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HomeMy WebLinkAbout2011-0919 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, September 19, 2010 at 5:30 p.m. Siskiyou Room, 51 Winburn Way 5:30 p.m. Study Session 1. Look Ahead Review 2. Does Council have questions about whether or not they should authorize an agreement with The Water Consulting Group, Inc. for professional recruitment services at a bid price of $21,500 plus direct reimbursement of expenses? [20 Minutes] 3. Does Council have questions about the City's transition to a two-year budget process? [30 Minutes] 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 1). C OIJ;NC1( .AIITJ INGS AR1: BKOADC 1ST 1 1VF ON Cl1ANNI_,L 9 V1S11' I 111-1 CITY 0I ASH1.,AND'S W1 1.1 S1 l: A I' WWi N'.ASIII,AND.0R.US City of Ashland Council Meeting Look Ahead ""`THIS IS A DRAFT AND SUBJECT TO CHANGE""' Departments Responsible i Ora. 1 Su—d'Iession I-nfSisi u.Rom �ioi3 a o 1 Discussion with RVTD Board of Directors Mike PW ss o/a °' °:Regular�Counci6Meetin 1a4 2 Recognition of Little League Allstars(Greg) Council PRIES 3 Fire Prevention Week Proclamation John Fire PROC 4 SPRINT Telecom Franchise Agreement (Lee/Legal Finance Legal CONS 5 Conservation Commission Sustainabilit Goal Update Lee Electric CONS i s lGrant application for Fire? John Fire CONS 7 Reso removing AFN Advisory Board David Legal CONS 8 Acceptance of Easement from Ashland Christian Fellowship CONS Don Parks Legal 9 Update to Misc. Fees Resolution(Lee) PH Finance RES 10 Approval of final contract with MAA Martha Admin uNFiN 11 Update from Homelessness Ad Hoc Committee Ann Admin NEW 12 Update from CERT John Fire NEW 13 TSP Update Mike PW NEW 14 Reso approvinq Bi-Annual Bud et Process(Lee/Cindy) Finance REs 15 Ordinance Clarifying quorum requirements for commissions ORD-1 ORD-2 and committees David Legal 10117 Stud .Se55ion in Siski ou Room 1a1z is Discussion on Economic, Cultural,and Sustainability Grants ss - Martha Admin Finance 10118 Regular Council Meeting 10/18 17 AFR Update(John Fire PRES 18 Economic Development Quarter) Update Martha Admin CONS 19 PH Ado tion of Buildable Lands Inventory update Bill CD ORD-1 ORD-2 20 Ordinance Clarifying quorum requirements for commissions ORD-2 and committees David Leqal 10/31 =� ;�a-1 ;';Stud mSe"sslon'Canceled •- :_ A.,. `' 10/31! 1111 Regular Councii Meetin 11/1" P1 Ordinance re: Pedestrian Places Code Amendments(Bill) PH CD ORD-1 ORD-2 22 Ordinance re:Wireless Communications Code(Bill) PH CD ORD-1 ORD-2 23 Sewer line service policy(Mike) PW NEW 24 Approval of FY2013 CIP Mike PW NEW ' 25 Urban RenewalrrlF Feasibility Final Plan Bill CD NEW 26 Adoption of Buildable Lands Inventory update Bill CD ORD-2 11114 g. Stud`iSessiin' in`SIaki'di Room `, ,,, „ _�:�;;`: 27 Discussion regarding remodel of the Grove(Terry) � Police SS 11115 Re ular'Coun`cil-Meetin 17115 28 Acceptance of FY11 CAFR Lee Finance NEW 29 Ordinance re: Pedestrian Places Code Amendments Bill CD ORD-2 30 Ordinance re:Wireless Communications Code Bill CD ORD-2 Page 1 of 2 9/15/2011 City of Ashland Council Meeting Look Ahead *****THIS IS A DRAFT AND SUBJECT TO CHANGE***** Departments cc ss cc Responsible 1013 1014 10117 10113 10131 1111 11114 11115 17J$ 1216 12119 12120 1/2 113 1116 1117 216 26 2120 2121 t2/5 �Stud'ISessionTiZSiski ou Roo'm' I� t_v_5 31 Discussion re: Recology rate increase request Ann Admin Ss [14s1 Re UWF CouncillMeetin 12 9,�Stad"l$essiooT i-nTSi"ski ou t /m, Discussion regarding a new model for telecommunications 32 franchise agreements and application of rights-of-way usage IT Legal SS Lee/Dave - Finance limo; 1 Relar Council(Meetin ®® WN WM W=TIV20 33 Approval of Recology Rate Increase(Ann) PH Admin RES ®�StudZSession CancelltidMN-e—wlYears fiolia7 ON Re ular CounciilMe`etin e !®®®® v311 ®�Stt ud'ISessionTCacelle'dMMLK{Jt]Da y SM Reuia'rtoncillMeeti �Stud'ISesSioonT inZSiski ou Room I�i♦ �/ _®� ® yB WE RelarlConciliMeetln M�StudogWion Cacelle'dMPXesiaen @i1Da111111111111111111 2J20 Re uular.COnciilMeetin a -F,utu�TO SNtly Session with OSF Board Study Session re:Business Licenses Joint Meeting with Housing Commission to discuss Clay Street Property Joint Study Session with Parks re:MOU AFN Master Contract Update to Patles curfew ordinance IT Shate it Plan Page 2 of 2 9/15/2011 CA TY OF ASHLAND Council Communication Approval of Agreement with the Waters Consulting Group, Inc. For Professional Recruitment Services Meeting Date: September 20, 2011 Primary Staff Contact: Tina Gray, HR Manager Department: Administration/HR E-Mail: rQ ayt(a ashland.or.us Secondary Dept.: None Secondary Contact: bennettrn ashland.or.us Approval: Martha Bennett Estimated Time: Consent Agenda Question: Should the City Council authorize an agreement with The Waters Consulting Group, Inc. for professional recruitment services at a bid price of$21,500 plus direct reimbursement of expenses? Staff Recommendation: Authorize Martha Bennett, City Administrator, to enter into a Professional Services Agreement for the recruitment and selection of a successor City Administrator. Background: With approval from the City Council,a comprehensive national search was conducted in 2008 to fill the vacant position of Information Technology Director. The search was conducted by the successful bidding firm of Waters-Oldani. (Now Waters Consulting Group Inc.). Rob Lloyd was the successful candidate from that search and began work as Information Technology (IT) Director on March 15, 2010. Waters Consulting Group offers a placement guarantee, and because Rob Lloyd did not remain in the City's employ for 2 years, they have agreed to repeat that search for $8,750 plus reimbursement for expenses. The City changed the scope of the recruitment slightly as we are replacing the position with Assistant City Administrator over the IT Department for the reduced recruitment rate which is a generous offer from The Waters Consulting Group, Inc. The City had already started work on the Assistant City Administrator Recruitment with Senior Consultant, Andrea Simms when we learned of Martha's resignation. As Andrea has already done much of the work to build a profile of the community for that recruitment, there could be considerable time and cost savings if she is able to take on the City Administrator Recruitment and give it the highest priority. Then we can time the Assistant City Administrator recruitment so that hiring decision can be made by the new City Administrator. Staff had originally recommended The Waters Consulting Group, Inc. for the following reasons: • They have a proprietary "Career Navigator" screening tool which assists in the evaluation and screening of candidates and produces a detailed analysis of all candidates recommended to the City as finalists. Pagel of 2 lip, CITY OF -ASHLAND • They are a recruitment leader throughout the nation and have a broad network of candidates to draw from for the Information Technology Director position. • They have a high commitment to placement of minority and female candidates. • They offer a triple guarantee on candidates they place with the City. • Their pricing was competitive and included a thorough background investigation on each candidate invited to Ashland for an interview. • The City utilized The Waters Consulting Group, Inc. when hiring our Fire Chief with a positive result. All of these reasons for selecting the firm still apply Related City Policies: None. Council Options: 1. Move to approve the contract with The Waters Consulting Group, Inc. 2. Reject the bid for professional recruitment services and offer staff alternative direction. Potential Motions: Move to approve and authorize Martha Bennett to sign the contract with Waters Consulting Inc.for $21,500 for a national search for City Administrator. Attachments: Proposal for Professional Recruitment Services submitted by The Waters Consulting Group, Inc. Page 2 of 2 �r, WATERS-OLDANI EXECUTIVE RECRUITMENT A Division of The Waters Consulting Group, Inc. September 1,2011 Ms. Tina Gray Human Resource Director 20 E. Main Street - Ashland, OR 97520 (Transmitted via email to: gravt(iPa.sh/and or.us) Re: Proposal—Executive Recruitment for City Administrator Dear Ms. Gray: ' I appreciate the opportunity to submit our proposal for executive recruitment services for your City Administrator. We are confident that you will be completely satisfied with our comprehensive process and the outcome. WCG is positioned as one of the largest privately-held executive recruitment firms in the nation with a focus on the public sector. Over the past few years, WCG has recruited and placed more-than 200 executive level positions within the public sector. This kind of experience will prove to be valuable for your executive recruitment Our team of recruitment consultants (see bios starting on page 10 of the proposal) has provided executive recruitment services nationwide for over 30 years,principally to public organizations. We have established a reputation for a relentless commitment to high quality with our process and our candidates. We know that you have options for using other recruitment firms. However, we believe that our approach sets us apart from our competitors in the following important ways: Our Triple GuaranteeTm(see page 3); Finalists identified within 80 days from initiation of recruitment activities; Meticulous development of the candidate profile prior to advertising/marketing(see page 4); Rigorous review of candidates' references and background(see page 5); Our highly-accessed web site(www.watersconsuhing.com)by prospective candidates; Our superior nationwide relationships with high-quality candidates for marketing new positions; Within 60 days of the reporting date of the selected candidate,our firm will conduct a Team- Building Workshop for your new employee and his/her team. This will be conducted for no additional professional fee,just project-related expenses; and Within twelve(12)months following your appointment of the successful candidate,we will administer our 360° Performance Assessment for no additional professional fee,just project-related expenses(see page 3). The proposal document will provide you the details about our approach, expertise, client references, and pricing for this executive recruitment. Also, if you have any questions, please contact me directly at 817.965.3911 or by email at cnderson a watersconsultintt.com. We would consider it a professional privilege to provide these services to the City of Ashland. Sincerely, Charles(Chuck)S. Anderson CEO of Executive Recruitment ADivision of The Waters Consulting Group, Inc. THE WATERS CONSULTING GROUP,INC. PRODUCTIVE MANAGEMENT CONCEPTS 5050 Quorum Drive Suite 625 Dallas,Texas 75254 972/481/1950 972/481/1951(Fax) www.watersconsulting.com -Dallas• Seattle•Cleveland•Austin- QUALIFICATIONS Our understanding of and experience in the public sector coupled with our commitment in developing partnering relationships with our clients are key factors in our long-term success. PROJECT OVERVIEW The City of Ashland, Oregon, is considering the use of a consulting firm to assist with the executive recruitment for its next City Administrator and has requested a proposal describing a work plan and project approach from The Waters Consulting Group, Inc. (WCG). Accordingly, we provide the following information for your consideration. PROFESSIONAL EXPERTISE MAKES THE DIFFERENCE Throughout the assignment, the WCG team will serve as technical advisors to your organization to ensure that the recruitment process is conducted in a professional manner. The objective of WCG is to generate high-quality candidates and assist you with the screening and evaluation of these candidates. Due to our extensive professional relationships with hundreds of public sector organizations and prospective candidates nationwide, WCG is positioned to confidently promote your position to prospective candidates as a positive career opportunity. . Since our firm's beginning, we have emerged as a leader in executive recruitment. It is our 30+ years of consulting experience, coupled with our unique approach and personal touch that drives our internal standard for delivering only outstanding services and leading-edge products. In addition, WCG is positioned as one of the largest privately-held executive recruitment firms in the nation with a focus on the public'sector. This kind of strength will prove to be valuable for your executive recruitment. With any consulting assignment,but particularly with an executive recruitment project, reliable and timely communication is fundamental to project success. At key points during the assignment, WCG consultants will communicate by phone, e-mail, or in person, with appropriate leaders from your organization to discuss the progress of the recruitment and to review subsequent steps in the recruitment process. These regular status reports are important to ensure success with the recruitment assignment. We pride ourselves in the fact that we bring a high level of personal commitment to everything that we do. We get to know our clients — their concerns for success, their strategic goals and their organizational culture. But our intense professional commitment does not stop with our clients. We have candidates who were not selected for positions call to extend compliments and thanks for how they were treated during our recruitments. Many have stated that we provided the best recruitment experience in which they have ever participated. Client satisfaction is important to all organizations, but to our firm, it is our chief focus. In our business, referrals and recommendations are the keys to success. ©2011-The Waters Consulting Group,Inc. Page• 2 TI IFS PROPOSAL CONTAINS PROPRIETARY INFORMAL ION AND IS TI IF SOLE PROP17R'I N OF WCG,INC. "IIIIS PROPOSAL IS No'1 10131.REPRODUCED FOR ANY REASON IV]I I IOUI"'II IF WRITTEN CONS ENI OF U'C'G.INC. ROLE OF YOUR ORGANIZATION'S STAFF We have a seasoned staff of professionals to deliver quality services with minimal effort required from you. However, to assist with the project, we ask that your organization designate a Project Manager to serve as WCG's primary contact for the recruitment assignment. Your Project Manager will facilitate such functions as coordinating meeting dates, times, and locations and the review of the draft recruitment brochure and related advertising copy. TRIPLE GUARANTEE Our Triple Guarantee is defined as: (1)A commitment to remain with.the recruitment assignment until you have made an appointment for the fees and tasks quoted in this proposal. if you are unable to make a selection from the initial group of Finalists, WCG will work to identify a supplemental group until you find a candidate to hire; (2) Your executive recruitment is guaranteed for 24 months against termination for cause. Within the first year, the replacement recruitment will be repeated with no additional professional fee, but only for project-related expenses. During the second year, the replacement recruitment is reduced to 50% of the professional fee plus project-related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws. (3) WCG will not solicit any candidates selected under this contract for any other position while the candidate is employed with your organization. TEAM-BUILDING WORKSHOP Within 60 days after your new City Administrator reports to work, WCG will develop a customized workshop based on the individual behavioral styles of the management team to strengthen the new leader and his/her team's performance. Your new employee and each member of his/her management team will be asked to complete a questionnaire, utilizing a secure Website. Following a review of the responses to the questionnaire, one of our professional consultants will facilitate a three-hour workshop with the objective of assisting the team members to become a high-performance team. If you elect to use this service, there will be no professional fee charged to you,only project-related expenses. 360" PERFORMANCE REVIEW Additional services include a performance appraisal and review of the new City Administrator after 12 months, with no professional fee charged to you. If you elect to use this service, the only cost you would incur would be the reimbursement for any project-related expenses. ©2011-The Waters Consulting Group,Inc. Page•3 THIS PROPOSAL CONTAINS PROPRIETARI INFORMATION AND IS TIIE 501E PROPERTS'OP TYCO,INC. THIS PROPOSAL Is Nor lO aE REPRODUCED FOR ANY REASON W 1111 01 IIII?W'RITFEN CONSEN"1'OF\l'CG.INC. DESCRIPTION OF The following is intended to describe the key tasks associated with our approach to executive recruitment TASK I RECRUITMENT BROCHURE DEVELOPMENT AND ADVERTISING The important first step in the recruitment process involves the development of a comprehensive recruitment brochure with a profile of the ideal candidate, including the required qualifications, professional experience,personal characteristics, and other factors related to success in the position of City Administrator. The recruitment brochure will also have a profile of your community and organization. To prepare the recruitment brochure, the Lead Consultant will come on site to meet with your leadership team to discuss the required background and experiences for the new City Administrator. We will also request organizational charts, budgetary information, operational reports, and other documentation describing the community,organization,current issues,and responsibilities of the position. The draft recruitment brochure will be presented to you for review and final approval/edits prior to its publication and distribution to prospective candidates. In order to conduct an open recruitment and to encourage applications from a diverse pool of candidates, WCG will work with you to develop an advertising and marketing strategy to notify potential candidates about the vacancy. WCG will provide you with the advertisements and an advertising schedule to place the ads in appropriate professional publications, websites and local print media as approved by you. Draft ads will be submitted to your organization for approval prior to publication. WCG has a highly-accessed website, www.watersconsulting.com,and targeted e-mail (search o watersconsulting.com). We will use all available resources to communicate directly with prospective candidates. The aggressive advertising and marketing campaign for top talent will include national, state, regional, and local elements as determined during our initial meetings with your organization. Our presence at appropriate public sector conferences will be used to further promote the position. An effective advertising strategy will help to ensure that we conduct an open recruitment with appeal to a diverse array of candidates. WCG will take all necessary steps to protect against discrimination in the screening and selection process. TASK 11 EXECUTION OF RECRUITMENT STRATEGY AND IDENTIFICATION OF QUALITY CANDIDATES Using the information developed in Task 1, WCG will identify individuals who would be outstanding candidates for the position of City Administrator. Often,well-qualified candidates are not actively seeking new employment and will not necessarily respond to an advertisement. However, if a potential candidate is presented with the opportunity directly and in.the proper manner, he or she may apply. We take pride in our ability to locate highly qualified candidates across the nation based on our professional contacts and TO 201]-The Waters Consulting Group,Inc. - Page•4 THIS PROPOSAL CONTAINS PROPRIETARY IN FOR STATION AND IS THE SOLI!PROPERTY OP WCG,INC. IIIIS PROPOSAl.IS NO'P'I OBE REPRODUCED FOR ANY REASON\YI I HOD'I'INH A RI'I I EN CONSENT 01'W'C(i.INC relationships. We have also established networks with minority and female leaders throughout the nation and are proud of our record of placement of minority and female candidates. WCG has adopted a corporate policy of equal employment opportunity and will not participate in any recruitment effort where these principles are not followed. In addition, we are charter members of the National Forum for Black Public Administrators(NFBPA)and its Business Advisory Committee and the Hispanic Network. We believe that one of the strengths of the WCG recruitment process is our attention to the candidates during the process. Each candidate submitting a resume is sent a timely acknowledgement by WCG, giving an approximate schedule for the recruitment. Further communications are maintained with each candidate regarding information about the recruitment progress and their status in the process. We take pride in the many complimentary comments made by candidates regarding the level of communication and the professional manner in which they are treated during our recruitments,which is also provides a positive reflection on your organization TASK III SCREENING OF APPLICANTS AND RECOMMENDATION OF FINALISTS Our recruiting efforts in Task II identify a significant number of applicants, depending upon the position and the availability of candidates with the requisite experience and skills in the marketplace. Task III is where our Lead Consultant screens the candidates against the criteria within the candidate profile and develops a list of Finalists for recommendation to the client. As the Lead Consultant screens the applications; the most promising applicants will receive a candidate questionnaire to complete that will provide additional information about the candidates' background and experience. After reviewing the responses to the questionnaire, the Lead Consultant will send selected resumes and questionnaire responses directly to whomever you select on your staff to assist with the screening process. In the consultation with your staff representative, the Lead Consultant will narrow the list to a group of Semifinalists and Finalists for your review and decision. Typically, four to six Finalists are selected for the on-site interviews. Throughout the process you will have access to our Master Applicant List (MAL)for this position,which will provide pertinent data about each applicant. TASK IV CONDUCTING BACKGROUND CHECKS, REFERENCE CHECKS AND ACADEMIC VERIFICATIONS Once you approve the group of Finalists for on-site interviews, WCG will begin the process to conduct reference checks, background checks and academic verifications. Contact is then made with selected references and sometimes with others who may know of additional accomplishments and work experiences of the candidates. The purpose of the reference interviews is to allow WCG to complete our understanding of the work experience,professional performance and personal characteristics of the Finalists. ©2011-The Waters Consulting Group, Inc. Page• 5 TI[IS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND 15 TIIE SOLE PROPERTY OF WCO,INC. THIS PROPOSAL IS\O'r 10 aH REPRODUCED FOR ANY REASON WI I I IOIn''r11F N'RnTEN CONSENT OF WCG.INC. For the background checks, WCG will develop information about the candidates in the following areas: • Consumer Credit • Bankruptcy • County Criminal • State District Superior Court Criminal • County Civil Litigation • State District Superior Court Civil Litigation • Judgment/Tax Lien • Federal District Criminal • Motor Vehicle • Federal District Civil Litigation To ensure that our quality standards are maintained, we do require a minimum of ten business days between the time that you select the Finalists for on-site interviews and when we send you candidate documentation for your final interview process. TASK V FINAL INTERVIEW PROCESS Upon completion of Task IV, we will work with you to develop the final interview process. We will also send you documentation on each of the finalists, which will provide the highlights of their professional experience and leadership/management profile, and a summary of the results of the reference checks, background checks and academic verifications. In addition, the report will include guidelines for interviewing the candidates, suggested interview questions, and a rating process for your interview panel(s). Our Lead Consultant will participate in final interviews as either an observer or active panel member at your request and will be available to answer questions and assist you in the final evaluation and selection of the successful candidate. In addition, if you request the service, our Lead Consultant will assist you with the development of a compensation package and related employment considerations, and assist with the negotiations. ©2011-The Waters Consulting Group, Inc. Page•6 THIS PROPOSAL CONTAINS PROPRIETARY INFORNIATION AND IS THE SOI E PROP17R'IY OF%VCO,INC. THIS Pwpos NI"Is NO'r JO BE REPRODUCED FOR ANY REASON W'1'1'HOU1'I HE WRI YI'EN CONSENT OF WCG, .NC. EXECUTIVE RECRUITMENT PROJECT TIMELINE Below is an estimated Timeline for the executive recruitment process. You will be asked by the Lead Consultant during the first on-site meeting to review and approve a Timeline for the recruitment project. It is our intent to conduct the recruitment expeditiously, but not at the expense of finding high-quality candidates for you. However,we commit to you to deliver a group of Finalists for your consideration within 80 days from the date that we commence recruitment activities: ASHLAND,OREGON EXECUTIVE RECRUITMENT CITY ADMINISTRATOR PRELIMINARY TIMELINE The following Timeline represents a preliminary schedule for your executive recruitment based on a commencement date of September 20, 2011. Actual target dates will be developed in consultation with and approved by the City of Ashland. Activity Target Date • The Waters Consulting Group(WCG)Completes On-Site Interviews September 26,2011 to Develop Candidate Profile and Recruitment Brochure;The City of Ashland(City)Approves Ad Placement Schedule and Timeline. • WCG Sends Draft Recruitment Brochure to City. October 3,2011 • City Returns Draft Recruitment Brochure(with edits)to WCG. October 7, 2011 • WCG Commences Executive Recruitment Advertising and Marketing. October 10,2011 • WCG Commences First Formal Review of Applications and Sends November 7,2011 Most Promising Applicants a Candidate Questionnaire to Provide Additional Information about Background and Experience. • WCG Completes First Formal Review of Applications and Sends November 14, 2011 Selected Resumes and Questionnaire Responses to the City for Review. • WCG Meets with City and Recommends Semi-Finalists; City Selects November 18, 2011 Finalists for On-Site Interviews. • WCG Completes Reference Checks/Background Checks/Academic December 2,2011 Verification for Finalists. • WCG Sends Documentation for Finalists to City. December 12, 2011 • City Conducts On-Site Interviews with Finalists. Week of December 19, 2011 • City Extends Employment Offer to Finalist. Week of December 26,2011 ©2011-The Waters Consulting Group, Inc. Page• 7 THIS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPERTY OF WCG,INC. THIS PROPOSAL IS NO'r 10 HE REPRODUCED FOR ANY REASON N'[THOUT THE WRI ITEN CONSENT OF WCG.INC. AN OVERVIEW OF OUR CONSULTING TEAM ' WCG places a high priority on meeting the needs of our clients. Therefore, at the outset of the recruitment process, we will tailor our approach to address the issues unique to your organization's working environment. For each recruitment project, we assign a Lead Consultant and a team of support professionals to carry out assignments in an effective and efficient manner. What follows are brief biographical descriptions of the members of our consulting team. ©2011-The Waters Consulting Group, Inc. Page• 8 THIS PROPOSAL CONTAINS PROPR[ETA RY INFORMATION AND IS TI IE SOLE PROPERTY OF N'CQ INC. THIS PROPOSAL IS NOI IO HE REPRODUCED FOR ANY REASON WIFHOU1 TILE N'RIMEN CONSENT OF WCQ INC. CHARLES (CHLICK) S. ANDERSON Charles(Chuck)S. Anderson is the Chief Executive Officer for the Recruitment Division within the Waters Consulting Group(WCG). In this role he also is a senior consultant within the HR Consulting Division for projects related to organizational design and development, strategic planning, and leadership/management development. Prior to joining the WCG, Chuck worked for local governments and public education, including City Manager for Dallas, Texas; Executive Director for the Dallas Area Rapid Transit (DART); and Executive Director for the Michigan Education Association. Chuck also served as Director for Local Government Reform for the International City/County Association (ICMA), managing a U.S. government..contract_for the planning and delivery of technical assistance to local governments in Central and Eastern Europe. His last assignment in this role with ICMA was to recruit and supervise a team of technical consultants to assist in re-building local governments in Bosnia following agreement on the Dayton Accords. During his service with the Michigan Education Association, Chuck also served as Senior Consultant for Urban Planning and Management for Michigan State University's Institute for Public Policy and Social Research. Areas of Expertise • Executive Recruitment • Leadership/Management Development • Organizational Design • Organizational Development Professional Accomplishments and Education Chuck received a Bachelor of Arts degree in political science and human resources management and a Masters of Public Administration degree from the University of Kansas. He received the prestigious L.P. Cookingham. Award for Development of.Young Professionals from the International City/County Management Association (ICMA) and the Minority and Women Advancement Award from the American Public Transit Association (APTA). He was also recognized as Public Administrator of the Year by the American Society of Public Administration (ASPA) and Outstanding Management Innovator (Honorable Mention)by ICMA. Chuck was recognized in 2007 with the Lifetime Achievement Award from his Public Administration Alumni Association at the University of Kansas. ©2011-The Waters Consulting Group,Inc. Page• 9 TI HS PROPOSAL CONTAINS PROPRIETARY"INFORMATION AND IS THE SOI E PROPERTY OF WCG,INC. THIS PROPOSAL IS ROT TO BE REPRODUCED FOR ANY REASON WITHOUI"I'HE W'RO7EN CONSCM'OF YY'CG.INC. CHUCK R011RE Senior r Chuck Rohre is a Senior Consultant for The Waters Consulting Group, Inc. (WCG). In this role, he is responsible for managing and conducting executive recruitment engagements for the firm to insure their integrity, timeliness and adherence to budget parameters. Chuck has more than 35 years of experience in managing and consulting in both the private and public sectors. He has served as Police Chief and Director of Public Safety for North Texas municipalities with populations ranging from 9,000 to 200,000 plus. Prior to beginning his consulting career, Mr. Rohre served for three years as Police Chief of Plano,Texas. Chuck joined the firm in January 2006 following a 13-year engagement with another nationally recognized public sector search firm where he managed the Texas and Southwestern operations. He has an extensive and successful track record of completed recruitment across the nation, especially in the Midwestern and Southwestern states. Among-others, he has led recruitment processes for City and Assistant City Managers, Police Chiefs, Fire Chiefs, Library Directors, Chief Information Officers, City/County Attorneys,Parks& Recreation Directors,Finance Directors and Public Works Directors. The clients range from as small as 2,500 to as large as 700,000 in population. He has also conducted management-consulting assignments in a number of areas including public safety, career development and strategic planning. He has written and presented training in a variety of subject areas including personnel assessment, leadership and management skills,and career development for public sector employees. Areas of Expertise • Executive Recruitment • Background Investigations • Assessment Centers • Career Development • Law Enforcement Management and Training Professional Accomplishments and Education Chuck received his Bachelor's degree in Career Development from the Dallas campus of Abilene Christian University and his Master's degree in Human Relations and Management from the same institution. He has completed advanced management training at the Institute for Law Enforcement Administration and now serves on its adjunct faculty and advisory board. Chuck completed the Federal Bureau of Investigation's prestigious LEEDS course at Quantico, Virginia. He is a veteran of the United States Army, serving in the United States and the Republic of Viet Nam. ©2011-The Waters Consulting Group,Inc. Page• 10 FIRS PROPOSAL CONTAINS PROPRIETARY INFORMATION AND iS THE SOLE PROPERTY OF%N CG.INC. THIS PROPOSAL IS\O'r 10131:REPRODUCED FOR ANY REASON WI' 140111"rHG WRITTEN CONSENT OI'W'CO.IN'C. ANDREA BATTLE. SIMS — PROPOSED LEAD CONSULTANT Senior t Andrea Battle Sims has been working in executive recruitment for over nine years, managing all phases of the recruitment process for public,sector executives, including: City and Assistant City Managers, Chief Information Officers, Library Directors, Police Chiefs, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Workforce Development Executive Directors. Andrea is an experienced professional with over twenty years of prior experience, in Information Technology, IT Audit and Management experience in both the public and private sector. Her local government leadership roles include serving as the IT Director at Cleveland Public Schools with a staff of 50, Deputy Director of IT at Cuyahoga County with a staff of 70. In addition, her county experience includes creating a start-up venture to sell public computer access to the legal community. Ms. Sims has held management positions at AT&T,Progressive Insurance, and National City Bank managing IT projects as well as IT professionals, along with serving as an internal consultant/auditor. She has successfully managed IT professionals through the change process from legacy to client-server technologies including both private and public sector Year 2000 implementations. She is uniquely qualified and successful in CIO recruitments in the public sector. Areas of Expertise • Executive Recruitment - • Recruitment and Retention Training • Diversity-based Recruitment and Retention • Information Technology Leadership • Organizational Assessment • Strategic Planning and Implementation • Project Management • Process Improvement • Change Management Professional Accomplishments and Education Andrea's educational background includes a Bachelor of Arts in Mathematics from Spelman College, Atlanta Georgia and a Master of Science in Operations Research from The Wharton School at the University of Pennsylvania, Philadelphia, Pennsylvania. In addition, her post-graduate education includes numerous executive development seminars and certification from the Leadership Academy at Cleveland State University, the Anderson School at UCLA and the Gartner Group. Andrea's current and past civic involvement includes the Board of Trustees at the Gathering Place, American Cancer Society, Cuyahoga Unit, Junior League of Cleveland, along with leadership positions with the Links, Inc., the Spelman Alumnae Association,and Delta Sigma Theta,Inc. ©2011-The Waters Consulting Group,Inc. Page• 11 TIES PROPOSAL CONTAINS PROPRIETARY INFORMATION AND IS THE SOLE PROPER I N OF N'CO,INC. TIIIS PROPOSAL 1S NO r I O aE REPRODUCED FOR ANY REASON%M HOUT THL N'RI CIEN CONSENT OF\1'CG.INC PROFESSIONAL The all-inclusive professional fee to conduct the recruitment is provided below and includes the cost of professional services by the Lead Consultant and the project support staff, and all project-related expenses such as advertising, printing, candidate background and reference checks, and travel expenses for on-site visits by the Lead Consultant. Travel expenses incurred by candidates for on-site interviews with the client are not the responsibility of WCG and are handled directly by the client organization. If there is a preference for separate billings for the professional services and project-related expenses, please advise us and the agreement can reflect such an arrangement. The all-inclusive professional fee will be billed in four installments; 30% of the fee will be billed at the beginning of the recruitment; 30%at the implementation of Phase 1; 30%at the implementation of Phase II; and the final 10%upon acceptance of offer by the candidate. If candidates from this recruitment process are selected for another position within your organization within one year of the close of the recruitment, a fee of 50%of the above mentioned proposal amount will be due to WCG Executive Recruitment. All questions regarding the professional fees and project-related expenses should be directed to Chuck Anderson, CEO of Executive Recruitment Division at cnderson@watersconsultin.g.com or via phone at 817.965.3911. PHASE DESCRIPTION OF PROFESSIONAL SERVICES Phase I Task I —Candidate Profile Development/Advertising/Marketing(includes one day on site by Lead Consultant - Task 2—Identify Quality Candidates Phase II Task 3— Screening of Applications and Submission of Recommended Finalists to Client. Task 4—Reference Checks,Background Checks,and Academic Verifications Phase III _ Task 5—Final Process/On-Site Interviews with Finalists(includes two days on site by Lead Consultant) Conclusion Acceptance of offer by candidate TOTAL ALL-INCLUSIVE PROFESSIONAL FEE $21,500.00 OPTIONAL SERVICES FOR CONSIDERATION FEES Additional work related to the search process and as specifically requested by the $1500.00 per client which is outside of the scope of this project(i.e. additional onsite meetings)is day additional. The fixed professional fee for this recruitment anticipates no more than plus expenses three onsite consulting days with one consultant. However, we would be pleased to provide additional onsite consulting visits for our standard daily rate of$1500 plus expenses. ©2011-The Waters Consulting Group, Inc. Page• 12 THIS PROPOS Al.CONTAINS PROPRIETARY INFORMATION AND IS nIF SOLE:PROPERTY OF WCG,INC. THIS PROPOSAL IS NO'r 10 11E REPRODUCED FOR ANY REASON WITHOUT ME WRITTEN CONSENT OF WCG.INC. CITY OF ASHLAND Council Communication Study Session — Biennial Budget Discussion Meeting Date: September 19, 2011 Primary Staff Contact: Lee Tuneberg Department: Finance E-Mail: tuneberl @ashland.or.us Secondary Dept.: None Secondary Contact: None Approval: Martha Bennett Estimated Time: 30 minutes Question: Does the City Council have questions about the City's transition to a two-year budget and process? Staff Recommendation: Staff recommends the Council schedule consideration of the resolution shifting to a biennial budget for the October 4'h Council meeting. Discussion points: The Council goal is: Move to a biennial budget, with adjustments and policy discussions in the second year, with the first two year process for Fiscal Years 2012-13 and 2013-14. This is a formal change that may have implications beyond "doubling" the amount budgeted. Having a study session will assist in evaluating how and when this change is made. Some points to consider are: 1. Does this occur for the FY 2012-2014 biennium? 2. What benefits will be derived from the change? 3. What problems or barriers are seen in making the change? 4. How will amendments be managed between the 24 months budgeted? Council may have other discussion points, but discussion of the above will assist staff in preparing for the transition. The rest of the Budget Committee has been invited to the Study Session. Background: Council established the goal as part of their annual process last year and staff responded with the steps and time frames listed. The City's goal requires: • The City, by ordinance or resolution or charter, must decide to budget for 24 months. This should be completed by December 2011. • Changing budget committee membership terms to 4 years, with approximately one-fourth of the terms ending each year. This should be completed by January 2012. • Revising the process to accommodate the two year period, levying ad valorem tax rates for two years, appropriations, inter-fund loans, etc. This should be completed by February2012. Page) of 3 �r, CITY OF -ASHLAND Staff proposed the following: 1. Research other agencies that are continuing with their biennial budget and gather successful samples. This should be done during,September 2011. 2. Restructure the budget document sections and information to meet state requirements for biennial budgets. This should be done during October and November 2011. 3. Develop a budget calendar for proposing, approving and adopting the first biennial budget. This should be finalized by January 2012. , 4. Train staff and work with departments to estimate revenues and expenses for a 30 month period. This should be done during January and February 2012. 5. Propose an alternative budget process in the second year of the biennial budget that uses the budget committee to work on fiscal policies and procedures to be incorporated-within the subsequent budget process. This should be presented as part of the budget process, April— May, 2012. Committee input, specific agenda items and process should be completed by December 2012. 6. "Alternate" budget process that is focused on policies & procedures will occur April and May 2013 with follow-up work through December 2013. Implementation can occur as immediately as is feasible or incorporated in the subsequent biennial budget process. This is an organization by organization decision. Most agencies that have gone to two-year budgeting have not reverted back. Potential savings are thought to come from less time required by department staff and the committee on the "off' year. It seems likely that management and finance staff will continue spending significant amounts of time on budget adjustments (supplemental budgets and transfers of appropriations) and in supporting discussions on policy issues that cannot be accomplished during the current annual budget process. City of Bend and City of Medford both do biennium budgets and the Finance/Budget staff speak well of the process. Grants Pass, Roseburg and Klamath Falls do not currently do biennium budgets. Points that may be pertinent to the timing of the first biennium for Ashland are: a. Timing with changes in PERS employer contribution rates. We have heard that it is best to have new retirement rates applicable in the first year since the State releases changes to the rates every two years. That would not be the case for the biennium starting next year. b. Timing with Social Service granting. It may be easier to grant year one of a social grant in the first of a biennium budget to avoid material changes half way through. c. In addition to the above, the City is in the process of moving to the Advanced Budgeting feature of the EDEN software that has enhancements such as advanced reporting, user-friendly features and better documentation. All of these will assist staff in preparing the budget and a subsequent budget document, whether it is for one or two years. Use of this software in the coming year requires a commitment in September in order to implement the features in sufficient time for use. Staff will submit a resolution for consideration by October 4'h unless directed otherwise. Page 2 of 3 �r, CITY OF ASHLAND Related City Policies: None Council Options: No action is being requested at this time but Council should: 1. Ask questions of staff regarding the change to a biennial budget. 2. Express any concerns members may have about such a change. 3. Indicate what additional information will be needed when Council considers a resolution to make the change. Potential Motions: Not applicable Attachments: Draft Resolution Page 3 of 3 �r, DRAFT RESOLUTION NO. A RESOLUTION ADOPTING A BIENNIAL BUDGET PROCESS FOR THE CITY OF ASHLAND, EFFECTIVE WITH THE TWO FISCAL YEARS BEGINNING JULY 1, 2012 THROUGH JUNE 30, 2014, AND THEREAFTER UNTIL THIS RESOLUTION IS AMENDED OR REPEALLED THE CITY OF ASHLAND RESOLVES AS FOLLOWS: The City of Ashland follows the Oregon Local Budget Laws ORS 294 in preparing its budget. ORS 294.311 provides for Oregon municipalities to adopt a biennium or two year budget. The governing body(elected board) decides on whether a biennial budget is prepared. Absent such a decision ORS requires a one-year budget. Adopting a two year budget process and a biennial budget for the City is thought to provide: • Savings in time and effort by eliminating the formal budget process every other year • Opportunities for better fiscal planning and review in the "second year" • Better control by considering twenty-four months when projecting revenues, expenditures, capital improvements and reserves SECTION 1. Council has set moving to a biennial budget, effective for the FY 2012-2014 period, as a goal. SECTION 2. The City Charter and the Ashland Municipal Code do not prohibit the City from using a biennial budget. . SECTION 3. With this resolution, Council directs staff to take the necessary steps to prepare, approve and adopt biennial budgets for the City of Ashland beginning with the budget for the Julyl, 2012 through June 30, 2014 period. SECTION 4. This resolution takes effect upon signing by the Mayor. This resolution was read by title only, in accordance with Ashland Municipal Code §2.04.090, and duly PASSED and ADOPTED this day of October, 2011. Barbara Christensen, City Recorder SIGNED and APPROVED this day of 2011. John Stromberg, Mayor Reviewed as to form: David Lohman, City Attorney Page 1 of 1