1357 Waters Consulting Group-City Mgr Recruitment130
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PURCHASING DEPARTMENT Jj
T RANSMITTAL MEMORANDUM ILL'
To: City Clerk/ City Manager �
RE: The Waters Consulting Group, Inc
The item(s) noted below is /are attached and forwarded to your office for the following action(s):
❑
Development Order
❑
❑
Final Plat (original mylars)
❑
❑
Letter of Credit
❑
Maintenance Bond
❑
Ordinance
❑
❑
Performance Bond
❑
❑
Resolution
❑
❑
❑
Once completed, please:
❑ Return original
❑ Return copy
Special Instructions:
Executed Work Order for safe keeping
Mayor's signature
Recording
Rendering
Safe keeping (Vault)
Payment Bond
City Manager Signature
City Clerk Signature
Please advise if you have any questions regarding the above.
Thank you!
From
Date
T:\Dept_ forms \City Clerk Transmittal Memo - 2009.doc
/ '7
EXHIBIT A
WORK ORDER FORM
Work Order Number 100 -11
CITY OF SANFORD FLORIDA
Master Agreement/Contract Number: N/A
Dated: NO
Contract/Project Title Executive Recruitment for City Manager
Solicitation No: N/A
ISanford Project No. N/A
Purchase Order No.
Consultant/Contractor: The Waters Consulting Group, Inc.
Consultant/Contractor's Business Address, Phone Number, Fax Numberm and E -mail Address
5050 Quorum Drive, Sute 625; Dallas, Texas 75254
972.481.1950 Fax: 972.481.1951 email: Crohe @watersconsulting.com
ATTACHMENTS TO THIS WORK ORDER
METHOD OF COMPENSATION
DRAWINGS /PLANS /SPECIFICATIONS
FIXED FEE BASIS
X
SCOPE OF SERVICES
TIME BASIS -NOT TO EXCEED AMOUNT
X
SPECIAL CONDITIONS (Timeline)
TIME BASIS - LIMITATION OF FUNDS
X
PRICING IINFORMATION
UNIT PRICE BASIS -NOT TO EXCEED AMOUNT
X
WO TERMS AND CONDITIONS
TIME FOR COMPLETION: Per Attached Days of the effective date of this Work Order
Effective date- this Work Order: Date of Execution by City Manager
Time for completion: The services to be provided by the Consultant/Contractor shall commence upon execution
of this Work Order by the parties and shall be completed within the time frame indicated above. Failure to meet
the stated completion requirement may be grounds for termination for default.
Work Order Amount: Dollars Expressed in Numbers: $ Per Attached fees and payments schedule
Dollar Amount Written Out: Per Attached fees and payments schedule
In Witness Where of, the parties hereto have made and executed this Work Order on the
respective dates under each signature: The City through its City Manager and the Consultant by and
through its duly authorized corporate officer having the full and complete authority to execute same.
ATTEST: CONSULTANT /CONTRACTOR
Signature
Signature, Corporate President
pCLfr� A �as"�'1a - �ccrc. < < 1 C_ n • Wa:U
Corporate Officer (printed name and title) Corporate President, Printed Name
Date: t • 1 E5 -
ATTEST: CITY OF SANFORD
Q *ffK - 4QA1
Janet Dougherty, Cit Clerk George terim City Manager
Date: J d 3 //,1
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EXHIBIT "A "(page 2)
WORK ORDER
TERMS AND CONDITIONS
Execution of this Work Order by the CITY and the issuance of a notice to proceed, shall serve as authori-
zation for the CONSULTANT /CONTRACTOR to provide goods and /or services for the above project as set out in the
Scope of Services which is attached as Exhibit "A," as well as all other exhibits attached to that certain Agreement cited
on the face of this Work Order all of which are incorporated herein by reference as if they had been set out in its entirety
and as further delineated in the specifications, conditions and requirements stated in the listed documents which are
attached hereto and made a part hereof. The CONSULTANT /CONTRACTOR shall provide said goods and /or services
pursuant to this Work Order, its attachments and the above - referenced Agreement and its exhibits. If this Work Order
conflicts with said Agreement or exhibits, the Agreement and exhibits shall prevail provided, however, that the
CONSULTANT /CONTRACTOR shall not proceed with work until directed to do so by the CITY
TERM: This Work Order shall take effect on the date of its execution by the CITY and expires upon final delivery,
inspection, acceptance and payment unless terminated earlier in accordance with the Termination provisions herein,
provided, however, that the CONSULTANT /CONTRACTOR shall not proceed with work until directed to do so by the
CITY
METHOD OF COMPENSATION:
(i) FIXED FEE BASIS. If the compensation is based on a "Fixed Fee Basis," then the
CONSULTANT /CONTRACTOR shall perform all work required by this Work Order for the Fixed Fee
Amount indicated as the Work Order Amount. The fixed feel is an all- inclusive Firm Fixed Price binding the
CONSULTANT /CONTRACTOR to complete the work for the Fixed Fee Amount regardless of the costs
of performance. In no event shall the CONSULTANT /CONTRACTOR be paid more than the Fixed Fee
Amount.
(ii) TIME BASIS WITH A NOT TO EXCEED AMOUNT. If the compensation is based on a "Time Basis Method"
with a Not -to- Exceed Amount, then the CONSULTANT /CONTRACTOR shall perform all work required
by this Work Order for a sum not exceeding the amount indicated as the Work Order Amount. In no event
is the CONSULTANT /CONTRACTOR authorized to incur expenses exceeding the Not -To- Exceed
Amount without the express written consent of the CITY. Such consent will normally be in the form of an
amendment to this Work Order. The CONSULTANT / CONTRACTOR' compensation shall be based on
the actual work required by this Work Order and the Labor Hour Rates established in the Master
Agreement.
(iii) TIME BASIS WITH A LIMITATION OF FUNDS AMOUNT. If the compensation is based on a "Time Basis
Method" with a Limitation of Funds Amount, then the amount identified as the Work Order Amount
becomes the Limitation of Funds amount which shall not be exceeded without prior written approval of the
CITY. Such approval, if given by the CITY, will indicate a new Limitation of Funds amount. The
CONSULTANT /CONTRACTOR shall advise the CITY whenever the CONSULTANT /CONTRACTOR
has incurred expenses on this Work Order that equals or exceeds eighty percent (80 %) of the Limitation of
Funds amount. The CONSULTANT /CONTRACTOR's compensation shall be based on the actual work
required by this Work Order and the Labor Hour Rates established in the Master Agreement.
(iv) UNIT PRICE BASIS WITH A NOT TO EXCEED AMOUNT. If the compensation is based on a "Unit Price
Basis," then the CONSULTANT /CONTRACTOR shall perform all work required by this Work Order for the
amount resulting from computing the quantity(ies) of defined units and agreed upon unit pricing to establish
amount of CONTRACTOR'S compensation. All adjustments to quantities shall be approved by the Project
Manager. Prior written approval by the City is required to adjust the not to exceed amount.
The CITY shall make payment to the CONSULTANT /CONTRACTOR in strict accordance with the payment terms
of the above - referenced Agreement.
It is expressly understood by the CONSULTANT /CONTRACTOR that this Work Order, until executed by the
CITY, does not authorize the performance of any services by the CONSULTANT /CONTRACTOR and that the CITY,
prior to its execution of the Work Order, reserves the right to authorize a party other than the
CONSULTANT /CONTRACTOR to perform the services called for under this Work Order if it is determined that to do
so is in the best interest of the CITY.
The CONSULTANT /CONTRACTOR shall execute this Work Order first and the CITY second. This Work
Order becomes effective and binding upon execution by the CITY and not until then. A copy of this executed Work Order
along with a Purchase Order will be forwarded to the CONSULTANT /CONTRACTOR at the completion of that action.
It is noted that the Purchase Order Number must be indicated on all invoices germane to the Work Order.
WORK ORDER TERMS AND CONDITIONS
1. By accepting this Work Order (WO) the Contractor/Vendor /Contractor accepts all of the Terms and
Conditions included herein. The Buyer is the City of Sanford, Florida, hereinafter referred to as the
"City ". The term "City" is used in a broad sense to include its employees, directors, officers, agents,
volunteers, etc.
2. All information referenced is hereby incorporated into the WO. These Terms and Conditions may be
varied only by written amendment signed by the parties. All modifications in performance, including but
not limited to, extensions of time, renewal, or substitution are void absent dually signed amendment by
the parties. Time is of the essence of the lawful performance of the duties and obligations contained in
the Work Order. The Vendor /Contractor agrees that Vendor /Contractor shall diligently and expeditiously
pursue Vendor /Contractor's obligations.
3. Cancellation rights reserved by the City. The City may cancel this WO in whole or in part at any time for
default by written notice to the Vendor /Contractor. The City shall have no liability to the
Vendor /Contractor beyond payment of any balance owing for Material purchased hereunder and
delivered to and accepted by the City prior to the Vendor /Contractor's receipt of the notice of
termination.
4. Terms of shipping are F.O.B. the City's delivery location unless otherwise noted within the terms of this
WO. Regardless of the indicated F.O.B. point, the City does not accept title until the delivery is
acknowledged by an authorized City representative"
5. Prices stated on this WO are firm, all inclusive and consistent with applicable negotiations, bid(s) and /or
quotations. The City is exempt from the Florida Sales and Use Tax and will furnish the
Vendor /Contractor with proof of tax exemption upon request. Extra charges for any purpose will not be
allowed unless explicitly indicated on the WO. This order is hereby cancelled, if pricing is omitted.
6. The Vendor /Contractor warrants that any material or equipment supplied hereunder is new, unused
condition and free from defects in title, workmanship, defects in design and in full compliance with the
specifications defined by the City in the order. The goods or services furnished under this WO are
covered by commercial warranties for such goods or services and that the rights and remedies
provided therein are in addition to and do not limit those available to the City. A copy of these
warranties and all applicable manufacturer's warranties shall be furnished at the time of delivery.
7. The City reserves the right to conduct any inspection or investigation to verify compliance of the goods
and /or services with the requirements of this Work order and to reject any delivery not in compliance If
any deficiency is not visible at the time of delivery the City reserves the right to take and /or require
appropriate corrective action upon the discovery of any deficiency, non - compliance, or defect
8. All tools or property furnished to the Vendor /Contractor by the City shall remain the property of the City,
be subject to removal upon the City's demand, be used only on behalf of the City, be maintained in
good order, and be clearly identified as property of the City. The Vendor /Contractor assumes any and
all liability of whatsoever type or nature for loss or damage to such property.
9. The Vendor /Contractor agrees to comply with all Federal, State of Florida, Seminole County, City laws,
ordinances, regulations, authority and codes and authority having jurisdiction over the purchase.
10. To the fullest extent permitted by law, the Vendor /Contractor shall indemnify, hold harmless and defend
the City, its agents, servants, officers, officials and employees, or any of them, from and against any
and all claims, damages, losses, and expenses including, but not limited to, attorney's fees and other
legal costs such as those for paralegal, investigative, and legal support services, and the actual costs
incurred for expert witness testimony, arising out of or resulting from the performance or provision of
services required under this Agreement, provided that same is caused in whole or in part by the error,
omission, act, failure to act, breach of contract obligation, malfeasance, officers, officials, employees, or
agents. Additionally, the Vendor /Contractor accepts responsibility for all damages resulting in any way
related to the procurement and delivery of goods or services contemplated in this Work order. Nothing
herein shall be deemed to affect the rights, privileges, and immunities of the City as set forth in Section
768.28, Florida Statutes.
11. The Vendor /Contractor shall not assign this WO, any rights under this WO or any monies due or to
become due hereunder nor delegate or subcontract any obligations or work hereunder without the prior
written consent of the City.
WORK ORDER TERMS AND CONDITIONS -Page 2
12. The Vendor /Contractor shall not disclose the existence of this WO without prior written consent of the
City except as may be required to perform this WO.
13. All Material purchased hereunder must be packaged to ensure its security and delivery in accordance
with the City's shipping and packaging specification and good commercial practice. Each package shall
be labeled indicating the addressee of each package or shipment and the applicable WO number. All
shipments shall comply with HAZMAT requirements including, but not limited to, (DOT) regulations
published in 49CFR 1399, OSHA regulations 29 CFR 4999.
14. The Vendor /Contractor shall perform the obligations of this WO as an independent contractor and
under no circumstances shall it be considered as agent or employee of the City.
15. The Vendor /Contractor ensures that its personnel shall comply with reasonable conduct guidelines and
City policies and procedures.
16. After each delivery, the Vendor /Contractor shall provide to the "bill to address" an original, "proper
invoice" (single copy) which includes: a) Vendor /Contractor's name(dba), telephone number, mailing
address; b) City's P.O. Number; c) Date of invoice; d) Shipping date; e) Delivery date; f) Payment
terms; g) Description of goods /services; h) quantity; i) Unit price; j) Extended price; k) Total. The City
has the right to reconcile invoice with the WO and adjust payment accordingly to comply with the WO.
Payment will be made only to the Vendor /Contractor identified on the WO and for received and
accepted goods /services. The City shall have right at any time to set -off any amounts due to the
Vendor /Contractor against any amounts owed to the City by the Vendor /Contractor and shall in the
case of Vendor /Contractor default retain the right to further adjust payments as consistent with the best
interests of the City.
17. Payment of invoices will be in compliance with Chapter 218, Part VII of Florida Statutes, City Ordinance
No. 3029, Purchasing Policy of the City and the stipulations, terms and conditions of this WO. Any cash
discount period will date from receipt of invoice, receipt of actual delivery or date of invoice, which ever
is later.
18. If this WO involves the Vendor /Contractor's performance on the City's premises or at any place where
the City conducts operations, the Vendor /Contractor shall request information from the Purchasing
Manager regarding insurance coverage requirements. In circumstances where insurance is required,
Vendor /Contractor shall provide proofs of insurance required by the City, or City reserves the right to
cancel this Work Order, immediately suspend performance by the Vendor /Contractor at
Vendor /Contractor's expense and prohibit access to City premises until such proofs of insurance is
verified Noncompliance with this item shall place the Vendor /Contractor in default and subject to
disbarment from the City's Vendor /Contractor List.
19. The failure of the city to enforce any provision of this WO, exercise any right or privilege granted to the
City hereunder shall not constitute or be construed as a waiver of any such provision or right and the
same shall continue in force.
20. The Vendor /Contractor shall notify the Purchasing Manager of any inherent hazard and applicable
precautions, protective measures and provide any additional relevant information, including MSDS,
related to the Material being purchased herein.
21. The City shall have the right at no additional charge to use all or portions of material found in the
Vendor /Contractor's applicable literature relevant to the purchase. The Vendor /Contractor agrees to
advise the City of any updated information relative to the foregoing literature and documentation with
timely written notice.
22. A person or affiliate who has been removed from the City's Vendor /Contractor List may not submit a bid
or transact business with the City in excess of Category Two for a period of thirty -six (36) months from
the date of being removed from the City's Vendor /Contractor List.
23. In compliance with 8 U.S.C. Section 1 324a(e) [Section 274A(e) of the Immigration and Nationality Act
(INA)], the City will not intentionally make an award or upon discovery of a violation will unilaterally
cancel this WO with any contractor who knowingly employs unauthorized alien workers.
WORK ORDER TERMS AND CONDITIONS -Page 3
24. This WO shall be governed by and interpreted in accordance with the laws of the State of Florida. In
any action or proceeding required to enforce or interpret the terms of this Agreement, venue shall be of
the Eighteenth Judicial Circuit in and for Seminole County, Florida
SCOPE OF SERVICES
TASK 1
RECRUITMENT BROCHURE DEVELOPMENT AND ADVERTISING
The important first step in the recruitment process involves the development of a
comprehensive recruitment brochure with a profile of the ideal candidate, including the required
qualifications, professional experience, personal characteristics, and other factors related to
success in the position of City Manager. The recruitment brochure will also have a profile of
your community and organization. To prepare the recruitment brochure, the Lead Consultant
will come on site to meet with your leadership team to discuss the required background and
experiences for the new City Manager. We will also request organizational charts, budgetary
information, operational reports, and other documentation describing the community,
organization, current issues, and responsibilities of the position.
The draft recruitment brochure will be presented to you for review and final approval /edits prior
to its publication and distribution to prospective candidates.
In order to conduct an open recruitment and to encourage applications from a diverse pool of
candidates, WCG will work with you to develop an advertising and marketing strategy to notify
potential candidates about the vacancy. WCG will provide you with the advertisements and an
advertising schedule to place the ads in appropriate professional publications, websites and
local print media as approved by you. Draft ads will be submitted to your organization for
approval prior to publication. WCG has a highly- accessed website, www.watersconsulting.com,
and targeted e-mail ( search (&watersco nsulting.com We will use all available resources to
communicate directly with prospective candidates. The aggressive advertising and marketing
campaign for top talent will include national, state, regional, and local elements as determined
during our initial meetings with your organization. Our presence at appropriate public sector
conferences will be used to further promote the position.
An effective advertising strategy will help to ensure that we conduct an open recruitment with
appeal to a diverse array of candidates. WCG will take all necessary steps to protect against
discrimination in the screening and selection process.
TASK II
EXECUTION OF RECRUITMENT STRATEGY
AND IDENTIFICATION OF QUALITY CANDIDATES
Using the information developed in Task I, WCG will identify individuals who would be
outstanding candidates for the position of City Manager. Often, well - qualified candidates are
not actively seeking new employment and will not necessarily respond to an advertisement.
However, if a potential candidate is presented with the opportunity directly and in the proper
manner, he or she may apply. We take pride in our ability to locate highly qualified candidates
across the nation based on our professional contacts and relationships. We have also
established networks with minority and female leaders throughout the nation and are proud of
our record of placement of minority and female candidates. WCG has adopted a corporate
policy of equal employment opportunity and will not participate in any recruitment effort where
these principles are not followed. In addition, we are charter members of NFBPA and its
Business Advisory Committee and the Hispanic Network.
We believe that one of the strengths of the WCG recruitment process is our attention to the
candidates during the process. Each candidate submitting a resume is sent a timely
acknowledgement by WCG, giving an approximate schedule for the recruitment. Further
communications are maintained with each candidate regarding information about the
recruitment progress and their status in the process. We take pride in the many complimentary
comments made by candidates regarding the level of communication and the professional
manner in which they are treated during our recruitments, which is also provides a positive
reflection on your organization.
TASK III
SCREENING OF APPLICANTS AND RECOMMENDATION OF FINALISTS
Our recruiting efforts in Task II identify a significant number of applicants, depending upon the
position and the availability of candidates with the requisite experience and skills in the
marketplace. Task III is where our Lead Consultant screens the candidates against the criteria
within the candidate profile and develops a list of Finalists for recommendation to the client.
As the Lead Consultant screens the applications; the most promising applicants will receive a
candidate questionnaire to complete that will provide additional information about the
candidates' background and experience. After reviewing the responses to the questionnaire,
the Lead Consultant will send selected resumes and questionnaire responses directly to
whomever you select on your staff to assist with the screening process. In the consultation with
your staff representative the Lead Consultant, will narrow the list to a group of Semifinalists and
Finalists for your review and decision. Typically, four to six Finalists are selected for the on -site
interviews. Throughout the process you will have access to our Master Applicant List (MAP) for
this position, which will provide pertinent data about each applicant.
TASK IV
CONDUCTING BACKGROUND CHECKS, REFERENCE CHECKS
AND ACADEMIC VERIFICATIONS
Once you approve the group of Finalists for on -site interviews, WCG will begin the process to
conduct reference checks, background checks and academic verifications. Contact is then
made with selected references and sometimes with others who may know of additional
accomplishments and work experiences of the candidates. The purpose of the reference
interviews is to allow WCG to complete our understanding of the work experience, professional
performance and personal characteristics of the Finalists.
For the background checks, WCG will develop information about the candidates in the following
areas:
• Consumer Credit 0 Bankruptcy
• County Criminal 9 State District Superior Court Criminal
• County Civil Litigation 0 State District Superior Court Civil Litigation
• Judgment/Tax Lien 0 Federal District Criminal
• Motor Vehicle 0 Federal District Civil Litigation
To ensure that our quality standards are maintained, we do require a minimum of ten business
days between the time that you select the Finalists for on -site interviews and when we send you
candidate documentation for your final interview process.
TASK V
FINAL INTERVIEW PROCESS
Upon completion of Task IV, we will work with you to develop the final interview process. We
will also send you documentation on each of the finalists, which will provide the highlights of
their professional experience and leadership /management profile, and a summary of the results
of the reference checks, background checks and academic verifications. In addition, the report
will include guidelines for interviewing the candidates, suggested interview questions, and a
rating process for your interview panel(s). Our Lead Consultant will participate in final
interviews as either an observer or active panel member at your request and will be available to
answer questions and assist you in the final evaluation and selection of the successful
candidate. In addition, if you request the service, our Lead Consultant will assist you with the
development of a compensation package and related employment considerations, and assist
with the negotiations.
TRIPLE GRARANTEE
Our Triple Guarantee is defined as: (1) A commitment to remain with the recruitment
assignment until you have made an for the fees and tasks quoted in this proposal.
If you are unable to make a selection from the initial group of Finalists, WCG will work to identify
a supplemental group until you find a candidate to hire; (2) Your executive recruitment is
guaranteed for 24 months against termination for cause. Within the first year, the replacement
recruitment will be repeated with no additional professional fee, but only for project - related
expenses. During the second year, the replacement recruitment is reduced to 50% of the
professional fee plus project - related expenses. Candidates appointed from within your
organization do not qualify for this guarantee. This guarantee is subject to further limitations
and restrictions of your state laws. Additional services include a performance appraisal and
review after 12 months of service of the appointed candidate, with no professional fee charged
to you. If you elect to use this service, the only cost you would incur would be the
reimbursement for any project - related expenses; and (3) WCG will not solicit any candidates
selected under this contract for any other position while the candidate is employed with your
organization.
TEAM - BUILDING WORKSHOP
Within 60 days after your new City Manager reports to work, WCG will develop a customized
workshop based on the individual behavioral styles of the management team to strengthen the
new leader and his /her team's performance. Your new City Manager and each member of
his /her management team will be asked to complete a questionnaire, utilizing a secure Website.
Following a review of the responses to the questionnaire, one of our professional consultants
will facilitate a three -hour workshop with the objective of assisting the team members to become
a high - performance team. If you elect to use this service, there will be no professional fee
charged to you, only project - related expenses.
360 PERFORMANCE REVIEW
Additional services include a performance appraisal and review of the new City Manager after
12 months, with no professional fee charged to you. If you elect to use this service, the only
cost you would incur would be the reimbursement for any project - related expenses.
ROLE OF CITY STAFF
We have a seasoned staff of professionals to deliver quality services with minimal effort
required from you. However, to assist in the project, we ask that your organization designate a
Project Manager to serve as WCG's primary contact for the recruitment assignment. Your
Project Manager will facilitate such functions as coordinating meeting dates, times, and
locations and the review of the draft recruitment brochure and related advertising copy.
EXECUTIVE RECRUITMENT PROJECT TIMELINE
Below is an estimated Timeline for the executive recruitment process. You will be asked by the
Consultant during the first on -site meeting to review and approve a Timeline for the recruitment
project. It is our intent to conduct the recruitment expeditiously, but not at the expense of finding
high - quality candidates for you. However, we commit to you to deliver a group of Finalists for
your consideration within 80 days from the date that we commence recruitment activities.
CITY OF SANFORD, FLORIDA
EXECUTIVE RECRUITMENT
CITY MANAGER
PRELIMINARY TIMELINE
The following Timeline represents a preliminary schedule for your executive recruitment
based on a commencement date of November 15, 2010. Actual dates for the activities will be
coordinated with and approved by the City of Sanford.
Activity
Target Date
The Waters Consulting Group (WCG) Completes On -Site
November 24, 2010
Interviews to Develop Candidate Profile and Recruitment
Brochure; City of Sanford (City) Approves Ad Placement
Schedule and Timeline.
WCG Sends Draft Recruitment Brochure to City.
December 1, 2010
City Returns Draft Recruitment Brochure (with edits) to
December 8, 2010
WCG.
WCG Commences Executive Recruitment Advertising and
December 13, 2010
Marketing.
WCG Commences First Formal Review of Applications
January 14, 2011
and Sends Most Promising Applicants a Candidate
Questionnaire to Provide Additional Information about
Background and Experience.
WCG Reviews Responses to Candidate Questionnaire and
January 26, 2011
Sends Selected Resumes and Questionnaire Responses to
the City for Review.
WCG Recommends Finalists to the City; City Selects
January 31, 2011
Finalists for On -Site Interviews.
WCG Completes Reference Checks/Background
February 7, 2011
Checks /Academic Verification for Finalists.
WCG Sends Candidate Books with Finalists to the City.
February 14, 2011
City Conducts On -Site Interviews with Finalists.
Week of February 21, 2011
City Extends Employment Offer to Finalist.
Week of February 28, 2011
PROFESSIONAL FEE
The professional fee to conduct the recruitment is provided below. This fee is discounted from
our customary quotation of $15,500.00 under the "additional recruitments within twelve months"
provision contained in our proposal for the Police Chief recruitment submitted in October 2010.
Expenses are not included in the professional fees and are billed separately as incurred.
Project - related expenses are approximately $7,000. If WCG were selected for this project,
there are significant cost - saving opportunities to consolidate travel with the Police Chief
recruitment. Project - related expenses include such items as: job posting; consultant travel
expenses; background checks /assessments; printing and production of necessary materials
such as brochures, profiles and final reports; transportation; telephone fees; shipping and
postage, and advertising. Advertising fees on various web sites and classified advertising fees
in printed publications will be directly billed to the client by the advertising vendors. Travel
expenses incurred by candidates for on -site interviews with the client are not the responsibility
of WCG and are handled directly by the client organization.
The professional fee will be billed in four installments; 30% of the fee will be billed at the
beginning of the search; 30% at the implementation of Phase II; 30% at the implementation of
Phase III; and the final 10% upon acceptance of offer by the candidate. If candidates from this
recruitment process are selected for another position within your organization within one year of
the close of the recruitment, a fee of 50% of the above mentioned proposal amount will be due
to WCG Executive Recruitment.
All questions regarding the professional fees and project - related expenses should be directed to
Chuck Anderson, CEO of WCG Executive Recruitment Division at
canderson (a)-a) or via phone at 817.965.3911.
FEE
Phase I
Task 1 — Candidate Profile
$2,480.00
Development/Advertising /Marketing — Advertising
fees will be direct - billed to the client (includes one
day on site by Lead Consultant)
$2,480.00
Task 2 — Identify Quality Candidates
Phase II
Task 3 — Screening of Applications and Submission of
$3,100.00
Recommended Finalists to Client.
Task 4 — Reference Checks, Background Checks, and
$1,960.00
Academic Verifications
Phase III
Task 5 — Final Process /On -Site Interviews with
$2,480.00
Finalists (includes two days on site by Lead
Consultant)
Conclusion
Acceptance of offer b candidate
TOTAL PROFESSIONAL
FEE
$12,500.00*
OPTIONAL SERVICES FOR CONSIDERATION FEES
Additional work related to the search process and as specifically $1500.00 per day
requested by the client which is outside of the scope of this project plus expenses
(i.e. additional onsite meetings) is additional. The fixed professional
fee for this recruitment anticipates no more than three onsite
consulting days with one consultant. However, we would be pleased
to provide additional onsite consulting visits for our standard daily
rate of $1500 plus expenses.
ADDITIONAL BACKGROUND INFORMATION
Our understanding of and experience in the public sector coupled with our commitment in developing
partnering relationships with our clients are key factors in our long -term success.
- PROJECT OVERVIEW
The City of Sanford, Florida, is considering the use of a consulting firm to assist with the
executive recruitment for its next City Manager and has requested a proposal describing a work
plan and project approach from The Waters Consulting Group, Inc. (WCG). Accordingly, we
provide the following information for your consideration.
PROFESSIONAL EXPERTISE MAKES THE DIFFERENCE
Throughout the assignment, the WCG team will serve as technical advisors to your organization
to ensure that the recruitment process is conducted in a professional manner. The objective
WCG is to generate high - quality candidates and assist you with the screening and evaluation of
these candidates. Due to our extensive professional relationships with hundreds of public sector
organizations and prospective candidates nationwide, WCG is positioned to confidently promote
your position to prospective candidates as a positive career and personal growth opportunity.
The Firm was founded in 1976 under the name of Waters, Trego, and Davis and was
incorporated in 1988, in Texas, under the name of The Waters Consulting Group, Inc. In 2005,
The Waters Consulting Group, Inc. and The Oldani Group formed a strategic alliance in the area
of nation -wide executive recruitment — WCG Executive Recruitment. Since our firm's
beginning, we have emerged as a leader in executive recruitment. It is our 30+ years of
consulting experience, coupled with our unique approach and personal touch that drives our
internal standard for delivering only outstanding services and leading -edge products. In addition,
WCG is positioned as the largest privately -held executive recruitment firm in the nation with a
focus on the public sector. Over the past few years, WCG has recruited and placed more than
200 executive level positions within the public sector. This kind of strength will prove to be
valuable for your executive recruitment.
With any consulting assignment, but particularly with an executive recruitment project, reliable
and timely communication is fundamental to project success. At key points during the
assignment, WCG consultants will communicate by phone, e-mail, or in person, with appropriate
leaders from your organization to discuss the progress of the recruitment and to review
subsequent steps in the recruitment process. These regular status reports are important to ensure
success with the recruitment assignment.
We pride ourselves in the fact that we bring a high level of personal commitment to everything
that we do. We get to know our clients — their concerns for success, their strategic goals and
their organizational culture. But our intense professional commitment does not stop with our
clients. We have candidates who were not selected for positions call to extend compliments and
thanks for how they were treated during our recruitments. Many have stated that we provided
the best recruitment experience in which they have ever participated. Client satisfaction is
important to all organizations, but to our firm, it is our chief focus. In our business, referrals and
recommendations are the keys to success.
AN OVERVIEW OF OUR CONSULTING TEAM
WCG places a high priority on meeting the needs of our clients. Therefore, at the outset of the
recruitment process, we will tailor our approach to address the issues unique to your
organization's working environment. For each recruitment project, we assign a Lead Consultant
and a team of support professionals to carry out assignments in an effective and efficient manner.
If awarded this project, the Lead Consultant will be Mr. Chuck Rohre. Mr. Rohre has served as
Lead Consultant on two recruitments for the City of Sanford and is currently serving as the Lead
Charles (Chuck) S. Anderson is the Chief Executive Officer for the WCG Recruitment Division
within the Waters Consulting Group (WCG). In this role he also is a senior consultant within the
HR Consulting Division for projects related to organizational design and development, strategic
planning, and leadership /management development.
Prior to joining the WCG, Chuck worked for local governments and public education, including
City Manager for Dallas, Texas; Executive Director for the Dallas Area Rapid Transit (DART);
and Executive Director for the Michigan Education Association.
Consultant for the City's Police Chief Recruitment.
Chuck also served as Director for Local Government Reform for the International City /County
Association (ICMA), managing a U.S. government contract for the planning and delivery of
technical assistance to local governments in Central and Eastern Europe. His last assignment in
this role with ICMA was to recruit and supervise a team of technical consultants to assist in re-
building local governments in Bosnia following agreement on the Dayton Accords.
During his service with the Michigan Education Association, Chuck also served as Senior
Consultant for Urban Planning and Management for Michigan State University's Institute for
Public Policy and Social Research.
Areas of Expertise
• Executive Recruitment
• Leadership/Management Development
• Organizational Design
• Organizational Development
Professional Accomplishments and Education
Chuck received a Bachelor of Arts degree in political science and human resources management
and a Masters of Public Administration degree from the University of Kansas. He received the
prestigious L.P. Cookingham Award for Development of Young Professionals from the
International City /County Management Association (ICMA) and the Minority and Women
Advancement Award from the American Public Transit Association (APTA). He was also
recognized as Public Administrator of the Year by the American Society of Public
Administration (ASPA) and Outstanding Management Innovator (Honorable Mention) by
ICMA. Chuck was recognized in 2007 with the Lifetime Achievement Award from his Public
Administration Alumni Association at the University of Kansas.
Chuck Rohre is a Senior Consultant for The Waters Consulting Group, Inc. (WCG). In this role,
he is responsible for managing and conducting executive recruitment engagements for the firm to
insure their integrity, timeliness and adherence to budget parameters. Chuck has more than 35
years of experience in managing and consulting in both the private and public sectors. He has
served as Police Chief and Director of Public Safety for North Texas municipalities with
populations ranging from 9,000 to 200,000 plus. Prior to beginning his consulting career, Mr.
Rohre served for three years as Police Chief of Plano, Texas.
Chuck joined the firm in January 2006 following a 13 -year engagement with another nationally
recognized public sector search firm where he managed the Texas and Southwestern operations.
He has an extensive and successful track record of completed recruitment across the nation,
especially in the Midwestern and Southwestern states. Among others, he has led recruitment
processes for City and Assistant City Managers, Police Chiefs, Fire Chiefs, Library Directors,
Chief Information Officers, City /County Attorneys, Parks & Recreation Directors, Finance
Directors and Public Works Directors. The clients range from as small as 2,500 to as large as
700,000 in population. He has also conducted management - consulting assignments in a number
of areas including public safety, career development and strategic planning. He has written and
presented training in a variety of subject areas including personnel assessment, leadership and
management skills, and career development for public sector employees.
Areas of Expertise
• Executive Recruitment
• Background Investigations
• Assessment Centers
• Career Development
• Law Enforcement Management and Training
Professional Accomplishments and Education
Chuck received his Bachelor's degree in Career Development from the Dallas campus of
Abilene Christian University and his Master's degree in Human Relations and Management from
the same institution. He has completed advanced management training at the Institute for Law
Enforcement Administration and now serves on its adjunct faculty and advisory board. Chuck
completed the Federal Bureau of Investigation's prestigious LEEDS course at Quantico,
Virginia. He is a veteran of the United States Army, serving in the United States and the
Republic of Viet Nam.
Andrea Battle Sims has been working in executive search for over six years, managing all phases
of the search process for municipal, county, state and non - profit organizations, focusing on the
East, Midwest and Mid - Atlantic regions with numerous searches for a number of governmental
and non - profit executives including: City and Assistant City Managers, Library Directors, Chief
Information Officers, Police Chiefs, City /County Attorneys, Parks & Recreation Directors,
Finance Directors and Workforce Development Executive Directors.
Andrea is an experienced professional with over twenty years of prior experience in Information
Technology, EDP Audit and Management experience in both the public and private sector. Her
local government leadership roles include serving as the IT Director at Cleveland Public Schools
with a staff of 50; Deputy Director of IT at Cuyahoga County with a staff of 70. In addition, her
county experience includes creating a start -up venture to sell public computer access to the legal
community. Ms. Sims has held management positions at AT &T, Progressive Insurance, and
National City Bank managing IT projects as well as IT professionals, along with serving as an
internal consultant/auditor. She has successfully managed IT professionals through the change
process from legacy to client - server technologies including both private and public sector Year
2000 implementations.
Areas of Expertise
• Executive Search
• Recruitment and Retention Training
• Diversity -based Recruitment and Retention
• Information Technology Leadership
• Organizational Assessment
• Strategic Planning and Implementation
• Project Management
• Process Improvement
• Change Management
Professional Accomplishments and Education
Andrea's educational background includes a Bachelor of Arts in Mathematics from Spelman
College, Atlanta Georgia and a Master of Science in Operations Research from The Wharton
School at the University of Pennsylvania, Philadelphia, Pennsylvania. In addition, her post-
graduate education includes numerous executive development seminars and certification from
the Leadership Academy at Cleveland State University, the Anderson School at UCLA and the
Gartner Group. Andrea's current and past civic involvement includes the Board of Trustees at
the American Cancer Society, Cuyahoga Unit; Junior League of Cleveland, along with
leadership positions with the Links, Inc., the Spelman Alumnae Association, and Delta Sigma
Theta, Inc
Jim Moore recently joined WCG as the Director of Business Development. Jim's 33 year
career in local government uniquely qualifies him to assist cities and counties with the myriad
of complex issues confronting them today. He is former County Administrator for Jefferson
County, Colorado's second largest county, where he was responsible for their $480 million
dollar budget. Under Jim's leadership, Jefferson County developed an innovative and very
effective priority based budgeting process. This priority based budgeting model continues to
receive national acclaim, having been featured by prestigious organizations including the
International City and County Management Association (ICMA), the Alliance for Innovation,
and the Government Finance Officers association (GFOA).
Jim was hired in Jefferson County as Director of Human Resources, but was quickly promoted
to Director of Administrative Services and then to County Administrator, a position he held
from 2005 to 2009. Most of Jim's professional career has been in Human Resources for local
governments. In addition to Jefferson County, Jim served as Director of Human Resources for
the City of Davenport, Iowa, Director of Human Resources and Governmental Relations for
MHMR of Tarrant County and Assistant Director of Human Resources and Civil Service for
Tarrant County Government. In each of those positions he was personally responsible for and
involved in all key management and executive level recruitments. Additionally, Jim managed
the development and installation of comprehensive pay, classification, and employee
performance management systems.
Jim Moore was responsible for the development of Jefferson County's pioneering open
government transparency initiative, www.transparentjeffco.us, which has received national
acclaim and been emulated by other local governments. In addition to making county business,
financial data, and transactions open and available to the public, this initiative was designed to
encourage mainstream citizen participation and community involvement.
Jim is also a professional mediator. He has served as a contract mediator for the Fort Worth
Human Relations Commission, where he successfully resolved over 90% of the EEOC claims
assigned to him. He has also served as a mediator for the United States Postal Service
REDRESS program where he had similar success. In both Jefferson County and MHMR of
Tarrant County, Jim developed in -house mediation programs for use by employees and
supervisors. Jim has also been Vice President and partner in a private corporation that
performed mediations and trained lay people and attorneys to perform court ordered mediations.
Areas of Expertise
• Executive Recruitment
• Priority Based Budgeting
• Classification and Compensation Systems
• Employee Conflict Resolution Programs
• Organizational Development and Training
• Citizen Participation and Community Involvement
PROFESSIONAL AC_COMPLISHMEN_TS AND E
Jim earned his �bachelor's degree in psychology at Baylor University in Waco, Texas and did his
graduate studies in Urban Affairs at the University of Texas at Arlington. He received mediator
training from The United States Postal Service, the Harvard Program on Negotiation, and CDR
Associates, and an internationally acclaimed organization whose clients include the U.S. State
Department, NASA, U.S. Federal Reserve, World Bank, Amnesty International, CARE
International, and the United Nations.
RECENT RELEVANT RECRUITMENTS
UR IZA'1['ION
POSITION
City of Bend, Oregon
City Manager
Broward County, Florida
Assistant Director of Aviation
Broward County, Florida
Chief Information Officer
Broward County, Florida
Deputy Director of Human Services
Broward County, Florida
Deputy Port Director
Broward County, Florida
Director of Public Works & Transportation
Broward County, Florida
Director of Small Business Assistance
Broward County, Florida
Director of Aviation Finance
Broward County, Florida
Chief Financial Officer
City of College Station, Texas
Assistant City Manager
DeSoto Economic Development
To-
Executive Director
City of Fayetteville, North Carolina
Assistant City Manager
City of Fort Meyers, Florida
Assistant City Manager
City of Fort Worth, Texas
Assistant City Manager
City of Grand Rapids, Michigan
City Manager
City of Highland Park, Texas
Town Administrator
City of Kerrville, Texas
City Manager
City of Killeen, Texas
City Manager Search
Loudoun County, Virginia
County Administrator
City of Maple Valley, Washington
City Manager
City of Mercer Island, Washington
Deputy City Manager
City of Mount Pleasant, Texas
City Manager
City of Nederland, Texas
City Manager
North Texas Commission
CEO/ President
City of Pflugerville, Texas
City Manager
City of Pittsburg, Texas
City Manager
Pinellas County, Florida
County Administrator
Southwest Regional Communications
Center, Texas
Executive Director
City of The Colony, Texas
City Manager
City of Troy, Michigan
City Manager
Town of Marana, Arizona
Assistant Town Manager, Police Chief
Broward County, Florida (Size:
1,800,000)
Bertha Henry, County Manager
115 S. Andrews Ave., Room 409
Fort Lauderdale, FL 33301
(954) 357 -7353
bhenry@broward.org
Project: Selection of Chief Financial
Officer, Public Works Director and
others
City of New Braunfels, Texas (size
53,000)
Julie O'Connell, Human Resources
Director
424 S. Castell Ave.
New Braunfels, TX 78130
(830) 221 -4390
joconnell@nbtexas.org
Project: Selection of City Manager
City of Abilene, Texas (size 117,179)
Mayor Norman Archibald
717 Byrd Drive
Abilene, TX 79601
(325) 676 -6206
norm.archibald @abilenetx.com
Project: Selection of City Manager
Pinellas County, Florida (size
910, 260)
Robert La Sala, County
Administrator
315 Court Street
Clearwater, FL 33756
(727) 464 -3485
Project: Selection of County
Administrator
Loudoun County, Virginia (size
289, 995)
Mr. Tim Hemstreet, County
Administrator
1 Harrison Street, S.E. Mailstop #02
Leesburg, VA 20175
(703) 737 -8632
coadmin @loudoun.gov
Project: Selection of County Adm.
City of Fort Worth, Texas (size 700, 000)
Dale Fisseler, , City Manager
1000 Throckmorton St.
Fort Worth, TX 76102
(817) 392 -6116
dale.fisseler @fortworthgov.org
Project: Selection of City Manager
Town of Highland Park, Texas (size
9,336)
Mayor William H. Seay, Jr
4700 Drexel Dr.
Highland Park, TX 75205
(214) 521 -4161
Project: Selection of Town Administrator
City of Grand Rapids, Michigan (size
197, 800)
Mayor George Heartwell
300 Monroe Avenue NW
Grand Rapids, MI 49503
(616) 456 -3168
mayor @grcity.us
Project: Selection of City Manager
City of Commerce City, Colorado
(size 20,991)
Jerry Flannery, City Manager
7887 E. 60th Avenue
Commerce City, CO 80022
(303) 289 -3600
jflannery@c3gov.com
Project: Selection of City Manager
City of Emporia, Kansas (size 24,868)
Mr. Matt Zimmerman, City Manager
522 Mechanic
Emporia, Kansas 66801
(620) 343 -4251
mzimmerman @emporia - kansas.gov
Project: Selection of City Manager