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Home My WebLink About2007-0718 Continued Meeting Packet CITY OF ASHLAND Important: Any citizen may orally address the Council on non-agenda items during the Public Forum. Any citizen may submit written comments to the Council on any item on the Agenda, unless it is the subject of a public hearing and the record is closed. Except f9tpublic hearings, there is no absolute right to orally address the Council on an agenda item. Time permitting, the Presiding Officer may allow oral testimony; however, public meetings law guarantees only public attendance, not public participatioI1. If you wish to speak, please fill out the Speaker Request form located near the entrance to the Council Chambers. The chair will recognize you and infol1l'l you as to the amount of time l\lIotted to you, if any. The time granted will be dependent to some extent on the nature ofthe itemunder discussion, the number of people who wish to be heard, and the length of the agenda. AGENDA FOR THE CONTINUED MEETING ASHLAND CITY COUNCIL July 18, 2007 Civic Center Council Chambers 1175 E. Main Street 12:30 p.m. Regular Meeting I. CALL TO ORDER II. PUBLIC FORUM Business from the audience not included on the agenda. (Total time allowed for Public Forum is 15 minutes. Speakers are limited to 5 minutes or less, depending on the number of individuals wishing to speak.) [15 minutes maximum] III. UNFINISHED BUSINESS 1. Adoption of 2007 City Council Goals 2. Prioritize Desired Library Services [15 Minutes] 3. City Attorney Recruitment Process Update [10 Minutes] IV. NEW AND MISCELLANEOUS BUSINESS 1. Renewal of Cooperative Marketing Agreement with the Bonneville Environmental Foundation for the Sale of Green Tags [5 Minutes] V. ADJOURNMENT In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I). CUI NeIL M[[11NC.;S ARt BROADCAST LIVE ON CHANNEL lJ Vhl r IIIL CTTY OF.' ASHlAND'S WE]~ SIlL AI WW\V/\SHLAND.OJUJS CITY OF ASHLAND Council Communication City Attorney Recruitment Process Update Meeting Date: Department: Contributing Depts.: Approval: July 17, 2007 Administration None Martha Benne Primary Staff Contact: Tina Gray, 552-2101 grayt@ashland.or.us Secondary Staff Contact: Martha Bennett, 552-2103 bennetm@ashland.or.us Statement: Staff is requesting direction from the Mayor and Council on two key issues to move the search for City Attorney forward: 1) Professional Search Firm - Attached are hard copies of the (5) proposals we received from firms interested in assisting the City in an executive search. Is it the Council's preference to use a professional consultant to conduct a second search? If so, staff is requesting a determination of which firm to contract with. 2) Salary Range - Staff is recommending that the salary range for City Attorney be increased. Currently the City Attorney salary range is equivalent to that of a City Department Head. While the span of control of the City Attorney may not be as broad as some of the Department Heads, the City Attorney is responsible for advising Department Heads on a range of legal matters as well as working directly for the elected City leadership. The City Attorney is expected to provide sound legal advice to the Mayor and Council on complex issues that have significant cost ramification and community-wide impact which justifies additional compensation. Additionally, the last search yielded a fairly small number of interested candidates, and none had the entire depth and breadth of experience we had hoped for. Increasing the salary for the second search may broaden the applicant pool to include more experienced municipal attorneys. While public sector salaries for legal counsel don't compare to the salaries Attorney's can command in the private sector, offering a competitive salary may help us attract a skilled municipal attorney that could result in future cost savings by keeping more legal work in-house. To that end, staff would like to offer two potential options regarding the salary range. Option #1 - When Paul Nolte retired, the City Attorney salary range was reduced to bring it in alignment with Department Heads. Council could restore the range to reflect the differential it once had bringing the range up from the current level of$85,399-$95,988 to $92,328-$103,848, which may make the position more attractive to potential candidates. Option #2 - If the council opts to contract with one of the recruitment firms to handle the search, we can leverage the consultant's expertise and request that they advise the City on an appropriate salary range to attract candidates matching our job requirements. r4.' Staff Recommendation: Staff is recommending that the salary range for City Attorney be increased and seeking direction from the Council on how to proceed with the second recruitment process. Background: An in-house search for City Attorney was conducted in April/May to replace Mike Franell who left employment on May 4, 2007. The City received seven applications and five were invited to interview. One candidate declined to interview, so ultimately four finalists were interviewed on June I, 2007. A candidate was not selected from the first interview process and staff is seeking direction on how to proceed. Related City Policies None. Council Options: Council could direct staff to pursue a contract with one of the five executive search firms and allow the recruitment firm to advise the City on the appropriate salary range for the position. Council could direct staff to re-advertise the position in-house at a higher salary range. Potential Motion: None. Attachments: . Proposals submitted by firms interested in assisting with the recruitment for City Attorney. 2 r."~ ........~ AVERY ass 0 cia t e ) June 26,2007 Los Gatas Santa Cruz + San Luis Obispo. Bend. OR Tina Gray, HR Director City of Ashland, OR 20 E. Main Street Ashland, OR 97520 Dear Ms. Gray: Thank you for the opportunity to submit our proposal to recruit a new City Attorney for the City of Ashland. We take great pride in providing our clients exceptional service and excellent results. These successful client partnerships result from an active and comprehensive level of Principal involvement leading to positive business relationships and highly satisfied clients. We feel exceptionally suited to perform this recruitment on your behalf. We are currently engaged with the City of Richmond for a City Attorney recruitment. During the past 12 months we have successsfully completed a City Attorney search for the City of Santa Clara and a Deputy City Attorney for the City of Elk Grove. Over the past three years, we've completed City Attorney recruitments for the cities of Napa, Li vermore, San Luis Obispo, Inglewood, Vallejo, Bakersfield and Union City, along with the Chief Prosecutor recruitment for the City of Pasadena. These assignments have provided us with an updated database of attorneys and excellent contacts throughout the western United States. We would be able to utilize these sources in assisting you with this assignment. Following your review of this proposal, we hope our credentials will provide the basis for your positive consideration of our firm. The enclosed proposal contains the following information: Firm Profile, Qualifications and Recruitment Team Recruitment Work Plan Recruitment Timeline Profiles on Principals of the Firm Client References Partial Listing of Completed Recruitments Thank you again for the opportunity to be considered for this recruitment. If you have any questions, please do not hesitate to call Paul Kimura or me at 408-399-4424. . . . . . . Sincerely, ~()D~ William H. A very William Avery &: A,>sociates. Inc Labur Relations/Executive Search W, N. Santa Cruz Ave.. Suite A los Galos. CA 95030 408.399.4424 Fax 408.399.4423 \vww. averyassoc net WHA:jmc PROPOSAL FOR THE CITY OF ASHLAND RECRillTMENT FOR THE NEW CITY ATTORNEY Avery Associates - Profile A very Associates is a Los Gatos, California based Management Consulting firm incorporated in 1982. We specialize in Executive Search and Human Resources/Management Consulting. Our firm currently has two Principals and several key Consultants. Bill A very heads the Firm and the Management/Labor Relations practice in addition to participating in key searches. Paul Kimura is the Principal who oversees the Search and Recruitment practice. Ann Slate, Cris Piasecki and Gary Rogers form the core recruitment team for the firm. Jackie Collins and Leah Jakusovszky handle administrative support. We offer a unique recruitment service as the background and capabilities of our firm Consultants gives us the ability to provide recruitment services that positively differentiates us from other strictly public sector search firms. We do so by incorporating private sector search methodologies into our public sector recruitment process, and combining "best" practices from each of the sectors in which we operate. Firm Qualifications A significant portion of the recruitment activity is directly handled by our firms Principals. This hands-on involvement includes client interface, development of position specification, candidate interviewing and assessment, candidate presentation and final interview facilitation. In addition to the directly related recruitments that are identified in our cover letter, we have enclosed a listing of the various assignments we've completed. Mr. A very, having served in the past as a City Manager, provides the direct experience and knowledge of city administration. Mr. Kimura's expertise in executive, technical and business recruitment, which he gained Juring his nineteen years of advanced technology experience, provides the basis for many of the recruitment strategies and tactics utilized by the firm. Collecti vely, the fi rms Principals offer exceptional expertise in the area of public sector recruitment. Their professional profiles are enclosed as part of this proposal. Recruitment Team for the City of Ashland Bill A very will serve as the Principal in charge of this project and will be assisted by Gary Rogers. Mr. Avery will be personally involved in client meetings, the interview and assessment of candidates and will be available throughout the search process to provide other, related consulting services. ~ Recruitment Plan and Services Provided I. Position Profile and Organizational Assessment - Development of the Job Announcement The initial assessment phase is a critical component of the search process. Mr. A very will individually meet with City Council members and key City Management team members to discuss the organizational needs and position requirements. Our goal for this aspect of the recruitment process is to: . Understand the City and departmental priorities for this position. . Develop a clear understanding and consensus on the expertise, expenence, education, performance attributes, interpersonal skills and operational style of the ideal candidate. · Discuss the goals, objectives, deliverables, and challenges related to this position. · Gain insight of the various organizational dynamics and departmental issues that exist within the organization. · Identify the compelling aspects to this opportunity. We would welcome the opportunity to have other discussions with various key staff as appropriate. Based on these discussions a four-color job announcement, which includes the ideal candidate profile, will be presented for final approval. The brochure and candidate profile is also utilized in various other means as a marketing tool, for advertising copy, and for other announcements and postings. II. Development of the Search Strategy and Candidate Outreach/Development - Sources for Job Posting and Advertising The search strategy is developed in conjunction with the organizational assessment. For this assignment, we feel it is critical to develop a high level of visibility with a comprehensi ve outreach program supplemented by a focused targeted recruitment approach. We are also sensitive to reaching a diverse applicant pool. We would incorporate the following elements into this search: · Original research, which consists of identification and contact of current city attorneys or attorneys associated with law firms operating in the public sector who meet the profile, but are not actively seeking other employment. ~ . Development of a targeted candidate list based on our current and extensive database of city attorney personnel, and referrals or recommendations from key sources/ contacts who have extensive networks in this area. The sources would include city and county management personnel, attorneys affiliated with law firms or entities that would have visibility into the public sector. . Outreach to the numerous regional, ethnic-based and gender-based Bar Associations throughout the state. . An extensive mailing campaign to individuals and law firms identified through the means identified above and/or those affiliated with the legal profession throughout the western states. . Advertising in the DAILY JOURNAL newspaper, WESTERN CITY magazme, JOBS AVAILABLE magazine, and other publications or periodicals deemed appropriate for this search. . Job postings on Internet-based national public sector employment bulletin boards, association-based web sites, and our company website to reach active candidates. . Development and distribution of the comprehensive position announcement to various cities, counties, and state level departments, as well as agencies throughout the western states. III. Candidate Assessment - Screening of Resumes Initially, all candidates responding to this position will be evaluated based on their resume and, if appropriate, an extensi ve phone "screening" by the firm. Candidates who pass this initial "qualifying" criteria are then scheduled for a formal interview with Mr. A very. These extended, face-to-face, personal interviews typically take one hour and consist of a thorough discussion of the candidate's experience, accomplishments, management philosophy and interpersonal style. Individuals who best fit the position requirements will have an extensive Candidate Assessment Report developed. Additionally, two initial reference interviews are performed and documented on these candidates. IV. Candidate Presentation ~ Screening of Resumes ~ Upon completion of formal interviews and initial reference interviews, a selection of candidates for presentation is made. Typically, the number of recommended final candidates ranges from four to six, although we do not artificially limit the number of candidates if there is an exceptionally strong candidate pool. We feel our extensive screening, interview, and reference process; combined with the candidate insights provided by our detailed Candidate Assessment Report gives our clients an in-depth and detailed background on each recommended finalist. Our clients frequently comment on the value this background provides. The final candidates are presented in our candidate presentation "book." Each recommended finalist will have a candidate profile consisting of a candidate summary sheet, a cover letter, resume, the Candidate Assessment Report (based on the formal interview), and two initial candidate reference interviews. V. Selection Process - Interview Process and Preparation of Interview Questions Once the final candidate interview group is identified, we will assist in the structuring of the interview process and coordinate the interview scheduling activity. This includes development of the actual interview schedule, notification to the candidates, and development of potential interview questions (the final selection is typically made by the client). We will also provide candidates with guidance related to travel planning, hotel accommodations, as well as other interview planning issues. During the actual final interview process, Mr. Avery will facilitate candidate "flow" and observe the interviews. At the conclusion of interviews, he will lead a consensus deliberation discussion towards selecting the top candidate(s). VI. Position Closure and Follow-Up - Reference and Background Checking ~ Once the top candidate(s) is/are identified, we will conduct additional reference checks. Our firm will also arrange a summary background evaluation on the City's final one or two candidates. A copy of these confidential reports can be provided for you. The costs for these evaluations are included in the expense budget under the "Consulting Fee" section. Based on the firm's experience in human resource management and executive search, we are able to assist our clients in the formulation of appropriate compensation and other employment arrangements. We will be available throughout our retention to assist in this process. As a matter of policy, A very Associates monitors the tranSition and progress of any executive we place with a client. Within the first three to six months after the City has hired the individual, we will speak with that individual to ensure that an effective transition has occurred. During the same period, we will also review the individual's status with your office. Consulting Fee Based on the services described in our proposal, the professional services consulting fee for this recruitment will be $17,900. We would provide our first consulting invoice in the amount of $7,900 at the outset of the search. The final invoice of $10,000 will be submitted at the completion of the search. The consulting fee will be inclusive of all services defined within this proposal unless otherwise stated. In addition to the Professional Services Fee, normal and direct out-of-pocket expenses associated with the search are charged back to the client. Expenses for this assignment would be a not-to- exceed amount of $8,500. These expenses include: advertising, clerical time, supplies, printing, telephone, postage, summary background evaluations, and consultant travel for client discussions, meetings and local and out-of-area candidate interviews. All expense items will be detailed and billed on a monthly basis. Guarantees and Ethics Whenever William A very & Associates, Inc. is retained; we make several guarantees and commitments to a client. Due to our experience, knowledge and success within the management consulting field, we assure a client that we will only present candidates who meet a substantial majority of the ideal qualifications that you have outlined. We are also committed to continue our search efforts until a successful candidate is employed. It is also our practice to replace a candidate who may voluntarily resign during the first six months of his/her employment. This same commitment applies if the client finds it necessary to terminate or to request the resignation of the selected individual in the first six months for reasons which would have precluded his/her employment had they been known at the time employment started. [n either case, we invoice a client only for out-of-pocket expenses incurred in identifying a replacement. ~ 00 '" \0 ~ l/"1 '1"" Q M ~ ~ U r./) N t--< QZ ~~ 0 s3t C'- r./)~ -<u 00 b~ 0 '" ~ \0 0 \0 t--<~ l/"1 .......,~ '1"" Uz ~ 0 '1"" ~ M MI -< N M ~ -I t--< ......., U ~I co I 00 1 "I N c u CU 01:) N ~ c ...;L '-- r::l 0 r::l tl c '- 0 ~ u ...;L C ...0 [/J '- ...0 ~ r::l 6?J 0 CU c E [/J <l) cu ~ 01:) r::l ~ <l) ~ E c u ~ U ro c V) ro Ul c '- '""d Ul CU '-' CU '- V) C ;S U u '""d '-' ~ u ro V) 0... ~ 0 CU C U c c -C <l) c Of:) CU ~ ro C ~ c c u CU <l) '- -;; u c 0 ..... 0 c E u ~ ro <l) ~ 0.. ~ '-- ..... <l) c -~ r::l IlJ V) <l) 0 u 0.. E c ~ C IlJ u ..... ~ ..... ~ '-H [/J ~ -c; ro '- V > c c:: c:: c 0 ;s IlJ ~ o ~ <l) r::l - ~ os:! "@ > u U ...0 '-- '-- 0 E u c .~ [/J 0 U ro u <l) IlJ <l) ..... <(Ci. cu o...c ..... u ..... ~ 0 >- 0 -a er::: o...c -5 c ro 0... -~ ~ <( ro '""d E ro ..... - ~ r::l 0... 8 ~ u U U 0 IlJ C C <l) C U '-- 0:; c... <l) ro [/J U <l) ro ~ C 0-. c.r.. Avery Profile William Avery "[ was very careful in building my firm. [defined my direction and needs, then took my time to fill those needs with experts who complement my skills and expand what we can do for clients.. I'm extremely proud of our team." ~ AVERY William Avery founded his successful management consulting firm in 1981. He has directed William Avery & Associates in service as a Labor Relations and Executive Search consultancy, serving personal!;' as a chief negotiator. trainer. and representative in grievance and disciplinary matters. ;1 " " n ( i ;J t t' <; A specialist and wide!;, recognized expert in employer-employee relations. he has served as a Ciry Manager (Los Gatos) and Assistant Ciry Manager. While Ciry Manager. he was President of the Santa Clara Counry Ciry Manager's As- sociation and Chair of the Counry Employee Relations Service. William Avery &- Associates Management Con<;ultants 3)', N Santa Cruz Ave, Suite A 105 Galas, CA 95030 408 3Y9 4424 Fax 4083994423 Bill has lectured at De Anza College, San lose State Universiry. and Stanford Universiry, and regular!;' makes presentations for the League of California Cities, CALPELRA, and other public sector organizations. Building on his personal track record of success. he expanded the firm's focus to include increased emphasis on public and private sector search. He added proven industry professionals with expertise in these areas. The result has been to create an exceptional!;, strong management consulting firm, now known as Avery Associates, with the expertise to provide the full range of services reQuired for successful public or private sector executive search. A key measure of the firm's success has been the many long-term relationships that he and his staff have established with clients. Bill holds B.A. in Political Science and an MPA from San lose State Universiry, where he was graduated with highest honors. f \LCur IVI '>1, \"U I II1IM'\~ "1<;'lIl"ll<; UIN\lIlllf,', Avery Profile Paul Kimura "My recruitment expertise was honed during many years in the high tech industry -the most competitive recruitment environment that exists. I learned how to design an effective strategy and implement succes.sful recruitment tactics. Perhaps most important, I have developed exceptional assessment skills." Paul Kimura brings a uniQue combination of recruitment and business experi- ence to Avery clients. ~ AVERY Paul is involved in leading both private and public sector professional searches. He has been both a corporate recruitment director and HR director for a number of high technology companies, ranging from Fortune 500 firms such as Novell and National Semiconductor to a Silicon Valley start-up. His proven recruitment and HR generalist skills help him bring forward the best available candidates and properly assess their skills and "fit" with client organizations. J S " () C I J I e 5 William Avery & Associates Management Consultants 3\'! N. Santa Cruz Ave. Suite A Los GatD'>, CA 95030 408.399.4424 Fax: 408 399.4423 Indeed, many of the recruitment strategies and tactics incorporated into the Avery search process are a direct result of Paul's extensive recruitment experience in the high technology industry. Paul has been a successful HR consultant. guiding clients through all aspects of Human Resources functions - compensation & benefits, employee and manage- ment training, performance management. and termination issues. He is skilled in areas such as strategic planning, executive coaching, separation negotiation, and organizational assessment and design. It's another service that Avery Associates is able to offer its clients because of the uniQue background of its principals - and Paul's extended skill set in Human Resources underscores the fact that Avery professionals "have been there" and understand your needs from a personal perspective. Paul holds a B.S. degree in Business Administration from San Jose State Universiry. He is active in professional HR organizations and in the communiry, where he has worked with a number of education, youth service, civic, business. and cultural organizations. "'ust as Avery looks to form long-lasting relationships with its clients, I believe in making the same commitments within rr~ communiry." I ,LCUlIVI SI,\I;CII IIUMi\~ 1;1 <,( JlIl;CI S l.( INSllI11~C, Related References for Avery Associates Town of Los Gatos Joe Pirzynski, Vice Mayor. . . . . . . . . . . . . . . . . . . . .408.356.3024 Ciry of Santa Clara Patricia Mahan, Mayor. . . . . . . . . . . . . . . . . . . . . . .408.615.2250 Ciry of Livermore Steve Harman, Personnel Director. . . . . . . . . . . . . .925.960.4100 ~ AVERY ~l '> '> II L i J t e \ William Avery (~ i\ssociates Management Consultants 3\" N. Santa Cruz Ave. Suite A Los Gatas. C;\ 95030 408.399.4424 Fax 408.399.4423 IXllUllVI "1..\I{LlI IIU,II/\I\ I{I "(}UI{CI " l(}!'-J\UI II,,'; ,,~ ';~ AVERY a " S 0 c i J t c 'i William Avery & Associates Management Consultants 3112 N. Santa Cruz Ave. Suite A Los Gatos. CA 95030 408.399.4424 Fax: 408.399.4423 07/06 Avery Recruitments T he following represents a partial list of Key Public Sector and Non-Profit Executive Recruitments com- pleted by the Principals of Avery Associates: Ci~v Manager Atherton Avalon Belmont Chowchilla Colma Culver Ci~ Gonzales Hanford Los Altos Hills Los Gatos Pismo Beach Pittsburg Redding Reedley Sanger San Marino Suisun Ci~ Vallejo AsstJDp~v Ci~v Manager Bakersfield Boulder, CO Camarillo Dublin Fremont Huntington Beach Lodi Los Gatos Moreno Valley Riverside San Leandro Thousand Oaks Vacaville CEO/Executive Director Ci~ of San lose - Redevelopment Agency Community Redevelopment Agency - Ci~ of Los Angeles Monterey Coun~ Resource Management Agency First 5 Monterey Coun~ Fresno Housing Authori~ EOC of SLO Coun~ loint Venture - Civic Action Network loint Venture - Silicon Valley San Luis Obispo Housing Authori~ Santa Barbara - CAC Support Network for Battered Women Ci~V Attorney Bakersfield Inglewood Livermore San Luis Obispo Union Ci~ Vallejo Parks/Recreation Director Belmont Boulder, CO Corona Culver Ci~ Encinitas Gilroy Los Gatos Santa Clarita Westminster HR Director Fremont Lancaster Los Angeles County Los Gatos Newport Beach Riverside San Bernadino Coun~ San Leandro San Luis Obispo Santa Clarita Santa Cruz Sonoma Coun~ Santa Clara Valley Transit Authori~ Finance/Admin Services Director Dublin Encinitas Fort Bragg Los Gatos Monterey Coun~ Oceanside Oxnard Palmdale Santa Clara Santa Clarita Santa Cruz Santa Rosa Union Ci~ Public Works Director/Manager Bishop Clovis Culver Ci~ Encinitas Los Gatos Monterey County Moreno Valley O\}'mpia, WA Palmdale Paso Robles Pomona San Luis Obispo Santa Clarita Santa Rosa Union Ci~ 1 \1 (lIlll'l "\~lll Communi~v Development! Planning Director Bever\}' Hills Culver Ci~ Dublin Encinitas Gilroy Morgan Hill Oakland - Housing Paso Robles San Leandro San Ramon Saratoga Vacaville Woodland Director of IT Boulder, CO Huntington Beach Modesto Monterey Coun~ Sonoma Coun~ Fire Chief Culver Ci~ Fairfield Fresno Gilroy MoragalOrinda Redwood Ci~ San Luis Obispo Visalia Police Chief Arroyo Grande Bever\}' Hills Culver Ci~ Gilroy Los Gatos Napa Pleasant Hill Pomona San Luis Obispo Santa Rosa Union Ci~ Vallejo Visalia Woodland Other Alameda - Risk Manager Fremont - Ci~ Clerk Glendale - Library Director Los Gatos - Library Director Pasadena - Chief Prosecutor San Mateo - Library Director Monterey Coun~ - Director of Human Services I Ill:, 1.\1\ 1(1 \1 1111(( 1\ ((11\\11111.1\(, I CD LOCAL GOVERNMENT PERSONNEL INSTITUTE Your Resource for Workforce Management Assistance June 27, 2007 City of Ashland Tina Gray, HR Director 20 E Main Street Ashland OR 97520 Dear Ms. Gray: Local Government Personnel Institute is pleased to submit the enclosed response to your request for proposal for a City Attorney Recruitment. We expect to give this project top priority should our proposal be selected. We look forward to a positive response to our proposal and the opportunity to work with the City of Ashland. Should you have any questions, please feel free to contact us. Sincerely, ~~.. ('_/'v'_-__ ~---.Q~ Karin Reesa Human Resources Generalist Encl: 2 copies/proposals PO Box 908 Salem OR 97308 503-588-2251 (Fax) 503-485-5900 www.lgpi.org ."' I I . LOCAL GOVERNMENT PERSONNEL INSTITlITE Your Resource for Workforce Management Assistance PROPOSAL CITY OF ASHLAND RECRUITMENT CONSULTING SERVICES June 2007 Submitted by Karin Reesa Human Resources Generalist kreesa_lgpi@orlocalgov.org PO Box 908 Salem OR 97308 503-588-2251 (Fax) 503-485-5900 www.lgpi.org PROPOSAL CITY OF ASHLAND PROFESSIONAL RECURITMENT CONSULTING SERVICES June 2007 Introduction Local Government Personnel Institute (LGPI) is a government entity created in 1971 by the League of Oregon Cities and the Association of Oregon Counties under an 0 RS Chapter 190 Agreement to provide workforce management services to Oregon's local governments. LGPI understands the need for a thorough, tailored recruitment strategy to ease the interview and selection process. We have offered professional recruitment services to local government organizations for over 20 years. Our approach is to thoroughly understand the goals, objectives, values, and philosophy of the organization we are serving in order to select and recruit the best talent for a successful fit to your organization and the job. LGPI is dedicated to providing excellent service with the highest standard of honesty, competency, discretion, and integrity. We have an outstanding record with local governments for which we have provided this service in the past. Staff Our Search Consultant, HR Generalist, Karin Reesa (503-588-2251 X302; kreesa_Igpi@orlocalgov.org) leads the recruitment team. She has successfully performed employee recruitment and selection services for private sector, state, and local governments for over 20 years. Karin's efforts are supported, as needed, by LGPI staff: LGPI Human Resources Consultant, Jill Armstrong, LGPI Administrative Assistant, Stephanie Matlock Allen; LGPI Executive Director, Jennie Messmer. Karin's consideration of diverse cultures and natures enable her to establish genuine rapport with individuals. Of particular strength are her abilities to: · Develop interview questions · Develop recruitment ads · Develop qualification criteria · Develop letters · Develop interview questions · Select advertising mediums · Conduct interviews and evaluate applicants · Perform reference checks · Recommend hiring PROPOSAL CITY OF ASHLAND PROFESSIONAL RECURITMENT CONSULTING SERVICES June 2007 Experience Recent senior level staff recruitment services include: City Manager Background Checks (various cities), League of Oregon Cities Contact: Mike McCauley, 503-588-6550 City Manager, City of Banks Contact: Pete Edison, 503-684-0942 Executive Director, Mid-Willamette Valley COG Contact: Richard Schmidt, 503-588-6177 Approach It is our goal to help you meet your goals by learning your values, objectives, philosophy, culture, and needs. Upon review of the position and in conversation with the City's delegate(s), we will assure the experience, knowledge, ability, behavioral characteristics, and other qualities intrinsic to a successful fit for the City Attorney position for the City of Ashland are adequately reflected in the job description. From this data, LGPI will draft the candidate profile used to screen resumes, perform phone screens, and eventually establish interview questions for the candidates. Considering the city's resources, attractions/strengths, and flexibility, LGPI will describe the benefit package (including, organization profile, quality of life considerations, and career development incentives) designed to attract the very best candidates for the position and affirm the City of Ashland as the employer of choice. An outgrowth of the above processes will feed the creation of the initial screening tool _ sharply focused advertising, developed by LGPI, that both draws in professionals with the desired attributes and dissuades those without. LGPI will submit to the City for approval, advertising venues judged best to reach ideal candidates with strong legal backgrounds, corresponding costs, and submission deadlines. LGPI will explore no-cost methods of publicizing the position. Communication between LGPI and the City will be in person, by phone, and/or by email. Interactions will be predetermined by all parties, considering schedules and costs; and impromptu as needed. Selection Resumes, cover letters, and other requested application materials will be received and screened by LGPI, using the job profile as a guide. PROPOSAL CITY OF ASHLAND PROFESSIONAL RECURITMENT CONSULTING SERVICES June 2007 Acknowledgement letters will be written and sent to all applicants. Application materials will be reviewed for compliance and qualifications and the top 4 - 5 interview candidates recommended. If desired, LGPI will assist the City to develop effective interview questions, and participate on the interview panel. LG PI will perform academic and reference checks on the finalists and send the City a summary of the findings, both electronically and by mail. Credit and criminal history checks will be performed. Regret letters will be sent to those not selected to be interviewed. Timeline LGPI will work towards having the selected candidate employed at the City of Ashland by October 2007. Meet with City to: · establish the process, strategy, timelines · develop profiles · approve advertising venues and budget Create and submit advertising (dependent on deadlines) Review resumes, make recommendations, schedule interviews Interview candidates Perform background checks, make job offer Services Estimated proposed process and costs Estimated Date July 12,2007 July 20, 2007 August 22, 2007 September 4, 2007 September 12, 2007 City Hours Rate Cost Performs 4 110 440.00 1 110 110.00 2 110 220.00 1. Meet with City to determine process, timelines, develo rofiles, bud et, etc. 2. Draft osition rofile 3. Draft community profile · expand upon existing materials to romote attraction to the ci 4. Determine ad placements 2 · establish a list of no-cost 37 74.00 PROPOSAL CITY OF ASHLAND PROFESSIONAL RECURITMENT CONSULTING SERVICES June 2007 professional web sites, publications, list serves, etc. · establish a list of professional web sites and publications along with accompanying costs 5. Draft ads suitable to the chosen venues 3 37 101.00 to attract and retain fit candidates · Craft and place ads 6. Receive and acknowledge receipt of 2.5 37 97.50 applications; forward to LGPI 7. Screen applications to those who most 2.5 37 closely match the profile; send to City with recommendations 8. Schedule interviews 1 37 37.00 9. Develop interview questions 2.5 150 375.00 10. Participate on interview panel 16 150 2,400.00 11. Conduct background checks on finalist 1 250 250 · Secure release form · Interview up to 5 references · Verify highest degree · Clarify questionable findings · Perform two internet searches · Summarize and submit results to the City with recommendations 12. Compose and send reiection letters 1 37 37.00 Subtotal 1,662.50 4,229.00 Estimated other costs Interview Amt Rate Cost Participation Round trip travel time (meet w. City) 9 71 639.00 Round trip travel time (interview panel) 9 71 639.00 Round trip mileage (meet w. City) 480 .485 232.80 Round trip mileage (interview panel) 480 .485 232.80 Meals (meet w. City) 2 10 20.00 Meals (interview panel) 4 10 40.00 Lodging (meet w. City) 1 150 150.00 ni!=]ht Lodging (interview panel) 1 150 150.00 niqht Subtotal 1,041.80 1,081.80 Total 2,704.30 5,310.80 The listed costs reflect the estimated maximum at the LGPI member rate. The column labeled "Cost" shows the cost if the City performs the tasks listed in the last column and PROPOSAL CITY OF ASHLAND PROFESSIONAL RECURITMENT CONSULTING SERVICES June 2007 if LGPI is not represented on the interview panel. The last column is the cost if LGPI participates on the interview panel and if the City does not perform the suggested tasks. The City may choose tasks to perform or not perform other than those listed to affect the final cost of the project. The City shall remit payment within thirty (30) days of receipt of monthly billing from LGPI. Conclusion We are confident we can effectively fulfill the goal of helping the City of Ashland develop a recruitment strategy and selection process for filling the City Attorney position. We are eager to undertake this project. If you wish to discuss this proposal, please contact: Karin Reesa, Human Resources Generalist, 503-588-2251, kreesa_Igpi@orlocalgov.org PECKHAM . ----- McKENNEY EXECUTIVE SEARCH AND CONSULTING Executive Search Services City Attorney City of AsWand June 2007 "All About People" "All About Fit" 6700 Freeport Boulevard. Suite 203 Sacramento. CA 95822 /-806-9/2-/9/9 www.peckhamandmckenney.com (916) 391-2233 Fax (916) 391-2255 PECKHAM i ---- MCKENNEY EXECUTIVE SEARCH AND CONSULTING June 21, 2007 Mayor John Morrison, Members of the City Council and Ms. Martha Bennett, City Administrator City of Ashland 20 E. Main Street Ashland, OR 97520 Dear Mayor Morrison, Council Members and Ms. Bennett: Thank you for the opportunity to express our interest in assisting you in the recruitment of the new City Attorney. Given our current recruitment for the City Attorney for the City of Hayward, CA as well as the numerous searches we have conducted for the City of Ashland in the past few years, our up-to-date knowledge of the market and our knowledge of the City will be valuable in marketing this opportunity to potential candidates. We believe that you would be very satisfied with the recruitment experience and service that our firm offers. With over 50 years of combined experience in executive search, management and local government, Peckham & McKenney brings a high level of service to the industry. We offer this service to you along with the understanding that the selection of the new City Attorney is a crucial decision for the City of Ashland, and we will do everything within our power to make this recruitment process a positive experience for everyone involved. We realize that other recruitment firms offer similar services. We believe there are three significant factors that differentiate us from our competition. 1) Ouality We limit the number of search assignments that we take on at anyone point in time allowing us to proVide the quality, personal attention that you deserve. This way, neither our clients nor our candidates ever feel "lost in the shuffle." We are only interested in assignments where everyone involved is completely satisfied with the process and the results. "All About People" "All About Fit" 6700 Freeport Boulevard, Suite 203 Sacramento, C A 95X22 /-066-9/2-/9/9 \V \V \V. pec k ha met nd mc ken ne y.com (916) 391-2233 Fax (916) 391-2255 2) Personal Approach Rather than "handing off" critical recruitment tasks to junior staff, we take a very personal approach to each and every recruitment process. While we have experienced administrative staff, Mr. McKenney and I personally conduct all key recruitment components, including development of the recruitment brochure, outreach calls, interviews, and reference checks. This approach allows for a continuity of process involving the candidates that is unmatched within the industry. 3) Customized Search Although every recruitment process has similar elements, we believe each and every client is unique unto itself. The City of Ashland has its own culture, values, and purpose. We respect this and take the time necessary to become totally familiar with the City's unique qualities. This allows us to screen candidates accordingly and present only those candidates that truly meet your particular requirements. While we have access to a database of potential candidates, all of our search efforts will be tailored to meet your needs. With all of the above having been said, we believe that our combination of experience, industry contacts, process, and proven personal involvement make us uniquely qualified to assist you. If given the opportunity, we look forward to personally meeting with you to present our qualifications and ensure a good fit as your Recruiter. Please feel free to call us toll-free at (866) 912-1919. Sincerely, 1 ..Ie 't" ,_, ! , I ~",y,. / / ( /C l 1.-( 'e ; l { . {( v~ \. t .-/ v' Bobbi C. Peckham , ! , /, j" c _ /t I / /! jG'I/ JLL z-l Phil McKenney Attachment TABLE OF CONTENTS INTRODUCTION Bobbi C. Peckham Phil McKenney 1 TH E SEARCH PROCESS Professional Fee and Expenses Insurance Placement Guarantee 3 PROJECT SCHEDULE 5 CLIENT REFERENCES 6 RECENT CLIENTS AND EXECUTIVE SEARCHES 8 INTRODUCTION Peckham & McKenney provides Executive Search and Consulting services to local government agencies throughout the Western United States and is headquartered in Sacramento, CA, with an office in Lake Tahoe. The firm was established as a partnership in June 2004 by Bobbi Peckham and Phil McKenney and is supported by an experienced administrative staff. Peckham & McKenney was established on the premise that an executive search and consulting firm must be dedicated to providing its clients and candidates with professional service, as well as a personal, hands-on approach. Our business philosophy centers upon the understanding that this is a "people" related industry and that attention to others' needs is the key to providing effective customer service. Not only are we committed to providing our clients with well-qualified candidates, but we also take pride in treating both our clients and candidates with utmost respect. This commitment has lead to multi-year retainer agreements with a number of agencies, as well as numerous client and candidate testimonials to their experiences with us. We invite you to visit our web site at www.PeckhamAndMcKenney.com. At Peckham & McKenney, we are committed to local government and sensitive to the challenges and issues faced by our clients. As such, we participate in ICMA's Friends of the Profession Program and provide significant support, time, and assistance to the Cal- ICMA Preparing the Next Generation Committee. Bobbi C. Peckham Bobbi Peckham is one of the West Coast's leading local government recruiters and has over 25 years of experience in local government and executive recruitment. Ms. Peckham began her career in the public sector in Naperville, Illinois, where she became familiar with all aspects of local government. Ms. Peckham was then recruited to join the Executive Search practice of a leading California recruitment firm. Later, she played an integral role in creating a national search business for what became the largest recruitment practice serving local government in the country. Here, she became Regional Director overseeing Northern California and a nine-state region. In 2001, Ms. Peckham was invited to implement a public sector search practice for a Sacramento-based, private sector firm. With its significant success and her outstanding track record on local government placements, she chose to form her own search firm in partnership with Phil McKenney in June 2004. Ms. Peckham has personally conducted hundreds of national searches throughout the Western United States. She has extensive experience working with City Councils, Executive Boards, and local Page 1 government administrators, listening to and understanding their needs in executive level placements. Ms. Peckham received a Bachelor of Science degree in Organizational Behavior from the University of San Francisco. She is a contributing member of the International City/County Management Association, Cal-ICMA, Women Leading Government, Municipal Management Association of Southern California, and Municipal Management Association of Northern California. Ms. Peckham serves on the ICMA's National Task Force on Job Hunting Resources as well as the Cal-ICMA Committee on Preparing the Next Generation. Phil McKennev Phil McKenney has over 30 years' management experience and is very familiar with local government agencies, having led a county organization and having worked with numerous city governments and special districts. Mr. McKenney began his career in the resort and hospitality industry and served as General Manager for Mattakesett Properties on the island of Martha's Vineyard. He then relocated to Keystone Resort in Colorado, which is now acknowledged as a premiere all-season resort with special recognition for its level of guest services. Mr. McKenney later took over the helm of the Summit County Chamber of Commerce as their Executive Director. This hybrid-Chamber was the only countywide organization responsible for marketing all of Summit County, Colorado, home to Breckenridge, Keystone, and Copper Mountain resorts. Through his leadership and collaborative style, and working with the cities and county within Summit County, he led the Chamber to being a readily recognized and well-respected organization within Colorado and the Western United States. Mr. McKenney was then selected by Placer County, California to lead the merger of the North Lake Tahoe Chamber of Commerce and the North Tahoe Visitors and Convention Bureau into the North Lake Tahoe Resort Association. As Executive Director of this new county organization, he represented the Tourism industry for all of North Lake Tahoe. The Resort Association is now a proactive, nationally recognized organization whose model of governance is being replicated in numerous resort communities across the western United States. Mr. McKenney joined Ms. Peckham in executive recruitment in January 2003 and has since conducted many national recruitments such as the Town Manager, Town of Vail; Human Resources Director, Jefferson County, Colorado; Fire Chief, City of West Covina; City Clerk and General Services Director, City of San Jose; Parks & Community Services Director, City of West Sacramento; General Manager, Public Agency Risk Sharing Page 2 Authority of California; General Manager, North Tahoe Public Utility District; Deputy City Manager, City of Arvada, CO; and City Manager, City of Greeley, CO. Mr. McKenney has an undergraduate degree in Recreation from Slippery Rock State College as well as a Master of Business Administration from the University of Denver. TH E SEARCH PROCESS While it is our intent to customize the search and project schedule to fit the City's specific needs, the search process typically includes the following key actions: . Proiect OrQanization - This phase provides for the development of a detailed Candidate Profile. We will meet individually with the Mayor, as well as others you identify, to discuss the issues and challenges facing the City. The desired background and experience, leadership style and personality traits, skills and abilities will be discussed. We will also discuss expected parameters of the search, the search timeline, and schedule future meeting dates. Typically, we devote significant time to this phase of the recruitment in order to become fully knowledgeable of the organization and community. We encourage our clients to allow us to meet with staff, the executive management team, Council and Commission members, and residents. In addition, we may ask for a tour of the community in order to more fully understand current and future projects as well as gain a stronger familiarly with the community. · Recruitment - Our recruiting efforts will focus on direct and aggressive recruiting of individuals within the search parameters established during the Project Organization phase. We believe direct recruiting produces the most qualified candidates. We know how to identify the "hidden" candidates, including those passive candidates who may be resistant to considering an employment change. In addition, an attractive brochure will be prepared to market the organization and position to potential candidates. Advertisements will be placed in industry publications and websites, and our firm will assume responsibility for presenting your opportunity in an accurate and professional manner. All resumes received will be promptly acknowledged, and we will personally respond to all inquiries. · Preliminary Interviews/Recommendation - As resumes are received, supplemental questionnaires will be sent to candidates who appear to meet the candidate profile. Following the filing deadline and a thorough review of the resumes and questionnaires received, we will conduct preliminary interviews with those individuals most closely matching the candidate profile. Preliminary reference checks will be conducted and a written recommendation of finalists will be personally Page 3 presented to the City of Ashland. Once the City has selected finalists for further consideration, all candidates will be notified of their status. . Final Interviews/Selection - During this phase, finalists will be interviewed by the Mayor, City Council and City Administrator. We will provide both advice and facilitation assistance during the final interview process. Interview materials, including suggested interview questions, evaluation and ranking sheets will be provided for the City's convenience. . Qualification - Once the final candidate has been selected, our firm will verify, at your discretion, professional work experience, educational histories, criminal, civil, credit, motor vehicle records, and second "tier" references. This comprehensive process ensures that only the most thoroughly screened candidate is hired. In addition, negotiation assistance will be provided. Professional Fee and Expenses The professional fee for the recruitment of the City Attorney is $17,500. One-third of this fee is due as a retainer upon execution of the agreement. The remainder of the fee will be divided and billed in two separate, monthly invoices. The proposed project and professional fee includes three meetings with the City; the first to develop the Candidate Profile, the second to recommend finalists, and the third to facilitate finalist interviews. Requested additional meetings will be negotiated and billed accordingly. The City will also be responsible for reimbursement of expenses not to exceed $7,000. Expenses will be pre-approved and will be billed back at cost. Expenses include out-of- pocket costs associated with advertising, printing, consultant travel, clerical, background checks, telephone, supplies and postage. Insurance Peckham & McKenney carries Professional Liability Insurance ($1,000,000 limit) and Commercial General Liability Insurance ($1,000,000 General Liability, $2,000,000 General Aggregate, $1,000,000 Personal Injury and $2,000,000 Products). Placement Guarantee Peckham & McKenney agrees to guarantee this placement for a period of one year from date of hire. In the event a candidate recruited and recommended by our firm leaves your employment or is dismissed for cause during this period, we agree to provide a one-time replacement at no additional charge, except expenses. Page 4 PROJECT SCHEDULE This sample schedule anticipates a 14-week process. In today's competitive recruiting environment, our goal is to make the process as efficient and effective as possible. ACTIVITY TIME FRAME I. Project Organization (Two Weeks) . Kick-Off Meeting to discuss Candidate Profile and formalize project schedule . Finalize Candidate Profile with Mayor and City Council . Develop advertising and recruiting plan . Prepare marketing brochure II. Recruitment (Six Weeks) · Identify/recruit individuals within the parameters of the Candidate Profile · Advertise, network, and electronically post in appropriate venues . Respond to all inquiries and acknowledge all resumes received III. Preliminary Interviews/Recommendation (Three Weeks) · Review candidates' resumes and supplemental questionnaires · Conduct preliminary interviews with leading candidates . Conduct first-tier reference checks · Present written recommendation of finalists to City · Notify all candidates of search status IV. Final Interviews/Selection (Two Weeks) · Design process and facilitate finalist interviews with City · City selects candidate V. Qualification (One Week) · Conduct background checks and second "tier" references · City conducts site visit to community of selected candidate · Negotiation assistance, as necessary. Page 5 CLIENT REFERENCES Please feel free to contact any of the following current and recent clients to inquire about their experience with Bobbi Peckham and Phil McKenney. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in the Attachment. City of Hayward, CA - City Manager & City Attorney (current), Community Development Director, Public Works Director, library Director, Finance Director, Human Resources Director, and Assistant City Manager Jesus Armas, City Manager, or Holly Brock-Cohn, Human Resources Director (510) 583-4305, hollv.brock-cohn@hayward-ca.gov City of Antioch, CA - City Attorney and Finance Director Jim Jakel, City Manager (925) 779-7020, jjakel@ci.antioch.ca.us Page 6 RECENT CLIENTS AND EXECUTIVE SEARCHES City/County ManaQer, City Attorney, Executive Director and Related American Water Works Assoc., CA/NV Section Antioch, City of Arvada, CO, City of Ashland, OR, City of Baldwin Park, City of Belmont, City of Big Bear Lake, City of Big Bear Lake, City of Big Bear Lake, City of California Water Pollution Control Association Calistoga, City of Delano, City of East Palo Alto, City of Fort Lupton, CO, City of Gillette, WY, City of Gilroy, City of Glendora, City of Grand Junction, CO, City of Greeley, CO, City of Hayward, City of Hayward, City of Hayward, City of Hesperia, City of Indio, City of Inglewood, City of King City, City of Laramie, WY, City of Lathrop, City of Mammoth Lakes, Town of Martinez, City of Milpitas, City of Monte Vista Water District Mountain Village, CO, Town of Norco, City of North Lake Tahoe Public Utility District North Lake Tahoe Resort Association Orange County Fire Authority Palos Verdes Estates, City of Park City Municipal Corporation, UT Executive Director City Attorney Deputy City Manager City Administrator (2002 and 2005) Chief Executive Officer City Manager City Manager (1995, 2001 and 2006) General Manager, Dept. of Water & Power Asst. General Mgr., Dept. of Water & Power Association Manager City Manager City Manager City Manager City Administrator City Administrator Assistant City Administrator City Manager City Manager (2001 and 2006) City Manager City Manager Assistant City Manager City Attorney City Manager City Manager Administrative Officer City Manager City Manager City Manager Town Manager City Manager City Manager General Manager Town Manager City Manager General Manager Executive Director Assistant Chief, Business Services City Manager City Manager Page 7 Pleasant Hill, City of Porterville, City of Public Agency Risk Sharing Authority of CA Redding, City of Redding, City of Redlands, City of Reno, NV, City of Sacramento, CA, Crocker Art Museum San Jose, City of San Rafael, City of Solvang, City of Snowmass Village, CO, Town of Springfield, OR, City of Steamboat Springs, City of Steamboat Springs Chamber Resort Assoc., CO Tracy, City of Truckee, Town of Tulare, City of Tulare Co. Economic Development Corporation Vail, CO, Town of Windsor, CO, Town of Winter Park, CO, Town of Winters, City of Yakima Regional Clean Air Authority, WA County of Yuba, CA City Manager Deputy City Manager General Manager City Manager Assistant City Attorney City Manager Assistant City Manager Executive Director Executive Director, Historical Museum Assistant City Manager City Manager Town Manager Assistant City Manager City Manager Executive Vice President Assistant City Manager Town Manager City Manager President Town Manager Town Manager Town Manager City Manager Executive Director/Air Pollution Conti Officer County Administrative Officer Community Development/Planninq/Environmental Services Ashland, OR, City of Baldwin Park, City of Belmont, City of Brookings Economic Development Agency, SO Corte Madera, Town of Delano, City of Delano, City of Eastern Municipal Water District Fremont, City of Grand Junction, CO, City of Hayward, City of Hesperia, City of Jefferson County, CO Livermore, City of Martinez, City of Murrieta, City of Needles, City of Community Development Director Community Development Director Community Development Director Executive Director Environmental Services Director Community Development Director Economic Development Manager Director, Development & Customer Services Deputy Rdvlpmnt Agency Director, Housing Community Development Director Community Development Director Redevelopment Director Planning & Development Director Economic Development Director Community Development Director Development Services Director City Planner Page 8 Novato, City of Novato, City of Oceanside, City of Pasadena, City of Reno, NV, City of San Bernardino, City of San Bruno, City of San Mateo, City of San Mateo, City of San Pablo, City of San Pablo, City of San Rafael, City of County of Santa Clara, San Jose, CA Seaside, City of Seaside, City of Teton County, CO Vail, Town of, CO Washington County, OR Library Director and Related Hayward, City of Mountain View, City of Oceanside, City of Orange, City of Pleasanton, City of Sacramento Public Library Torrance, City of Parks & Recreation Los Altos, City of North Clackamas County, OR Novato, City of Pleasanton, City of Pleasanton, City of Reno, City of Rialto, City of Tracy, City of Vacaville, City of West Sacramento, City of Public Works/EnQineerinQ and Related Belmont, City of Belmont, City of Big Bear Lake, City of Community Development Director Planning Manager Economic Development Director Director of Planning & Permitting Redevelopment Administrator Business Development Manager Community Development Director Planning Manager Building Official Development Services Director Planning Manager Community Development Director Director, Dept. of Planning & Development Sr. Planning Services Manager Redevelopment Services Manager Planning & Development Director Director of Community Development Land Development Services Manager Library Director Library Director Library Director City Librarian Library Services Director Library Director Cultural Arts Administrator Recreation Director Parks & Recreation Director Depty Director, Parks Rec. & Comm. Svcs. Community Services Manager Director of Parks & Recreation Director of Parks & Recreation Parks & Community Services Director Parks & Community Services Director Director of Community Services Parks & Community Services Director Public Works Director Senior Civil Engineer City Engineer Page 9 Campbell, City of Campbell, City of Carlsbad, City of Chino Basin Municipal Water District Delta Diablo Sanitary District Fremont, City of Gilroy, City of Greenfield, City of Hayward, City of Jefferson County, Golden, CO Marin Municipal Water District Oceanside, City of Orange County Fire Authority, CA Orange County Fire Authority, CA Reno, NV, City of Sacramento County, CA San Jose, City of San Luis Obispo, City of Santa Paula, City of Yorba Linda, City of City Engineer Associate Civil Engineer Deputy Public Works Director Manager of Planning & Engineering Senior Engineer Manager of Maintenance Operations Building Field Services Manager Public Works Director Director of Public Works Airport Manager Environmental Resources Division Manager Community Services Director Fleet Manager Property Manager Fleet Manager Associate Civil Engineer General Services Director Public Works Director Public Works Director Field Services Supervisor City/County Clerk and Related Alameda County, CA Berkeley, City of Dana Point, City of Oceanside, City of Menlo Park, City of Monterey, City of Mountain View, City of Sacramento, City of San Jose, City of San Luis Obispo, City of Santa Cruz, City of Clerk of the Board City Clerk City Clerk Public Information Officer City Clerk City Clerk City Clerk City Clerk City Clerk City Clerk City Clerk Information TechnoloQV Fremont, City of Jefferson County, Golden, CO San Diego County Water Authority Information Svcs. Tech. Director Information Technology Director Information Systems Manager Human Resources/Personnel AC Transit District Azusa, City of Belmont, City of Belmont, City of Human Resources Manager Human Resources Director Human Resources Director Personnel Analyst Page 10 Brookings, SD, City of Contra Costa Water District Delta Diablo Sanitation District East Bay Regional Park District Glendale, Al, City of Hayward, City of Jefferson County, CO Las Vegas Metropolitan Police Department, NV Midpeninsula Regional Open Space District Mountain View, City of Oceanside, City of Orange County Fire Authority, CA Palm Desert, City of Porterville, City of Redwood City, CA, City of San Bruno, City of San Rafael, City of Seaside, City of Southern CA Association of Governments Torrance, City of Finance Director I Controller ITreasurer Alameda County, CA Alhambra, City of American Canyon, City of Antioch, City of Arvada, CO, City of Azusa, CA, City of Brisbane, City of Burbank, City of Claremont, City of Contra Costa Water District Dublin, City of Durango, CO, City of East Bay Regional Park District Emeryville, City of Goodwill Industries of San Joaquin Valley Gonzales, City of Hayward, City of La Quinta, City of Long Beach, City of Marin Municipal Water District Menlo Park, City of Milpitas, City of Director of Human Resources Human Resources Manager Personnel Officer Personnel Director Personnel Director Human Resources Director Human Resources Director (2 searches) Director, Selection & Classification Administration/Human Resources Director Director of Employee Services Personnel Director Human Resources Director Human Resources Manager Administrative Services Manager Human Resources Director Human Resources Director Human Resources Director Personnel Services Manager Human Resources Manager Risk Manager Finance Director Finance Director Finance Director Finance Director Director of Finance Director of Finance Finance Director Finance Director Finance Director Finance Director Administrative Services Director Finance Director Controller Finance Director Finance Director/Controller Finance Director Finance Director Finance Director City Treasurer Auditor/Controller Financial Services Manager Finance Director Page 11 Modesto, City of Monterey, City of Morgan Hill, City of Needles, City of Oakland, City of Orange County Fire Authority Orange County Fire Authority Orange County Fire Authority Oxnard, City of Pasadena, City of Porterville, City of Rancho Cordova, City of Reno, NV, City of Reno, NV, City of San Diego County Water Authority Santa Cruz, City of Seaside, City of Union City, City of Ventura, City of Visalia, City of Washington County, OR Western Municipal Water District Yorba Linda, City of Director of Finance Finance Director Finance Director Finance Director Budget Director Assistant Chief, Business Services Financial Services Manager Treasurer (2000 and 2004) Finance Director Accounting Administrator Administrative Services Manager Assistant Finance Director Finance Director Accounting Manager Investment Analyst Finance Director Financial Services Manager Finance Director Treasury Manager Finance Director Finance Director Finance Director Finance Director Public Safety fLaw Enforcement Antioch, City of Baldwin Park, City of Belmont, City of Clayton, City of Gilroy, City of Livermore, City of Los Altos, City of Menlo Park, City of Milpitas, City of Modesto, City of Oceanside, City of Porterville, City of Redondo Beach, City of Riverton, WY, City of Santa Monica, City of West Covina, City of Police Chief Police Chief Police Chief Police Chief Fire Chief Fire Chief Police Captain Police Chief Police Chief Fire Chief Police Captain Chief of Police Communications Manager Police Chief Police Chief Fire Chief Page 12 '" '" ~ ~ = 0 ~ ~ ~ :I:: o ~ ~ ~ ~ 0 ~ ~ ~ <~~ c-~ ~ .~ ~ ~ Uc:t u~ .... .1.':':" 0... 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E <l) ,S ..... c <l) .... .... ~ U '" en <l) .... -0 -0 c<l -0 <l) ..... .... o 0... 0... ~ en en <l) C ~ ~ .~ bJ) c :..;;; OJ IU en <l) .... c<l ..... c <l) .... <l)~ en ~ -0 C ~ >.. ..... iJ en en <l) .... -0 -0 c<l o ..... d .9 ..... c<l .t;?P ~ <l) ..... :0 c c<l lS .~ .~ en en <l) en -0 ~ >"4-< :a 0 bJ) :.a u c c o '" .... <l) 0... o ..... bJ) ,S ..... ~ OJ .... en <l) ~ en .~ ...... ....... .~ >.. <l) c .... o ..... ~ >.. ..... iJ >.. ~ :.0 c<l <l) ...c:: ..... '" c<l ..c o ..c ~ ....... ..... u c ::s o U >.. ..... iJ -0 C c<l .... ~ ~ c<l ::s ~ ~ lj :c E--< . S <l) u C <l) '.: <l) 0... >< <l) c o I en -0 C c<l ..c -0 c c<l E c<l <l) ..... bJ) C ~ C c<l ..... en ..... ~ o C c<l >.. ..0 en <l) ~ en .~ IU ..c ..... ~ C o 'So <l) .... c o <l) u C <l) '.: <l) 0... >< <l) '" >.. OJ c .... o ..... ~ OJ~ "'0 F o en Il.) u 'S: .... u Cf) v ..c E--< en c<l 00 o ....... f'-- o o C"l c<l -0 <l) ..... .... o 0... 0... ~ en Il.) en ~ o ..c I ,S Il.) ..c ..... '-<-< o ....... c<l bJ) v ......:1 u -0 ::s U .S Il.) U CE o c .9 ..... c<l ,~ ::5 4-< o >.. ..... 'C o ';;;' E ....... -< u ~ ....; c <l) E OJ -0 ~ Il.) c :::a c<l c ~ ~ ~ en ~ -0 C c<l ...... OJ c<l ...c u ~ '-<-< o ..... c OJ E OJ .::: ..... v .... bJ) c 'S o u 0... ~ <l) ...c ..... M 0-.. 0-.. ...... OJ U .S en "'E ~ ::r:: -0 <l) > .... <l) en en c<l ...c:: o ...c:: ~ '" c<l en '" c >.. ,9 v '" E 'S: 8 6 ~ en C .~ iJ t .... U <l) CF) ~- Il.) 'S: u 0:: en c<l ..c ,~ -0 OJ C U c<l CE c ~ ~ "~ 's E f'-- 8 ~ ~ ;;; >..4-< ..... 0 iJ <l) ..c E--< ,~ c c<l ..... .~ en < en ">.. u c .... o ..... ~ >.. ..... i:J --;;; bJ) v ......:1 ..... u bJ) -0 ::s ..0 u > <l) <.C <l) >.. .... ..0 -5 ..... C IU 0:: -PROTHMAN creating solutions June 26, 2007 Tina Gray, HR Director City of Ashland 20 E. Main St. Ashland, OR 97520 Dear Ms. Gray: Thank you for the opportunity to submit the enclosed City Attorney recruitment proposal for your consideration. Prothman is well-positioned to assist the City of Ashland with this important selection as we have completed two very similar area City Attorney recruitments for Spokane Valley, WA, population 85,010, (David Mercier, City Manager) and Bainbridge Island, WA, population 22,200 (Mary Jo Briggs, City Administrator). Additionally, we are also presently conducting various recruitments in Oregon, including a City Manager search for the City of Damascus and two Human Resource Manager searches for Multnomah County. Prothman understands that the City of Ashland is a unique organization and we won't offer you a "canned" search process. Our strength is in partnering with our clients, working together to find the right candidate. The successful candidate will be well-qualified and, just as importantly, will be a great "fit" for you and your organization. How can we accomplish this? . Experience that comes from conducting hundreds of public sector recruitments . Cumulatively, our staff has over 100 years of service in local government, 19 years as successful local City Managers . Our knowledge of excellent City Attorney candidates . A commitment to tailoring the search process to meet your requirements We stand by our work. Should your selected candidate leave the position for cause within one year from the date of employment, we will conduct a replacement search at no professional fee. If you have additional questions or wish to discuss the proposal in more detail, please feel free to give us a call. 1fy i171:~~ Greg Prothman President 3633 136th PL SE, Suite 206+ Bellevue, WA 98006+206 368 0050 {ph};.206 368 0060 {fx}+www.prothman.com ~A.ASHLAND ORE G 0 N PROPOSAL TO PROVIDE SEARCH SERVICES FOR THE POSITION OF CITY ATTORNEY PRESENTED BY -PROTHMAN creating solutions 206 368 0050 {ph} 206 368 0060 {fx} 3633 13tfh PL SE, Suite 206 Bellevue, WA 98006 greg@prothman.com www.prothman.com I Proposal to Provide City Attorney Search Services TABLE OF CONTENTS Exec utive Search Proposal....................................................................... 3 INTRODUCTION PROJECT PLANNING & RESEARCH IDENTIFYING THE "IDEAL" CANDIDATE RECRUITMENT STRATEGY CANDIDATE SCREENING FINAL INTERVIEWS DRAFT PROJECT SCHEDULE Professional Fee, Expenses & Guarantee.........................................8 Consultant Background................. .................. ......... .... ....... ... .............. ......9 Placements & References.......................................................................11 Appendix.... .................... .......................................................................... ........ 16 LETTERS OF REFERENCE EXAMPLE OF POSITION PROFILE EXAMPLE OF INVITE LETTER EXAMPLE OF ADVERTISING COpy -PRcn-HMAN creating solutions Page 2 Proposal to Provide City Attorney Search Services EXECUTIVE SEARCH PROPOSAL FOR THE POSIT/ON OF CITY A TTORNEY FOR THE CITY OF ASHLAND, OREGON INTRODUCTION Prothman is a northwest based consulting firm focusing on providing quality services to western United States government agencies. We specialize in helping our clients find excellent permanent and temporary employees. We also provide municipal consulting, including city assessments, new city startup, retreat facilitation, facilitated evaluations, and interim management. Prothman is an S Corporation founded by Greg Prothman in 2001, after having been a partner with another executive recruiting firm for 5 years where he also specialized in local government recruitments. Prothman offers: · A unique combination of in-depth firsthand city management experience combined with a thorough understanding of public sector employment. Our staff has a cumulative 100 years in local government service, 19 years as successful City Managers. · Conducted over 150 executive searches, successfully placing City Managers, Finance Directors, Police & Fire Chiefs, Public Works & Planning Directors, in addition to many other positions. · Created and manage an interim employment practice, which has placed over 400 contract employees in more than 100 public agencies. · Formed and managed the startup teams for the new Washington cities of Edgewood, Lake Forest Park, Kenmore, Sammamish and Spokane Valley (the second largest new city startup of its kind in the US). · A creative and thorough understanding of all facets of municipal administration. · Prothman is committed to ensuring diversity in the candidate pool and we have been successful in placing women and minorities in executive and director-level positions. Our unequalled strength in firsthand knowledge of municipal government benefits you by not having to spend time educating us about the duties of the position you are recruiting for. This leaves more time for us to discover what is unique about your organization and what is important to you in terms of the qualities you would like to see in your next City Attorney. The end result is a unique search tailored for the qualities you are looking for. Prothman employs six fulltime professional staff in our Seattle office, as well as many advisory and contract staff made up of retired city managers, finance directors, public works directors, human resources directors, planning directors, police and fire chiefs and others. Our contact information: Greg Prothman office phone number: 206-368-0050 cell phone: 206-714-9499 fax number: 206-368-0060 e-mail: qreq@prothman.com mailing address: 3633 136th PI SE, #206; Bellevue, WA 98006 website: www.prothman.com We look forward to serving you and will be glad to answer any questions you have. -P'RorHMAN creating solutions Page 3 I Proposal to Provide City Attorney Search Services PROJECT PLANNING & RESEARCH We believe that a successful City Attorney search is the result of a well thought out plan, requiring careful execution coupled with a strong working partnership between the search consultant and the City. Working together throughout the search process provides the greatest opportunity for a successful outcome. Our goal is to thoroughly understand the City of Ashland's needs and the values and culture of the organization. We suggest the following steps as a starting point: . Review the proposed search outline and modify as needed . Develop a project timeline . Identify the geographic scope of the search · Regional · Western United States · National . Decide if a salary survey is needed This review will provide the City with accurate salary information to evaluate if the position is at "market rate." If a survey is needed, we will work with the City to identify similar cities for compensation comparisons. . Gather and review all relevant documents related to the City Attorney position and the City of Ashland . Interview key stakeholders IDENTIFYING THE "IDEAL" CANDIDATE Documenting what we have learned by describing the "ideal" candidate is the best way to make certain that we are identifying the best candidates for the position. We will do this by developing a comprehensive "Position Profile." Once the Position Profile is written and approved, it will serve as the "benchmark" to measure a candidate's qualifications and organization "fit." It will also help potential candidates decide if this is the right career move for them. The Position Profile includes: . A description of the ideal candidate qualifications · Years of related experience required · Previous positions and sizes of communities · Specific relevant experience · Education requirements · Ideal personality traits and work habits . The City of Ashland information, including · Location and quality of life opportunities · A summary of City services · Number of City employees and budget size · A basic description of the position . A description of key issues and priorities facing the City and the City Attorney position . A description of the compensation package . Information on how and when to apply RECRUITMENT STRATEGY We will work with the City to develop a recruitment strategy designed to identify outstanding candidates ideally suited to the position. We recognize that often the best candidates are not -PRcn-HMAN creating solutions Page 4 Proposal to Provide City Attorney Search Services actively looking for a new position. This is the person we want to reach and recruit. We will accomplish this by: . Creating Recruitment Brochures Highlighting the position and the City . Direct Mail Campaign Researching and compiling a comprehensive list of potential candidates to be reached through a direct mail campaign . Direct Contact Calls Making direct recruiting calls to promising candidates based upon our extensive personal knowledge of excellent candidates . Ads in Print and on the Web Creating and placing targeted ads in professional publications, journals and on related websites targeting qualified candidates CANDIDATE SCREENING Once candidates have indicated an interest in the position, we will work with the City to begin identifying the most promising candidates. Using the Position Profile as our guide, we will conduct an extensive candidate review designed to gather detailed information on the leading candidates. We will do so by: . Initial Resume Screening We will conduct an initial review of all resumes, screening for minimum qualifications. . Supplemental Questions & Applications The remaining qualified applicants will be asked to complete an application and Supplemental Questions/Writing Sample. We have found that this exercise provides a good example of a candidate's writing skills, analytical abilities and communication style and is an early indicator of his/her philosophy and values. . First Workshop Based upon the responses to the supplemental questions, we further screen the applicant pool, bringing the most promising candidates for your review. Using the application, supplemental questionnaire, resume and other materials submitted by the candidates, we will work with the City to identify the top semifinalists. Prior to the workshop we will provide a candidate sourcing summary detailing the efforts of advertising, direct mail campaign, and direct recruiting phone calls. The summary also includes a list of the applicants and from where they have applied. We will also begin preliminary discussions about designing the final interview process. . Consultant Semifinalist Interviews Prothman will conduct in-person or videoconference interviews with each of the semifinalist candidates. . Second Workshop Based upon the results of the semifinalist interviews, we will present our findings and recommendations for your review. We will advise you of the candidates meeting the qualifications, our knowledge of them, and their strengths and weaknesses relative to fit with your organization. We will then work with you to identify four to six candidates to invite to the final interviews. We will also complete the planning and design of the final interview process and begin identifying potential interview questions. FINAL INTERVIEWS The Final Interview process includes completing key steps before the actual interviews take place. These steps include performing detailed background checks, coordinating candidate -PRcn-HMAN creating solutions Page 5 I , Proposal to Provide City Attorney Search Services travel, compiling final interview binders, determining the final interview configuration and facilitating the City's selection. Each of these steps is described below: . Detailed Background Checks Prior to the final interviews we will conduct a thorough background check on each of the finalist candidates. If a "red flag" is found we will work diligently to either verify that the issue is serious enough to eliminate the candidate from further consideration or be able to fully explain the issue to the City's satisfaction. · REFERENCES We will ask each candidate to provide names of their supervisors, subordinates and peers for the last several years. From this list we will conduct detailed reference checks on the finalist candidates through detailed conversations with the individuals who have direct knowledge of the candidate's work and management style. We will also make a point of contacting individuals not on the candidate's preferred list of references. · EDUCATION VERIFICATION Prior to the final interviews we will verify that the candidate did in fact graduate with the degrees listed on their resume. We have found that approximately 1 out of 30 candidates does not have a degree claimed on their resume. · CRIMINAL HISTORY AND DRIVING RECORD CHECK We will conduct a criminal history and driving record check on each candidate in the states in which they have worked. · SEX OFFENDER CHECK We will verify that the candidate is not a registered sex offender in the states where they have worked. · REVIEW OF PUBLISHED ARTICLES We will conduct a review of published articles for each candidate, including an internet search utilizing an internet newspaper search engine. . Candidate Travel Coordination For those candidates who will be traveling to the final interviews, we will coordinate the travel arrangements, ensuring that each candidate is fully prepared for the final interviews and not distracted by travel difficulties. We work with the candidates to organize the most cost-effective and efficient travel arrangements. Each candidate is fully informed as to their travel arrangements, interview schedule and location of the interviews. We coordinate and finalize air travel, hotel reservations and rental cars. . Final Interview Binders Final Interview Binders are the tool that keeps the final interview process organized and ensures that all interviewers are "on the same page" when it comes to evaluating each candidate. The binders are assembled in order of candidate interview for each panel of interviewers. The binders include: · A MASTER SCHEDULE OF ALL PANELS AND CANDIDATE INTERVIEWS · A DRAFT LIST OF SUGGESTED INTERVIEW QUESTIONS DESIGNED TO AUGMENT QUESTIONS THAT YOU MAY WISH TO ASK · EACH CANDIDATE'S RESUME · EACH CANDIDATE'S APPLICATION · EACH CANDIDATE'S ANSWERS TO THE SUPPLEMENTAL QUESTIONS · CONFIDENTIAL REFERENCE CHECKS ON EACH CANDIDATE · EDUCATION VERIFICATIONS FOR EACH CANDIDATE'S DEGREES PR.orHMAN creating solutions Page 6 Proposal to Provide City Attorney Search Services · CRIMINAL HISTORY CHECKS ON EACH OF THE FINALIST CANDIDATES + Final Interview Process The design of the final interviews is an integral component towards making sure that all stakeholders have the opportunity to learn as much as possible about each candidate. Each of the advisory panels is designed to provide the City with as much information as possible regarding each candidate's strengths and weaknesses. Elements of the final interview process include: · IDENTIFYING INTERVIEW PANEL PARTICIPANTS (if desired by the City) We will work with the City to identify the participants of different interview panels to ensure that all stakeholders identified by the City have been represented. · PROVIDING SUGGESTED INTERVIEW QUESTIONS FOR EACH PANEL Suggested interview questions for each panel are composed based on what is unique to the City. The questions are designed to allow the interview panels to not only gauge the quality of the answer but to also measure organization "fit," as well. · PROVIDING FACILITATORS FOR EACH PANEL Panel facilitators assist the panel members in their review and editing of the suggested interview questions, as well as the consideration and discussion of possible new questions. The facilitator helps the panel determine who will ask which questions, the order in which they should be asked and will keep the interviews on schedule. More importantly, the panel facilitator will debrief with the panel and summarize the individual panel member's thoughts after each interview. At the conclusion of all of the interviews, the facilitator will gather input from all panel members and make sure that each panel member's opinions and thoughts are heard and represented when reporting back to the City. · FACILITATE THE CITY'S SELECTION OF THE SUCCESSFUL CANDIDATE We will assist the City in their final process of determining their top candidate(s). We will also notify the unsuccessful candidates. + Assisting in Developing a Compensation Package and Letter of Offer Once the top candidate has been selected, we can also assist the City in developing a letter of offer outlining the compensation package and further assisting the City as an on-call advisor until an employment agreement is reached. DRAFT PROJECT SCHEDULE TASK Kick off Meetin with Stakeholders Delivery of draft Position Profile to Client Client A roves the Position Profile Begin advertising First Review of A plications by Prothman Status re ort & candidate materials to Client First work session with Client etermine semifinalists) Semifinalists interviews Second work session with Client (Selection of finalists) Final Interviews DA TE (fhese dates are for general planning purposes. Actual dates would be coordinated with the client.) Jul 25,2007 Au ust 1,2007 Au ust 3, 2007 August 6, 2007 (ap rox 4 weeks to First Review of Ap lications) Se tember 2, 2007 Se tember 6, 2007 September 10, 2007 September 17 - Se tember 21, 2007 September 24,2007 October 9, 2007 --PRoTHMAN creating s,')!utions Page 7 Proposal to Provide City Attorney Search Services PROFESSIONAL FEE, EXPENSES & GUARANTEE PROFESSIONAL FEE & EXPENSES Fee for professional services is 20% of the starting salary of the selected candidate. All expenses incurred for conducting the recruitment are the responsibility of the City. Expenses will vary depending upon direction from the City regarding how geographically broad the recruitment effort is and where the top candidates come from (travel expenses). A general estimate would be $3,000 to $5,000. However, all expenses will be discussed with the City prior to expenditure. Expense items include but are not limited to: · Newspaper, trade journal websites and other advertising related to the announcement of the position · Direct mail announcements and regret letters · Facsimile and delivery expenses · Printing of documents and materials · Consultant travel and related expenses · Any client-required licenses, fees or taxes · Travel and related expenses for candidates during the interview process Professional fees are billed in three equal installments during the course of the search. The first installment is billed when Prothman begins the project. The second installment is billed at the mid- point of the recruitment. The final installment is billed at the conclusion of the search. Expenses are billed monthly. GUARANTEE Our record of success in placing highly qualified candidates provides that Prothman will guarantee the placement of a qualified candidate. Provided the Client follows our finalist candidate recommendations and the key elements of the search process as outlined in the proposal, if the selected finalist candidate is terminated for cause within one year from the employment date, we will conduct a replacement search with no additional professional fee. The only cost to you would be the expenses related to the additional search. CANCELLATION You have the right to cancel the search at any time. Your only obligation would be the fees and expenses incurred prior to cancellation. -PRor-HMAN creating ']o!utions Page 8 Proposal to Provide City Attorney Search Services CONSUL TANT BACKGROUND PROJECT CONSULTANTS GREG PROTHMAN With more than 20 years experience in various functions of government and the public sector, Greg Prothman brings a solid and grounded perspective to best serve his clients. Greg offers a unique combination of in-depth, firsthand city management experience combined with a thorough understanding of local government and public sector employment. Early on, he served as a Renton Police Officer before making the move to Assistant City Manager for the City of Des Moines and then to City Manager, also for the City of Des Moines. Greg's 12 year tenure in city management benefits his clients due to his firsthand experience and the ability to thoroughly understand the client's needs. He's walked in their shoes - from police officer to top management. Noted as one of the region's leading progressive municipal managers, Greg brings a creative and thorough understanding of all facets of municipal administration. As President of the Prothman Company, Greg is uniquely positioned, through his extensive public sector and executive search background, to offer recruitment services. He has conducted over 150 executive searches and placements, successfully placing city managers, finance directors, IT managers, police and fire chiefs, public works and community development directors and many other positions. He has also formed and managed startup teams for five newly incorporated cities, including the City of Spokane Valley, WA, (pop. 82,000), the second largest incorporation of its kind in the U.S. A Seattle native, Greg completed his BA at Western Washington University and his Master of Public Administration degree from the University of Washington. LYNN STOKESBARY Lynn retired from the City of Kirkland in 2006 as Assistant City Manager and has over thirty years of distinguished local government experience. Lynn worked twenty one years for Kirkland, serving as Director of Parks and Community Services from 1985-1997 prior to becoming Assistant City Manager in 1997. He also worked for the City of Bellevue from 1976-1985 in various positions before becoming Assistant Director of Parks and Recreation. Lynn brings extensive knowledge of local government and years of leadership, supervisory and high profile special project management experience to the Prothman team. Lynn has a unique blend of interpersonal and analytical skills that make him highly effective in working with groups, problem-solving and producing high quality end results. He has extensive experience in a wide range of local government areas, including assessment of city operations and services, facilitating citizen and stakeholder participation, building and maintaining effective relationships in the workplace, fundraising, land acquisition, and comprehensive planning for parks, arts and other civic facilities. Lynn is a 1975 graduate of Washington State University. BARRY GASKINS, Candidate Manager Barry Gaskins is responsible for candidate management. His attention to detail and understanding of timeliness to the customer and candidates is remarkable. Barry works with the lead consultant in following through with scheduling interviews, arranging candidate travel, managing candidate application packets, and assembly of candidate information to give to the client. Barry came to us from the Bill & Melinda Gates Foundation where he served as a Program Assistant for four years -PRorHMAN creating solutions Page 9 I Proposal to Provide City Attorney Search Services in the US Library Program. Barry grew up in Virginia, moving to Washington in 1993. He earned his Bachelor's Degree in Art from California State University in Los Angeles. PROJECT SUPPORT STAFF KATHIE OESER Kathie's extensive municipal management experience has given her an excellent working knowledge of cities and the services they provide. Her thorough understanding and appreciation of how important customer service is has been a hallmark of her tenures at the cities she has served. In addition to serving at the City of Kirkland in the City Manager's office as Senior Management Analyst, she also served as the City's interim IT Manager. Kathie has also served as Management Analyst at the newly incorporated City of Newcastle, WA, which has given her tremendous and valuable exposure to every facet of the beginnings of a new city. Kathie's strength is her skill at putting her multi-faceted city government experience to work on special projects involving complex analysis, findings, conclusions and recommendations and always keeping in mind the citizens being served. Kathie grew up in Kailua, Hawaii, where she earned her Bachelor of Science degree from the University of Hawaii in Human Resources Development. Seattle has been her home since 1979. SHANE FULWILER Shane Fulwiler assists in general office operations. He is also the main contact for our interim staffing department. His commitment to serving our clients is outstanding. Prior to joining the Prothman team, Shane worked as a legal assistant for a law firm in Portland, Oregon. He grew up in the greater Seattle area and is happy to make his return to Washington. Shane earned his bachelor's degree in Philosophy from the University of Portland. lINDSA Y CHRISTENSEN Lindsay assists in all areas of executive searches, from writing position profiles to facilitating final interviews. Before joining Prothman, Lindsay worked in the restaurant industry as a General Manager and she brings extensive recruitment experience to the Prothman team. Born and raised in Washington, Lindsay earned her bachelor's degree in Business Administration from Western Washington University. --PRcn-HMAN r;rcating srJ/utions Page 10 Proposal to PlOvide City Attorney Search Services ALL PLACEMENTS Conducted by Greg Prothman City of Astoria, OR City Manager City of Blaine City Manager Public Works Director Community Development Director City of Arlington Community Development Director City Administrator Fire Chief Finance Director Utilities Manager Public Works Director Utilities Manager Building Official Blaine County, ID County Administrator City of Bonney Lake City Administrator Public Works Director City of Auburn Planning Director City of Bothell Public Works Director Fire Chief Human Resources Director City of Bainbridge Island City Administrator Finance Director Community Development Director City Attorney Deputy Finance Director Project Manager Engineer City of Carnation City Manager Public Works Director City of Camas Deputy Fire Chief City of Battle Ground City Manager Deputy City Manager Community Development Director (2) Public Works Director (2) Finance Director City of Centralia Community Development Director Economic Development Director Bayview Manor Executive Director City of Chehalis City Manager Police Chief Finance Manager City of Bellevue Senior Planners Chelan County Planning Director Benton County Emergency Services Director of Emergency Services Emergency Management Manager Communications Manager Clackamas River Water District, OR General Manager Clatsop County, OR County Manager Community Corrections Director Benton County Fire District #4 Fire Chief Clatsop County Sheriff's Office, OR Jail Commander City of Billings, MT City Engineer City of College Place Environmental Services Director -PRarHMAN creating solutions Page 11 Proposal to Provide City Attorney Search Services Covington Water District Utilities Director District Engineer Water Resources Manager Assistant Water Resources Manager Project Engineer Business Manager Controller Firgrove Mutual Water Manager City of Gillette, WY Public Works Director Gunnison County, CO County Manager Cowlitz County Building & Planning Director City of Hailey, ID City Administrator Cowlitz Sewer Operating Board Superintendent Issaquah School District Assistant Superintendent for Operations City of Damascus, OR Community Development Director City Manager City of Issaquah Director, Information Services Police Chief City of DuPont City Administrator Planning Director Finance Director Public Works Director City of Kelso Public Works Director Community Development Director City of Duvall Planning Director City of Kenmore City Manager Finance Director City Engineer Community Development Director City of Edgewood City Manager Public Works Director Senior Planner City of Kent Deputy Chief Administrative Officer Accounting Manager Deputy Fire Chief Professional Land Surveyor Finance Director Information Tech. Director The Elevated Transportation Co Administrative Services Manager Capital Projects Manager Administrative Assistant City of Enumclaw Public Works Operations Manager King County Housing Authority Finance Director City of Ferndale Police Chief King County Library System Human Resources Manager City of Fircrest City Manager King County Sheriff's Office Chief Financial Officer City of Fife City Manager City of Kirkland Police Chief Water Division Manager Public Works Director -PRoTHMAN creating solutions Page 12 Proposal to Provide City Attorney Search Services Kitsap County Director of Administrative Services City of Lake Forest Park City Administrator (2) City of Mill Creek Police Chief Fire Chief City Manager City of Lake Oswego, OR Water Treatment Plant Manager City of Milwaukie, OR Assistant City Manager Community Development Director Finance Director Lakehaven Sewer & Water District General Manager City of Monroe Police Chief City of Lakewood Assistant City Manager City of Mountlake Terrace City Manager City of Leavenworth City Administrator Finance Director/City Clerk Muckleshoot Indian Tribe General Manager Lincoln City, OR Finance Director City of Mukilteo City Administrator City of Littleton, CO Finance Director Multnomah County, OR Human Resource Managers (2) City of Long Beach Community Development Director City of Lynden City Administrator Building Official Public Works Director City of Normandy Park Deputy City Manager/Finance Director Executive Assistant Grants Manager/Associate Planner Planning Director Finance Director City Manager City of Louisville, CO City Manager City of Ocean Shores City Manager Community Development Director City of Lynnwood Public Works Director Assistant Fire Chief City of Olympia Public Works Finance Manager Manchester Water District General Manager Olympic Terrace Sewer District District Manager City of Marysville Police Chief (2) Finance Director Public Works Director Providence Point General Manager City of Port Angeles Police Chief Mason County Public Works Director PROTHMAN creating solutions Page 13 Proposal to Provide City Attorney Search Services City of Port Townsend City Manager Public Works Director Development Services Director Seattle Aquarium Society Executive Director City of Seattle City Council Senior Policy Analysts (five positions) City of Post Falls, ID City Administrator Community Development Director City of Poulsbo Chief of Police City of Shelton City Administrator Community Development Director Management Assistant Public Works Director City of Puyallup Building Official Assistant City Manager Human Resource Director City of Shoreline Deputy City Manager City Engineer Planning Director Public Works Director City of Prosser City Administrator Finance Director Skagit County Public Works Director County Engineer City of Redmond Deputy Public Works Director Deputy Fire Chief Technology Manager (2) City of Snohomish City Manager Police Chief City of Renton Community Services Administrator Human Resources Administrator Domestic Water Treatment Manager Snohomish County Information Technology Director City of Ridgefield City Manager Snohomish County Emergency Radio System Radio System Manager City of Sammamish City Manager Transportation Program Engineer Senior Project Engineers (2) City of Spokane Valley City Manager Deputy City Manager Finance Director Public Works Director Community Development Director Building Official (2) Parks & Recreation Director City Clerk Assistant City Clerk City Attorney Port of Ridgefield Executive Director City of Richland Chief of Police Transportation Engineer Public Works Director Parks Superintendent City of Stanwood Finance Director City of Seaside, OR City Manager City of Sultan City Administrator -PROTHMAN creating 'Solutions Page 14 Proposal to Provide City Attorney Search Services Thurston County Human Resources Director Assistant CAG Washington School Information Processing Cooperative (WSIPC) Executive Director State of Washington Assistant Director, Department of Engineering & Architecture City of Woodburn, OR City Administrator Community Development Director Washington State PT A Executive Director City of Woodinville City Manager Development Services Director Washington State School Directors Association Executive Director Yakima County Director, Information Technology -PRcTrHMAN creating s0!utions Page 15 Proposal to Provide City Attorney Search Services ApPENDIX Letters of Reference Following are three letters of reference from client cities with whom we have worked: the Cities of Spokane Valley, Arlington and Shelton. The new City of Spokane Valley chose us to assist them in their incorporation process three years ago. Spokane Valley has a population of 85,000 and is the second largest city incorporation in the United States. We provided a full complement of talented interim city staff, including the City Manager, Deputy City Manager, Planning Director, Public Works Director, Building Official, City Clerk and Finance Director. We later worked with the City Council to conduct their successful recruitment for a permanent City Manager. Further, we worked with the new City Manager and performed the personnel recruitments for all of the Director level positions listed above, as well as the Parks and Recreation Director. All staff recruited by us have remained successfully employed at the City of Spokane Valley. The Mayor and City Council appreciate the process we provided. The City of Arlington, population 14,980, asked us to perform a citywide assessment, as well as a recruitment for a new City Administrator. The Mayor and Council were aware of customer service issues, internal and external, and relied upon us to conduct a study resulting in findings and recommendations regarding the organization and its operations. Additionally, the City asked us to place an interim City Administrator while we recruited for a permanent person. We also followed through on recruiting for a Community Development Director, Public Works Director and Fire Chief. All projects were very successful and truly turned the City around. Today, Arlington is extremely proud of what they accomplished. The City of Shelton represents a successful City Administrator recruitment for a smaller sized city. Shelton's population is 8,554. The City has the only remaining Commissioner form of government in the state of Washington. Prothman Company was selected by the City of Shelton to perform their recruitment for a City Administrator because of our solid experience and proven record of not offering a "canned" process. It was very important to Shelton that their unique city be represented well in order to attract quality candidates. Examples of the Position Profile, Invite Letter and Advertising Copy We have included examples of the Position Profile, Invite Letter and Advertising Copy from previous recruitments to demonstrate the quality of our work. . The Position Profile (see page 4) is a document used to describe the City, the position, ideal candidate qualifications, key issues facing the City and the position, the compensation package and information on how and when to apply. The Position Profile is posted on our website and sent to the City to post on their website (if desired). . The Invite Letter is a summary version of the Position Profile. It is used for a direct mail campaign aimed at contacts in our extensive multi-state database. . Advertising Copy are the ads written for posting the position on various trade websites and for publishing in various trade journals. -PR.orHMAN cre'1ling ew/ul/oni> Page 16 LETTERS OF REFERENCE -PROTHMAN creating solutions Spo~ Valley 11707 E. Sprague Ave.. Suite 106. Spokane Valley, WA 99206 (509) 921-1000 . Fax (509) 921-1008 . cityhall@spokanevalley.org ,_:;;_;;.__-:::-;-:~,,-_~::c..::=--::-=;;c:::.,::~.:;:..=~'~-=------=-'="'==~~::--'-"'=-=:":::---<-=-.i -;''':.C'.-' __:.~~'~,:.:.., 0_= ':'". .:.";::,= ,-:~",';_-:=.-,. :==7"~""_':n-.""_'C::,?~' ,~. "'- ."".,.:..;,~-::. ~ -- -:..'.:c:~-::,. .::' "' Greg Prothman Prothrhan Company 10853 8th Ave. NW Seattle, W A 98177 Dear Greg, The City Council of Spokane Valley extends our sincere and heartfelt thanks for the expertise you provided us during the formative days of our first year of incorporation. The interim administrative team you assembled helped us to achieve a high level of success. Your personal counsel to us has been another vital component of our achievement. The recruiting efforts to find the best personnel for our permanent staff will undoubtedly result in a level of excellence that will help this city succeed for many years to come. It has been a pleasure to have your expertise to get the City of Spokane Valley off to such a great beginning. S incerel y, " \ ;,\'>0, (',\ \:.-#~ \,( .~ \ \' I >I\AV ~ ! '."~,}:.__..,, Mike De Vlemin~ Mayor \ ?! .,. J,..); ________ /" -1~-------"', ~ . ///i J /' _ ' . )./,',/! :-., , g'2+l{;'.--.~k2{ '~--'-: -~-'~~'~; Dick Denenny , Councilman ''-.---------- Diana Wilhite Deputy Mayor "'---;'6' . , , '/ / --/. I., /" 1/)/~! /J-/ {)j-v;/j ':"-.~ Mike Flanigan Councilman _.:--,r> ./.")"'-'Y// ' /.-'7" , '...... -,' ~ /' }/I; /. /, 0/ ';.' / /: //..-'/. t /!:rf.<c~ ~_~-7/ / 6/ ,.I- '\ ,J/,' .:,,/ - ~/ l' 1 '.......-' -:--;:,/ ".(..'--: ...// <jL)--'~j //'/ ./ / Steve Taylor C/ Councilman Richard Munson Councilman ,/-1 ..... ,"' .~. ":"~". ' C'.','7';;, ~/ ../ Gajy Schiminels .' C6uncilman Cn11y (Q)f j~rrlln1llig1t([Dllll Executive December 1, 2005 Mr. Greg Prothman Prothman Company 126 NW Canal Street, Suite 210 Seattle, WA 98107 Dear Greg: This is a letter that I have. been intending to send for sometime now. I want to formally thank you for the outstandingjob the Prothman Company did for the City of ATlington during the first 1\'10 years of my term of office. You cmd your staff were a "life saver" to me, as I began my tenll as Mayor. Coming into this job, I Imew that there were a lot of problems that needed to be "fixed." Many people in tIns community were counting on me to change the way City government had been operatulg. The image of City government was ugly, and there seemed to be no concept of "good customer service." 'Tfiat's when I turned to you and your company to help me rectify the problem. You came in and helped me fmd a very competent h'1telim City Administrator who could irrlmediately help me with the clay.-to-day operations of the City - and who was someone I knew I could trust. Then, as your group began to do an over-all analysis of the various City departments, we began to identify areas that needed to be changed. Over the course ofthose first two years, we followed your recommendations and restructured the City operational structure. Then, with your help, we hired some very competent and strong managers - including a new City Acll1llilistrator, a Community Development Director, Public Works Director and Fire Chief. Today, Greg, I am proud to say that we have a management team who are daily shiving to tmn 3TOund the way we do government. They are responsive to the public and customer friendly. We have created a new "Pelmit Center" that is designed to provide the public with assistance to cut through the bureaucracy. Finally, many people in the City organization are beginning to figure out that the taxpayers are our customers, and that \'ve work for them - not the other way around! Once again, I just want to say "thanks" for the professional assistance you and your staff provided to me and to the Arlington commuluty. With yom help, I u'liuk we have changed the face of City government in Arlulgton. Daily people tell me what a great job we are dOUlg, and that feels good. Thank you Greg. Sincerely, I, ,I ._~ / I ,;: .r.d"L$:.:...-'-,-,L--!-,= / Margaret Larson Mayor r..(, J.-L.-A_ ~ ,,,-, ~= 238 North Olyrnpic A've. 0 iuJingtbll, 'NA 98'223 0 360-403-3<141 0 fax 360-403-+60.~ "Building A Stronger Community TOGETHER" ~ June 21, 2004 To Whom It May Concern: Following the retirement of our City Administrator in January 2004, the City of Shelton, Washington contracted with Greg Prothman to recruit a new City Administrator, and fill an interim City Administrator position. In both cases, the services provided were professional and had positive outcomes. While working at the City, the interim Administrator actually helped us create a "City Government Coordination Manual." This policy document was adopted by resolution while the interim Administrator was helping to transition the new Administrator into his new duties. The Prothman Company identified five highly qualified applicants and brought them to the City for a series of final interviews. In addition, and at Greg's suggestion, we hosted an open house where local citizens were able to meet each of the applicants one on one. The applicant we selected has been an excellent match for our City and community. In summary, our experience with Greg Prothman has been positive and it is my pleasure to recommend him for other Cities with similar needs. Sincerely, .,"___, "fl"'; ,,-/./-,. ) //~ .,f' I' /"'.?'// /' .-- ;, ~/, / / . .;~.// _(~7""- -+;~.<"-;' _.--- "----." ,~"c-:'~::,:-/ 0~~~ /' ,- < / John Tarrant Mayor City Hall" 525 W. Cota St. . Shelton, WA 98584 tI\ (360) 426-4491 8 FAX (360) 426- 1338 · E-Mail: cityhall@ci.sheIton.wa.us \jY Wph ~itp' \NVV'vV.i shplton Wn.IIS EXAMPLE OF POSITION PROFILE -PROTHMAN creating solutions ~. SfiOJfime ~ "" Valley The City of Spokane Valley is seeking a talented senior municipal attorney to serve as the City's first CITY ATTORNEY ... Protlnnan r COMPANY CITY OF SPOKANE VALLEY. CITY ATTORNEY THE COMMUNITY Spokane Valley is located on the eastern border of the State of Washington. Situated between the Rocky and Cascade mountain ranges, Spokane Valley is protected from damp coastal weather and is shielded from bitter cold winters. Spokane Valley averages 260 plus days of sunshine each year. Spokane Valley prides itself on quality neighborhoods and schools, along with strong business and retail centers. Friendly people, natural surroundings and beautiful weather are part of what make Spokane Valley a favorite destination for visitors from all over the world. With all four seasons represented, we have an abundance of recreation activities. There are four distinct ski resorts, more than 50 lakes and 40 golf courses within an hour's drive, and many hiking and biking trails to enjoy. CenterPlace, a 54,000 square foot regional conference and cultural center, is under construction and will open this summer. It houses the new City of Spokane Valley Senior Center, a banquet facility, community college classrooms and a high tech lecture hall. CenterPlace will combine with the recently completed Mirabeau Meadows Park and Mirabeau Springs to form Mirabeau Point on the Spokane River. The City of Spokane Valley is a vibrant and growing city with room for residential commercial and industrial expansion, securing a financially healthy city and busy future for its citizens. THE CITY The City was newly incorporated March 31, 2003. With a population of 83,950, Spokane Valley is the 8th largest city in Washington State. The incorporation of Spokane Valley was the largest in the state and the 2nd largest single incorporation in U.S. history. It encompasses approximately 38.5 square miles of land area. The City of Spokane Valley operates as a code city under the laws of the State of Washington with a Council-Manager form of government. The City's seven part- time City Council Members are elected at large and choose a mayor from the Council, who serves a two year term. Spokane Valley is primarily a contract city, having most of its municipal services outsourced. The Executive Department is led by City Manager, Dave Mercier. The leadership team is comprised of the City's Department Directors who enjoy collegial, cooperative and effective working relationships. THE POSITION The City Attorney is a newly established position. Previously, the City contracted with a local law firm for this service. As a member of the City's management team, the City Attorney functions as the City's chief legal counsel. Reporting to the City Manager, the City Attorney provides legal advice and guidance to the City Manager and City Departments, in the role as Counsel to Administration. The City Attorney also provides advice to the City Council in the role of Counsel to the City Council. The City Attorney provides legal advice on a wide variety of civil assignments, including land use planning and engineering; employment and labor law; construction of public infrastructure; purchasing and procurement; purchase and sale of property; interlocal agreements; and code development, administration and compliance. The City Attorney's advice includes methods of effectively avoiding civil litigation. The City Attorney will assist City officials and staff in maintaining awareness of ethical standards and appearance of fairness standards and to avoid potential conflicts of interest, prohibited transactions and appearance of prohibited transactions. Additionally, the City Attorney provides the Page 2 , CITY OF SPOKANE VALLEY. CITY ATTORNEY Mayor and City Council with guidance as to Robert's Rules of Order and related procedural matters relating to Council meetings. The City Attorney advises various City Boards and Commissions through direct consultation and written legal opinions. The City Attorney resolves legal questions which arise during the development and implementation of City projects and programs, and provides legal opinions and advice as requested. Further, the City Attorney supervises and reviews the preparation of ordinances, regulations, contracts and other legal documents, ensuring compliance with local, state and federal law. The City Attorney will represent the City in civil actions when the City is a party in State and Federal courts and before state and federal administrative agencies. The City Attorney also represents the City in proceedings before local district court, superior court, appellate courts and before local administrative agencies. The City's legal office is currently staffed by a Deputy City Attorney with ten years experience in land use, criminal defense and direct municipal representation. The office also currently enjoys the services of legal interns from Gonzaga University School of Law. The office does not have any legal support staff. THE IDEAL CANDIDATE Our Ideal candidate will understand the Council-Manager form of government and the dual role of counsel to both the City Manager and City Council. The person we seek will be proactive and will focus on problem avoidance, as well as problem remediation. This person doesn't fear litigation, but litigation is not their first choice. Personality traits will include: > Being highly organized > Have excellent follow-through without being prompted > Views departments as clients > Uses collaborative approach with staff to reach conclusions > Hard working > Pays attention to detail > Dedicated to their employer > Has excellent communication skills > Embraces a best practices approach > Is compatible (good fit) with the organizational approach > Is able to do most, if not all, of own administrative/clerical work > Is familiar/comfortable using computer, including MS Word Our candidate will have the ability to effectively represent the City in the larger community and be able to communicate complex ideas to a wide variety of audiences. This person will have superior research skills and have the ability to shift gears between projects by rapidly multitasking, and have extensive experience making analytical and reasoned judgments on issues of public sensibility. The ideal candidate will have an excellent understanding of Washington Law, including the Revised Code of Washington and the principles of municipal law. Additionally, this person will possess an extensive working knowledge of the Growth Management Act implementation; land use and development related permitting; SEPNLUPA/concurrency; funding of growth-related infrastructure, such as impact fees; service fee structures; state and federal labor and employment law; and intergovernmental service contracts. The ideal candidate will have been a successful City Attorney, or Assistant City Attorney, and will have had previous experience in an organization recognized for excellent customer service and continuous improvement. The selected candidate will be able to accept and support decisions in a positive manner and have a collaborative approach to fostering cooperation between the City's Departments. The City Attorney will be a good listener who consistently works well with personnel throughout all levels of the city. He/she will demonstrate excellent leadership and management skills. Page 3 CITY OF SPOKANE VALLEY. CITY ATTORNEY EXPERIENCE & EDUCATION Graduation from an accredited law school with a Juris Doctorate degree followed by admission to the Washington State Bar is required. Candidates should have a minimum of seven to ten years of progressively responsible related experience in all aspects of municipal law, such as that gained as a City Attorney or Assistant City Attorney, as well as senior supervisory experience; or any equivalent combination of education, experience and training that provides the required knowledge, skills and abilities. COMPENSA TION ~ $85,000 TO $107,000 ~ Washington State PERS retirement ~ 401A: Social Security Replacement ~ Full medical, dental, vision for employee plus spouse plus 2 children ~ Life insurance ~ Long-term disability insurance ~ Voluntary self-contribution to a Deferred Compensation program ~ Sick leave (earns 8 hours per month) ~ Vacation (earns 8 hours or more per month, depending on length of service; previously hired Directors have been granted a starting balance) ~ 11 paid holidays (same as State of Washington) ~~XI~ ~ne ~~IIey http://WWW.spokaneva Iley .org The City of Spokane Valley has a policy of limiting tobacco use in the workplace. We are an equal opportunity employer. Successful completion of a physical, including drug screening, and a background check, including a criminal check, is a requirement of employment at Spokane Valley. All qualified candidates are strongly encouraged to apply by June 12, 2005 (first review, open until filled). To apply, please send a letter of interest, resume, completed application and answers to the supplemental questions to Greg Prothman via email at humanresources@orothman.com or regular mail to the address below. The application form and the supplemental questions can be found at www.orothman.com. ~ Prothman !126NWCanalSt,Suite210 I TEL 206.368.0050 I greg@prothman.com reo M PAN Y Seattle, Washington 98107 FAX 206.3680060 www.prothmancom Page 4 EXAMPLE OF INVITE LETTER -PROTHMAN creating solutions THE CITY OF DAMASCUS ORE G 0 N An invitation to apply for the position of CITY MANAGER $100,000 - $130,000 plus excellent benefits Apply by June 24, 2007 (first review, open until filled) WHY ApPLY? This is an excellent opportunity for a city management professional looking to truly make a difference in a rapidly growing community that wishes to maintain its small town charm. The City of Damascus offers an opportunity for the right candidate to work with a very supportive Mayor, City Council, and staff committed to professional management and teamwork. rHE COMMUNITY The City of Damascus (population 9,670) is situated in the north central part of Clackamas County. The City of Portland is a 20 minute drive to the northwest and Mt. Hood ski areas are a 45 minute drive to the east. The Clackamas River is located nearby offering rafting, kayaking, and fishing opportunities for the outdoor enthusiast. The City was incorporated in 2004, but its history in Oregon dates back to the 1850's. In 1852, Philip Foster built the Barlow-Foster Trail (later known as Foster Road) and the trail passed through present day Damascus on to Portland. The first post office was founded here in 1867, and the name Damascus was chosen by the community based on a suggestion of a local potter, Ed Pedigo. The first post office was located in the home of John Fisher, who became the first postmaster. In 2002, Metro (the regional government) brought the Damascus area into the Urban Growth Boundary and designated the area for future development. In 2003, a planning process was commenced for the area by Clackamas County in partnership with Metro, the Oregon Department of Transportation, the City of Happy Valley, and the communities of Damascus and Boring. The project is referred to as the Damascus/Boring Concept Plan. The Sity of Damascus is primarily served by the Gresham- 3arlow School District. The district has a solid and proven reputation for providing its students with a quality education. Students from the Gresham-Barlow School District are consistent in scoring above the national average on standardized exams. THE CITY The City of Damascus operates under a Council-Manager form of government. The City prides itself on having a cooperative and forward-thinking council which has recently grown from a 5 to 7 members. This new council is known in the community for its progressive thinking style and their ability to work as a cohesive group. Mr. Dan Bartlett has been serving as Interim City Manager since April 2006. Drawing from his extensive experience as a city management professional, Mr. Bartlett has done an excellent job of providing guidance and bringing stability to the City. (Mr. Bartlett will not be a candidate for the position.) With the City's population estimated to grow to 60,000 over the next 20 years, the Council and leadership team are working together to make the City of Damascus a very livable and sustainable community. The City of Damascus, as with most new cities, is currently operating primarily as a "contract city". They have an excellent working relationship with their contract providers and will continue to evaluate on a case by case basis to either continue to contract for services or bring the service in house. The City's total budget for 2007-2008 is $8.3 million. THE POSITION Under policy direction from the City Council, the City Manager will serve as the Chief Administrative Officer for the City and is responsible for seeing that the City Council's goals and policies are effectively and efficiently implemented. The City Manager supervises department directors; represents the City on numerous committees and public-private projects; conducts research and analysis at the request of the City Council; reviews and approves reports prepared by staff; serves as the primary contact for the news media; prepares information about . J CITY OF DAMASCUS. OREGON City activities; and responds to citizen inquiries, questions, and complaints. ISSUES FACING THE NEW CITY MANAGER . Comprehensive Plan - Damascus is under a statutory 2008 deadline to file a Comprehensive Plan and supporting documents with the Department of Land Conservation and Development for State agency review and acknowledgement. This will require the City Manager to supervise the Community Development Director's activities in managing several grants, supervising contractors, and filing necessary documents in a timely manner. This also involves ensuring that the Citizen Participation Plan is executed in a timely and professional manner. . Service Delivery Contracting - The City Manager will need to complete negotiations with various service providers for water, sewer, and development support services. This will require that. the providers' capital improvement plans reflect the City's desires for infrastructure phasing. This will also require coordination with multiple metropolitan region service providers. . Building the Municipal Organization - The City Manager will need to work to build on the Vision, Mission, and Goals of the City Council to create a municipal organization that lives the Mission Statement daily. The City Manager will need to help the City Council lead community building that is consistent with the Vision, Mission, and Goals. This will include the opportunity to make legacy decisions and establish long-term traditions. THE IDEAL CANDIDATE The desired candidate will be expected to build upon the positive Council relations and integrity that the Interim City Manager has established in his short tenure with the City. The candidate will be a talented municipal manager and administrative leader who understands all aspects of city government. Due to the small number of city staff, the ideal candidate will be a "hands-on" individual who is not afraid to "get their hands dirty. The City Council is seeking a City Manager who is approachable and encourages open communication based on an environment of trust and integrity. The selected candidate will be able to support policy and legislative decisions by the City Council and provide sound information and ability to articulate issues and options to help them make informed decisions. Candidates should have a proven track record of delivering results, building accountability for staff and creating a positive working environment of teamwork and innovation. The desired candidate will be recognized for building consensus am providing management leadership to the City staff and will - not be afraid to make the tough decisions when needed. The successful candidate will be politically astute and demonstrate an unquestionable sense of integrity, honesty, and commitment to the City. The new City Manager will have excellent skills in working with city councilors, both individually and as a corporate body. He/she should have well developed skills in assisting councils with wide ranging opinions and ideas in reaching consensus and direction. EDUCATION & EXPERIENCE Candidates should have seven to ten years of progressively responsible senior management experience in municipal or county government, preferably with at least three to five years as a successful City or County Manager or Administrator or as an AssistanUDeputy. Oregon land use experience would be a plus. A bachelor's degree in public administration, business or related field is required, with a history of continuing educational and professional development. A master's degree is preferred. COMPENSATION ~ $100,000 to $130,000 ~ 401 k Retirement }- Social Security ~ Medical ~ Dental ~ Vision ". Life insurance ~ Long-term disability insurance ~ Employee Assistance Program ~ Deferred Compensation Program (In Progress) ~ Paid time off (PTO) ~ 10 paid holidays >- Personal Services Contract with Severance http://www.ci.damascusor.us The City of Damascus is an Equal Opportunity Employer. All qualified candidates are strongly encouraged to apply by June 24, 2007 (first review, open until filled). To apply, please send a letter of interest, resume, completed application and answers to the supplemental questions to Greg Prothman via email at humanresources@prothman.com or mail to the address below. The application form and the supplemental questions can be found at www.prothman.com. -PR.aTH/VIAN creating solutions 206 368 0050 {ph} 3633 136\h PL SE, Suite 206 human resources@prothman.com 206 368 0060 {fx} Bellevue, WA 98006 www.prothman.com EXAMPLE OF ADVERTISING COpy -PRDTHMAN creating solutions The City of Bainbridge Island WASHINGTON CITY ATTORNEY Salary: $85,000-$107,000 plus excellent benefits. Bainbridge Island, W A (pop. approx. 22,000) is located 35 minutes west of Seattle by ferry. The City has 135 fulltime employees and a $33.4 million operating budget. A newly established position, the City Attorney functions as the City's chief legal counsel. Reporting to the Mayor through the City Administrator, the City Attorney provides legal advice and guidance to the Mayor, City Administrator and City Departments as Counsel to Administration and also serves as Counsel to the City Council. The City Attorney will represent the City in local, state and federal courts and in proceedings before administrative agencies. Graduation from an accredited law school with a Juris Doctorate degree followed by admission to the Washington State Bar is required. Candidates should have a minimum of six to eight years of progressively responsible related experience in all aspects of municipal law, as well as supervisory experience, such as City Attorney, or Assistant City Attorney, or any equivalent combination of education, experience and training that provides the required knowledge, skills and abilities. Candidates should have knowledge of the Revised Code of Washington; principles of municipal law, including drafting ordinances and resolutions; land use and environmental law; and labor and employment law and contracts. The City of Bainbridge Island is an equal opportunity employer. All qualified candidates are strongly encouraged to apply by June 5, 2005 (first review, open until filled). Send letter of interest, resume, completed application and answers to supplemental questions via email to humanresourcesraJprothman.com or mail to address below. A complete profile of the position, supplemental questions and application form are available at www.prothman.com. ~ Prothman !126NwcanaISI.suile210 I TEl 206.3680050 I greg@prathman.cam reo M PAN Y Seattle. Washington 98107 FAX 206 3680060 wwwprothmancam "UJaldron & (om an ~tes;arople June 21, 2007 Ms. Tina Gray Human Resource Director City of Ashland 20 E. Main Street Ashland, OR 97520 'rlfil i~~ ;~2 ; ~ (-; :e fn' I . , - !i I ! " 1\ I Ii! JUN'? 9 ~01J7 ; :HI IL,' I " lay ~.~ j Dear Ms. Gray, Thank you very much for giving us the opportuni ty to present our qualifications. We have been servlng public sector agencies both large and small throughout the Pacific Northwest for nearly 25 years and would welcome the chance to partner with the City of Ashland on this critical search. As you review our materials, please consider the following unique strengths of Waldron & Company: . Twenty-five years of experience lengthy track record of success. and a proven, . We guarantee your selection for a period of two years - a concept that we pioneered. . Waldron & Company provides service and a demonstrated placements. unparalleled customer history of long-term . With nearly 20 staff members, we have the deepest and broadest group of professionals of any firm in this area. If you desire additional information or would like to set up a time to meet, please give us a call. Sincerely, Lara Cunningham Managing Director, Portland ..Waldron & (om an The best people for the job. PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES PRESENTED By LARA CUNNINGHAM, MANAGING DIRECTOR, PORTLAND OFFICE WALDRON & COMPANY THREE CENTERPOINTE DRIVE, SUITE 200, LAKE OSWEGO, OR 97035 503.620.1106 lara@waldronhr.com Waldroll & (ompall4 .,, Table of Contents QUALIFlCA nONS OF THE FIRM______mm__mmmm______m__m____ _ _ _ _ __ _________ ____ m ____h _h__ _ _ _ _ _ __ ___ _ _ _ _ u _ ___ SECTION I Brief History of the Firm Our Values EEO/Di versi ty Executi ve Search Projects Selected Search References PROJECT METHODOLOGY & WORK PLAN SECTION II Comprehensive Understanding of the Organization Proactive Recruitment & Preliminary Screening Rigorous Final Selection Process Consulting Staff PROJECT COST SECTION III Professional Services Fee Project Expenses Billing Guarantee Cancellation SAMPLE TIMELI NE _ _ _ _ _ _ _ _ u__ _ _ _________ _______m mm__ u______ __ _ __ (Separate Attachment) SECTION IV UJdldron & (ompdn~ t" Qualifications of the Firm BRIEF HISTORY OF THE FIRM Founded in 1983, Waldron & Company is a human resources consulting firm with a primary focus on providing executive recruitment services to not-for-profit organizations, public-sector entities, special districts and utilities, foundations and institutes, community service organizations, and selected private sector clients. We are recognized as one of the leading search firms working with non-profit clients, and are known for our thorough approach, open process, candidate diversity, unparalleled customer service, and long-term placements. We have successfully completed every non-profit search assignment we have accepted; many of our clients over the course of more than two decades have used our services for multiple key positions, reflecting the high quality of our work and the long-term nature of our relationships. Key Differentiator: With 25 years of experience and more than 650 successful searches, we can stand on our own record of success and achievement. Our Search Practice has grown by more than 50% in the last 4 years and we had a record year in 2006. We have put the staff and technical infrastructure in place to handle this growth while continuing to deliver high quality, thorough and professional service. '.~~4-..-o.:. jll"'lr1n. ;tlll:1Idlllll.. J,illdr1~:ill" ;I: II'IIP""."I ., iI . . :: 'II" fJlq .:111111' U~H fli!II:!' Hq 1I111'iil~l~ ~n More broadly, Waldron & Company has full-service offices in five locations in the Western United States (Seattle, W A; Portland, OR; Scottsdale, AZ; Boise, ID; Salt Lake City, UT) where we provide dynamic and complementary Human Resources-related services, including: . Retained Executive Search Organizational Effecti veness / Organization Development Executive & Leadership Development Interim Placement for Executive & Technical Positions Career Transition . . . . OVR V ALVES At Waldron & Company, long-term customer satisfaction is our highest priority. We believe that striving to uphold the highest standards of quality, earning the trust of our clients, demonstrating a genuine respect for the individual, encouraging innovation and fostering collaboration and teamwork are essential to exceed our clients' expectations. EEOIDIVERSITY Since the founding of this firm, part of the mission of Waldron & Company has been a commitment to equal opportunity employment and to serving the citizenry by encouraging and fostering diversity among our community and civic leaders. Waldron & (ompan~ t" EXECUTIVE SEARCH PROJECTS City of Aberdeen, WA Human Resources Director Police Chief Hood River County, OR County Administrator Bainbridge Island Fire Department, WA Operation Chief City of Issaquah, WA Administrative Service Manager City of Be llevue, WA City Attorney Issaquah School District, WA Assistant Superintendent Bend Metro Park & Recreation District Executive Director City of Kelso, WA Police Chief City of Burien, WA City Manager City of Kent, WA Assistant Fire Chief Engineering Manager Fire Chief Information Technology Director Public Works and Operations Manager City of Bothell, WA City Manager City of Camas, WA Deputy Fire Chief King County, WA Director, Records, Elections & Licensing Services Facilities Maint. Section Manager City of Cannon Beach, OR City Manager City of College Place, WA Fire Chief City of Kirkland, WA City Attorney Human Resources Director Finance Director City of Des Moines, WA City Attorney Assistant City Engineer Finance Director Planning, Building and Public Works Dir. Police Chief Kitsap County, WA Transporta tion Planner City of Lacey, WA Police Chief Public Works Director Elevated Transportation Company (Precursor to Seattle Monorail Project) Administrative Assistant Administrative Services Manager Community Involvement Coordinator Executive Director Project Manager City of Lakewood, WA City Manager Public Works Director City of Enumclaw, WA Finance Director Police Chief Utility Engineer Water/Sewer Utilities Superintendent City of Lewiston, ID City Manager Community Development Director Public Works Director City of Longview, WA Assistant City Manager Human Resources Director City Manager Community/Economic Dev. Director Fire Chief Police Chief Firgrove Mutual Water Company General Manager U1dldroll & (Ompdllq '1' Lorr Partnership (Utility District) Legal Counsel Project Engineer City of Poulsbo, WA Public Works Director City of Lynden, WA City Administrator City of Medical Lake, WA Police Chief City of Puyallup, WA Economic Development Dir. City Attorney City Manager Employment Services Manager (2) Police Chief Traffic Engineer City of Marysville, WA Finance Director City of Medina, WA City Manager City Clerk Planning Director Public Works Director City of Redmond, WA Application Services Manager Support Services Manager City of Mercer Island, WA Plans Examiner City of Renton, WA Finance/IS Administrator Fire Chief Police Chief Transportation Engineer Transportation Planner City of Monroe, WA City Administrator City of Richland, WA Police Chief Multnomah County, OR Emergency Management Dir. Human Resources Director City of Olympia, WA City Attorney City Manager Community Planning and Dev. Director Engineer Parks, Arts and Recreation Director City of Salem, OR Community Development Director Fire Chief Public Works Director City of Sammamish WA Community Development Director Port of Anacortes, WA Executive Director San Juan County County Administrator Port of Port Angeles, Port Angeles, WA Executive Director Public Health - Seattle & King County Chief Financial Officer Port of Othello, Othello, WA Port Manager City of Seattle, WA Human Services Director Office of Housing Director Planning & Development Director Curator - Life Sciences (Aquarium) HR Director - Seattle Public Utilities Director Department of Neighborhoods Port of Olympia, Olympia, WA Executive Director Port of Seattle, Seattle, WA Deputy Chief of Police City of Sequim, WA Police Chief Waldron & (ompan~ t" Selected Search References These references represent our most recent and relevant search engagements over the past five years. Client Contact Type of Search City of Des Moines Tony Piasecki City Attorney 206-878-4595 City Manager 2002 & 2007 City of Olympia Steve Hall City Attorney 360-753-8325 City Manager 2002 City of Kirkland David Ramsay City Attorney 425-587-3020 City Manager 2004 Waldrofl & (ompafl~ t" Project Methodology & Work Plan Comprehensive Understanding of the Organization Needs Assessment: Waldron & Company clients seek a recruitment process that assures the thoughtful selection of successful candidates who share their vision and values. A distincti ve part of our process in all searches is to talk to as many key stakeholders as possible to ensure that we have a comprehensi ve understanding of all issues and concerns relating to the position. Key Differentiators: We will reach out to as many people, groups or constituencies as you would like. Some recruiters consider every organization basically the same - you can see it in their advertising and recruitment materials. Each client we serve is unique and deserves a thorough and open-minded approach. While most of this input is gathered in person, we also utilize Web-based technology to broaden our reach and streamline the process. This background information gathering is important not only in educating us to 'market' the position and screen candidates, but also serves to create a sense of inclusion among your stakeholders. We do so by: . Conducting private interviews and surveys with key stakeholders as directed to determine desired candidate skills, cultural fit, experiences, and attributes. . Reviewing the current position description (if any), and utilizing any background information that the Board has already gathered. . Preparing and refining the comprehensive Position Specification for the position which includes: A general description of the organization; the basic function, authority and responsibilities of the contracted position; the organization's immediate and long term goals, as well as the organization's vision, mission, values and philosophy; all candidate qualification requirements including education, experience and personal characteristics; and, the position's salary range, benefits and relocation provision (if any). Each search is different and requires a customized approach. We will work with you to develop and design a tailored recruitment strategy to find the best candidates. The remainder of the project continues with the: . Approval of a timetable including key milestones, as well as a target for selection and appointment of the successful candidate. . Drafting of a recruitment letter describing the position and inviting prospective candidate applications. . Creation of the supplemental screening tools (if any). . Initial design of the semi-final and final interview processes. Waldron & (ompdn~ ." Project Methodology (cont.) Proactive Recruitment: Our approach is heavily recruitment driven. While we will gain visibility for the position through the strategic use of appropriate advertising, our success in bringing the best candidate pool forward relies on our ability to identify, target and recruit proven candidates. Key Differentiators: At Waldron & Company we have the one of the largest, dedicated, full-time research and recruitment outreach staff of any Firm working in this area. One of our experienced Search Leaders and a team of our consultants will serve the City of Ashland. We employ multiple project managers to assure that each client we serve gets the time and attention of a professional who is not overcommitted or hard to reach. Proactive Recruitment & Preliminary Screening Typical activities involved in recruiting candidates include: · Utilizing Waldron's database to develop a comprehensive list of prospects to be reached through a direct maillemail campaign. Waldron & Company maintains key staff members dedicated to researching, sourcing and identifying candidates. · Waldron Consultants and Principals making direct recruitment calls to contacts and prospecti ve candidates. · Follow up, follow up, and follow up. A recent candidate wrote in his cover letter to us, "I had actually seen a posting for this position.. .[but] did not pay much attention to it. [Then] I received an inquiry from your company. It was the candidate profile that kept me coming back to take another look at the opportunity and to seriously consider submitting my application. " Preliminary Screenin2: Our process also includes having candidates complete a brief application and provide responses to supplemental questions. While not all clients have us facilitate this supplemental stage, we have found that the completed supplemental materials can provide: . A good sample of a candidate's writing ability. . An early indicator of the sincerity of his/her interest. · An opportunity to view a candidate's analytical, management, and communication styles. . An indicator of his/her philosophy and values. Key Differentiators: Your Project Leader will conduct preliminary phone interviews with 'high- potential' candidates. Following the interviews, we will review the most promising candidates with you and recommend a pool for further consideration. These initial screening interviews provide us with more information and insight about the candidates prior to presenting them to you. We also begin to investigate candidates' backgrounds at this stage to uncover any issues with the candidate's performance or employment history. Wdldron & (ompdn~ t" Project Methodology (cont.) Using the results of our interviews, the application, responses to supplemental questions, resume, and any other materials submitted by candidates, we partner with you in a work session to identify the top semi-finalists. Should you choose, Waldron & Company can eliminate this work session and narrow the candidate field to semi-finalists prior to involving you directly in the screening phase. The optional work session provides the opportunity to: . Assess the quality of the candidate responses to supplemental questions. . Gain initial familiarity with the semi-finalists. . Institute a quality control checkpoint to evaluate the results of the recruitment. . Control the expenses involved in the travel/interview phase of the search. Key Differentiator: After semi-finalists have been identified, the project team from Waldron & Company will conduct personal interviews with the candidates. In order to minimize expenses at the semi-final stage we will use video-conferencing whenever there is a time or cost saving opportunity. Rigorous Final Selection Process Following these interviews, we will meet with you to present our findings. We will recommend three to five candidates for your consideration as finalists. [n preparation for final interviews we will: . Work closely with you to design the final interview process. . Conduct in-depth, professional references at appropriate times on each of the finalists that include supervisors, peers, and subordinates. . Confirm all academic credentials for each finalist. . Deliver a report that includes the application, answers to supplemental questions, resume, reference reports, and education verifications for each candidate. In addition, we provide our clients with: . A list of suggested interview questions designed to augment questions that participants may wish to ask. · A quantitative/qualitative scoring system to evaluate and compare the merits of each candidate (if desired). . Assistance in making the needed travel arrangements (if any) for the final interviews and facility tours. . Access to the Waldron & Company project team to staff finalists' interviews. Key Differentiator: While we do 'aim high', we do not make a practice of delivering 'unattainable candidates' to our clients. The finalists will be sufficiently vetted to ensure that they are committed to considering - and accepting - an offer should an offer be made and a mutually satisfactory agreement is reached. We rarely find ourselves in a position where one of our recommended finalists does not prevail and we must generate a second pool. lUdldron & (ompdn~ t/' Project Methodology (cont.) Results We strive to enhance the impact and positive work of our clients by connecting them with high- caliber and talented leaders. Our pledge to you is to make the process as easy and effortless for you as we can, to maximize the impact of your time while minimizing the time required, and present you with a group of candidates who fit your profile. The conscientious application of the process outlined above will result in a successful selection and long-term match for the organization. We guarantee it. Comprehensive Understanding of the Organization Rigorous Final Selection Process Proactive Recruitment & Preliminary Screening lUaldron & (ompanq ." Consulting Staff Lara C. Cunningham, Managing Director, Portland Lara has over eleven years of human resources experience in the firm's executive search, career transition, organizational development and coaching practices. She has served on the Firm's Senior Leadership team for five years and was recently promoted to lead Waldron & Company's Portland office. Lara has led dozens of successful searches for Non-profit and Public Sector clients. Prior to joining Waldron & Company, Lara spent three years as Human Resources Coordinator for Blue Cross of Washington and Alaska where she concentrated on recruiting individuals in health care services and in information technology and developing and managing an internal on-call staffing resource. She also helped create the company's first training and development program. Lara holds a Bachelor's degree in Communications and Business from Washington State University. Prior to relocating, Lara served on the Boards of the Seattle Chapter of Society for Human Resource Management and the Seattle International Children's Festival. Dick Cushing, Vice President, Public Sector Dick has nearly thirty-five years of executive local government experience, including serving the last seventeen years as the City Manager of Olympia, Washington's Capital City. Prior to his tenure in Olympia, Dick served as City Administrator in Kent, Washington, Assistant City Manager and Interim City Manager in Bellevue, Washington, and Interim City Manager in Ocean Shores, Washington. Dick has served as President of the Washington City/County Management Association (WCMA), Vice President of the International City/County Management Association (ICMA), and was the first President of the Washington Cities Insurance Authority. Dick holds a Bachelor's degree in Political Science from the University of Washington and a Master's degree in Public Administration from the Daniel J. Evans School of Public Affairs at the University of Washington. He is active in his community and teaches at The Evergreen State College in Olympia. Heather Gantz, Senior Consultant A human resource professional with over ten years of experience, Heather leads executive searches and also consults in the areas of career transition, outplacement, and organizational development for the firm. Heather has a strong background in staffing, recruiting, coaching and program management. Prior to joining Waldron & Company, Heather managed two large staff augmentation programs for Nike and Freightliner. She has recruited individuals for information technology, finance and creative divisions. Heather holds a Bachelor's degree in Business Management from University of Phoenix. Jeremy Parks, Associate Jeremy joined the firm in 2007 as a recent graduate of Portland State University. He is responsible for supporting search activities. Jeremy holds a Bachelor of Science Degree in Business Management and Human Resource Management. He has a background in customer service and merchandising. At his previous employer, he assisted in developing a companywide Human Resource program. Wdldron & (ompdn~ t" Project Cost Professional Services Fee: Waldron & Company's fee for providing professional services would be a flat rate of $21,000. Expenses: Expenses incurred are the responsibility of the client. Waldron & Company will, when possible, pre-approve expenditures with you and maintain accurate records at all times. Expense items include, but are not limited to: · Newspaper, trade journals, and related advertising to announce the position. . Direct mail announcements and regret letters. . Telephone and facsimile expenses. . Delivery expenses. . Printing of documents and materials. · Travel and related costs for the consultants assigned to the project. · Travel and related expenses for candidates during the interview process. A two percent (2%) charge will be added to all pass-through expenses referenced above. This reflects Waldron & Company's 8&0 tax obligations to City and State departments of revenue. Billing: Professional fees and expenses are billed in three equal installments during the course of the search. The initial installment is billed at the time Waldron & Company is engaged. The second installment is billed when semi-finalists are selected. The final installment is billed at the conclusion of the search. Expenses are billed monthly. All invoices are due upon receipt by the client. Guarantee: Waldron & Company guarantees placement of a qualified candidate. Waldron & Company will provide a two-year search guarantee of the selected individual. If the selected individual leaves the position for any reason other than death, physical or mental incapacity or termination initiated by the client without cause, we will conduct a replacement search with no additional service fee. The only cost to the client would be pass-through expenses related to the additional search. Within the guaranty period, Waldron must be notified in writing of a termination within 3D-days of its occurrence. Cancellation: You have the right to cancel the search at any time. Your only obligation to Waldron & Company would be the fees and expenses incurred prior to cancellation. UJdldron & (ompdn~ t" '-' E ru 0 [J) 0. '-' :< GJ 0 [J) > -01 '-' '-' e: 3 -.-I >,,-, :l '-' o -01 (j) +J ru GJ 0''-' ru '-'c-i rl Q) U '-' GJ :l E ro -rl rl C '-' 0 GJ C ru > ~~~ .c: :l ru GJ c: H GJ ryc-i U '-' -rl ~ -0 :l -0 -l--' k. (j) u '-' ru 0 GJ [J) +-J :l C c-i '-' GJ :< o 0-01 c-i.c:.c: u c: +J-04-< -01 '-' '-' rye: H ru :< c ru ~ 0 [J) >'01 GJ '-' C '-'-o.c: ry -.-I '-' 0 C '-' C GJ CfJ E-t ru ry -01 -01 U >, -01 c-i -W o.c '-' 0 GJ '-' >-0 CfJ Q) -01 .01 ru 0.'-' GJ o -01 :s: CfJ 0 >,CfJ 0> U C 0. 0 > E [J) i=: -,-j -W ~-w 1\I -01 ry -01 4-< C GJ [J) 0 (lJ rl I-l '-' -01 U 0 [J) 0 -,-j _,-j CfJ Q) C [J) -01 [J) 0 [J) 0. 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Primary Staff Contact: Martha Bennett bennettm@ashland.or.us, Ann Seltzer ann@ashland.or.us JJ The IGA must be approved by the Jackson County Commission and the Ashland City Council. Staff Recommendation: 1) Prioritize the supplemental library services listed below and identify additional desired services. The priority list will be used during discussion with County staff to develop a draft IGA. . Access to the Central Library collection (approximately $40,000). . Purchase new materials for the Ashland Library (approximately $150,000). . Additional staffing as needed to support increased use (approximately $40,000). . Additional Internet workstations and other equipment needed to support additional use (estimates unknown). . Other 2) Identify other issues to be resolved with the County through the IGA. 3) Determine if staff should continue to seek an IGA with the County should the County decide to contract with a private provider for library services. 4) Create a Citizen Library Advisory Ad Hoc Committee to: . Review and evaluate services provided by the Ashland Public Library during the interim period of October 2007 - June 2009. . Identify and recommend the delivery of future services by the Ashland Public Library. . Receive community input concerning the Ashland Public Library. . Work in conjunction with regional and other municipal groups to identify long term library funding options and library governance options to be completed for council review by March 2008. . Serve as a liaison with the County Library Advisory Committee. Background: Initial conversations with the County held in the spring indicate it could operate the Ashland Public Library for approximately $1.005 million per year. In the measure placed on the September ballot, the city council decided that base library services would include: . Open 40 hours per week. . Existing public terminals for internet access. . Newspaper and magazine subscriptions. . Access to materials currently in the Ashland library. . 400 new books per year. . Children's programs and reference services. 1 The City intends to charge non-residents a fee (amount to be determined) for an Ashland library card. These fees and any levy funds not needed for base services may be used to offset supplemental services. Recent conversations with the County indicate it may be possible to shift services and funds listed under base services in order to free funds to cover desired additional services. For example, replace paid book shelvers with trained volunteers and use the savings to offset costs for supplemental services. Jackson County has issued a request for proposal (RFP) to contract with a private entity to operate the libraries. The RFP asks for a proposal to operate the countywide library system and a separate proposal to operate individual municipal libraries. The deadline to submit proposals is August 6. After reviewing the proposals, the County will send a letter to the 15 branch library cities advising of the responses and the County's intent. The City of Ashland will place a measure on the September 18, 2007 ballot asking voters to approve a local option levy of up to $.58 per $1000 assessed property value as interim funding to operate the Ashland public library for two years. Passage of the levy requires a 50% voter turnout and is expected to generate approximately $1.032 million per year. The County has estimated that to operate the Ashland library and provide basic services will require $1.005. Should the ballot measure pass, City and County staff will begin . implementing the previously agreed upon IGA. IGA Timeline: . Early August . Early September . September . Late September (post election) . October Begin meeting with County staff to draft IGA Finalize draft IGA Seek Council and County Commission input and approval Begin implementation ofIGA and prepare library for opening Open Ashland Public Library Citizen Library Advisory Ad Hoc Committee Timeline . July/August Advertise for members . September 4 Mayor appointment and council confirmation of members Attachments: . Draft Citizen Library Advisory Committee (CLAC) 2 DRAFT Citizen Library Advisory Ad Hoc Committee (CLAC) Purpose and Overview The purpose of the CLAC shall be to advise the City Council on matters relating to the Ashland Public Library, excluding daily administrative operations. The commission shall have the following duties: · Review and evaluate services provided by the Ashland Public Library during the interim period of October 2007 - June 2009. · Identify and recommend the delivery of future services by the Ashland Public Library. · Receive community input concerning the Ashland Public Library. · Work in conjunction with regional and other municipal groups to identify long term library funding options and library governance options to be completed for council review by March 2008. · Serve as a liaison with the County Library Advisory Committee. Membership The committee shall be comprised of seven voting members; including one person with library experience, one person with finance and taxation knowledge, one person with issue-based election campaign experience and four at large positions preferably with representation of the various library users and partner organizations. Meeting The CLAC shall establish a regular time, date and place of meeting and shall hold at least one regular meeting every three months and more frequently if needed. 3 CITY OF ASHLAND Council Communication Meeting Date: Department: Secondary Dept.: Approva]: Results of City Council Goal Setting 2007 Ju]y 17, 2007 Primary Staff Contact: Martha J. Bennett Administration E-Mai]: bennettm@ashland.oLus Secondary Contact: Martha J. Bennett Estimated Time: 15 minutes Statement: On Ju]y 14, 2007, the City Council met to set goals for the remainder of2007 and for 2008. The results of this study session are attached for Council deliberation and adoption Staff Recommendation: Staff recommends that the Council formally adopt these goals. Staff recommends that the Council designate the "Givens" and the "A Group Goals" as the highest priority projects, with the "B Group" being the second highest priority, and the "C Group" as the third highest. Staff also recommends that Council schedule a session in late January or early February 2008 to check progress. Staff is recommending adoption at this time because the next meeting where all Councilors are expected to be present is September 4, 2007, and staff would like to begin integrating these goals into work plans. Background: Once Council has adopted these goals, staff will do the following: 1. Integrate these goals into each Department's work plans, including Department Head Goa]s. 2. Deve]op a method to report progress to Council at least quarterly 3. Deve]op a work plan for the "given" and "A group" goals and bring those work plans to the Council as they are developed. 4. Deve]op work plans for the "B" and "C" group goals as time and other resources allow. 5. Use these goals as the basis for preparing the FY 2008-2009 budget. Related City Policies: These goals will replace the list of Council goals last adopted in 2005. Council Options: Council can · Adopt the staff recommendation · Adopt the goals in a manner different from the staff recommendation. For example, Council could state that the Givens, the "A" group, and the "B" group should all be considered top priority. Alternative]y, Council could move goals · Provide additional or alternative direction to staff about the goals. Potential Motions: I move to adopt the 2007 City Council goals as the following (Counci] should then articulate how the goals should be described). Page] of2 CC - Goals-July 17 2007.doc ~~, CITY OF ASHLAND Attachments: Attached to this memo are the products of the goal-setting session, including: 1. A list of the "givens" 2. The "A" "B" and "e" groups as broken out from the voting and discussion process. 3. The complete list of goals that were voted on by Council, with the tracking of the goals that were grouped, the number of points received, and the total score. 4. The initial list of goals developed by the group. Page 2 of2 CC - Goals-July 17 2007.doc r~' Council Goal Setting 2007 Givens Initial # 26 27 36 37 40 1 of 1 T. r Council Goal Setting 2007 Final Goal List 8 Group Goals Score 45 36 32 31 31 26 25 Score 20 19 18 16 14 13 11 8 C Group Goals Score 1 Develo a homeless action Ian b artnerin 1 2 Create alternate ro rams for troubled outh 1 Independently Inventory Deferred Maintenance on USFS Lands in City 3 Watershed 1 4 Create a Plan for North Main Street 1 Stabilize and Increase the Population of Working-Age Residents by Increasing the Percentage of Adults between the ages of 30 - 45 by 5 10% in ten ears 0 6 U date the Com rehensive Plan 0 awareness 0 o o 1 of 1 Goal Setting Session 2007 Second Round Goals , Combines Goal Initial #s Dots Score 1 Develop a homeless action plan by partnering with non-profits b 1 2 Complete a City-wide Visioning Plan 2, 18 rrrb 31 Develop plan to establish fiscal stability, manage costs, 3 I prioritize services, and insure key revenue streams 3, 7, 28 rryggb 31 Increase Effectiveness in Conservation programs and Identify 4 Specific targets in Energy and Resource Consumption 4,17,23,29 .ryyq 25 Develop a City-led Comprehensive Economic Development Strategy with an Emphasis on Local Economy, Diverse Population, Risks of Over-Reliance on Single-Industry, and 5 Livinq Waqe 5, 21 rrryyg 45 Formulate and Adopt a Comprehensive Policy to Create a Self- 6 Sustaining Community rgb 14 7 Complete Downtown Planning Process 8 Iry 16 8 Develop City-Employee Continuity Strategy rrrgg 36 Stabilize and Increase the Population of Working-Age Residents by Increasing the Percentage of Adults between the 9 ages of 30 - 45 by 10% in ten years 0 10 Develop a Long-Term Plan for all City Facilities and Properties Iyyyb 19 11 Develop a City-Wide Transportation Strategy rryy 32 12 Develop a Strategy for the Railroad Property Iyygbbb 18 13 Update the Comprehensive Plan 0 14 Create a master plan for the imperatrice property (Parks) Iyggb 13 Develop a plan to address resident's basic needs in an non- 15 evacuation emergency rb 11 16 Create alternate programs for troubled youth b 1 Begin Education programs & outreach to promote diversity 17 awareness 0 Generate Net Increase in Affordable/Workforce Housing by a 18 Minimum of 200 Units by 2010 rrgg 26 Adopt Strategy for City Council to Influence State and Federal 19 Leqislative Policy as it Impacts the City Interests gbb 8 20 Build a Cooling Facility for the Water Treatment Plant - 0 Independently Inventory Deferred Maintenance on USFS Lands 21 in City Watershed b 1 22 Complete Charter Revisions and Resubmit for Vote 0 Implement Program to Provide Workforce Housing for City 23 Emplovees 10,16,22 rr 20 24 Create a Plan for North Main Street b 1 Dot Score Red (r) = 10, Yellow (y) = 6 Green (9) = 3 Blue (b) = 1 1 of 1 1- r Council Goal Setting Session 2007 Initial Goal List 1 2 3 4 5 rofits 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 1 of 2 Council Goal Setting Session 2007 Initial Goal List 33 watershed 2 of 2 CITY Of ASHLAND Council Communication Renewal of Cooperative Marketing Agreement with the Bonneville Environmental Foundation for the Sale of Green Tags Meeting Date: July 17,2007 Primary Staff Contact: Dick WanderSChe~ Department: Electric & Conservation 552-206] wandersd@ash]and.or.us ~ Contributing Depart. N/ A Secondary Staff Contact: N/ A Approval: Martha Bennet Estimated Time: 5 minutes Statement: The City of Ashland and the Bonneville Environmental Foundation (BEF) entered into a cooperative marketing agreement for the sale of green tags to Ashland customers in June 2003. This program refers Ashland customers to BEF for the sale of Green Tags. BEF in turn rebates $1 to the City for each tag sold to a customer with an Ashland zip code. This money is reinvested by the City to promote renewable resources generation and assorted activities. Staff Recommendation: Staff recommends that the Council renew the Cooperative Marketing Agreement with BEF. Background: The Bonneville Environment Foundation (BEF) and the City of Ashland have worked together on a number of projects over the last 7 years. BEF provided the city with a grant of $62,500 that was the initial seed money for the City's Solar Pioneer I program. They also provided technical and marketing support during construction and marketing of that program in 2000. In 2003, the city entered into a cooperative marketing agreement with BEF for the sale of Green Tags or Renewable Energy Certificates. This agreement provides for Ashland to promote the sale of Green Tags from BEF for Ashland customers that want to purchase the environmental attributes of Green Power to offset some or all of their electricity usage. In turn, BEF reimburses the City $1/Green Tag sale for reinvestment in renewable energy production or education in the City. BEF provided an upfront payment on this obligation of $2,500 that was used to help fund the 660 watt system that was installed on the Wilderness Charter School in August, 2003. To date under this program a total of 7,662 tags have been sold. BEF's remaining contribution that is currently owed to the city is $5,162. We were planning to use this money to fund a new web based Fat Spaniel monitoring system that would link together all of the Solar Pioneer I systems together with the new Solar Pioneer II systems. The renewed contract would run until Dec. 31, 2010, but it could be terminated by either party by providing 90 days written notice to the other party. The agreement extension is very similar . to the original agreement except for two areas. The original agreement spelled out the resource mix BEF would use to fulfill the Green Tags that were purchased by Ashland citizens and 1 businesses. This resource mix has changed from 2003 so there is a new list of specified resources in the agreement. Secondly, there is a new section that enables BEF to waive the $1.00/tag fee to the City if it enables BEF to offer a more competitive price for a Green Tag sale of at least 500 Green Tags for any government~ or institutional customer located in the City. This would allow BEF to compete with other Green Tags supplier for sale of Tags for not-for-profit purchasers who might competitively bid out these type of purchases. An example of this is the recent decision by SOU students to purchase enough Green Tags to offset the entire energy usage of the University. BEF could waive the $l/tag fee to the City in order to become more competitive in trying to secure such a sale. Future Considerations The 2007 Oregon Legislature recently passed Senate Bill 838 which established a Renewable Portfolio Standard for the sale of electricity in Oregon. This legislation requires the larger utilities in Oregon to meet 25% of the total electric load with Renewable Resources by 2025. Smaller utilities like Ashland would need to meet 5% of our load with renewables by 2025. This bill also requires all utilities to have a Green pricing program. The relationship that the City has with BEF would meet this new requirement if the City renews the agreement. Absent this agreement the City would need to establish a green pricing program and resell the 1 a MW of Environmentally Preferred Power that we purchase from the Bonneville Power Administration. This would require a lot of staff time to administer and track. Also, if Ashland customers purchased more than the available supply, the City would need to increase the amount of renew abies that we purchase. Because the RPS Legislation doesn't allow green power that is resold to customers to be counted as part of the RPS renewable requirement, the City would need to purchase additional renewable beyond that sold to meet our 5% requirement. Therefore, the cooperative agreement with BEF enables us to give customers green power choices, is not administratively complex, and meets state law requirement and therefore seems to be the best solution for Ashland and Ashland Citizens. Related City Policies: Both the Valdez Principles and the City's Comprehensive Plan supports the increased usage of renewable resources. Council Options: 1) Renew the Cooperative Marketing Agreement with BEF. 2) Decline to renew the agreement. Potential Motions: Move to authorize the City Administrator to execute the attached cooperative Green Tag Agreement with the Bonneville Environmental Foundation. Attachments: BEF Green Tag Agreement 2 The Bonneville Environmental Foundation City of Ashland, Oregon Green Tag Agreement Terms and Conditions for Co-Marketing Green Tag Retail Sales RECITAL This is an agreementfor the co-marketing of Green Tags made available for sale by the Bonneville Environmental Foundation (BEF). Each Green Tag represents all the environmental (non-power) attributes associated with the generation of one Megawatt-hour (MWh) of electricity from qualified renewable electric energy generatingfacilities. This is an Agreement ("Agreement") dated June 28, 2007, between the Bonneville Environmental Foundation ("BEF"), located at 240 First Avenue, Portland OR 97204, and the City of Ashland, OR ("ASHLAND"), located at 90 North Mountain Avenue, Ashland, OR 97520. In this document, BEF and ASHLAND may be referred to individually as "Party" or collectively as "Parties." Part 1. The Bonneville Environmental Foundation's Commitments 1. Purchase and Delivery: BEF agrees to deliver Green Tags from the renewable energy facility or facilities designated in Exhibit A ofthis Agreement (the "Specified Resources") in the quantity and over the time period necessary to meet its delivery obligations to individuals, businesses and other parties who identify themselves as utility customers of ASHLAND and/or ask that their purchases ofBEF Green Tags be credited to ASHLAND (collectively, "Affiliated Customers"), except as provided in the following paragraph. 2. Delivery Contingencies: BEF's delivery of Green Tags is subject to uncertainties, including the number and duration of scheduled and unscheduled maintenance operations, and other factors beyond the control ofBEF. At BEF's discretion, but consistent with requirements for Green-e/The Center for Resource Solutions ("Green-e") certification as provided in Paragraph 6 of this Agreement, for deliveries within any calendar year, BEF may supply to the Affiliated Customers Green Tags generated from the Specified Resources: (i) during the same calendar year; or (ii) during the first quarter of the following calendar year; or (iii) during the last two quarters of the preceding calendar year, or (iv) from another renewable energy facility with comparable resource and operating characteristics and within the same time periods. 3. Documentation: BEF agrees to obtain and maintain independently verified information necessary to substantiate its acquisition of Green Tags from each Designated Facility, including the description of the resource, the number of Green Tags produced, and the calendar year in which they were produced. BEF will provide to ASHLAND annually a statement of the amount of Green Tags purchased by the Affiliated Customers pursuant to this agreement, and the estimated fossil fuel emissions avoided as a consequence of these purchases. BEF Green Tag Sales Agreement - Corporate & Institutional- Page 1 4. Transfer of Environmental Attributes: BEF agrees that credit for the environmental attributes (as described in detail on BEF's web site) associated with BEF's Green Tags will pass through intact to the Affiliated Customers who purchase those Green Tags, and that BEF will not make any claims or reserve any rights with respect to environmental attributes for Green Tags that have been resold to the Affiliated Customers. 5. Product Price: BEF's present price for a Green Tag based on production from wind and solar energy facilities and sold through the BEF web site is twenty dollars ($20.00) for wind, twenty-four dollars ($24.00) for 90% wind and 10% solar, or fifty six dollars ($56.00) for 100% solar. BEF retains the right, without reservation, to modify both the resource mix (consistent with Green-e certification requirements) and purchase price at its sole discretion. 6. Product Integrity: BEF represents that it will perform due diligence for the Green Tags that it acquires and sells to ensure that only one Green Tag is issued for each megawatt-hour of electricity generated from a Designated Facility, that each Green Tag is sold only once, and that the electricity generated in association with the Green Tag is sold without any claim or assertion of rights by any other party with respect to any of the environmental attributes associated with the Green Tag, except as otherwise provided by law. Furthermore, BEF will maintain an appropriate chain of custody as each Green Tag is passed intact and without modification from the supplier, through BEF, to the Affiliated Customers. BEF will have performed an annual audit of its Green Tag transactions by a qualified independent auditor, and upon request for any calendar year covered by this Agreement, will provide a copy of that audit to ASHLAND. 7. Certification: BEF represents that the Green Tags to be provided to the Affiliated Customers are derived from qualified renewable energy resources as defined by Oregon law SB 1149, are consistent with the product requirements established by Green-e, and are certified by Green-e, a national organization organized to certify such products nationally. 8. REF Sales to Affiliated Customers: BEF will sell Green Tags to Affiliated Customers who ask ASHLAND to provide their names and orders for Green Tags to BEF, or to Customers who purchase Green Tags directly from BEF or via the BEF web site and identify themselves as ASHLAND customers and/or ask that their purchases ofBEF Green Tags be credited to ASHLAND. BEF's web site will provide a menu that affords such Affiliated Customers with the opportunity to so identify themselves. If an Affiliated Customer elects, in lieu of a purchase of Green Tags, to make a directed contribution to BEF for the purchase and retirement of Green Tags, BEF will assist the Affiliated Customer by providing documentation as needed for the Affiliated Customer to claim any tax deduction for which the Affiliated Customer is eligible, provided that BEF is not qualified to and will not provide tax advice to any party. 9. REF Reinvestment Commitment to ASHLAND: BEF's mission as a non-profit foundation is to reinvest net revenues from its business operations into new renewable energy facilities and watershed restoration activities. Consistent with this mission, and for the term of this Agreement, BEF commits to reinvestment of 10% of BEF gross revenues attributable to this contract or one-dollar ($1.00) per Green Tag sold pursuant to this Agreement, whichever is the lesser amount. BEF commits to reinvest this amount into a renewable energy facility or facilities in the city of Ashland, selected in consultation with ASHLAND, provided, however, that BEF may withhold this payment if, in its sole judgment, doing so enables BEF to offer a more competitive price for Green Tags for sale of at least five-hundred (500) Green Tags per BEF Green Tag Sales Agreement - Corporate & Institutional- Page 2 year to any government or institutional customer of Green Tags located within the City of Ashland. Additionally, BEF commits to ASHLAND that all BEF revenues from sales under this Agreement, net of BEF's costs, will be employed by BEF and/or its suppliers in support of new renewable energy resources to be developed and operated in the Pacific Northwest or in support of watershed restoration through BEF's New Model Watershed Program in the Pacific Northwest. 10. BEF Communications Assistance: BEF will provide advice and assistance to ASHLAND in developing its communications strategies and tools for encouraging Green Tag purchases by the Affiliated Customers. BEF will mail or e-mail at least two acknowledgements per year to Affiliated Customers providing information that may include Green Tag program status, performance of the renewable energy facilities producing the Green Tags, development of new renewable energy facilities, and other pertinent subjects. At the conclusion of the calendar year, BEF will provide Green Tag Certificates documenting the delivery of Green Tags to the Affiliated Customers. In addition, BEF at its discretion may elect to market directly to the Affiliated Customers. Part 2. ASHLAND's Commitment 11. Marketing Facilitation to ASHLAND Customers: ASHLAND agrees to facilitate the marketing ofBEF Green Tags to individuals, businesses and other parties who identify themselves as utility customers of ASHLAND. Such facilitation may include but is not limited to newsletter and direct mail communications, media advertising and other means that seem advisable to ASHLAND, at its sole discretion (except as provided below) but in consultation with BEF. ASHLAND's commitment to market BEF Green Tags is non- exclusive. ASHLAND's marketing facilitation will include at a minimum two communications per calendar year to ASHLAND utility customers describing the co-marketing affiliation between ASHLAND and BEF, the environmental value of a BEF Green Tag purchase, the benefits to ASHLAND and its members of such a purchase, and the information necessary for the customer to complete a mailed or web-based Green Tag purchase from BEF. 12. Identification of an Affiliated Customer: In order that BEF may properly track and account for all Affiliated Customer purchases, and provide the appropriate reinvestment credit to ASHLAND, each Affiliated Customer must reasonably indicate on their check to BEF that they are an ASHLAND utility customer (e.g., write "member/customer of City of Ashland"), or designate" ASHLAND" in the "Affiliate" field ofBEF's web site when making a web-based purchase. ASHLAND commits to informing its utility customers that such identification is essential to the success of the co-marketing effort. BEF will provide no credit to ASHLAND for a Green Tag purchaser who fails to so identify himself as an Affiliated Customer. 13. Tags For Customer Use: ASHLAND agrees to advise the Affiliated Customers that the Green Tags are being purchased and used for the purpose of offsetting or mitigating environmental impacts of the Affiliated Customers' personal or business energy use, and that BEF Green Tag Sales Agreement - Corporate & Institutional- Page 3 they should not expect to be able to resell or otherwise transfer the Green Tags or any portion thereof to any other person for any purpose. 14. Delivery Contingencies: ASHLAND understands that BEF will undertake to match BEF's acquisition with its sale of Green Tags within any contract period, but that the timing of BEF's purchase of Green Tags is subject to the conditions set forth in Part 1, Paragraph 2 above. 15. Acknowledgements: ASHLAND acknowledges that BEF is not an electric utility or a provider of electricity; that the purchase of Green Tags is separate and distinct from the purchase of electricity; and that Green Tags do not substitute for electricity. ASHLAND will advise the Affiliated Customers as it deems necessary that they will still need to obtain or maintain electricity service from another source. Part 3. The Fine Print 1. Force Majeure: Neither Party shall be liable to the other Party, nor deemed to be in breach of this Agreement, for failure or delay in performance arising from a Force Majeure. Force Majeure means an event beyond the reasonable control of the affected Party, and which the Party is unable to prevent or provide against by exercising reasonable diligence. Force Majeure events include, but are not limited to, acts of God, acts of the public enemy, wars, blockades, insurrections, riots, epidemics, landslides, lightning, earthquakes, tornadoes, volcanoes, fires, storms, floods, disasters, civil disturbances, explosions, sabotage, failure of the specific resource from which the Green Tags are produced, the binding order of any court or governmental body which by exercise of due foresight the Parties could not reasonably have been expected to avoid, changes after the date hereof in Federal, State, or local laws or appropriations, but expressly excluding a Party's financial inability to perform. 2. Limitation of Liability: In no event shall either party be liable to the other party for indirect, special, incidental, or consequential damages, including but not limited to the loss of revenues or profits, cost of substitute services, cost of purchased power, loss of opportunity, loss of goodwill, loss of data, governmental sanctions or penalties or claims of third parties, whether such liabilities arise as a result of breach of contract, warranty, indemnity, tort, negligence, strict liability or otherwise; and BEF and ASHLAND hereby release each other from any such liabilities. 3. Governing law: This agreement shall be governed by the laws of the State of Oregon. 4. Arbitration: Any disputes which may arise under this Agreement and which can not be resolved by the Parties through good faith negotiation will be, in order to ensure rapid and economical resolution, submitted to final and binding arbitration in Portland, Oregon before Arbitration Service of Portland, Inc. ("ASP") according to its rules, provided, however, that (i) any dispute where the amount in controversy is less than $50,000 will be resolved before a single arbitrator, and (ii) the Parties remain free to agree in connection with any particular dispute that they may arrange for arbitration outside of ASP. 5. Entire Agreement: This Agreement, including all provisions, exhibits incorporated as part of this Agreement, and documents incorporated by reference, constitutes the BEF Green Tag Sales Agreement - Corporate & Institutional- Page 4 entire agreement between the Parties. This Agreement supersedes all previous communications, representations, or contracts, either written or oral, which purport to describe or embody the subject matter of this Agreement. 6. Amendments: No amendment, rescission, waiver, modification, or other change of this Agreement shall be of any force or effect unless set forth in a written instrument signed by authorized representatives of each Party. 7. Severability: If any term of this Agreement is found to be invalid by a court of competent jurisdiction then such term shall remain in force to the maximum extent permitted by law. All other terms shall remain in force unless that term is determined not to be severable from all other provisions of this Agreement by such court. Part 4. The Signatures The persons signing below represent that they are authorized to enter into this Agreement on behalf of the Party for whom they sign. Bonneville Environmental Foundation ASHLAND: By: By: (Signature) (Signature) Name: I Anous Duncan (Print/Type) Name: (Print/Type) Title: President Title: Date: Date: BEF Green Tag Sales Agreement - Corporate & Institutional- Page 5 EXHIBIT A: ADDENDUM TO GREEN TAG SALES AGREEMENT This Addendum describes the transaction-specific details of the Green Tag deliveries that will be made to the Affiliated Customers as a consequence of their purchases of Green Tagsfrom BEF, including a description of the primary facilities from which the Green Tags are expected to be produced, the conditions of BEF 's performance of its obligations, and the price and quantity of Green Tags that are the subject of this Agreement. I. DURATION AND TERM OF AGREEMENT This Agreement is effective as of June 11,2006 and terminates on December 31,2010.. Either Party shall have the right to terminate this Agreement by providing 90 days written notice to the other Party. Commencing June 11,2006 and ending December 31,2010, BEF agrees to treat as Affiliated Customers all ASHLAND utility customers who purchase Green Tags and properly identify themselves, and to credit their purchases toward BEF's reinvestment commitment under this Agreement. II. DESCRIPTION OF THE SPECIFIED RESOURCES -Foote Creek II Wind Farm*- Wind 74.25 me awatts 182,120 MWh Comanche Count , OK December 23, 2003 EIA # 56081 Wind 24 me awatts 63,000 MWh Condon, OR December 31, 2001 ErA # 55739 Wind 40.5 me awatts 183,960 MWh LaMoure Count , ND October 2003 EIA # 56099 BEF Green Tag Agreement - Ashland- Ex. A Page 1 -St. Paul Island Wind Farm*- Wind 1.8 me awatts 5,000 MWh Carbon Count , WY 6/99 EIA #55610 Wind 16.8 me awatts 49,000 MWh Carbon Count , WY 10/01/00 EIA#55610 Wind 24 me awatts 65,700 MWh Sherman Count , OR December 2001 EIA #55871 Communit Wind 0.56 me awatts 898 MWh Kotzebue, AK and Wales, AK 05/99; 04/04; 10/04 Wind 48.1 me awatts 144,000 MWh Kennewick, WA Se tember 2002 Wind 15.6 me awatts 47,000 MWh Kennewick, WA December 2003 BEF Green Tag Agreement - Ashland- Ex. A Page 2 Communit Wind 0.25 me awatts 750 MWh St. Paul Island, AK 07/00 Wind 263 me awatts 733,000 MWh Walla Walla, WA and Helix, OR December 2001 EIA #55559 Wind 68.4 me awatts 378,000 MWh Pincher Creek, Alberta Canada Summer 2004 Solar A rox. 200 kW 200,000 MWh Miscellaneous Locations in: AK, CA, OR, WA Miscellaneous, Post-1999 Notes: * These facilities have been reviewed, found to impose low environmental impacts, and endorsed by regional public interest groups.1 ** The regional public interest groups have specifically extended their endorsement to cover the operations of all solar generation facilities supplying Green Tags to BEF. 1 The public interest organizations endorsing these projects vary by project location. Contact BEF for project-specific information. BEF Green Tag Agreement - Ashland- Ex. A Page 3 III. QUANTITY OF GREEN TAGS The number of Green Tags being delivered each year of the Agreement is unspecified and dependent on Affiliated Customer demand. IV. PRICE OF GREEN TAGS The initial unit price for each Green Tag delivered pursuant to this Agreement shall be twenty dollars ($20.00) for wind, twenty-four dollars ($24.00) for 90% wind and 10% solar, or fifty six dollars ($56.00) for 100% solar for each Green Tag from a Designated Facility. BEF may modify this pricing at its discretion. V. ADDITIONAL TERMS OF DELIVERY The Affiliated Customers will be advised by BEF that, at BEF's discretion, but consistent with requirements for Green-e certification as provided in Paragraph 6 of this Agreement, for deliveries in any calendar year, BEF may supply to the Buyer Green Tags generated from the Specified Resources: (i) during the same calendar year; or (ii) during the first quarter of the following calendar year; or (iii) during the last two quarters of the preceding calendar year, or (iv) from another renewable energy facility with comparable resource and operating characteristics and within the same time periods. VI. SIGNATURES The persons signing below represent that they are authorized to approve the terms and conditions in this Exhibit on behalf of the Party for whom they sign. Bonneville Environmental Foundation ASHLAND: By: By: (Signature) (Signature) Name: I Anous Duncan Name: (PrintIType) (PrintIType) Title: President Title: Date: Date: Product Content Label for BEF North American Wind Green Tags - 2007 BEF Green Tag Agreement - Ashland- Ex. A Page 4 ~ North American Wind Green Tags from the Bonneville Environmental Foundation are a renewable energy certificate product. For every unit of electricity generated from renewable sources, an equivalent amount of renewable certificates, or Green Tags, is produced. A purchase of BEF North American Wind Green Tags supports new1 renewable electricity generation, which offset the environmental effects of burning coal, gas and other fossil fuels across North America. When you buy Green Tags, you will continue to receive a separate electricity bill from your utility. North American Wind Green Tags are sold in blocks of 1,000 kWh. The product will be made up of the following new renewable resources: New Renewable Resources in BEF North American Wind Green Tags: 100% From Facilities Located in: Wind Solar Biomass** Low-Impact Hydropower 0% 0% 0% Alaska, Kansas, North Dakota, Oklahoma, Oregon, Washington, Wyoming & Alberta (Canada)* Alaska, California, Maine, Oregon, Washington* Oregon* Kansas* · This is representative of the content ofBEF's North American Wind Green Tags at the time this label was created. BEF is both developing and purchasing new renewable resources to add to its mix. Under all circumstances BEF will only purchase new) renewable resources. As the product mix changes, BEF will disclose the changes on our web site. You may also call 1-866-233-8247 for information on our product mix. ** BEF purchases biomass Green Tags from a dairy waste to energy facility in Tillamook, Oregon. For comparison, the current average mix of energy sources supplying the U.S. includes: 49.7% Coal, 19.3% Nuclear, 3% Oil, 18.7% Natural Gas, 6.5% Hydroelectric, 2.3% Renewables, .4% other gases, .1 % other. (Source: U.S. Energy Information Administration, Electric Power Annual, October 2006.) For specific information about this product, contact the Bonneville Environmental Foundation at 1-866-233-8247 or visit www.GreenTaasUSA.org. This product is certified by the Green-e program. For more information, call1-888-63-GREEN or visit www.areen-e.ora. e New indicates renewable generators that first started operating on or after January 1, 1997. These facilities help to change the overall energy mix toward more renewables and less burning of fossil fuels.) BEF Green Tag Agreement - Ashland- Ex. A Page 5 Product Content Label for BEF North American Solar Green Tags - 2007 North American Solar Green Tags from the Bonneville Environmental Foundation are a renewable energy certificate product. For every unit of electricity generated from renewable sources, an equivalent amount of renewable certificates, or Green Tags, is produced. A purchase of BEF North American Solar Green Tags supports new1 renewable electricity generation, which offset the environmental effects of burning coal, gas and other fossil fuels across North America. When you buy Green Tags, you will continue to receive a separate electricity bill from your utility. North American Solar Green Tags are sold in blocks of 1,000 kWh. The product will be made up of the following new renewable resources: New Renewable Resources in BEF North American Solar Green Tags: 0% From Facilities Located in: Wind Solar Biomass** Low-Impact Hydropower 100% 0% 0% Alaska, Kansas, North Dakota, Oklahoma, Oregon, Washington, Wyoming & Alberta (Canada)* Alaska, California, Maine, Oregon, Washington* Oregon* Kansas* · This is representative of the content ofBEF's North American Solar Green Tags at the time this label was created. BEF is both developing and purchasing new renewable resources to add to its mix. Under all circumstances BEF will only purchase newl renewable resources. As the product mix changes, BEF will disclose the changes on our web site. You may also call 1-866-233-8247 for information on our product mix. ** BEF purchases biomass Green Tags from a dairy waste to energy facility in Tillamook, Oregon. For comparison, the current average mix of energy sources supplying the U.S. includes: 49.7% Coal, 19.3% Nuclear, 3% Oil, 18.7% Natural Gas, 6.5% Hydroelectric, 2.3% Renewables, .4% other gases, .1 % other. (Source: U.S. Energy Information Administration, Electric Power Annual, October 2006.) For specific information about this product, contact the Bonneville Environmental Foundation at 1-866-233-8247 or visit www.GreenTaqsUSA.org. This product is certified by the Green-e program. For more information, call1-888-63-GREEN or visit www.qreen-e.org. (I New indicates renewable generators that first started operating on or after January I, 1997. These facilities help to change the overall energy mix toward more renewables and less burning of fossil fuels.) BEF Green Tag Agreement - Ashland- Ex. A Page 6