Loading...
88-051Shannon Associates, Inc., Professional Services for Executive Search for a City Manager • AGREEMENT l70- 8' --773" CITY OF CUPERTINO 1• 'boob' P.O. Box 580 9 0 0 ammo'• Cupertino, CA 95015 0 1 i. 252-4505 NO. BY THIS AGREEMENT made and entered into on the 26 day of July 19 88 by and between the CITY OF CUPERTINO (Hereinafter referred to as CITY) and Name (1) Shannon Associates, Inc. (2) Address1400 City Phone916- (Hereinafter referred as CONTRACTOR), in consideration of their mutual covenants, the parties hereto agree as follows: CONTRACTOR Shall provide or furnish the following specified services and/or materials: Do an executive search for a City Manager for the City of Cupertino as per attached proposal. EXHIBITS:The following attached exhibits hereby are made part of this Agreement: 1. Proposal to recruit a City Manager. TERMS The services and/or materials furnished under this Agreement shall commence on 7/26/88 and shall be completed before 1/2/89 COMPENSATION For the full performance of this Agreement,CITY shall pay CONTRACTOR: Base $12,500 plus additional expenses as per page 18 of proposal and approved by Personnel Officer. GENERAL TERMS AND CONDITIONS Hold Harmless. Contractor agrees to save and hold harmless the City, its officers,agents and employees from any and all damage and liability of every nature, including all costs of defending any claim,caused by or arising out of the per- formance of this agreement.City shall not be liable for acts of Contractor in performing services described herein. Insurance. Should the City require evidence of insurability Contractor shall file with City a Certificate of Insurance before commencing any services under this agreement.Said Certificate shall be subject to the approval of City's Director of Administrative Services. Non-Discrimination. No discrimination shall be made in the employment of persons under this agreement because of the race, color, national origin,ancestry, religion or sex of such person. Interest of Contractor. It is understoodand agreed that this agreement is not a contract of employment in the sense that the relation of master and servant exists between City and undersigned. At all times Contractor shall be deemed to be an independent contractor and Contractor is not authorized to bind the City to any contracts or other obligations in executing this agreement.Contractor certifies that no one who has or will have any financial interest under this agreement is an officer or employee of City. Changes. This agreement shall not be assigned or transferred without the written consent of the City.No changes or variations of any kind are authorized without the written consent of the City. CONTRACT CO-ORDINATOR and representative for CITY shall be: NAME BARBARA K- BROWN DEPARTMENT GENERAL ADMINISTRATION ASSISTANT TO THE CITY MANAGER This Agreement shall become effective upon its execution by CITY, in witness thereof, the parties have executed this Agreement the day and year first written above. CO ACTOR: CITY OF CUPERTINO: By ROBERT W. QUINLAN Aire P/�/CC/n/sw7 Title CITY MANAGER �oc. Sec. , APPROVALS Depa -' ens ead Date Cit Date er White-City Clerk Copy Creen-Finance Canary-Contractor's Copy Pink-A: eiving Copy Goldenrod-Department Copy . • . • • • • S'HANNONOASSOCIATES • A PROPOSAL • TO CITY OF CUPERTINO • • • . . FOR • • EXECUTIVE SEARCH • , . • • • • • • • • • • >F[ \\\o`.c \b$OLI. \ June 13 , 1988 Barbara K. Brown Assistant to the City Manager City of Cupertino 10300 Torre Avenue Cupertino, California 95014 Dear Ms. Brown: Thank you very much for the opportunity to submit a proposal to assist the city in the recruitment of a new City Manager. Our proposal is based on: Your request for proposal An indepth knowledge of California cities. A comprehensive background in human resource management including executive search, assessment centers, strategic planning and organizational development, compensation, and performance appraisal. Shannon Associates was formed as a California corporation in July, 1986 to provide human resource consulting services to governmental clients. While the Firm is new, John Shannon has over seventeen years of professional experience including nearly eleven years as a consultant to local, regional, and state government. During this time over 300 consulting engagements were successfully completed for cities, counties, educational organizations, and special districts. For a representative list of past clients please see Section III- References. 3550Wart.aye . ,..:e ISO. Sacranerro, CA 93321 .slk -_ Barbara Brown June 13, 1988 Page 2 This proposal has been organized as follows to facilitate the City' s review: Section I - Assignment in Perspective Section II - Executive Search Process Section III - References Section IV - Project Timing and Cost Section V - Corporate Qualifications Again, thank you for the opportunity to submit this proposal. If you need additional information, please call: Sincerely,/ k 1i4n, ?h. CJ2r tivn i7L/ /John M. Shannon President c TABLE OF CONTENTS Page Section I - Assignment in Perspective 5 Section II - Executive Search Process 10 Section III - References 16 Section IV - Project Timing and Cost 18 Section V - Corporate Qualifications 19 SECTION I - ASSIGNMENT IN PERSPECTIVE The City is about to make one of the most significant decisions it can make - the selection of a new City Manager. This decision will have a dramatic and direct impact on the development and implementation of the City's public policy for years to come. Because this decision is so critical, we have developed the most comprehensive and sophisticated executive search service available to cities today. OUR APPROACH Our unique approach to executive search includes the following features: COUNCIL INVOLVEMENT - The Council must be intimately involved in the search for a new City Manager. For this reason, our approach assumes the Council 's direct participation in every phase of the search process. CITY NEEDS - A critical first step in a successful executive search is for the City Council to .collectively define the personal and professional qualities required of their City Manager. To be certain this occurs we have developed esus effective consensus b ildinq rocess that will permit the City to clarify the preferred future vision for the City; the specific challenges the City is likely to face in achieving this future vision; the working style and organizational climate the City Council wishes to establish with its management team; and ultimately, the personal and professional qualities of the new City Manager that will be required to implement the City-Council 's vision. 5 • AGGRESSIVE RECRUITMENT - The very best City Manager candidates are typically not looking for a job. They are usually satisfied with their current position and will only consider a change if a more attractive career opportunity is presented to them. This is why we take a very aggressive approach to identifying and recruiting the best available candidates. SELECTION - The selection of the best available candidate requires the use of assessment tools that have been specifically designed to e aluat each candidate against the personal and professional qualities identified by the City Council. For this reason, we tailor our selection techniques to the City ' s specific requirements. In addition, we also assume responsibility for administering the selection process. ' EMPLOYMENT AGREEMENT' - One of the most sensitive parts of the selection process is frequently the negotiation of an employment agreement with the new City Manager. If this isn't done with care and precision, it can result in either loosing the preferred candidate or getting off on the wrong foot with the new City Manager. To preclude this from occurring we are -available to assist the City Council and the city Manager in developing an agreement which is acceptable to both parties. SPOUSE PLACEMENT - Often the best candidate for the job is married to a working spouse and the decision to accept the position will be heavily influenced by the employment opportunities available to the spouse. This can be critical for two reasons. First, the spouse may have a very successful career which he pr she wants to continue. Second, the spouse's salary may be a significant part of the family income. Therefore, even if the City offers a competitive compensation package, the family income may go down if the spouse does not find employment. For these reasons, we offer an optional spouse placement program. This program is designed to evaluate the spouse's career . objectives and 6 • background, identify employment opportunities, and develop a specific placement strategy. PERFORMANCE EVALUATION - Once the City Council has selected a City Manager their relationship is just beginning, and how it begins can affect the relationship for years to come. To be sure this relationship begins on a constructive basis, we will assist. the City Council and the City Manager in developing a performance evaluation process that will assure that tha rity rm»cil and City Manager are clear about mutual expertfl ions. Specific activities include the development of performance objectives, the clarification of boundaries of action, and the development of the performance evaluation system. EXECUTIVE SEARCH 'PROCESS In summary, our executive search process is divided into four distinct but inter-related phases (.see Exhibit A on the following page for a graphic illustration of the search process) . PHASE I - ESTABLISH JOB REQUIREMENTS. This phase of the process will enable the City Council to identify .three - critical inputs to the recruitment and selection process. 1. The City Council's collective vision of the City'ss future (the "Preferred Future") . 2 . The specific conditions and challenges the City is likely to face in achieving this vision. 3 . The type of working relationship the City Council wishes to establish with its management team. Analyzing the above information will enable the City Council to identify the personal and professional attributes required of the new City Manager. Based on the results of this process the consultants can then design a specific recruitment strategy and assessment process that is tailored to the City's specific needs. All tasks in this phase are designed to be accomplished during a day long planning session involving the full • Council and the consultants. • • 7 • • • • • EXHIBIT A . -- - EXECUTIVE SEARCH PROCESS • PHASE. I - ESTABLISH JOB REQUIREMENTS IN CONSULTATION WITH COUNCIL - Develop short and long-term vision for the City PHASE II - RECRUITMENT Identify conditions and challenges IN CONSULTATION WITH COUNCIL involved in achieving the City's vision Aggressively identify and pursue Describe preferred leadership style potential candidates of new City Manager 1 / Review resumes, conduct background Identify specific competencies, checks, and interview best candidates experiences, and personal attributes needed by new City Manager Recommend best candidates to Council for evaluation Select specific recruitment strategy Council selects finalists for further and assessment process evaluation • • PHASE III - SELECTION IN CONSULTATION WITH COUNCIL OPTIONAL SPOUSE PLACEMENT Tailor selection process and develop Assess spouse's career needs and assessment tools background - Administer selection process Assess local labor market Council select new City Manager ' Develop placement strategy Assist Council in negotiating employment agreement • • • PHASE IV - PERFORMANCE EVALUATION IN CONSULTATION WITH COUNCIL Clarify performance expectations and develop specific goals and objectives Develop performance evaluation process Prepare evaluation forms and guidelines • Finalize evaluation criteria, process, and forms with Council and City Manager ,. • PHASE II - RECRUITMENT. This phase of the process includes a variety of aggressive recruitment strategies designed to attract the best available candidates. In addition to traditional recruitment techniques such as nlac ng ads in professional journals, the consultants will make direct contact with outstanding potential candidates to explain the career opportunity, answer questions, and encourage them to submit a. resume. This phase also includes a detailed evaluation of resumes, indepth background checks, and personal interviews with the most promising candidates. The results of these recruitment efforts are summarized and presented to the City Council for consideration. The City Council, with the assistance of the consultants, will then select those candidates they wish to consider further. PHASE III - SELECTION. This phase of the process includes all those tasks associated with the assessment of the best candidates and the ultimate selection by the City Council of a new City Manager. Specific activities include the design and_ administration of the sel- • • • • - - • • 9 9 - - • s of the employment agreement with the new City Manager. Also included in this phase, at the option of the City Council, is the spouse placement program. PHASE IV - PERFORMANCE EVALUATION. This phase of the process will assure that both the City Council and the City Manager are clear about mutual expectations. This clarity is achieved through a series of activities culminating in a day long planning session involving the new City Manager, the City Council, and consultants. The results of this phase include the development of performance objectives, the clarification of boundaries of action and responsibility (e.g. policy/administration) , and the development of a performance evaluation system. 8 i • THE TEAM We have assembled a uniquely qualified team of professionals to assist the City Council in their selection of a new City Manager. This team possesses both extensive consulting experience and a direct, indepth understanding of California cities. JOHN SHANNON. Mr. Shannon serves as President of Shannon Associates and will assume overall responsibility for this engagement. He has over seventeen years of human resource management experience including nearly eleven years experience as a consultant to local, regional and state government. During this time over 300 consulting engagements were successfully completed for cities, counties, educational institutions, special districts, and regional and state agencies. Mr. Shannon received his Bachelor's Degree from the University of California, Santa Barbara and Master's Degree from the University of California, Los Angeles. STEVE KINGSFORD. Mr. Kingsford serves as a special consultant to Shannon Associates in the recruitment of local government executives. He has over twenty-four years of experience both as an administrator and as a consultant. During this time he has provided consulting services in organizational assessment, strategic planning, meeting design and facilitation, conflict resolution, training design, and organization culture to more than eighty public and private sector organizations. In addition to his administrative and consulting experience, Mr. Kingsford has previously served as a school board member and vice-president of the Association of California School Administrators, Region XIII, and currently is President of the American Society for Training and Development, Los Padres Chapter. He also teaches graduate level courses in administration at California Lutheran University. Mr. Kingsford received his Bachelor's Degree and Master's Degree from California State University. 9 - SECTION II - EXECUTIVE SEARCH PROCESS The executive search process presented below is designed to provide the City Council with the full range of services required to assure the ultimate selection of a new City Manager that is uniquely suited to the City's needs. PHASE I - ESTABLISH JOB REQUIREMENTS. This phase of the process will enable the City Council to identify three critical inputs to the recruitment and selection process: 1) The City Council 's collective vision of the City's future (the "Preferred Future") . 2) The specific conditions and challenges the City is likely to face in achieving this vision. 3) The type of working relationship the City Council wishes to establish with its management team. Analyzing the above information will enable the City Council to identify the personal and professional attributes required of the new City Manager. Based on the results of this process the consultant can then design a specific recruitment strategy and assessment process that is tailored to the City's specific needs. All tasks in this phase are designed to be accomplished during a day long planning session involving the full Council and the consultants. Task 1 - Review and Finalize Executive Search Process and Schedule. A critical first step in the engagement is a thorough review of the search process and schedule with the City Council. This will insure that the City's needs are met in the most complete manner possible:_ Task 2 - Meet Individually With Each Council Member As a prelude to the day long planning session, the consultants will meet individually with each Council member. The purpose of these meetings is to develop some initial insights regarding the 10 community' s needs and the personal and professional characteristics desired in a new City Manager. Task 3 - Establish Job Requirements This task will be accomplished during a day long planning session involving the full Council and the consultants. This task will result in the identification of the personal and professional attributes required of the new City Manager and include the following activities: Using a dynamic strategic planning process known as "Preferred Futuring, " the City Council will clarify and refine a comprehensive vision of what it wants the City to be like in the near and long-range future. Using Force-Field Analysis the City Council and consultants will identify the conditions and challenges likely to be encountered in building toward the "Preferred Future. " Using a consensus-building process, the City Council will describe the style of working relationship it wishes to establish with the City Manager and the rest of the management team. Using factoring techniques, the City Council and consultants will generate a list of specific competencies, experiences and personal attributes needed by the new City Manager in light of the analyses conducted above. The consultants will present several recruitment and selection strategies for the City Council's consideration. After assessing the benefits and liabilities of each technique, the City Council will select the recruitment and selection process most likely to produce the intended results. 11 Task 4 - Prepare Summary Report Following the completion of the off-site retreat, a report summarizing the data and • decisions generated during the retreat will be prepared and presented to the City Council for review. This document will provide the basic parameters within which each step of the search process will be conducted. PHASE II - RECRUITMENT Task 1 - Identify and Contact Potential Candidates This task will include a variety of activities designed to attract the best available candidates. In addition to the placement of ads in the appropriate professional journals, the consultants will: Contact leading local government executives throughout California to identify outstanding potential candidates. Provide each potential candidate with an indepth written description of the City and the personal and professional attributes the City Council is seeking in a new City Manager. Personally contact each potential candidate to explain the career opportunity, answer questions, and encourage them to submit a resume. Task 2 - Conduct Initial Screening All resumes will be submitted directly to the consultants for initial screening. This screening process is specifically designed to assess the personal and professional attributes the City Council is seeking and will include: A thorough review of each candidate's resume and other supporting materials. Preliminary background checks. 12 . • Screening interviews with those candidates that appear to best meet the City's needs. Task 3 - Indepth Background Checks Following the completion of the above task the consultants will conduct indepth background checks on those candidates who appear to best meet the City's needs. Typical areas explored in the background checks include: Verification of information furnished by the prospective candidate through the resume and personal interview. Written and oral communication skills. Ability to analyze and solve problems. Planning and organization skills. Management skills and leadership skills. Interpersonal sensitivity. Composure and self control. Flexibility. Technical knowledge. The candidate's fit with the City's organizational culture. The candidate's career potential. Task 4 - City Council Selects Finalists At the conclusion of the previous task, the consultants will prepare a report summarizing the results of the recruitment process including the identification of those candidates which appear to 13 best meet the City's needs. The consultants will meet with the City Council to review this report and to assist the City Council in selecting a group of finalists for further evaluation. PHASE III - SELECTION Task 1 - Design Selection Process Based on the results of the off-site retreat conducted in Phase I, the consultants will design the selection process to be utilized by the City Council in assessing the finalist candidates. This process will typically include an in-depth interview with each candidate but may also include other assessment tools such as group discussions, preparation of written reports, and problem solving exercises. Task 2 - Administer Selection Process The consultants will coordinate all aspects of the selection process for the City Council. This includes scheduling interviews, contacting both the successful and unsuccessful candidates, preparing the appropriate assessment materials for the City Council, and facilitating the assessment process. Task 3 - Assist City Council in Negotiating Employment Agreement Once the City Council has made a selection, the consultants will assist the City Council and new City Manager in developing the terms of the employment agreement. Task 4 - Spouse Placement (Optional) This is an optional feature of the searchprocess, and is designed to facilitate the smooth transition of the City Manager's spouse to a new job. Specific activities include: • An interview with the spouse to evaluate his or her. career objectives and background. - An assessment of employment opportunities in the local area. 14 1 Development of specific placement strategy tailored to the needs of the spouse. PHASE IV - PERFORMANCE EVALUATION Task 1 - Conduct Planning Meeting Since it is essential that the new City Manager participate in the decision making process as soon as possible, the first task of this phase is to hold a planning meeting with the City Council and City Manager to design the balance of the process. This meeting will take two or three hours and is facilitated by the consultants. Task 2 - Conduct Planning Session Based on the parameters established in Task 1, the consultants will facilitate a planning session involving the full Council and the City Manager. This process is designed to assure that the City Council and City Manager are clear about mutual expectations and will include: The development of performance objectives . The clarification of boundaries of action ( e . g . policy/administration. The development •of the performance evaluation system. Task 3 - Document the Results of the Planning Session Following the completion of the planning session, the consultants will prepare a report that documents: Performance Objectives ' Clarification of Boundaries of Action Performance Evaluation System 15 SECTION III - REFERENCES As indicated previously, Mr. Shannon and Mr. Kingsford have provided the full range of human resource consulting services to a wide variety of clients. A representative list of past and current clients include the following: CLIENT CONTACT City of Brea Denise Ovrum Assistant City Manager • (714) 990-7600 City of Monterey , Lee Riordan City Manager (408) 646-3760 City of Oceanside William Talley Interim City Manger (619) 439-7300 City of Orinda Tom Sinclair City Manager (415) 254-6130 City of Pleasant Hill Paul Cooper Vice-Mayor (415) 464-6234 City of Rancho Cucamonga Robert Rizzo Asst. City Manager (714) 989-1851 City of Riverside Larry Paulsen Assistant City Manger (714,) 787-7553 City of Sacramento Michael M. Davis Community Develop. Dir. (916 449-5571 City of Sunnyvale Izetta Birch Human Resource Director (408) 730-7495 16 Don Benninghoven League of California Cities Executive Director (916) 444-5790 17 • I v SECTION IV - PROJECT TIMING AND COST TIMING We are prepared to begin immediately and can complete all search activities up to and including the selection of a new City Manager in approximately 12 to 16 weeks. The precise schedule will depend on the placement of advertising in the appropriate professional journals. The timing associated with the spouse placement program and the development of the performance evaluation system for the new City Manager will be determined in consultation with the City Council. COST Fees for professional services, excluding the s ouse placement program, would amount to a fixed price o 12,500. The additional professional fees for the spouse placement program would be 2, 000. The only additional charges would be for reimbursement of direct related expenses for such items as travel, advertis_n�g distance telephone, printin. and .osta.e delive char.es. These expenses will ranger betweenf$3,500 and $4,500'\ depending on the approach to the search. Professi eesand reimbursable expenses will be billed monthly. 18 . J 6 - • • SECTION V - CORPORATE OUALIFICATIONS THE FIRM Shannon Associates, Inc. , was formed as a California Corporation _ in July, 1986 to provide the full range of human resource consulting services to governmental clients. The Firm's scope and approach to consulting are based on a solid foundation of over seventeen years of professional experience including nearly eleven years as a consultant to local, regional, and state governments. During this time over 300 consulting engagements were successfully completed for cities, counties, educational organizations and state and regional agencies. SERVICES The Firm offers a comprehensive range of human resource consulting services including: EXECUTIVE SEARCH - This service is designed to assist clients in the recruitment and selection of critical executive, management,. professional, and technical staff. Our recruitment process has been carefully designed to accurately define the position to be filled; identify and recruit top quality candidates; thoroughly review and evaluate each candidate's qualifications; and to recommend a fully qualified group of candidates to the client. • CLASSIFICATION AND COMPENSATION - This area of the practice includes the development, installation, and modification of all or part of an agency's classification plan- and compensation program. Typical study- results include compensation policy development; the preparation of class specifications and-' career ladders; internal relationship analysis; external compensation surveys; and the development of a revised compensation plan. An area of particular expertise is the development of tailored compensation programs for executive, management, and professional staff. 19 PERSONNEL SYSTEMS 4- Typical assignments in this area result in the `.. development or modification of the basic policy and administrative framework for the agency's personnel management system. Study results include the preparation of charter amendments, ordinances, and personnel rules, policies, procedures, and employee handbooks. PERFORMANCE APPRAISAL - This service area' involves the development and installation of comprehensive performance appraisal systems for both management and non-management staff. These systems are complete and include the necessary forms, procedures manuals, and the training of management and supervisory staff. ORGANIZATION ANALYSIS - Assignments in this area result in the development and implementation of efficient and effective organization structures, staffing plans, administrative systems and procedures, and service delivery methods: APPROACH - The Firm's approach to consulting is anchored in nearly eleven years of.. very successful and practical consulting experience and emphasizes: CLIENT INVOLVEMENT - Every consulting . assignment involves the client in the development of the study objectives and workplan and the thorough review of all findings and recommendations. This approach assures that a solid consensus_ is built around the study results so that they can be implemented. QUALITY AND SERVICE - The Firm has a strong commitment to providing the highest quality consulting service available in a responsive and timely fashion. To insure this commitment .is met, Mr. Shannon is personally involved .in every consulting assignment. VALUE - The Firm's professional fees are designed to provide the client the greatest value for each dollar spent on consulting assistance. ' This is possible because of our technical expertise, • 20 extensive experience, and efficient operations featuring the most up-to=date automated systems and procedures. 21