are looking forward to discussing this proposal with you personally and urge you to allow us to come to Monroe County at our expense to do that. We can move very quickly to do so. Please call me at (863) 299-3571 or (863) 289-0665. Sincerely yours, THE MERCER GROUP, INC. Tom D. Freijo, Ph.D. Senior Vice President AIONROE -COU, Y- R DA r tti or r c -ttv All , - , , U, Ulu TABLE OF CONTENTS Section Cover Letter Page No. I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE ..... 1-3 A. Introduction and Background B. Objectives and Scope of the Search Process II. OUR APPROACH, WORK PLAN AND SCHEDULE ......................... 4-15 A. Approach B. Work Plan 1. Position Analysis 2. Recruitment Process 3. Resume Review 4. Candidate Screening 5. Background Investigation 6. Interview Process 7. Negotiation and Follow-up C. Schedule III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT ..................... 16 IV. COST PROPOSAL............................................................................... 17-19 V. FIRM QUALIFICATIONS AND STAFFING ..................................... 20-26 A. Firm Qualifications B. Resumes of Our Key Search Staff VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC......... 27-32 VII. THE MERCER GROUP, INC. GUARANTEES ................................. 33-34 VIII. ACCEPTANCE.......................................................................................... 35 APPENDICES A. Previous Searches................................................................................. 36-58 B. References............................................................................................. 59-69 C. Questions and Answers About Executive Search ................................. 70-72 LIST OF EXHIBITS I. The Mercer Group, Inc. Executive Search Process II. The Mercer Group, Inc. Sample Candidate Evaluation Matrix III. Schedule of Search Process IV. Schedule of Meetings with the County Commission V. Pro -Forma Invoice VI. The Mercer Group, Inc. Recruitment Team Skills Matrix VII. Code of Ethics of Institute of Management Consultants I. INTRODUCTION, BACKGROUND, OBJECTIVES AND SCOPE This section presents our understanding of Monroe County's requirements for this search. as well as the objectives and scope of the project. A. Introduction and Background It is our understanding that: • Monroe County is seeking "turn -key" executive search services and support in connection with the recruitment of a new County Administrator. • Monroe County is interested in identifying outstanding candidates and filling the position of County Administrator. • Services required include position analysis and preparation of position profiles; recruitment for the position; inviting potential candidates to apply; reviewing and screening applications; conducting preliminary interviews and background checks of selected candidates; recommending a list of final candidates; coordinating final interviews; negotiating; and following up. • Monroe County wishes to conduct a comprehensive national recruitment process, to ensure the best qualified candidates are found and that the best qualified individuals who are acceptable can be hired. • The annual salary and benefits package for the position will be discussed with the County Commission. B. Objectives The objectives that we will meet in order to help find the best qualified candidates for the position are as follows: • To conduct on -site needs assessment for the new County Administrator. • To develop a comprehensive position profile. • To reconcile any differences in points of view with regard to specifications for the position. • To encourage top level people to apply who would otherwise be reluctant to respond to an advertisement. • To save a considerable amount of the County Commission's and staff s time in establishing a position profile and reviewing applicants. • To comply with appropriate personnel regulations and state laws (i.e., EEO, Affirmative Action and ADA). • To independently and objectively assess the qualifications and suitability of candidates for the position. • To recommend a pool of finalist candidates to the County Commission. • To coordinate finalist candidate interviews with the County Commission. 2 • To mail an information packet supplied by the County Commission to all qualified applicants. • To respond to all candidate inquiries and produce all correspondence throughout the search. • To preserve the confidentiality of inquiries to the degree possible under Florida law. • To assist the County Commission in reaching a final decision. • To assist in negotiating a compensation package with the successful candidate on behalf of the County Commission. • To assist the County Commission in establishing criteria for evaluating the new County Administrator's performance. • To follow-up with the County Commission and the new County Administrator during the first year to determine if adjustments need to be made. • To keep the County Commission closely involved in key decisions and informed of our progress. C. Scone The scope of the project will be sufficiently broad and in-depth so as to meet the requirements of Monroe County. However, for the fee proposed it will not address recruitment of additional candidates for positions other than the one specified. 9 II. OUR APPROACH, WORK PLAN AND SCHEDULE This section presents our approach, work plan and schedule for the search project. A. Approach Our approach and style are interactive. That is, we form a partnership with our client to conduct a project. Monroe County will benefit through ease of implementation and by gaining more in-depth knowledge of executive search and management consulting techniques and expertise. B. Work Plan We recommend a seven (7)-step search process as follows: • Position Analysis — We will define work relationships, job qualifications and requirements for the position — the "Position Profile." • Recruitment Process — We will recruit regionally and nationally for the position and network to locate qualified candidates. • Resume Review — We will identify qualified candidates. • Candidate Screening — We will thoroughly screen prospective candidates. • Background Investigation — We will thoroughly evaluate prospective candidates. • Interview Process — We will make recommendations and assist in selection. 4 Negotiation and Follow-up— We will facilitate employment and follow-up to ensure complete integrity of the process. This process is illustrated in Exhibit I, and each step is described below. 1. Position Analysis We will have extensive consultation with the County Commission, staff, and local leaders selected by them, as well as other individuals or groups (if you wish) to determine the County's vision/mission, goals and objectives, needs and issues, requirements ofthe job, and to obtain information about the environment within which the position functions. In addi- tion, we will spend a considerable amount of time at the beginning of the process in Monroe County in order to determine the level of experience and training needed. During this process, we will initiate individual interviews with the County Commission, citizen organizations, department heads and key staff, and others of your choice to identify expectations, perceptions, and concerns regarding the position. Based on those meetings, we will prepare a draft position profile and review it with the County Commission in order to arrive at a general agreement regarding the specifications for the position. The final position profile will include information about Monroe County, major issues to be faced, the position, and the selection criteria established. Start Search Collect & Analyze Data Prepare Position Profile Develop Dimensions Networking NO Client Approval YES THE MERCER GROUP, INC. Executive Search Process Networking EXHIBIT I Access Data Base Recruit Notify Profession- Place Ads Candidates al Associations Acknowledge Screen Candidates ► Report Candidates Progress [Video Tap_ Candidates . Psychological Evaluate Evaluation (Opt) Report Finalists Candidates to Client NO Interview "Cadid. Finalists t te T 1 Perform- Follow-up otify Remaining Closeout era andidates Search YES 2. Recruitment Process Because we have recently completed similar searches, we will first review our database to determine those candidates whom we may already know and/or already have on file who may meet the County's specifications. Although this process is valuable, we will rely most heavily on our own contacts in the County Administrator field and on our own experience. In other words, through "network- ing," we will conduct a nationwide professional search for the best qualified candidates and invite them to apply for the position. We will provide the County Commission with several advertising alternatives with varying degrees of cost and their associated benefits. Based on our discussions with the County Commission, we will place ads in professional journals; in national, in -state and local newspapers; and in various minority and women's publications to encourage applicants to apply. 3. Resume Review We will review and analyze each applicant's background and experience against the position description criteria. We will acknowledge all resumes received and keep candidates informed of their status. 4. Candidate Screening Criteria for the preliminary screening will be contained in the approved "Recruitment Profile". They may include such items as education, technical knowledge, experience, accomplishments, management style, personal traits, etc. Screening of candidates against 7 those criteria will be based on data contained in the resumes and other data provided by the candidates and on our knowledge of the organizations in which they work. At this stage. each must meet the minimum qualifications specified in the Recruitment Profile. We will be responsible for screening the applications received. This initial screening will be conducted by telephone with both the prospective candidate and with references who may know the candidate's background and expertise. Once the initial screening is completed, we will select the prospective candidates who most closely match the criteria established by the County Commission. The output of this step in the process will be a matrix display of the top candidates showing how each rates against the selection criteria established by the County Commission (Exhibit II). This matrix will be reviewed with the County Commission in one-on-one meetings and guidance obtained prior to proceeding. One contingency here is that the County Commission may not approve of any of the candidates. If that should occur, we would, of course, keep searching until the County's needs are clearly met. After review by the County Commission, we will personally interview each candidate using various interview techniques. We will closely examine their experience, qualifications and achievements in view of the selection criteria and our professional expertise in evaluating the quality of such qualifications and achievements. We also request that all candidates provide us, in writing, substantial information about their accomplishments and their management style and philosophy. This information will be verified and, at the County Commission's option, may be further tested by having the finalists complete management and leadership style inventories. We interpret these instruments for the County Commission, as well. 54 C O it CQ u .c c H 4.I L 6a CD ta L 7 a m a m u U U m m m ¢ U m u U u U m m m a 0 R z a a u m m u u m¢¢ u a� w E •v � i = v e � a 0 0 o > u v w C a U m ¢ ¢ U m m m ¢ ¢ _ 0 c y u d L 0 5. Background Investigations As part of our process in evaluating top candidates, we make detailed and extensive reference checks. In conducting these, it is our practice to speak directly to individuals who are no« or have previously been in a position to evaluate the candidates' job performance. We ask each candidate to provide us with a large number of references. We then network these references to other persons who know the candidate. In this way, we thoroughly evaluate each candidate. We have talked to as many as 23 references concerning a single finalist candidate. These references and evaluations are combined to provide frank and objective appraisals of the top candidates. We also verify past employment difficulties, if any, including any legal action filed against former employers. As part of our evaluation process, we verify undergraduate and graduate college degrees. We arrange for credit checks, criminal checks, and, as an additional option, can arrange for psychological (or similar) testing of the candidates that may be desired. (These may be extra cost items.) 6. Interview Process Based on the preceding steps, a recommended list of finalists for the position of County Administrator will be compiled. We will prepare a written summary on each finalist. The information will cover, but not be limited to: 1) present position, 2) total years experience, 3) salary requirements, 4) education, 5) previous positions held, 6) notable projects, 7) management style, 8) skills and abilities, 9) interests, and 10) professional goals. This information will be presented to the County Commission in a detailed written format combined with the results of the background investigation and candidate screening. We will Of make a recommendation on a group of four (4) to six (6) finalists. The County Commission shall make the final decision on which and how many candidates will be interviewed. Our report will be presented in a meeting with the County Commission in which we will discuss our recommendations and provide background information, sample questions and a rating form for the interviews. We can also assist the County Commission at no extra charge in conducting targeted selection and/or simulation processes with finalists, if desired. In particular, we will explain which, if any, of the applicants specifically meet the total criteria established by the County Commission or whether the final group simply represents the best available talent. We will also provide the County Commission with our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews with the finalists. We will provide information about trends in employment, employment contracts and agreements, relocation expenses, perquisites, appropriate role for spouses, receptions, etc. We will arrange schedules for top candidate interviews with the County Commission and will coordi- nate the process. 7• Ne2otiation and Follow-up We will also assist in the negotiation process relative to salary, benefits and other conditions of employment. We feel that we can be especially helpful because we have proposed a fixed fee rather than one based on a percentage of salary. One contingency here is that an agreement may not be able to be arranged. If that is the case, we will work with the County Commission to select an alternate candidate. We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of Monroe County and that 11 any public statement should come directly from the County Commission. We will maintain confidentiality of candidate information, to the degree possible, under Florida law. Finally, we will notify by letter all unsuccessful candidates who were not recommended for interview with the County Commission of the final decision reached. We suggest, however, that it is more proper for the County Commission to directly notify all unsuccessful candidates whom they interviewed of the final result. Once the new County Administrator has been on board for 30 days or so, we will conduct — upon request — a session with the County Commission and with the new County Administrator in order to establish mutual performance criteria and goals for the position. In this regard, we will work with the County Commission to define the role of the new County Administrator within Monroe County. We will follow-up periodically with the County Commission and the new County Administrator during the first year in order to make any adjustments that may be necessary. We will keep the County Commission closely informed and involved in decisions concern- ing the search process at all times. We will prepare and send to the County Commission two reports each month. These reports will contain a progress report on the recruitment and specific steps to be taken to meet the County's deadlines and an itemization of expenses incurred -to -date and expected to be incurred during each succeeding project step. Support from the County will be needed, as follows: Arranging interviews with the County Commission and key County staff Providing budget, organization charts and other documents Place of contact for the search Processing invoices for payment 12 C. Schedule The search process normally takes 60-90 days to complete and typically adheres to the pattern illustrated in Exhibit III. If the Commission wishes, we can expedite the process and complete the search in 60 days os slightly less. Our proposed schedule of meetings with the County Commission is shown in Exhibit IV. 13 EXHIBIT III: SCHEDULE OF SEARCH PROCESS DAYS PROJECT STEPS 0 30 60 90 365 1. Develop Search Process, Recruitment Profile/Job Description and Advertising Program for County Commission approval. 2. Identify Qualified Candidates, Review Database, Network, Conduct Intensive Recruitment, Receive and Review Resumes. 3. Evaluate Prospective Candidates. 4. Written Progress Report. 5. Interview and Evaluate Prospective Candidates. 6. Make Final Recommendations, Assist in Selection, Facilitate Employment 7. Establish Evaluation Criteria and Follow -Up. 8. Meetings with County Commission: 1. Interview re. profile 2. Approve profile 3. Review final top candidates 4. Present report of finalists S. Interview finalists This schedule could be condensed or expanded somewhat, depending on the needs of the County. 14 EXHIBIT IV SCHEDULE OF MEETINGS WITH COUNTY COMMISSION 1. Individual interviews with County Commission, department heads, and others. 2. Meeting with County Commission to finalize position profile. 3. Meeting with County Commission to discuss top 12 - 15 candidates and solicit feedback. 4. Meeting with County Commission to present Final Report on top 4 - 6 candidates. 5. Facilitate County Commission's interviews with each finalist candidate. 6. Possible meeting with County Commission to assist/facilitate negotiations with the selected candidate. 7. Possible follow-up meeting with County Commission and new County Administrator 30-60 days after start of work for purposes of establishing mutual goals/objectives for the future. 15 III. EQUAL EMPLOYMENT OPPORTUNITY STATEMENT It is the policy of The Mercer Group, Inc., to assure equal opportunity based on ability and fitness for all employees or applicants considered for our client organizations regardless of race, color, religion, sex, age, marital or veteran's status, national origin, or the presence of any sensory, mental or physical disability. Such policy shall apply, but not be limited to, hiring, placement, job classification, transfer or promotion, demotion, recruitment, advertising or solicitation for employment, rates of pay or other forms of compensation, selection for training, career development, layoff or termination. This policy shall be disseminated to clients, subcontractors, suppliers and prospective applicants. The intent of this policy will apply to internal operations, recruitment and consulting activities conducted by our firm. u 4 � y l IV.. COST PROPOSAL Our professional fee for the services outlined is $16,000 plus not -to -exceed expenses of $6,000. Our fees are broken down as follows: Position Analysis .................................................. $ 2,500 Advertising/Recruitment Campaign ..................................... 2,500 ResumeReview .................................................... 1,200 Candidate Screening ................................................. 3,500 Background Investigation ............................................. 3,800 Interview Process ................................................... 2,000 Negotiation and Follow-up ............................................ 500 TOTAL PROFESSIONAL FEES ............................. S16,000 Expenses are for consultant travel, lodging, and per diem; telephone; correspondence; advertising; data base management; background checks; and report preparation. An estimated breakdown of costs is as follows: Consultant travel - (estimated) ......................................... $ 1,800 Telephone - Flat fee per search ......................................... 450 Correspondence - (estimated) .......................................... 300 Advertising - (estimated) ................................................ 2,100 DataBase Management - Flat fee per search ............................... 500 Background Checks - (estimated) ....................................... 300 Report preparation - (estimated) ........................................ 375 Miscellaneous expenses - (estimated) .................................... 175 Total Estimated Expenses ................................. I .... $6,000 Because of our other ongoing consulting and search work and our experience, expenses should be kept to a minimum. The cost for final candidates to travel to interview with the County Commission 17 is not included. Such costs are typically paid by the client on a reimbursement basis, directly to the candidates. These costs are extremely difficult to estimate because they depend on where the candidates are located. Typically, out-of-state costs run about $750 to $1,000 per person. Monroe County's liability to The Mercer Group, Inc. for services rendered under this agreement will not exceed the agreed upon price unless an increase is authorized by the County Commission in writing. We will submit monthly invoices for fees and expenses. It is our practice to bill one-third at the start of the search, one-third at the end of 30 days, and one-third upon delivery of the Final Report. Each invoice will be payable upon receipt for professional services. Expenses will be billed in addition and shown as a separate figure. Exhibit V is a pro -forma invoice showing the level of accounting detail we will provide. We will comply with all applicable laws, rules and regulations of federal, state and local government entities. Our ability to carry out the work required will be heavily dependent upon our past experience in providing similar services to others, and we expect to continue such work in the future. We will, to the degree possible, preserve the confidential nature of any information received from you or developed during the work in accordance with our professional standards. We assure you that we will devote our best efforts to carrying out the engagement. The results obtained, our recommendations and any written material provided by us will represent our best judgment based on the information available to us. Our liability, if any, will not be greater than the amount paid to us for the services rendered. This proposal constitutes the agreement between us. It cannot be modified except in writing by both parties. Our agreement will be interpreted according to the laws of the State of Florida. 18 EXHIBIT V: PRO FORMA INVOICE Client: Address: City, State: _ Dear Sir/Madam: Date: This is our progress billing for professional services rendered in conjunction with our agreement to conduct an executive search. Reimbursable expenses at cost: Telephone, Federal Express Other expenses, including consultant travel, per diem, report cost, etc. $XXXX.XX XXX.XX XXX.XX TOTAL: $XXXX.XX Payment is expected within 30 days from receipt of this invoice. Thank you for the opportunity to work on this important assignment. Sincerely yours, THE MERCER GROUP, INC. (SIGNATURE) James L. Mercer, CMC President 19 V. FIRM QUALIFICATIONS AND STAFFING This section presents our qualifications to conduct projects of this type and describes the staff to be assigned to the search. A. Firm Qualifications The Mercer Group, Inc. is an independent management consulting firm incorporated in the State of Georgia and operating nationwide. The firm was founded by James L. Mercer, a long-term public management consultant. The corporate offices are in Atlanta, with regional offices in East Lansing, Phoenix, Raleigh, Santa Fe, Dallas, Sacramento, and Winter Haven, Florida. Mr. Mercer started his own firm in 1981 and, in 1984, merged it with another consulting firm, Wolfe & Associates, Inc. On June 1, 1986, Mr. Mercer acquired the Human Resource and Organizational Consulting Practice of Wolfe & Associates, Inc. This acquisition formed the basis for Mercer, Slavin & Nevins, Inc. He sold his interest in Mercer, Slavin & Nevins, Inc. early in 1990 and founded The Mercer Group, Inc. The Mercer Group, Inc. provides exceptionally high quality management consulting services to state and local governments, transit authorities, health care providers, utilities, special districts, and private sector clients. Specialty practice areas include: executive recruitment, organization and operations analysis, productivity improvement, strategic planning, management systems, compensation/classification/policy studies, privatization, budget evaluation services, government consolidation and organization development, training, and general management consulting. Our key consultants have conducted successful searches for hundreds of public sector organizations nationally and can offer numerous references as testimony of our work. 20 The Mercer Group, Inc. has conducted or assisted in the conduct of more than 350 successful executive searches in recent years. Mr. Mercer is the Chief Executive Officer of our firm and can be located at our corporate headquarters as follows: James L. Mercer, President The Mercer Group, Inc. 5579B Chamblee Dunwoody Road Suite 511 Atlanta, Georgia 30338 Telephone: (770) 551-0403; FAX: (770) 399-9749 Federal Tax ID No.: 58-1877068 Dr. Tom D. Freijo, Senior Vice President, is in charge of the Florida operations of the Mercer Group, Inc. and can be located at our Florida Regional Office in Winter Haven, as follows: Tom D. Freijo, Ph.D., Senior Vice President The Mercer Group, Inc. P.O. Box 9328 Winter Haven, Florida 33884 Telephone: (863) 299-3571; FAX (863) 299-6737; e-mail: tdf wh@hotmail.com B. Resumes of Our KeyStaff 1. James L. Mercer President - Atlanta and Santa Fe Offices Mr. Mercer holds a Master of Business Administration degree from the University ofNevada, Reno, and a Bachelor of Science degree in Industrial Management from the same institution. He has also received a Certificate in Municipal Administration from the University of North 21 Carolina at Chapel Hill and is a graduate of the Executive Development Program at Cornell University. Mr. Mercer is a Certified Management Consultant (CMC) and has more than'; years of experience in executive search and management consulting. He has authored or co- authored five books and has written more than 250 articles on various management topics. His experience covers the following functional areas: executive search, organization and operations analysis, management systems, productivityimprovement,seminars/training, goal setting, strategic planning, privatization, government, consolidation, and general consulting. Prior to founding The Mercer Group, Inc., Mr. Mercer held positions as President of Mercer, Slavin & Nevins, Inc.; Regional Vice President of Wolfe & Associates, Inc.; as Partner and Vice President of Korn/Ferry International; General Manager of Battelle Southern Operations; National Program Director for Public Technology, Inc.; and Assistant City Manager of Raleigh, North Carolina. He has also been President of James Mercer & Associates, Inc., and has served as Director of Government Consulting Services for Coopers & Lybrand in both the Southeast and Southwest, as well as Director of the Industrial Extension Division for Georgia Tech. 2. Tom D. Freijo, Ph.D, Senior Vice President Winter Haven Office Dr. Freijo, a former full professor at the University of South Florida, has over thirty years of consulting experience with governmental agencies. His areas of special expertise include executive search, planning, group facilitation, executive selection and evaluation systems, job analysis, and assessment centers. He is a certified job analyst, Targeted Selection trainer and administrator, and assessment center trainer and administrator, with extensive experience in all of these areas. Dr. Freijo is Senior Vice President of the Mercer Group, Inc., and directs the Florida Regional Office. As a former elected city commissioner, Dr. Freijo brings a strong understanding of policy 22 issues to the executive search process. His years of experience with community development and management help bring focus to the special characteristics of a community and the type of executive who is most likely to advance a public agency's goals. His special expertise with evaluation systems can help the city get off to a good start with a new executive by helping to set clear expectations and helping the client determine how to assess the executive's performance relative to those expectations. Dr. Frejio recently directed searches for the Town Manager in Ponce Inlet, Florida; the County Manager in Lowndes County, Georgia; the City Manager in Alachua, Florida; the City Manager in St. Pete Beach, Florida; the City Manager in Daytona Beach, Florida; the General Manager of Sun 'n Lake Improvement District of Sebring, Florida; the Executive Director of the Escambia County (Florida) Utlities Authority; the Human Resources Director of the City of Sarasota, Florida; the Director of Traffic Engineering for Polk County, Florida; the City Manager in Melbourne, Florida; the City Manager in North Miami, Florida; the City Manager in Naples, Florida; the Osceola County (Florida) Manager; the City Manager in Gulfport, Florida; the City Manager in Lakeland, Florida; the Assistant Director of Community Development in Largo, Florida; and the Utilities Director in Vero Beach, Florida. He is currently conducting the City Manager search in Vero Beach, Florida, and the Deputy County Administrator and Assistant Administrator of Human Services searches for Hillsborough County, Florida.. 3. Thomas C. Dority, Senior Vice President East Lansing Office Mr. Dority holds a Master of Public Administration degree from the University of Colorado and a Bachelor of Science degree in Business Administration from the University of California, Berkeley. He served as City Manager in East Lansing, Michigan, for ten years, preceded by local government consulting work for a major accounting firm. Prior to that he was City Manager in Oxford. Ohio for five years and held local government management D positions in Colorado and Oregon. He has served on the Board of Directors of the Oregon City Management Association and the Michigan City Management Association. He gained experience also as an officer in the U.S. Air Force. Mr. Dority is a career city manager with over 23 years experience in public police development, finance, budgeting, employee relations and management of public safety. public works and community development. He is Senior Vice President of The Mercer Group, Inc. Mr. Dority has published articles in Ohio and Michigan municipal publications on budget forecasting and creativity in community planning. He has been a planner and speaker at statewide management conferences and a past member of the Board of Directors of the Michigan City Management Association. 4. James C. Blagg, Vice President - Dallas Office Mr. Blagg has had a distinguished career in both the public and private sectors; serving as City Manager and Deputy City Manager in municipalities with populations ranging from 7,000 to 200,000; serving as Chief Executive Officer and Chief Operating Officer of private firms with revenues ranging from $4 million to $50 million. He has been involved in both State and National professional organizations serving as President of the Texas City Management Association and Vice -President, Mountain Plains Region, of the International City/County Management Association. Mr. Blagg is a recognized leader in local government innovation, being one of the only City Managers to ever receive two Program Excellence Awards in one year from the International City/County Management Association. 24 5. Clark Wurzber, er, Senior Vice -President California Office Mr. Wurzberger is a former senior associate with Hughes, Perry & Associates, a local government management consulting firm in Sea Ranch, California, on the coast north of San Francisco. Mr. Wurzberger has been doing almost exclusively local government executive search work in California and nearby Nevada. He is a native Californian from the Sacramento area and holds a BA degree from San Diego State University. He has done additional graduate work in the California State University system and at St. David's College in Wales. His early career included work for the U.S. State and Defense Departments where he was in the Senior Executive Service. Mr. Wurzberger later served as a Vice -President of Boyden International, a large private sector executive search firm in their San Francisco office. 6. Karolyn Prince -Mercer Vice President Santa Fe Office Ms. Prince -Mercer received her Bachelor of Arts degree in History with minors in Art, Political Science and Education from the University of Nevada. She received her Doctor of Jurisprudence degree from Woodrow Wilson College of Law. Ms. Prince -Mercer has been in management consulting for 5 years working in executive search, compensation and classification, and organization and management studies. 7. Time Commitments Our firm, Dr. Freijo, and Mr. Mercer have the quality time to devote to this search so as to meet the County's needs. 25 EXHIBIT VI THE MERCER GROUP, INC. RECRUITMENT TEAM SKILLS MATRIX CATEGORIES OF SKILLS RECRUITMENT TEAM AND EXPERIENCE T. FREIJO J. MERCER Special District/Non-Profit 40 Small Municipality Large Municipality Urban City Rural City Suburban Government Search Committee 41 Citizen Committee Minority Placements Internal Candidate Placement Women Placement Candidate Videotaping Local Government Work Experience Commission/Manager Goal Setting Sunshine and Open Records Act Ex- perience National Experience and Contacts Other Public/Private Experience CEO & Department Head Place- ments Unbundled Search Process 26 VI. WHY YOU SHOULD SELECT THE MERCER GROUP, INC. We believe some advantages to using The Mercer Group, Inc. which you may wish to consider are: • Critical Path Method — The Mercer Group, Inc. uses a "critical path" search process which is designed to allow our clients to focus their attention on the selection process rather than on recruiting and screening candidates. We have learned that each client's need for key executives is different and that there is no one "best" person for all situations. The best prospects are most frequently happily employed and are not responding to advertisements. These people typically need to be sought out and encouraged to become candidates. They are understandably reluctant to apply for positions if their interest could become a matter of public information prior to being assured that they will be finalist candidates. Our approach to this assignment will reflect the unique qualities of Monroe County. It will honor the confidentiality inter- ests of candidates to the extent possible under Florida law. • Reasonable Fees — Our practice was formed to provide exceptional quality recruitment services to our clients. Our system is designed to allow us to extend reasonable fees to our non-profit and governmental clients and still be well within our profit margins on each assignment. • Experience — Our search specialists are among the most experienced recruiters in the United States. We are also conducting similar consulting assignments currently. Further, we have much experience in recruiting Administrators for local governmen- tal agencies similar to Monroe County. • Repeat Engagements — We have received a considerableamount of repeat business from our clients during the recent past. • Unique Skills and Services — We offer a valuable combination of skills and 27 services which is unique in our industry. Our firm is nationally respected in the areasof organization analysis and development, teambuilding, strategic planning. goal setting, and productivity analysis. Should you wish, we would facilitate a goal and objectives setting workshop with the selected candidate and the County Commission soon after the new County Administrator begins. This service is offered at no additional professional fee. It would be necessary for us to charge actual expenses, however. • Strategic Location — We are a national firm and serve the United States from our home office in Atlanta, which is strategically located near one of the world's busiest airports. We are close by when you need us. We have opened offices in East Lansing, Santa Fe, Dallas, Phoenix, Raleigh, and Winter Haven, Florida. • Specialists in Search — We are specialists in public sector and related executive search and will devote our most qualified consultants to this project. We will not delegate any important aspect of the work to less qualified staff. • Positive Track Record — We have a positive track record of placements on all of our search assignments and have satisfied clients as references. • Objectivity and Custom Tailored Services — We do not use the same cadre of candidates again and again. And, we have no allegiances which preclude our total objectivity respective of any candidate. • Thorough Work Product — We check references, we verify education and our work product is most thorough and of the highest quality. • Contemporary Organization Analysis Insight — We have contemporary organization analysis experience with similar organizations and will share our insights about your organization as we proceed with the search. 28 • Proven Satisfaction — Over 90 percent of our placements during the past five years are still in their same positions. • Ethical Standards — We have participated in the establishment of ethical standards for public sector executive search firms, and we abide by those standards. We also abide by the Ethical Standards of the Institute of Management Consultants (Exhibit VII) and the International City/County Management Association. • Objective Evaluation — We are experienced in objectively evaluating internal and local candidates. • Contacts — We have the local, state-wide and national contacts to expedite the search process. • Database — We have a large database of well -qualified candidates which can be searched. • Minority/Women Placements — We have a number of minority and women placements. • Diagnostic Techniques — We use diagnostic techniques to determine the needs of our clients and to determine how candidates match up with those needs. Position Dimensions Analysis — We use a technique which allows for the determination of dimensions that are important in a County Administrator's position and then determine specific questions that we should ask prospective candidates that will allow us to systematically determine whether or not those individuals have those characteristics. (For example, one dimension might be negotiating skills; leadership skills might be another, etc.) 29 • Dimensions Matrix — We also use a matrix approach to display the candidates along a number of dimensions and then review the top 12 or so of those individually with the County Commission to get its involvement and feedback prior to us spending County resources to interview a large number of candidates. This helps better target the search and produces a much more effective rf�sult. • Videos — We sometimes use videos of the top 12 or so candidates to allow the Client to get a sense of the candidates prior to spending Client resources to interview them (this is an added -expense item). • Group Process Techniques — In addition, we use a number of group process techniques to assist the County Commission and the new County Administrator to better settle in and focus on a set of mutual performance criteria once the new person has been selected and comes on board. • Never Say "No" — We almost never say "no" to our clients. • Keep You Involved — We will keep the County Commission actively involved in the search process at all times. • Ready to Go — We are ready to begin work immediately and proceed rapidly to complete this assignment. We can meet your schedule. 30 CODE OF ETHICS Clients 1. We will serve our clients with integrity, competence, and objectivity. 2. We will keep client information and records of client engagements confidential and will use proprietary client information only with the client's permission. 3. We will not take advantage of confidential client information for ourselves or our firms. 4. We will not allow conflicts of interest which provide a competitive advantage to one client through our use of confidential information from another client who is a direct competitor without that competitor's permission. Engagements 5. We will accept only engagements for which we are qualified by our experience and competence. 6. We will assign staff to client engagements in accord with their experience, knowledge, and expertise. 7. We will immediately acknowledge any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when our objectivity of integrity may be impaired. Fees 8. We will agree independently and in advance on the basis for our fees and expenses and will charge fees and expenses that are reasonable, legitimate, and commensurate with the services we deliver and the responsibility we accept. 9. We will disclose to our clients in advance any fees or commissions that we will receive for equipment, supplies or services we recommend to our clients. Profession 10. We will respect the intellectual property rights of our clients, other consulting firms, and sole practitioners and will not use proprietary information or methodologies without permission. 11. We will not advertise our services in a deceptive manner and will not misrepresent the consulting profession, consulting firms, or sole practitioners. 12. We will report violations of this Code of Ethics. The Commission of Consulting Organizations. Inc. Board of Directors approved this Code of Ethics on January 8, 1991. The Institute of Management Consultants (IMC) is a division of the Commission of Consulting Organizations, Inc. IMCINST'IT= OF MANAGEMENT CONSULTANTS 230 Park Avenue. New York. NY 10169-OOZ2 a division of the Council of Consulting Organizarions, Inc 31 What's Behind The "CMC"? Certification When you see the initials "CMC" following a consultant's name, it means that he or she is a Certified Management Consultant and has met strict certifica- tion requirements of the Institute of Management Consultants. The Institute was founded in 1969 by the principal associations in the consulting field to establish publicly -recognized standards of competence and professional conduct A Code of CMCs pledge in writing to abide by the Conduct Institute's Code of Professional Conduct. Their adherence to the Code signifies voluntary assumption of self-discipline above and beyond the requirements of law. Key provisions of the Code require that CMCs: • Safeguard confidential information • Render impartial, independent advice • Accept only those client engagements they are qualified to perform Standards of Every step leading to the CMC designation Competence has been designed to verify the candi- date's professional competence. • A Certified Management Consultant must have had at least five years of ex- perience in the full-time practice of management consulting, with major responsibility for client projects during at least one of those years. • The CMC has had to provide multiple references, most of them officers or ex- ecutives of clients served. These refer- for the individual management consultant. Applicants for Institute certification undergo thorough investigation of their consulting experience; they are inter- viewed by a panel of senior consultants to verify their technical competence; and they must pass a written examination evi- dencing their familiarity with the Institute's Code of Professional Conduct, which they have pledged in writing to follow. • Agree with the client in advance on the basis for professional charges • Develop realistic and practical solu- tions to client problems. The Institute enforces the Code by receiving and investigating complaints of violations and by taking disciplinary ac- tion, including revocation of certification, against any member who is found guilty of Code violation. ences have been thoroughly interrogated to assure that consulting relationships were satisfactory. • The CMC has had to provide written summaries of five Clients assignments (disguised to protect client identity). • The CMC has had to pass a qualifying interview by senior CMC's, demon- strating professional competence and currency in areas of specialization, application of experience, and under- standing of the management con- sulting process. The Mark of In selecting management consultants, Institute certification is a valuable aid in Excellence managers are well advised to seek indi- this quest. It is the mark of excellence viduals who meet the profession's own among management consultants. standards of competence and ethics. I MCAANAGEMENTCONSULTANTS, NSTITUTE f INC.19i^'�AW65tr t,N-Y.,k,NY100036 (212)921-2w5 32 K r' j��yt` 9 r ka§4 nlj�l 'Too y�_r a MIT 10 - #. s- ,a 3p .,5� ' t VII. THE MERCER GROUP, INC. GUARANTEES The ten (10) guarantees of our search work are explained below: 1. Client Organization: The client is defined as the entire entity, including all departments, divisions, sections and groups. This assures that all of our guarantees apply to the entire client organization. 2. Two -Year Off Limits: We will not recruit candidates from a client organization for two years after completion of a search assignment without the full agreement of the client. 3. Placement Off Limits Forever: We will never recruit a candidate whom we have U. placed in a client organization as long as he/she is employed by that organization without the full agreement of the client. 4. Continue the Search: If, for any reason, the client does not feel comfortable selecting a candidate from our original recommended group of candidates, we will continue the search until the client can make a selection. The only caveat is that we may need to charge additional out-of-pocket expenses only for this additional work. 5. Replacement of Successful Candidate: If the candidate we place with the client leaves the client organization for any reason during the 24-month period following the date of placement with the client, we will replace the candidate for the out-of- pocket expenses only that it costs us to make the new placement. 6. Parallel Candidate Presentation: We will not present a candidate simultaneously to more than one client. This permits our firm to represent one client organization without any conflicts of interest. 33 7. Client Conflicts: If asked, we will disclose to our clients the names of the organizations which are "Off Limits" that logically would be target organizations on the new search assignment. 8. Deceptive/Misleading Search Techniques: We commit to our clients and to our prospective candidates that we will not use any search techniques which may be considered as deceptive or misleading. 9. Resume Floating: We will not float resumes to organizations in the hopes that we can collect a fee if that individual is hired. 10. Not Represent Individuals: We assure our clients and individuals who may become candidates that we will not collect a fee from candidates whom we may recommend for a position. 34 �? is r { Y Y40 i + r i) yy7077 ell .7 P f iV, my WO Pl £ rY F g '1 { F 0, VANwv�V,v -OM4 M1 d £ i 04 O A # i ,, >' qV - c , VIII. ACCEPTANCE This proposal is accepted for Monroe County, Florida, by: SIGNATURE: NAME: TITLE: DATE: 35 AL r; s. LL3 a� r .T Aftoll.Pf''4. I' i x _ �c-.' v� -�: � � � � i��.` �ck� �,* t t ds z. � #ff' Y .+ "� ','-T� St �S � a�.•,�-. r: , APPENDIX A: PREVIOUS SEARCHES Examples of our executive search experience follow: 1. PUBLIC SECTOR Cijy Managers/Administrators Alachua, Florida - City Manager - 2001 Albany, Georgia - Assistant City Manager (Assist) - 2000 Angel Fire, New Mexico - Town Administrator (Assist) - 2000 Andrews, Texas - City Manager - 2000 Ann Arbor, Michigan - City Administrator - 1988 Ann Arbor, Michigan - City Administrator - 1995 Ann Arbor, Michigan - City Administrator - 2001 Aspen, Colorado - City Manager - 1989 Athens/Clarke County Unified Government, Georgia - Manager - 1995 Athens/Clarke County Unified Government, Georgia - Manager - 2000 Aurora, Colorado - City Manager - 1989 Austin, Texas - City Manager - 1988 Avondale, Arizona - City Manager - 2000 Barrington, Illinois - Village Manager - 1998 Beavercreek, Ohio - City Manager - 1985 Beavercreek, Ohio — City Manager — 2003 Belding, Michigan - City Manager - 1999 Bellaire, Texas - City Manager - 1996 Billings, Montana - City Administrator - 1999 Billings, Montana - City Administrator - 2003 Bloomfield Hills, Michigan - City Manager - 2001 Boca Raton, Florida - Assistant City Manager - 1989 Boulder, Colorado - City Manager 2002 Boynton Beach, Florida - City Manager - 1999 Cairo, Georgia - City Manager - 1995 Cape Coral, Florida - City Manager - 1996 Carpentersville, Illinois - Village Manager - 2001 Casa Grande, Arizona — City Manager — 2003 Casselberry, Florida - City Manager (Assist) - 2003 Centennial, Colorado - City Manager - 2001 Charlotte, North Carolina - City Manager - 1981 Charlotte, North Carolina - City Manager - 1996 Charlotte, North Carolina - Deputy City Manager (Assist) - 2000 36 Chesapeake, Virginia - City Manager - 1996 College Park, Georgia - City Manager - 2002 College Park, Maryland - City Manager - 2002 Columbia, South Carolina - City Manager - 1997 Columbus, Georgia - City Manager - 1995 Concord, North Carolina - City Manager - 1999 Coral Springs, Florida - Assistant City Manager - 2000 Culpeper, Virginia - Town Manager - 2000 Danville, Virginia - City Manager - 1999 Daytona Beach, Florida - City Manager - 2002 Decatur, Illinois - City Manager - 1987 Deerfield Beach, Florida - City Manager - 1989 DeKalb, Illinois - City Manager - 1998 Delaware, Ohio - City Manager - 1998 Delray Beach, Florida - City Manager - 1986 Del Rio, Texas - City Manager (Assist) - 1995 Derby, Kansas - City Manager - 2001 Dothan, Alabama - City Manager - 2002 East Point, Georgia - City Manager - 1996 East Point, Georgia - City Manager - 1999 Elkhart, Kansas - City Administrator (Assist) - 2000 Eloy, Arizona - City Manager - 2000 Enid, Oklahoma - City Manager - 1997 Evanston, Illinois - City Manager - 1996 Fairmont, Minnesota - City Administrator - 1988 Federal Way, Washington - City Manager - 1999 Flint, Michigan - City Administrator - 2001 Florence, South Carolina - City Manager - 1996 Fort Lauderdale, Florida - City Manager - 1998 Fountain Hills, Arizona - Town Manager - 2002 Franklin Village, Michigan - Village Administrator - 1998 Frankfort, Kentucky — City Manager — 2003 Gainesville, Florida - City Manager - 1995 Glencoe, Illinois - Village Manager - 2000 Grand Ledge, Michigan - City Administrator - 1999 Green Cove Springs, Florida - City Manager (Assist) - 1997 Greensboro, North Carolina - Assistant City Manager (Assist) - 1996 Gulfport, Florida - City Manager - 1989 Gulfport, Florida - City Manager - 2003 Hampton, Virginia - City Manager - 1984 Huber Heights, Ohio - City Manager - 2000 37 Hudson, Ohio - City Manager - 1997 Indian Rocks Beach, Florida - City Manager (Assist) - 1997 Jackson, Michigan - City Manager - 1996 Jacksonville, North Carolina - City Manager - 1998 Kent, Ohio - City Manager - 1997 Kingsport, Tennessee - City Manager -1999 Lakeland, Florida - City Manager - 2003 Laurinburg, North Carolina - City Manager - 1999 Lapeer, Michigan - City Manager - 2002 Longboat Key, Florida - Town Manager - 1993 Longboat Key, Florida - Town Manager - 1997 Longboat Key, Florida - Assistant Town Manager - 1996 Louisville, Ohio - City Manager - 2001 Manistee, Michigan - City Manager - 2001 Matthews, North Carolina - Town Manager - 2002 Melbourne, Florida - City Manager - 2002 Middletown, Ohio - City Manager - 1984 Middletown, Pennsylvania - Borough Manager - 2001 Minnetonka, Minnesota - City Manager - 2000 Minster, Ohio - Village Administrator - 1986 Monroe, Michigan - City Manager - 1992 Montgomery, Illinois - Village Manager - 2000 Mound, Minnesota - City Manager - 2000 Naples, Florida — City Manager - 2003 Norfolk, Virginia - City Manager - 1999 Northglenn, Colorado - City Manager - 2001 Northville Township, Michigan - Township Administrator - 1999 North Miami, Florida - City Manager, 2002 North Myrtle Beach, South Carolina - City Manager - 1997 North Myrtle Beach, South Carolina - City Manager - 2003 North Port, Florida - Assistant City Manager (Partial) - 2002 Oak Ridge, Tennessee — City Manager — 2003 Oklahoma City, Oklahoma - City Manager - 1986 Payson, Arizona - Town Manager - 2002 Phoenix, Arizona - City Manager - 1989 Plainview, Texas — City Manager — 2003 Ponce Inlet, Florida - Town Manager - 2001 Port Huron, Michigan - City Manager - 1997 Portsmouth, Virginia - City Manager - 2000 Punta Gorda, Florida - City Manager - 1995 Punta Gorda, Florida - City Manager - 1998 38 Raleigh, North Carolina - Assistant to the City Manager - 1971 Raleigh, North Carolina - City Manager - 2000 Richland, Washington - City Manager - 1998 Richland, Washington - City Manager (Assist) - 2000 Richmond, Michigan - City Manager - 1998 Rio Rancho, New Mexico - City Administrator - 2003 Roanoke, Virginia - City Manager - 1999 Rock Hill, South Carolina - City Manager - 2001 Rock Hill, South Carolina - City Manager - 1993 Rockville, Maryland - City Manager - 1998 St. Petersburg, Florida - Deputy City Manager Public Works - 1988 San Diego, California - Deputy City Manager - 1988 Sarasota, Florida - City Manager - 1986 Savannah, Georgia - City Manager - 1994 South Brunswick Township, New Jersey - Township Administrator - 1987 South Haven, Michigan - City Manager - 1999 Southfield, Michigan - City Administrator - 1999 Sparks, Nevada - City Manager - 1989 Spartanburg, South Carolina - City Manager - 1984 Spartanburg, South Carolina - City Manager - 1995 Spartanburg, South Carolina - City Manager - 2001 St. Pete Beach, Florida - City Manager - 2001 Suffolk, Virginia - City Manager - 2002 Sun'n Lake of Sebring Improvement District (Florida) - General Manager - 2002 Sunrise, Florida - City Manager - 1989 Swartz Creek, Michigan - City Manager - 2000 Talladega, Alabama — City Manager — 2003 Tallahassee, Florida - City Manager - 1994 Tifton, Georgia - City Manager - 1996 Topeka, Kansas - Chief Administrative Officer - 2002 Traverse City, Michigan - City Manager - 1987 Treasure Island, Florida - City Manager - 1996 Vero Beach, Florida — City Manager — 2004 Virginia Beach, Virginia - City Manager - 1991 Virginia Beach, Virginia - Deputy City Manager - 1987 Westminster, Colorado - City Manager - 2000 West Palm Beach, Florida - City Manager - 1988 Wilmington, North Carolina - City Manager - 2002 Winter Haven, Florida - City Manager - 1986 Winter Haven, Florida - City Manager - 2001 Worcester, Massachusetts - City Manager - 1993 39 Worthington, Minnesota - City Manager - 1988 York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000 Coun _ Managers/Administrators Alachua County, Florida - County Manager - 1999 Alachua County, Florida - County Manager - 1984 Arapahoe County, Colorado - County Administrator - 1999 Athens/Clarke County Unified Government, Georgia - Manager - 1995 Athens/Clarke County Unified Government, Georgia - Manager - 2001 Beaufort County, South Carolina - County Administrator - 1992 Charleston County, South Carolina - County Administrator - 1998 Charlotte County, Florida - County Administrator - 1995 Charlotte County, Florida - County Administrator - 2002 Chesterfield County, Virginia - County Administrator - 1983 Clarke County, Georgia - County Administrator - 1984 Collier County, Florida - County Administrator (Assist) - 2000 Fairfax County, Virginia - County Executive - 1980 Grady County, Georgia - County Administrator (Assist) - 1999 Gwinnett County, Georgia - County Manager - 1987 Gwinnett County, Georgia - Executive Assistant to the Board - 1985 Henry County, Georgia - County Administrator - 1984 Hernando County, Florida - County Administrator - 2000 Hillsborough County, Florida - County Administrator - 1986 Hillsborough County, Florida - Deputy County Administrator - 2004 Incorporated County of Los Alamos, New Mexico - County Administrator - 1998 Indian River County, Florida - County Administrator - 1987 Johnson County, Kansas - County Administrator - 1998 Lee County, Virginia - County Administrator - 1991 Leon County, Florida - County Administrator - 1989 Leon County, Florida - Assistant County Administrator - 1989 Los Alamos County, New Mexico - County Administrator - 2003 Lowndes County, Georgia - County Manager - 2001 Manatee County, Florida - County Administrator - 1984 Manatee County, Florida - County Administrator - 1993 Northampton County, Virginia - County Administrator - 1999 Orange County, North Carolina - County Manager - 1987 Osceola County, Florida - County Manager - 2003 Palm Beach County, Florida - County Administrator - 1985 Polk County, Florida - County Administrator - 1989 Prince William County, Virginia - County Executive - 1990 40 Ramsey County, Minnesota - County Manager - 1999 St. Louis County, Minnesota - County Administrator - 1987 Santa Rosa County, Florida - County Administrator - 1988 Spartanburg County South Carolina - County Administrator - 1999 Stafford County, Virginia - County Administrator - 2002 Summit County, Colorado - County Manager - 2001 Union County, North Carolina - County Manager - 2001 Volusia County, Florida - County Manager - 1995 Wise County, Virginia - County Administrator - 2001 Airports Bangor International Airport, Maine - Airport Director - 2001 Virginia Peninsula Airport Commission - Executive Director - 1983 Attorngys/Legal Ann Arbor, Michigan - City Attorney (Assist) - 1995 Cuyahoga Metropolitan Housing Authority - General Counsel (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Assist) -1998 Glendale, Arizona - City Attorney (assist) - 2000 Monroe, North Carolina - City Attorney - 2001 Newport News, Virginia - City Attorney - 1995 Thornton, Colorado - City Attorney - 1987 Thornton, Colorado - City Attorney - 1990 Virginia Beach, Virginia - City Attorney - 1989 York, Pennsylvania - Business Administrator & Assistant Solicitor - 2000 Budget/Finance Arlington County, Virginia - Director of Management and Finance - 1999 Brazos River Authority - Finance Director (Assist) - 1999 Charlottesville, Virginia - Finance Director (Assist) - 1988 DeKalb County, Georgia - Finance Director - 1995 District of Columbia Government - Chief Financial Officer - 1999 District of Columbia Government - Inspector General - 1999 Eloy, Arizona - Finance Director - 2000 Flint, Michigan - Finance Director - 2001 Grand Ledge, Michigan - Finance Director/Treasurer - 1999 Hanover Park, Illinois - Finance Director - 1998 Hanover Park, Illinois - Finance Director - 2002 41 Hartford, Connecticut - Finance Director -2001 Homestead, Florida - Finance Director - 1997 Indian Rocks Beach, Florida - Treasurer\Finance Director (Assist) - 1995 Lowndes County, Georgia - Director of Administrative Services - 1996 Montgomery Village, Illinois - Finance Director - 2001 Norfolk, Virginia - Finance Director - 1995 Norfolk, Virginia - Assistant Finance Director - 1997 Northglenn, Colorado - Finance Director - 2002 Palm Beach County, Florida - Director of Financial Management and Budget - 1986 Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Budget - 1986 Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Financial Analysis - 1986 Port Huron, Michigan - Finance Director - 1996 Portsmouth, Virginia - Finance Director - 1997 Portsmouth, Virginia - Finance Director (Assist) - 1999 Rochester Hills, Michigan - Treasurer - 1996 Virginia Beach, Virginia - Chief Financial Officer - 2000 Building Camden, New Jersey - Director of Code Enforcement - 2001 Glastonbury, Connecticut - Director of Infrastructure and Building Services - 2001 Norfolk, Virginia - Director of City Planning and Codes Administration - 1996 Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988 Sarasota County, Florida - Chief Building Officer - 1988 Tempe, Arizona - Development Services Director - 1996 Yuma, Arizona - Development Engineering Manager - 2000 Yuma, Arizona - Development Engineer - 2000 Central Services Los Angeles, California - General Manager, General Services Department - 2000 Lowndes County, Georgia - Director of Administrative Services - 1996 Sarasota County, Florida - Central Services Director - 1988 City Clerk Bellaire, Texas - City Clerk (Assist) - 1997 Bloomfield Hills, Michigan - City Clerk - 2001 Raleigh, North Carolina - City Clerk - 1972 42 Communications Charlottesville, Virginia - Communications Director (Assist) - 1999 Cuyahoga Metropolitan Housing Authority - Director of Communications (Assist) -1998 Gainesville Regional Utilities (Florida) - GRU Communications Director - 1999 Raleigh, North Carolina - Public Information Officer - 1972 Raleigh, North Carolina - Emergency Communications Director - 1972 Rochester, New York - Director of Communications - 1999 Spartanburg County, South Carolina - Communications Director - 1997 Thornton, Colorado - Public Information Officer - 1989 Yuma, Arizona - Assistant Director of ITS/Telecommunications - 1999 Community Relations Raleigh, North Carolina - Community Relations Director - 1971 Convention/Tourism Galena/Jo Daviess County, Illinois - Executive Director of Convention & Visitors Bureau -2001 Cultural Services Hillsborough County, Florida - Director, Division of Cultural Services - 1988 Jackson, Michigan - Executive Director, Michigan Theater, Inc. - 1998 Jackson County Community Foundation, Michigan - President/CEO - 2002 Virginia Air and Space Center and Hampton Roads History Center - Executive Director - 1993 Economic Development Adams County Economic Development, Colorado - President/CEO - 2001 Allegany County, Maryland - Economic Development Director - 2000 Arvada Economic Development Alliance - Executive Director - 1998 Arvada Urban Renewal Authority - Executive Director - 1998 Avondale, Arizona - Economic Development Director - 2001 Bangor, Maine - Economic & Business Development Director - 2001 Camden, New Jersey - Director of Economic Development - 2001 Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1996 Charlottesville, Virginia - Economic Development Director - 1998 Chesapeake Redevelopment & Housing Authority - Executive Director - 1998 43 Coliseum Central Business Improvement District, Hampton, Virginia - Executive Director - 2001 Columbia, South Carolina - Executive Director, Columbia Development Corporation - 1989 Community Redevelopment Agency of Delray Beach, Florida - Executive Director - 2000 Enid/Garfield County Development Alliance, Inc., Oklahoma - Executive Director - 1998 Fort Lauderdale, Florida - Director of Economic Development (Assist) - 2000 Ft. Lauderdale, Florida - Director of Planning & Development - 1987 Ft. Lauderdale, Florida - Director of Planning & Economic Development - 1998 Ft. Lauderdale, Florida - Community Redevelopment Authority - Executive Director (Assist) - 1999 Grand Ledge, Michigan - Director of Community Development - 1999 Henry County, Virginia - Director, Office of Commercer - 2001 Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998 Homestead, Florida - Executive Director, Community Redevelopment Association -1997 Jackson, Michigan - Economic Development Director/Assistant City Manager - 1996 Jackson, Michigan - President, The Enterprise Group - 1997 Millinocket Area Growth and Investment Council, Maine - Executive Director (Partial) - 2001 Norfolk, Virginia - Director of Development - 1996 Norfolk Redevelopment and Housing Authority - Deputy Executive Director - 2000 Peninsula Economic Development Alliance, Virginia - President/CEO - 1998 Pensacola-Escambia Development Commission, Florida - Executive Director - 1980 Pensacola, Florida - Downtown Redevelopment Director - 1981 Portsmouth, Virginia Redevelopment and Housing Authority - Executive Director - 1985 Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1995 Punta Gorda, Florida - Community Redevelopment Agency - Executive Director - 1988 Orange Beach, Alabama, - Director of Community Development - 2002 Raleigh, North Carolina Civic Center Authority - Executive Director - 1973 Regional Redevelopment and Housing Authority for Hampton and Newport News, Virginia - Executive Director - 1985 Sault Saint Marie, Michigan - Downtown Development Director - 2002 Tempe, Arizona - Development Services Director - 1996 Tri-City Industrial Development Council, Washington - President/CEO - 1998 Virginia Peninsula Airport Commission - Executive Director - 1983 Virginia Peninsula Economic Development Council, Inc. - Executive Director - 1983 Wayne County Economic Development Commission, North Carolina - President/Chief Operating Officer - 2000 West Palm Beach Downtown Development Authority - Executive Director - 1987 Health Care State of Delaware - Director, Division for the Visually Impaired - 1996 Palm Beach County Health Care District, Florida - Administrator - 1988 Riverside Community Hospital - Administrator - 1980 Housing and Housing Authorities Arvada Urban Renewal Authority - Executive Director - 1998 Chattanooga Housing Authority - Executive Director - 2001 Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1966 Charlottesville Redevelopment and Housing Authority (Virginia) - Executive Director (Assist) - 1999 Chesapeake Redevelopment & Housing Authority - Executive Director - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Administrative Services - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Customer Service Administration - 1998 Cuyahoga Metropolitan Housing Authority - Vice President of Neighborhood and Housing Development - 1998 - Cuyahoga Metropolitan Housing Authority - Director of Section 8 - 1998 Cuyahoga Metropolitan Housing Authority - General Counsel (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Assist) -1998 Cuyahoga Metropolitan Housing Authority - Director of Communications (Assist) -1998 Dallas, Texas - Director of Housing - 1994 Decatur Housing Authority, Illinois - Executive Director - 2002 Ithaca Housing Authority, New York - Executive Director - 1993 Norfolk Redevelopment & Housing Authority, Virginia - Deputy Executive Director - 2000 Norfolk Redevelopment & Housing Authority, Virginia - Executive Director - 2001 Portsmouth, Virginia, Redevelopment and Housing Authority - Executive Director -1985 Regional Redevelopment and Housing Authority for Hampton and Newport News, Virginia - Executive Director - 1985 Richmond Redevelopment and Housing Authority - Director of Housing Operations - 2000 Spartanburg, South Carolina - Housing Authority - Executive Director - 1992 Spartanburg, South Carolina - Housing Authority - Executive Director - 2001 45 Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 1994 Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 1995 Spartanburg, South Carolina - Housing Authority - Deputy Executive Director - 2000 Spartanburg, South Carolina - Housing Authority - Director of Maintenance - 1994 Topeka, Kansas - Director of Housing & Neighborhood Development - 2002 Human Resources Brazos River Authority, Texas - Director of Human Resources - 2000 Decatur, Georgia - Personnel Administrator - 2002 Glendale, Arizona — Human Resources Director — 2004 Homestead, Florida - Director of Human Resources - 1997 Los Alamos County, New Mexico — Human Resources Manager — 2004 Midland, Michigan - Director of Personnel/Labor Relations - 1996 Norfolk, Virginia - Director of Human Resources - 1997 Norfolk, Virginia - Director of Human Resources - 1988 North Port, Florida - Human Resources Manager (Partial) - 2002 Portsmouth, Virginia - Human Resources Director - 1998 Raleigh, North Carolina - Personnel Director - 1972 Sarasota, Florida - Human Resources Director - 2002 Sarasota, Florida - Director of Human Resources - 1986 Spartanburg, South Carolina Commission of Public Works/Sanitary Sewer District - Personnel Director - 1987 Virginia Beach, Virginia - Director of Human Resources - 1987 Human Services Atlanta/Fulton Community Action Authority, Georgia - Executive Director - 1991 Children's Board of Hillsborough County, Florida - Executive Director - 1989 Children's Services Council of Palm Beach County, Florida - Executive Director - 1987 Hillsborough County, Florida - Assistant Administrator for Human Services - 2004 State of Delaware - Director, Division for the Visually Impaired - 1996 State of South Carolina - Director, Division of Health and Human Services - 1989 Information Systems California Polytechnic State University, San Luis Obispo - Information Systems Assistant Professors (2) - 1988 Centers for Disease Control Federal Credit Union - Vice President for MIS - 1990 Charleston County, South Carolina - Chief Information Officer - 2000 Chesapeake, Virginia - Director of Information Technology - 2000 .n Columbia, South Carolina - Director of Information Technology - 2000 Fort Lauderdale, Florida - Director of Computer Applications - 1987 Genesee County Road Commission, Flint, Michigan - Data Systems Manager - 2001 Jacksonville, Florida - Chief, Information Technology - 1999 North Port, Florida - Information Technology Manager (Partial) - 2002 Sarasota County, Florida - Director of Management Information Systems - 1987 Sunrise, Florida - Management Information Services Director - 2000 Yuma, Arizona - Assistant Director of ITS/Business Applications - 2000 Yuma, Arizona - Assistant Director of ITS/Telecommunications - 2000 Library Director Calcasieu Parish Library System, Louisiana - Library Director - 2002 Ransey County Public Library, Minnesota - Director (Assist) - 2000 Spartanburg County Public Library, South Carolina - County Librarian - 1999 Manpower Raleigh, North Carolina - Manpower Program Coordinator - 1971 Non -Profit Agencies United Way of Benton and Franklin Counties, Washington - President and Chief Executive Officer - 2000 Parks & Recreation Charleston County Park & Recreation Commission, South Carolina - Executive Director -2000 Edmond, Oklahoma — Director of Parks and Recreation — 2003 Ft. Lauderdale, Florida - Director of Parks and Recreation - 2000 Planning/Community Development Avondale, Arizona - Development Services Director - 2002 Camden, New Jersey - Director of Planning and Community Development - 2001 Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1996 Charlottesville, Virginia - Neighborhood Services Director - 1999 Chesapeake, Virginia - Planning Director - 1986 Clearwater, Florida - Planning Director - 1977 Clearwater, Florida - Director of Development Services (Assist) - 1998 47 Community Redevelopment Agency of Delray Beach, Florida - Executive Director - 2000 Ft. Lauderdale, Florida - Director of Planning & Development - 1987 Ft. Lauderdale, Florida - Director of Planning & Economic Development - 1998 Hillsborough County, Florida City -County Planning Commission - Executive Director - 1986 Homestead, Florida - Executive Director, Community Redevelopment Association -1997 Jacksonville, Florida - Chief of Comprehensive Planning - 1999 Largo, Florida — Assistant Director of Community Development — 2004 Los Alamos County, New Mexico — Community Development Director — 2003 Mesquite, Texas — Director of Community Development — 2004 Norfolk, Virginia - Director of City Planning and Codes Administration - 1996 Orange Beach, Alabama - Director of Community Development - 2002 Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988 Peninsula Transportation District Commission (Virginia) - Director of Planning - 1999 Prince William County, Virginia - Planning Director (Partial) - 2002 Rio Rancho, New Mexico — Development Services Department Director — 2004 Scottsdale, Arizona - Planning Systems General Manager - 2000 Taos, New Mexico - Planning and Zoning Director (Assist) - 2000 Tempe, Arizona - Director of Development Services - 1996 Toledo -Lucas County Plan Commissions, Ohio - Deputy Executive Director -Long Range Planning - 2001 Topeka -Shawnee County, Kansas - Director of Topeka -Shawnee County Metropolitan Planning Department - 2002 Yuma, Arizona - Development Engineering Manager - 1999 Yuma, Arizona - Development Engineer - 1999 Protected Classes Alachua County, Florida - County Administrator - 1984 Alexandria, Virginia - Director of Real Estate Appraisals - 1993 Ann Arbor, Michigan - City Attorney (Assist) - 1995 Arlington County, Virginia - Director of Management & Finance - 1999 Aspen, Colorado - City Manager - 1989 Atlanta/Fulton Community Action Authority, Georgia - Executive Director - 1991 Austin, Texas - City Manager - 1988 Avondale, Arizona - Utilities Director - 2002 Bangor, Maine - Airport Director - 2001 Bellaire, Texas - City Clerk (Assist) - 1997 Bexar County, Texas - Executive Director, Information Services - 2000 Brazos River Authority, Texas - Director of Human Resources - 2000 48 Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985 Charlotte, North Carolina - City Manager - 1996 Charlotte, North Carolina - Director of Neighborhood Development (Assist) - 1996 Charlottesville Redevelopment and Housing Authority (Virginia) - Executive Director - (Assist) - 1999 Chesapeake Redevelopment & Housing Authority - Executive Director - 1998 Children's Services Council of Palm Beach County, Florida - Executive Director - 1987 Community Redevelopment Agency of Delray Beach, Florida - Executive Director - 2000 Coral Springs, Florida - Assistant City Manager - 2000 Cuyahoga Metropolitan Housing Authority - Director of Communications (Assist) -1998 Cuyahoga Metropolitan Housing Authority - General Counsel (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Labor/Management Attorney (Assist) - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Administrative Services - 1998 Cuyahoga Metropolitan Housing Authority - Vice President, Customer Service Administration - 1998 Cuyahoga Metropolitan Housing Authority - Vice President of Neighborhood and Housing Development - 1998 Cuyahoga Metropolitan Housing Authority - Director of Section 8 - 1998 Dallas, Texas - Director of Housing - 1994 District of Columbia Government - Chief Financial Officer - 1999 District of Columbia Government - Inspector General - 1999 East Lansing, Michigan - Chief of Police - 1991 Eloy, Arizona - City Engineer - 2001 Fort Lauderdale, Florida - City Manager - 1998 Franklin Village, Michigan - Village Administrator - 1998 Greensboro, North Carolina - Assistant City Manager (Assist) - 1996 Greensboro, North Carolina - Chief of Police - 1998 Hampton Roads Transit Authority, Virginia - Executive Director (Assist) - 1998 Hampton Roads Transit Authority, Virginia - Director of Planning - 2000 Hillsborough County, Florida - Director, Division of Cultural Services - 1988 Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998 Indian Rocks Beach, Florida - Treasurer (Assist) - 1995 Ithaca Housing Authority, New York - Executive Director - 1993 Jackson, Michigan - Fire Chief - 1997 Jacksonville, Florida - Chief, Information Technology - 1999 Johnson County, Kansas - County Administrator - 1998 Lakeland, Florida - Assistant City Manager - 2000 i. Leon County, Florida - County Administrator - 1989 Michigan Theatre, Jackson, Michigan - Executive Director - 1998 Montgomery Village, Illinois - Village Manager - 2000 Mound, Minnesota - City Manager - 2000 Norfolk Redevelopment and Housing Authority, Virginia - Executive Director - 2001 Norfolk Redevelopment and Housing Authority, Virginia - Deputy Executive Director - 2000 Norfolk, Virginia - Director of Human Resources - 1988 Norfolk, Virginia - Assistant Director of Human Resources - 1999 Norfolk, Virginia - Chief of Police - 1993 Norfolk, Virginia - City Manager - 1999 Norfolk, Virginia - Director of Human Resources - 1998 Norfolk, Virginia - Finance Director - 1995 Norfolk, Virginia - Solid Waste Superintendent - 2000 Norfolk, Virginia - Assistant City Manager - 1998 North Miami, Florida — City Manager - 2002 Oklahoma City, Oklahoma - City Manager - 1986 Palm Beach County, Florida - Director of Planning, Building and Zoning - 1988 Palm Beach County, Florida - Assistant Director of Financial Management and Budget for Budget - 1986 Palm Beach County Health Care District, Florida - Administrator - 1988 Portsmouth, Virginia - Director of Human Resources - 1999 Portsmouth, Virginia - Chief of Police - 1998 Portsmouth, Virginia - Director of Risk Management - 1998 Portsmouth, Virginia School System - Director of Risk Management - 1998 Raleigh, North Carolina - City Clerk - 1972 Raleigh, North Carolina - Community Relations Director - 1971 Raleigh, North Carolina - Assistant to the City Manager - 1971 Ramsey County Public Library, Minnesota - Director (Assist) - 2000 Richmond Redevelopment and Housing Authority, Virginia - Director of Housing Operations - 2000 Roanoke, Virginia - City Manager - 1999 San Diego, California - Deputy City Manager - 1988 San Diego, California - General Manager, San Diego Wastewater Management District - 1988 Sarasota, Florida - Director of Human Resources - 1986 Southeastern Public Service Authority, Virginia - 1998 Spartanburg, South Carolina Housing Authority - Executive Director - 1992 Spartanburg, South Carolina Housing Authority - Deputy Executive Director - 1994 Spartanburg, South Carolina Housing Authority - Director of Maintenance - 1994 State of Delaware - Director, Division for the Visually Impaired - 1996 50 Sun `n Lake of Sebring (Florida) Improvement District — General Manager — 2002 Thornton, Colorado - Public Information Officer - 1989 Virginia Beach, Virginia - Director of Human Resources - 1987 Wayne County Economic Development Commission, North Carolina - President/Chief Operating Officer - 2000 Public Safety Ann Arbor, Michigan - Fire Chief - 2002 Belding, Michigan - Chief of Police - 1998 Camden, New Jersey - Director of Public Safety - 2001 Charter Township of Meridian, Michigan - Chief of Police - 1998 Chesapeake, Virginia - Fire Chief - 1998 Davenport, Iowa - Chief of Police - 2000 Davenport, Iowa - Fire Chief - 2000 East Lansing, Michigan - Chief of Police - 1991 Eloy, Arizona - Chief of Police - 2000 Greensboro, North Carolina - Chief of Police - 1998 Greensboro, North Carolina - Fire Chief - 1998 Hampton, Virginia - Fire Chief - 1986 Hanover Park, Illinois - Fire Chief - 2000 Hanover Park, Illinois - Fire Chief - 2002 Hanover Park, Illinois - Chief of Police - 1996 Hanover Park, Illinois - Chief of Police - 1998 Huber Heights, Ohio - Fire Chief - 2001 Jackson, Michigan - Chief of Police - 1996 Jackson, Michigan - Fire Chief - 1996 Jacksonville, North Carolina - Chief of Police - 1996 Key West, Florida - Chief of Police - 1998 Longboat Key, Florida - Chief of Police - 1996 Manatee County, Florida - Director of Public Safety - 1987 Meridian, Michigan - Fire Chief - 1998 Newport News, Virginia - Chief of Police - 1983 Newport News, Virginia - Chief of Police - 1997 Norfolk, Virginia - Chief of Police - 1993 Norfolk, Virginia - Director of Fire and Paramedical Services - 1996 Northglenn, Colorado - Chief of Police - 2001 North Little Rock, Arkansas - Chief of Police - 1988 North Port, Florida - Fire Chief (Partial) - 2002 Papillion, Nebraska - Chief of Police - 2000 Pinellas County, Florida - Undersheriff for Administration - 1986 51 Portsmouth, Virginia - Chief of Police - 1997 Raleigh, North Carolina - Chief of Police - 1971 Raleigh, North Carolina - Fire Chief - 1973 Rio Rancho, New Mexico - Director of Public Safety - 2001 Riverdale, Georgia - Chief of Police - 2000 Sarasota, Florida - Chief of Police - 1987 Spartanburg County, South Carolina - Communications Director - 1997 Suffolk, Virginia - Chief of Police - 2001 Western Tidewater Regional Jail Authority - Virginia - Superintendent - 2002 Wilmington, North Carolina - Chief of Police - 1997 Public Utilities Avondale, Arizona - Director of Utilities - 2002 Brazos River Authority, Texas - General Manager - 1998 Brazos River Authority, Texas - Director of Human Resources - 2000 Brazos River Authority, Texas - Water Resources Division Manager - 2000 Charlottesville, Virginia - Gas Superintendent - 1984 Chesterfield County, Virginia - Director of Utilities/Public Works - 1983 Clearwater, Florida - Public Works Division Director/Utilities - 1998 Columbus, Georgia - President, Water Works - 1988 Danville, Virginia - 1999 - Senior Civil Engineer - Gas Engineer - Water Engineer - Senior Electric Engineer - Electric Engineer Danville, Virginia - Electric Utility Electrical Engineers (2) - 1999 District of Columbia Water and Sewer Authority - Occupational Safety and Health Director - 1998 District of Columbia Water and Sewer Authority - Engineering Planning Manager - 1998 Escambia County Utilities Authority (Florida) - Executive Director - 2002 Gainesville Regional Utilities (Florida) - Water/Wastewater Engineer II - 1998 Georgia Power Company - Director of Economic and Community Development - 1982 Greensboro, North Carolina - Utilities Director - 1996 Henry County Public Service Authority, Virginia - Director of Regulatory Compliance and Technical Applications - 2000 Homestead, Florida - Utilities Director - 1989 Homestead, Florida - Plant Manager - 1989 Macon/Bibb County Water & Sewerage Authority, Georgia - Executive Director - 1987 Macon Water Authority, Georgia - Executive Director - 2002 52 Milwaukee, Wisconsin - Water Superintendent (Assist) - 1997 Monroe, North Carolina - Water Resources Director - 1998 North Port, Florida - Utilities Director - 2002 Spartanburg, South Carolina - Commission of Public Works -General Manager - 1986 Spartanburg, South Carolina - Commission of Public Works -General Manager - 1988 Spartanburg, South Carolina - Commission of Public Works -General Manager - 1995 Spartanburg, South Carolina Sewer District - Director - 1986 Spartanburg, South Carolina Sewer District - Director - 1988 Spartanburg, South Carolina Sewer District - Director - 1995 Spartanburg, South Carolina - Commission of Public Works/Sanitary Sewer District - Personnel Director - 1987, 1995 San Diego, California - General Manager, San Diego Wastewater Management District - 1988 Southwest Oakland County Resource Recovery and Water Authority, Michigan - General Manager - (SOCRRA/SOCWA) - 2001 Vero Beach, Florida - Utilities Director — 2004 Virginia Beach, Virginia - Deputy City Manager for Utilities - 1987 Public Works/Engineering Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973 Aurora, Colorado - Public Works Director - 1989 Avondale, Arizona - Director of Utilities - 2002 Avondale, Arizona - Development Services Director - 2002 Bexar County, Texas - Executive Director Infrastructure Services - 1999 Billings, Montana - Director of Public Works - 2001 Chesapeake, Virginia - Project Director, Route 168 Road Project (Assist) - 1999 Clearwater, Florida - Public Works Division Director/Transportation and Drainage -1998 Clearwater, Florida - Public Works Division Director/Utilities - 1998 Danville, Virginia - 1999 - Senior Civil Engineer - Gas Engineer - Water Engineer - Senior Electric Engineer - Electric Engineer DeKalb County, Georgia - Public Works Director - 1996 Eloy, Arizona - City Engineer - 2000 Fayetteville, North Carolina - Engineering Manager (Partial Search) - 2000 Fort Lauderdale, Florida - Resource Recovery Board, Broward Solid Waste Disposal District, Executive Director - 2000 Genesee County Road Commission, Flint, Michigan - Engineering Position - 2001 53 Genesee County Road Board, Michigan - Manager -Director - 1999 Genesee County Road Board, Michigan - Chief Engineer - 1999 Glastonbury, Connecticut - Director of Building Services - 2000 Grapevine, Texas - Public Works Director - 1986 Greensboro, North Carolina - Director of Transportation - 2000 Hanover Park (Village), Illinois - Public Works Director - 2001 Henry County Public Service Authority, Virginia - Director of Regulatory Compliance and Technical Applications - 2000 Indian Rocks Beach, Florida - Public Services Director (Assist) - 1996 Jacksonville, Florida - Director of Public Works - 1999 Little Rock, Arkansas - Public Works Director (Technology Agent) - 1973 Los Angeles, California - General Manager, General Services Department - 2000 Martin County, Florida - County Engineer/Public Services Director - 1998 Meridian Township, Michigan - Public Works Director - 1998 Monroe, North Carolina - Water Resources Director - 1998 Norfolk, Virginia - Sr. Civil Engineer - 1989 Norfolk, Virginia - Waste Management Superintendent - 1999 Polk County, Florida - Traffic Engineering Division Director Port Huron, Michigan - Public Works Director - 1998 Rochester Hills, Michigan - Director of Public Services - 2001 Saline County, Kansas - Director of Public Works - 1987 St. Petersburg, Florida - Deputy City Manager for Public Works - 1988 Sarasota County, Florida - Chief Building Officer - 1988 Southeastern Public Service Authority, Virginia - Executive Director - 1998 Spartanburg, South Carolina - Commission of Public Works - General Manager - 1986 Spartanburg, South Carolina - Commission of Public Works - General Manager - 1988 Spartanburg, South Carolina - Commission of Public Works - General Manager - 1995 Spartanburg, South Carolina Sewer District - Director - 1986 Spartanburg, South Carolina Sewer District - Director - 1988 Spartanburg, South Carolina Sewer District - Director - 1995 Spartanburg, South Carolina Housing Authority Director of Maintenance - 1994 Suffolk, Virginia - Transportation Engineer - 1994 West Des Moines, Iowa - Engineering Manager - 2002 West Des Moines, Iowa - Principal Engineer - 2002 Real Estate Alexandria, Virginia - Director of Real Estate Appraisals - 1993 Gwinnett County, Georgia - Chief Appraiser (Assist) - 1997 54 Risk Managers Fort Lauderdale, Florida - Risk Manager (Assist) - 2002 Gainesville, Florida - Risk Management Director - 1998 Jacksonville, Florida - Chief of Risk Management Division - 2000 Miami Valley Risk Management Association - Executive Director - 1999 Portsmouth, Virginia - Director of Risk Management - 1998 Portsmouth School System - Director of Risk Management - 1998 Raleigh, North Carolina - Safety Director - 1972 State Governments State of Delaware - Director, Division for the Visually Impaired - 1996 State of South Carolina - Director, Division of Health and Human Services - 1989 State of Maryland DOT - Director, Mass Transit - 1982 Tax Assessor Gwinnett County, Georgia - Chief Appraiser (Assist) - 1997 Technology Agents (Assistant City Managers) Akron, Ohio - Assistant to the Mayor (Technology Agent) - 1973 Arlington, Texas - Assistant City Manager (Technology Agent) - 1973 Atlanta, Georgia - Traffic Engineer (Technology Agent) - 1973 Eugene, Oregon - Assistant City Manager (Technology Agent) - 1973 Evanston, Illinois - Assistant City Manager (Technology Agent) - 1973 Hampton, Virginia - Assistant City Manager (Technology Agent) - 1973 Henrico County, Virginia - Assistant County Manager (Technology Agent) - 1973 High Point, North Carolina - Assistant City Manager (Technology Agent) - 1973 Independence, Missouri - Assistant City Manager (Technology Agent) - 1973 Jefferson Parish, Louisiana - Assistant to the Parish President (Technology Agent) -1973 Jersey City, New Jersey - Assistant Business Manager (Technology Agent) - 1973 Kettering, Ohio - Assistant City Manager (Technology Agent) - 1973 Little Rock, Arkansas - Public Works Director (Technology Agent) - 1973 Lower Merion Township, Pennsylvania - Assistant Township Manager (Technology Agent) - 1973 Minneapolis, Minnesota - Assistant City Coordinator (Technology Agent) - 1973 Nashville, Tennessee - Assistant to the Mayor (Technology Agent) - 1973 Oklahoma City, Oklahoma - Assistant City Manager (Technology Agent) - 1973 Pasadena, California - Assistant City Manager (Technology Agent) - 1973 55 Pueblo, Colorado - Assistant City Manager (Technology Agent) - 1973 San Jose, California - Assistant City Manager (Technology Agent) - 1973 St. Petersburg, Florida - Assistant City Manager (Technology Agent) - 1973 Sioux City, Iowa - Assistant City Manager (Technology Agent) - 1973 Spokane, Washington - Assistant City Manager (Technology Agent) - 1973 Topeka, Kansas - Assistant to the Mayor (Technology Agent) - 1973 Tucson, Arizona - Assistant City Manager (Technology Agent) - 1973 West Hartford, Connecticut - Assistant City Manager (Technology Agent) - 1973 Worcester, Massachusetts - Assistant City Manager (Technology Agent) - 1973 Transportation/Transit Authorities Capital Area Transportation Authority, Lansing, Michigan - Executive Director - 1985 Greensboro, North Carolina - Director of Transportation - 2000 Hampton Roads Transit Authority, Virginia - Executive Director (Assist) - 1998 Hampton Roads Transit Authority - Planning Director - 2000 Jacksonville, Florida - Chief of Transportation Planning - 2000 Maryland Department of Transportation, Director of Mass Transit - 1982 Pierce County, Washington, Transit Authority - Executive Director - 1981 Suffolk, Virginia - Transportation Engineer - 1994 Virginia Peninsula Transportation District Commission - Executive Director - 1981 `- Virginia Peninsula Airport Commission - Executive Director - 1983 Associations American Public Works Association - Executive Director - 1989 Florida Association of Counties - Executive Director - 1989 Public Technology Inc. - Technology Agents (27) - 1973 Public Technology Inc. - Regional Managers (4) - 1973 Public Technology Inc. - Executive Assistants (3) - 1973 Universities California Polytechnic State University, San Luis Obispo - Dean, School of Business (Assist) - 1988 California Polytechnic State University, San Luis Obispo - Information Systems Assistant Professors (2) - 1988 Georgia Institute of Technology - Director of Advanced Technology Development Center - 1983 Georgia State University - Vice President of Academic Affairs and Provost (assist) -1988 Georgia Institute of Technology - Assistant Director, Industrial Extension Division -1984 56 University of Arizona - Vice President of Finance - 1980 University of Nevada, Reno - Director of Development (Assist) - 1984 University of South Carolina - Director, Bureau of Governmental Affairs (assist) - 1990 Georgia Tech Research Institute - Members of Advisory Board to Director - 1983 Georgia Tech Research Institute - Research Director - 1982 Multi -Year Search Agreements City of Clearwater, Florida City of Columbia, South Carolina City of East Point, Georgia City of Homestead, Florida City of Jacksonville, Florida City of Los Angeles, California City of Norfolk, Virginia City of Portsmouth, Virginia City of Tucson, Arizona City of Yuma, Arizona Cuyahoga Metropolitan Housing Authority, Cleveland, Ohio Spartanburg County, South Carolina Spartanburg Housing Authority, South Carolina 2. PRIVATE SECTOR - NON -CONFIDENTIAL American Public Works Association - Executive Director Florida Association of Counties - Executive Director Homebuilders Association of Greater Spartanburg, South Carolina - Executive Director - 1998 3. PRIVATE SECTOR (CLIENT LIST IS CONFIDENTIAL) Consulting Firm (Texas) - Regional Vice President Consulting Firm (Washington, D.C.) - Principal Consulting Firm (Georgia) - Senior Consultants; Managers; Director Consulting Firm (Virginia) - Director Consulting Firm (Georgia) - Marketing Director Consulting Firm (Texas) - Marketing Director Electronics Manufacturer (Alabama) - Vice President and Assistant General Manager; Product Manager 57 Health Research Society (California and New York) - President Insurance Company (Ohio) - President Construction Company (Florida) - Vice President Computer Services Company (Georgia) - Vice President, Marketing Basic Metals Company (New York) - Project Manager Financial Institution (Georgia) - Vice President of Data Processing Bookstore & Coffeehouse (Colorado) - Manager Health Service Company (California) - Regional Vice President Property Management Corporation (Virginia) - Vice President, Operations Resort Corporation (Florida) - General Manager Services Company (Florida) - Vice President Law Firm (California and Washington, D.C.) - Associate Attorney Beverage Company (Georgia) - Corporate Attorney Shipbuilder (Mississippi) - 12 Submarine Planners Aerospace Company (California) - 4 Systems Analysts; 2 Production Control Supervisors; 10 Production Assistants 58 APPENDIX B: REFERENCES You may contact any of the following clients and placements for references on the executive search work of the Mercer Group and Dr. Freijo. Mayor Buddy Fletcher City of Lakeland; population: 80,000 228 South Massachusetts Ave. Lakeland, FL 33801 (863)834-6005 City Manager Search, 2003 Mayor Bonnie R. MacKenzie City of Naples; population: 22,000 735 81h St., South Naples, FL 34102 (239) 213-1000 City Manager Search, 2003 Paul Owen Council Chairman Osceola County; population: 190,000 1 Courthouse Square, Ste 4700 Kissimmee, FL 34741 (407) 343-2200 County Manager Search, 2003 Mayor Ward Friszolowski City of St. Pete Beach; population: 10,000 7701 Boca Ciega Drive St. Pete Beach, FL 33706 (727) 896-4611 City Manager Search, 2001 Mayor Michael J. Yakes City of Gulfport; population: 12,000 2401 53`d Street South Gulfport, FL 33707 (727) 893-1000 City Manager Search, 2003 59 Mayor John A. Buckley City of Melbourne; population: 71,000 900 E. Strawbridge Avenue Melbourne, FL 32901 (321) 254-1165 City Manager Search, 2002 Mike McNees City Manager City of Sarasota; population: 52,000 1565 First Street Sarasota, FL 34236 (941) 954-4102 Director of Human Resources Search, 2002 Mr. Michael Herr County Manager Polk County; population: 500,000 P.O. Box 9005, Drawer TSO1 Bartow, FL 33831-9005 (863)534-6417 Traffic Engineering Division Director Search, 2002 Rod Casey Board Chairman Lowndes County; population: 92,000 325 West Savannah Ave. Valdosta, GA 31601 (229) 333-5116 County Manager Search, 2001 Timothy Haag Assistant to Executive Director Escambia County Utilities Authority 9255 Sturdevant Street Pensacola, FL 32514 (850) 969-3300 Executive Director Search, 2002 Mayor Gib Coerper City of Alachua; population: 6,200 P.O. Box 9 Alachua, FL 32616 (386) 462-1231 City Manager Search, 2001 61 Lozvndes County Board of Commissioners _K,odrw-ti (, Casey, C; iairmar. Yoyce E. Evans, District -RichardC. Lee, Dstnct ' G. Robert Carter, Distnct Post Office BoX 1349 • `lh(dosta, Georgia 31603-1349 • Phone (229) 671-2400 FaX (229) 245-522 March 20, 2002 Mr. Tom Freijo Mercer Group Inc. P.O. Box 9328 Winter Haven, FL 33883 Dear Tom: Just a note to say thanks for the great work you did in finding us a county manager. Your professionalism and sensitivity to our needs was greatly appreciated. All candidates, as well as all the commissioners, were very impressed with the way the entire hiring process was handled. It was certainly worth the cost to relax knowing you were working hard to find a match for us. I hope we were as easy to work with as you were. Additionally, the day retreat you facilitated was extremely useful. It ensured we were all on tract and headed off potential miscommunication with our new manager. Lastly, it set expectations between commissioners and manager. I would not hesitate to recommend you and the Mercer Group to any future client. You may use us as a reference if you desire. Thanks again for guiding us though a most important endeavor. Sincerely, Rod Case�j — Chairman Lowndes County Board of Commissioners MAYOR BONNIE R. MACKENZIE VICE MAYOR GARY GALLEBERG Tom D. Freijo, Ph.D. Senior Vice President The Mercer Group 48 Fourth Street S.W. Winter Haven, FL 33880 Dear Dr. Freijo, r��n�s \4 ��L V July 2, 2003 CITY COUNCIL R. JOSEPH HERMS WILLIAM R. ,'0ACILVAINE CLARK RUSSELL PENNY TAYLOR TANIELA WISENIAN On behalf of the City and Citizens of Naples, I thank you most sincerely for all you did to help us advertise, interview, evaluate, select and engage Dr. Robert Lee for the position of City Manager. Without your able assistance and straight -forward good counsel, it is doubtful we would have had so many outstanding candidates apply within the short time period available to us. Your time, attention and professionalism were invaluable in making a formidable task both manageable and enjoyable. We could not be more pleased with the results! Very truly yours, Bonnie R. MacKenzie Mayor 735 EIGHTH STREET SOUTH • NAPLES, FLORIDA 34102-6796 TELEPHONE (941) 213-1000 • FAX (941) 213-1010 citycouncil@naplesgov.com Printed on Recycled Paper 10 BOARD OF COUNTY COMMISSIONERS District I Paul Owen Chairman District II Atlee Mercer District III Ken Shipley Vice -Chairman District IV Ken Smith District V Chuck Dunnick County Manager Edwin J. Hunzeker Commission Auditor Katherine Wall County Attorney Jo O. Thacker Osceola County 1 Courthouse Square Suite 4700 Kissimmee, FL 34741-5498 (407) 343-2200 Fax (407) 343-2210 August 25, 2003 Dr. Tom D. Freijo Senior Vice President The Mercer Group Post Office Box 9328 Winter Haven, Florida 33883 Dear Mr. Freijo: Thank you for a job well done! As you are aware, our new County Manager has been with us for just a little over a month now, and I wanted to let you know how pleased we are with our selection. Your professional assistance in managing the selection process, short -listing the candidates, and conducting background checks, etc., made the process not only run smoothly, but resulted in an excellent slate of candidates from whom to choose. We are very impressed with the way in which you conducted the entire process and the results garnered from your expertise. Again, thank you for a job well done. Sincerely, BOARD OF COUNTY COMMISSIONERS Paul Owen Chairman PO/EJH/nd Transportation Department; 330 West Church Street P.O. Box 9005 MICHAEL HERB ;,' 1 Drawer TS01 Director Bartow, FL 33831 ROBERT E. SAMPSON Phone #: (863) 534-6417 Assistant Director Board of County Commissioners Fax #: (863) 534-6024 MEMORANDUM TO: Jim W. Keene, County Manager FROM: Michael Herr, Director of Transportation DATE: January 3, 2003 RE: Mercer Group, Inc. I wanted to compliment the recruitment services provided by The Mercer Group in helping us to recruit and select a new Traffic Engineering Division Director for Polk County. I found Tom Freijo, Senior Vice President, to be an expert in his field. He provided solid advice in terms of how to attract the best candidates and provided us with a set of interview questions that were germane in assisting us to select the most qualified candidate. Additionally, his service to us was extremely timely, courteous, and most assuredly affordable. The services were provided within the budget because of Dr. Freijo's commitment to provide his client with top quality services. Using a recruitment firm was a positive experience and I would advise other Department Directors to use a private recruitment firm to fill Division Director positions when the need arises. Thank you for allowing us to use this strategy. MH:cc cc: Percy Harden, Director/Personnel Tom D. Freijo, Ph.D., Senior Vice President/The Mercer Group, Inc. Sun 'n Lake of Sebring Improvement District June 23, 2003 To Whom It May Concern: Subject: Tom D. Freijo, Ph.D. The Mercer Group, Inc. 5306 .Sun � �u Lake Hh•d Sebring, Florida 3337: (363) 382-2-196 This letter of appreciation and recommendation is written as a follow up to the services provided by Tom D. Freijo during the 2002 year. The Mercer Group was contracted by the Sun 'n Lake Improvement District, Board of Supervisors, to conduct a search for a general manager. The search was conducted in a very professional manner from beginning to end. It was a blend of personal contacts, both individual and group, to carefully prepare us for the search. The process included very informative individual and group meetings with the Board of Supervisors, a carefully prepared set of search documents, including our requirements, an appropriate and attractive description of our community, the identification of a well qualified set of candidates, and the planning and successful conduct of group and individual interviews. Throughout all phases of the search we were provided prompt and thorough updates both verbal and written. The scheduling and conduct of the group and individual interviews was flawlous. Tom Freijo made himself available to each of the supervisors throughout the selection process. He provided valuable background insights into each candidate in both written and verbal form. He was instrumental in planning a social to invite the community to meet the candidates. This event was well received by our community. During the entire selection process Tom's thorough planning and attention to detail was paramount. I believe that the success of our search was due to Tom's professional expertise in applying the resources of the Mercer Group to our search. I highly recommend Tom D. Freijo. Very truly yours, Marvin P. Fischer, Ph. D. Member of the Board of Supervisors i City of Gulfport, Florida 2401 53rd Street South • Gulfport, Florida 33707 (727) BS3-1 000 • FAX (727) B93-1 005 Suncom 51 3-13000 http: //www.ci.gulfport.fl.us November 3, 2003 MICHAEL J. YAKES Mayor - I L JOHN E. "TED" PHILLIPS Tom D Freijo, Ph.D. Councilmember, Ward 1 Senior Vice President The Mercer Group, Inc. DAWN E. FISHER 48 Fourth Street, S.W. Councilmember, Ward 2 Winter Haven, Florida 33880 HARRY W. BRODHEAD Dear Tom: Councilmember, Ward 3 On behalf of the City Council, I want to thank you for all of your hard work and LARRY COOPER professionalism in finding a City Manager for the City of Gulfport. This was a timely Councilmember, Ward 4 process, which most of us were unfamiliar with; however, your expertise guided us through it. G. CURT WILLOCKS All of the candidates we interviewed were very qualified and I think any of them Interim city Manager would have done a fine job. We were very fortunate to have the same City Manager for 13 years, but now are all looking forward to working with Tom Brobeil and hope _GUISE M. SPENCE, CIVIC that his tenure will be just as long. City Clerk Again, thank you for all of your assistance. TIMOTHY P. DRISCOLL City Attorney Sincerely, i CITY OF GULFPORT, FLORIDA BILL KUCERA Administrative Services i Director iT r Michael J. Yakes JILL VINES Mayor Community Services Director SAMUEL RIVERA Information Technology Director MJY/acl cc: City Council City Clerk ROBERT VINCENT Interim Public Safety Director MIKE KONEFAL Interim Public Services Director APPENDIX C: QUESTIONS AND ANSWERS ABOUT EXECUTIVE SEARCH 1. Why should a public sector organization utilize an executive recruiter? We have the experience, time and a vast array of national contacts in public agencies. This will save your organization time and money in filling key -- positions with candidates of exceptional quality. The trend is that more and more public agencies, both large and small, are turning to executive search firms to recruit key executives and managers who may be happy and successful elsewhere. This trend has developed because of the complexity and time consuming nature of locating and selecting high quality persons for public sector organizations and by the tremendous success of specialty firms such as ours in meeting client needs quickly and efficiently. 2. How is an executive search conducted? Our methods have been successfully tested over a number of years. We normally meet with the key clients and appointed officials who engage us in order to determine the selection criteria for the position. These criteria usually include education and professional development, related experience, management style and abilities, and personal characteristics. We then seek out exceptionally well - qualified individuals and invite them to become candidates. We screen candidates against the selection criteria and thoroughly evaluate the background of the most promising candidates. We submit to you a detailed report on the top five or so candidates who best meet the criteria. 70 We arrange interviews of the candidates with you, attend the interviews ourselves, negotiate with selected finalists if you wish, and notify remaining applicants of your decision. Throughout the process, we acknowledge all applicants and keep you informed of progress. We will also conduct a goal and objective -setting session with you and the key executive to fully establish him/her within the organization. Where possible, we maintain confidentiality of all information in accordance with our professional standards. 3. When can results be expected? A national search process normally takes 60 days from agreement to submission of the final report. Interviews can be conauctea immeaiateiy arter the report is submitted and negotiations with the selected candidate can be concluded shortly thereafter. More limited searches can usually be completed more quickly. 4. What are the chances of success? _ We have an outstanding success rate on all of our executive search assignments and will be pleased to offer numerous references as tributes to our work. 5. What will the electorate think? They are concerned with excellent quality and timeliness of service and with cost efficiency. Our process assures you that these constituent objectives are being met most effectively. 71 6. What is the role of the client? The client is the key decision -maker. We will not usurp the client's authority relative to the process and the key decisions. We work closely with our client to assure that final results are highly acceptable. 7. What does it cost? We charge a fixed professional service fee that does not depend upon salary paid. In addition, our consulting expenses usually are an additional 40 percent of the professional service fee. Our fees vary according to local circumstances. 8. What other services are provided? If, for some reasons, the selected candidate leaves within the first two years, we guarantee that we will conduct a replacement search for expenses only. In addition, we guarantee that we will not attempt to recruit any of the client's key people for other positions for a period of two years from the completion of the search. 9. What about EEO requirements? The Mercer Group, Inc. is an equal opportunity recruiter. We will not discriminate against any person on the basis of race, religion, creed, color, sex, handicap, or national origin. We have had numerous women and minority candidates and placements. 72 kn lh ccov Cent} C�-�C)Lkb Ck VC r- 0, �i S,, � Colin , ,j� �� 1E Ccf- t CC-O� Coma, 1 S T (Cyl e-f-- ne� ey,-f-