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Home My WebLink AboutRESPONSE - RFP - 7224 EXECUTIVE SEARCH SERVICES - POLICE CHIEFECITY OF FORT COLLINS, COLORADO Response to Request for Proposal RE: Executive Search Services —Police Chief Prepared by Paul Wenbert, Western Regional Manager, Slavin Management Consultants, March 27, 207 7 CONSL"LTA NTS 7828 E. Red Hawk Circle, Mesa, Arizona 85207 480-664-2676 pwconsulting@cox.net www.slavinweb.com Management Association (ICMA) which includes serving on the ICMA Board and chairing 3 ICMA Committees. Additional information about SMC staff assigned to this project is included in Appendix A. It should be noted that SMC has a national recruiting practice. In addition to home office staff in Atlanta, SMC has consultants in Ann Arbor, Michigan; Cincinnati, Ohio; Dallas, Texas; Hartford, Connecticut; Key West, Florida; Los Angeles, California; Mesa, Arizona; and Portland, Oregon. SMC has compiled the following track record. • Every search that SMC has conducted has resulted in a selection from among its recommended group of candidates. SMC's experience includes large and small organizations and chief executives and subordinate -level positions. • More than 95 percent of SMC's placements have remained in their clients' positions for more than five years, and the guarantee (see response to question #13) of redoing the search due to the candidate leaving during the first 2 years of the new position has occurred only once out of more than 750 searches. • SMC are experts in EEO/AA recruitment. Approximately 25 percent of its placements are females and/or minorities. SMC has established this enviable track -record due to its extensive research at the beginning of each assignment about the client and the position to be filled that helps SMC identify candidates that are a good fit for the position. This candidate fit is further verified through extensive background checks and visits to finalists' work sites. c. How many other executive searches is the primary contact currently involved in? Response to #3 (c) Mr. Slavin is currently involved in seven executive searches. d. List representative cities for which this service has been provided. Response to #3 (d) Listed herein are references for ten Police Chief searches conducted by SMC. Mr. Slavin has been involved in all of these searches. Mr. Wenbert was involved in the Fort Worth, Texas, and Columbia, Missouri, Police Chief searches serving as co -primary consultant. In addition, Mr. Wenbert has been involved in the hiring of several Police Chiefs in his career as a City Manager and Assistant City Manager. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 17 • • Please note that three of the Police Chief searches listed below were conducted in university communities as follows: Austin, Texas, (University of Texas); Columbia, Missouri, (University of Missouri); and Denton, Texas, (University of North Texas). Also, two additional references are provided as follows: Aurora, Colorado, City Manager search because it was a recent search in Colorado and Iowa City, Iowa, City Manager search because it was a recent search in a university community (University of Iowa). Mr. Slavin and Mr. Wenbert were co -primary consultants for both searches, and Mr. Wenbert was project manager for the Aurora search. 1) Austin Texas Police Chief search 748,000 population, 2007 Ms. Toby Futrell Former Austin City Manager 14009 Jackfish Avenue Corpus Christi, Texas 78418 361-949-3201 (phone) 512-925-2720 (cell) 361-949-0994 (fax) tobyfutrell@gmail.com 2) Bridgeport, Connecticut Police Chief search 137,000 population 2010 Mr. David Dunn, Director City of Bridgeport Civil Service Commission 45 Lyon Terrace, Room 325 Bridgeport, CT 06604-4023 203-576-7107 (phone) David.Dunn@b(geportct.gov 3) Columbia Missouri Police Chief search 100,000 population, 2009 Ms. Margrace Buckler Human Resources Director City of Columbia 600 E. Broadway P.O. Box 6015 Columbia, Missouri 65205-6015 573-874-7677 (phone) 573-874-7736 (fax) mfb@gocclumbiamo.com Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 18 4) Dallas Texas Police Chief search 1,250,000 population 2004 Mr. Charles Daniels Former Dallas, Texas, Assistant City Manager Assistant City Manager City of Fort Worth, Texas 1000 Throckmorton Street Fort Worth, Texas 76102 817-392-6222 (phone) charles.w.daniels@fortworthgov.org 5) Denton Texas Police Chief search 115,000 population 2003 Mr. Mike Conduff Former Denton City Manager President and CEO The Elim Group 940-382-3945 (phone) mike.conduff@theelimgroup.com 6) Fort Myers Florida Police Chief search 57,000 population 2008 Mr. Bill Mitchell City Manager City of Fort Myers 2200 Second Street Fort Myers, Florida 33901 239-321-7022 (phone) 239-344-5909 (fax) wmitchell@cityftmyers.com 7) Fort Worth Texas Police Chief search 695,000 population, 2008 Mr. Richard Hodapp Assistant Human Resources Director City of Fort Worth 1000 Throckmorton Street Fort Worth, Texas 76102 817-392-7750 (phone) 817-392-8869 (fax) richard.hodapp@fortworthgov.org Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 19 8) New Castle County Delaware Police Chief Search 528,000 population, 2005 Ms. Charlotte L. Crowell Chief Human Resources Officer New Castle County Department of Administration 87 Reads Way New Castle, Delaware 19720 302-395-5180 (phone) cicrowell@co.new-castle.de.us 9) Paducah Kentucky Police Chief search 26,000 population, 2009 Mr. Jim Zumwalt Former Paducah City Manager City Manager City of Manassas Park One Park Center Court Manassas Park, Virginia 20111 703-335-8813 (phone) j.zumwalt@manassasporkva.gov 10) Topeka Kansas Police Chief search 124,000 population, 2007 Mr. Norton Bonaparte City Manager City of Topeka City Hall 215 SE 7'h Street Topeka, Kansas 66603 785-368-3895 (phone) 785-368-3909 (fax) nbonaparte@topeka.org 1 1) Aurora Colorado City Manager Search 314,000 population, 2010 Mr. Kin Shuman Human Resources Director City of Aurora 15151 E. Alameda Parkway Aurora, Colorado 80012 303-739-7225 (phone) Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chiet •Page I lU kshuman@auroragov.org 12) Iowa City, Iowa City Manager Search 65,000 population 2010 Mayor Matt Hayek City of Iowa City, Iowa 410 E. Washington Street Iowa City, Iowa 52240 319-356-5010 (phone) 319-356-5497 (fax) matt-hayek@iowa-city.org 4. How will you ensure that the City receives prompt and timely attention throughout this process? Response to #4 SMC is committed to complete client satisfaction. SMC's successful placement - oriented, "no surprises" approach will ensure that the project work is practical, realistic, and timely and that it has the full commitment and support of the City of Fort Collins so that a successful placement occurs. This will be accomplished through regular communication via e-mails and phone calls by SMC to the City. 5. In what ways have members of your firm developed personal contacts with potential candidates for this type of position? Response to #5 SMC has developed a large data base of potential Police Chief candidates through 30+ years of local government law enforcement executive recruitment work. The data base includes persons who have been involved in previous SMC searches, those who have contacted SMC to express an interest in advancing their career, and other persons SMC has learned about through subscription to various professional publications. 6. Explain how you will target specific regions, vs. doing a "wide and shallow" search. How can the search be focused to ensure a candidate will be compatible with the specific needs of the City of Fort Collins and Northern Colorado region? Response to #6 SMC's approach to national searches always includes a target to the client's region as that region typically yields a greater number of applicants than other regions. This is done through advertising the job in state or regional publications and targeted e-mails Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 1 11 including the recruitment profile and phone calls to persons in the region who have the requisite experience for the position. Please see the answer to question #7 regarding how the search will be focused to ensure candidates' compatibility with the specific needs of the City of Fort Collins and the Northern Colorado region. 7. What procedures do you use in assessing your client organization's needs and values? How do you use this information in selecting candidates who meet those needs and share those values? Response to #7 SMC will spend at least two days in Fort Collins meeting with internal and external stakeholders to learn about the City's needs and culture prior to initiating the recruitment phase of this assignment. SMC would also appreciate receiving a guided tour of the community and Police Services facilities. These meetings and tour will help SMC determine the unique challenges to be managed by Fort Collins' next Police Chief. This will allow SMC to accurately describe in the recruitment profile the desired professional and personal attributes that top candidates should possess. SMC will also utilize the Community Stakeholder candidate profile survey referenced on page 2, item #l, of the RFP to draft the recruitment profile. Once SMC has gained sufficient information, it will prepare a draft recruitment profile and review it with the City to obtain its approval. The profile will include information about the Fort Collins community, City government, issues and opportunities to be managed by the next Police Chief, and the job requirements and selection criteria. There are many ways that SMC will use the recruitment profile to attract candidates who meet the City's needs and share their values. First, the recruitment profile will be posted on SMC's and the City's websites. Secondly, SMC will send the recruitment profile to those persons in SMC's data base who are a good fit with the job requirements and selection criteria included in the profile. Thirdly, SMC will e-mail the recruitment profile to persons in the Mountain Plains region who have the requisite experience for the position. Fourth, depending on the information gained during the aforementioned two days of stakeholder meetings, SMC will likely send the recruitment profile to Police executives throughout the country who have experience working in communities with major universities. The issues that Police executives face in university communities tend to differ considerably from those in non -university communities. Finally, SMC believes that Fort Collins will attract good candidates from throughout the country due to its outstanding quality of life as evidenced by Money Magazine's Best Place to Live rankings. In 2006, Money Magazine ranked Fort Collins as the best place to live in America based on its great schools, low crime, good jobs in the high-tech field, and a fantastic outdoor life. Fort Collins also received a #2 ranking in 2008 and a #6 Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 112 ranking in 2010 in Money Magazine's Best Place to Live rankings. Therefore, SMC believes that a true national search will likely be in Fort Collins' best interest. 8. What procedures does your firm utilize in investigating the background of candidates? Response to #8 After the recruitment phase of this assignment is completed, SMC will submit a written progress report on 15-20 semi-finalist candidates and meet in person with the City to discuss this report. The progress report will summarize each semi-finalists' experience and education. The report will also include a screening of semi-finalists against the selection criteria contained in the recruitment profile. This screening will be based on: a review of resumes and cover letters; SMC's phone interviews of semi-finalists; semi-finalists' responses to a supplemental questionnaire that provides additional information about semi-finalists' management styles, writing skills, and how closely their experience relates to the selection criteria in the recruitment profile; and SMC's knowledge of semi-finalists' work performance and the quality of the organizations and communities in which they have served. The progress report will also include the semi-finalists' current salary. At SMC's meeting with the City, the City will select the finalists to interview using SMC's candidate ranking forms if desired. Typically five finalists are interviewed. SMC will conduct background investigations and site visits on the finalists. In order to better assess the finalists' management style and interpersonal characteristics, SMC will personally interview each in his or her present work environment while protecting the finalists' confidentiality. SMC will closely examine each finalist's experience, achievements, management style, and interpersonal skills in relation to the recruitment profile's selection criteria. SMC's background investigations include detailed and extensive reference checks which cover a minimum period of ten years. SMC will interview the references provided by the finalists as well as others who can evaluate the candidate's job performance. The background work also includes investigation to the maximum extent permitted under federal law of finalists': criminal and civil court records; credit history; Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 1 13 • • • • • . driving records; and • . college degrees. • SMC will provide a report to the City about these background checks and site visits. • 9. What involvement do you see the public playing in the recruitment / selection • process? • Response to #9 SMC's philosophy favors transparency and inclusiveness in the search process. This is • especially true of the recruitment phase. Simply put, more involvement by both internal and external stakeholders results in a more accurate and comprehensive recruitment • profile which is the key document SMC uses to attract the best candidates to apply. • An important caveat is that "one size does not fit all" in executive recruitment. Some • local governments have a much greater appetite for stakeholder involvement than • others. While SMC always encourages stakeholder involvement, SMC takes its direction • from the client and implements that direction. • Based on SMC's previous work in Fort Collins and other university communities, SMC • expects there will be a great deal of public involvement in the Police Chief recruitment • and selection process. The following are some of the public involvement techniques • SMC has utilized in other searches. • • Recruitment Phase • . Citizen committee formed by the City and authorized to work with SMC to • develop the recruitment profile • . Community focus groups facilitated by SMC to provide input utilized by SMC to • draft the recruitment profile • . Utilizing the City's web site to solicit public comments about the "ideal Police • Chief' that are used by SMC in drafting the recruitment profile Selection Phase • Citizen committee formed by the City and authorized to meet with SMC in • executive session to select the finalists to interview. Please note that • confidentiality is important at this step in the selection process. Most candidates • who are currently employed will not agree to apply for a job unless their • confidentiality can be guaranteed until shortly before their interview. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 1 14 • Have each of the finalists interviewed by a series of internal and external stakeholder committees who submit their comments (not rankings) about each of the finalists. • Community "meet and greet" reception where the public has an opportunity to meet the finalists in an informal session and submit comment cards about the finalists. • Invite the public to a meeting where each of the finalists gives a brief presentation followed by public questions that are screened by a moderator. Again, the public has the opportunity to submit comment cards about the finalists. • Invite the news media to a meeting where each of the finalists gives a brief presentation followed by news media questions. 10. How will you communicate with the public? What information will you provide them throughout the process? Response to #10 Again subject to direction from the City, SMC will communicate with the public through news releases and the City's website in coordination with City staff. The two times when public involvement is needed is during SMC's visit to Fort Collins to develop the recruitment profile and during the finalist interview process. Additional details about the information provided to the public are contained in the answer to question #9. 11. What role do you see Police Services or Human Resources personnel playing in this recruitment / selection? How would you involve other internal personnel in the process? Response to #11 As previously indicated, SMC values both internal and external stakeholder involvement. Typically Human Resources is the key liaison point between SMC and the City and helps to facilitate the meetings that take place at both the recruitment and selection phases. Also, Human Resources can coordinate placement of job advertisements and City review and approval of the recruitment profile. Involvement of Police Services personnel is critical to helping to attract the best candidates and in gaining Police Services' ownership of the final selection decision. Other internal personnel can be involved at the City's direction. Additional details about options for internal involvement are contained in the answer to question #9. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief •Page 115 • • • 12. The City is targeting early August, 2011 as the date to have a candidate selected. Comment on how you would achieve this without sacrificing the quality of the process and the selection. Identify pros and cons associated with this timeline. Response to #12 As indicated in the answer to question I (c) the search process normally takes 90 days to complete from the date that the contract with SMC is approved. Therefore, if the contract is approved in early May, the candidate can be selected by early August. This can be accomplished without sacrificing the quality of the process and the selection assuming there is a high level of coordination between SMC and City staff in arranging for all of the meetings encompassed in this process. The advantage of a 90- day timeline is that there is less likelihood that some of the best candidates may have already accepted another job prior to Fort Collins' interviews. The disadvantage of a 90-day timeline is that there is the possibility that it does not allow for sufficient internal and external stakeholder involvement. As previously noted SMC does not believe this will occur if there is a high level of coordination between SMC and City staff in arranging for the meetings that are part of this process. Also, Mr. Slavin and Mr. Wenbert have the time required to conduct this search as outlined herein. 13. Explain any guarantees of services provided and related time periods. Response to #13 SMC provides the following guarantees to clients: • A commitment to excellence. SMC guarantees that the selection process and placement will be of high quality and successful. To accomplish this, SMC will continue to work with the client until a satisfactory candidate is selected and accepts employment; • SMC guarantees its work and will redo the search if the position is vacated, for any reason, within two years of the employment date of a SMC recommended candidate; in this event, SMC will charge the client only for its out-of-pocket expenses to redo the search (no professional fees will be charged); and • SMC will never actively recruit any candidate who SMC has placed nor will SMC actively recruit any employee from a client organization for at least two years from the completion date of an assignment. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Pagel 16 • • March 21,2011 C0NSULTA NT s Mr. Jim O'Neill, FNIGP, CPPO Director of Purchasing and Risk Management 215 North Mason Street, 2nd Floor Fort Collins, Colorado 80524 Dear Mr, O'Neill: Slavin Management Consultants is pleased to submit this proposal to conduct the executive search for Fort Collins' next Police Chief for $15,000 plus expenses. Slavin Management Consultants (SMC) operates a national practice from its home office near Atlanta, Georgia, and also has consultants in California, Oregon, Arizona, Texas, Ohio, Michigan, Connecticut, and Florida. With its extensive national network, SMC is confident in its ability to secure a group of outstanding candidates from throughout the nation that would be a good fit for the City. Mr. Bob Slavin will serve as project manager and co -primary consultant for this assignment. Having conducted more than 750 executive recruitments including the 2005 Fort Collins' City Manager recruitment, Mr. Slavin is among the most experienced local government management recruiters in the country. Mr. Paul Wenbert will serve as co -primary consultant on this assignment. Mr. Wenbert and Mr. Slavin have worked together or many recruitments including the 2010 Aurora, Colorado, City Manager search; the 2009 Columbia, Missouri, Police Chief search; and the 2008 Fort Worth, Texas, Police Chief search. Thank you for the opportunity to submit this proposal, Please contact me at 480-664- 2676 if you have any questions about this proposal. Sincerely, 4aulWenbert Western Regional Manager 7828 E. Red Hawk Circle I Mesa, Arizona 85207 1 Ph: 480.664.2676 I Cell: 480.444.9512 1 pwconsultingLiDcox.net APPENDIX Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief •Appendix Section APPENDIX A - ABOUT PROJECT STAFF Robert E. Slavin, SMC President Mr. Slavin is one of the pioneers in public sector and nonprofit executive recruiting. He is among the best known and respected professional recruiters in the industry. He is a frequent speaker at professional conferences and has written many articles for professional journals concerning governmental management. By special invitation, Mr. Slavin assisted the United States Office of Personnel Management in establishing the Federal Senior Executive Service. Mr. Slavin began his local government career in 1967. His experience includes 12 years working directly for local governments and seven years as a principal consultant with the government search practice of Korn/Ferry International, the largest search firm in the world. He headed the local government search practices for Mercer/Slavin, Incorporated; Mercer, Slavin & Nevins; and Slavin, Nevins and Associates, Inc. Mr. Slavin now heads the executive search practice for Slavin Management Consultants. Clients include state and local governments, nonprofits, and private sector businesses throughout the United States. Mr. Slavin's experience includes search assignments for the 1984 Los Angeles Olympic's Organizing Committee. Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation studies, and assessment centers and human resource systems studies. Prior to being invited to join Korn/Ferry International, Mr. Slavin served as Assistant City Manager/Director of Human Resources for the City of Beverly Hills, California. While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant Personnel Director for the City of San Leandro, California. Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His assignments included recruitment, classification and selection for the County's Health Department, Medical Center, Transportation Agency, Sheriff's Office, Superintendent of Schools, Fire Marshall, Assessor's Office, Library System, and County Recorder's Office. Mr. Slavin received his Bachelor of Science degree in Political Science from the University of Santa Clara and has completed the graduate course work for a Master's degree in Public Administration at California State University at Hayward. Organizations ➢ International City/County Management Association Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief • Page IA-1 ➢ American Society for Public Administration ➢ International Personnel Management Association —Human Relations Commission ➢ Southern California Public Labor Relations Council ➢ Southern California Municipal Assistants Association ➢ Bay Area Salary Survey Committee Paul Wenbert, ICMA-CM, SMC Western Regional Manager Mr. Wenbert has 30 years of professional local government management experience including 24 years of executive level experience with nearly 13 of those as a city manager. Mr. Wenbert joined Slavin Management Consultants in June 2007 as Western Regional Manager. He is headquartered in Mesa, Arizona. Most recently, Mr. Wenbert completed 6.5 years of service as Deputy City Manager for the City of Mesa. His career highlights include 9 years as City Administrator for Newton, Iowa; 3.5 years as Village Manager for Villa Park, Illinois, and 4.5 years as Assistant City Manager for Ames, Iowa. Early in his career Mr. Wenbert served as an administrative intern for Fort Wayne, Indiana, administrative assistant for Marion, Indiana, and administrative intern and administrative assistant for Mesa, Arizona. Mr. Wenbert has a Masters degree in Public Administration from Arizona State University and a Bachelor of Science degree in Public Affairs from Indiana University. He is an ICMA Credentialed Manager and a graduate of the Senior Executive Institute at the University of Virginia. His career highlights include: • Supervised city departments with $470 million budget and 1,100 employees in Mesa, Arizona; • Chaired Keep Maytag In Newton Task Force which facilitated retention of more than 2,000 jobs and addition of 440 jobs and $41 million of investment; • Instituted Productivity Improvement Programs in Newton, Iowa, and Villa Park, Illinois, resulting in over $3 million of savings; • Negotiated revised 28E agreement with twelve local governments for regional landfill operated by City of Newton and involved in many other intergovernmental relations activities in Newton, Villa Park, and Mesa; • Negotiated many collective bargaining agreements and developed and implemented many personnel and wage classification systems; Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief • Page IA - 2 Worked for the City of Mesa during the time period when it was the fastest growing community in the United States and was involved with many growth issues such as infrastructure planning and financing, interstate interchange decisions and allocating resources equitably to newly developed and existing areas of the community; • In all positions enhanced citizen connection to city government through various methods including citizen -based strategic planning, citizen focus groups, regular community attitude surveys, and citizen academies; • In all positions improved staff team -building through city-wide staff development and training and city-wide committee work assignments; • Received ICMA Program Excellence Award for Collaborative Children and Youth Initiatives; • Received Greater Newton Area Chamber of Commerce Key Award for Chairing Keep Maytag In Newton Task Force; and • Received Joe Lukehart Professional Service Award for Advancement of City Management in Iowa. Organizations ➢ ICMA—Past Executive Board Member, Chair of the Endowment Fund Committee, Chair of Employment Agreements Task Force, and Chair of Assistants Steering Committee ➢ Iowa City/County Management Association —President and other offices ➢ Illinois City/County Management Association Metro Managers— Board Member ➢ Newton, Iowa Rotary Club —President and other offices ➢ Arizona City/County Management Association Chair of Committee on Professional Conduct ➢ Arizona Municipal Management Assistants Association —President and other offices Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief • Page IA -3 dune 2008 ABOUT FORT WORTH — Fort Worth, the fastest growing large U.S. city this decade, ABOUT FORT WORTH ............... 1 anchors the west end of the Dallas -Fort Worth Metroplex. With a current population of 696,165, Fort Worth plays a major role in the continued economic development ISTHE CITY GOVERNMENT........... 3 success of the dynamic Dallas -Fort Worth Metroplex whose population totals 5.7 *THE POLICE DEPARTMENT........ 4 ISSUES & OPPORTUNITIES ........ 5 JOB REQUIREMENTS ................. 6 In 2004, Fort Worth received an award from the Partners for Livable Communities as one of America's Most Livable Communities. Fort Worth was honored for its aggressive, forward -thinking actions and modern amenities that make it a prime location to work, live and grow a business. In 2006, Fort Worth was recognized by Morgan Quinto Press as the 9th safest of the 32 U.S. cities with a population of 500,000 or more. million. Fort Worth is a diverse yet cohesive community built upon strong partnerships and cooperation. While proud of its heritage, Fort Worth welcomes the challenge of becoming a city of 1 million people that plays a more significant role in the future development of the Metroplex. One of the clearest examples of Fort Worth's spirit of cooperation can be seen in the evolution of its vibrant, safe and clean downtown. Two private security forces work together with the Fort Worth Police Department to provide a safe and friendly environment for downtown residents and visitors. A substantial amount of new construction coupled with historic preservation activities have made downtown Fort Worth a center for commerce and entertainment. Another way Fort Worth is growing is through the Trinity River Project. In its entirety, this conservation, recreation and economic development project encompasses 88 miles of the Trinity River and its greenbelts and tributaries. The first project to be developed will be the Trinity Uptown project which will transform 800 vacant acres in the heart of the city into a mixed -use residential/commercial project that will also include a lake for recreational purposes. HISTORY Fort Worth was established as a frontier army post in 1849 by Major Ripley Arnold and named for General William Jenkins Worth who distinguished himself in the War with Mexico. The outpost became a stopping place on the famous Old Chisholm Trail and a shipping point for the great herds of Longhorn cattle being driven to northern markets. Progressive City leadership brought the first of nine railroads to Fort Worth in 1876. These railroads along with the West Texas oil boom spurred Fort Worth's early growth. Early on, Fort Worth's economy was a blending of cattle, oil, finance and manufacturing. Since World War II it has become an aerospace, education, high-tech, transportation and industry service center. Prepared by Slavin Management Consultants for The City of Fort Worth, Texas — 6/08 1 B - 1 LOCATION • Fort Worth, seat of Tarrant County, is located in both Tarrant and Denton Counties •in north -central Texas. Fort Worth is located on the Trinity River and is approximately 75 miles south of the Oklahoma state line and 270 miles northwest • of the Gulf of Mexico. Fort Worth is comprised of 332 square miles and is projected to add 10 square miles and 107,000 residents in the next 5 years. A map of Fort Wonh's current land area is shown below. ------------+ Fox_ r,�TH • EDUCATION The Fort Worth Independent School District serves the major portion of Fort Worth. • This I I I -school system operates on the 5-34 plan in which the elementary schools (74) teach grades 1-5; middle schools (24), grades 6-8: and senior high schools (13), grades 9- 12. While Fort Worth is served primarily by the Fort Worth School District, it is also served by 14 other districts. There are also 52 private and parochial schools in the area which provide primary and secondary education. Tarrant County has eight college and university campuses with an enrollment of more than 63,000 students in both undergraduate and graduate programs. Included in these colleges and universities are: Southwestern Baptist Theological Seminary; Tarrant County College, South, Northeast, • Southeast, and Northwest Campuses; Texas Christian University; Texas Wesleyan University; the University of Texas at Arlington; and the University of North Texas Health Science Center. There are twenty-nine other colleges and universities within a • fifty -mile radius with an enrollment of over It 9,000 TRANSPORTATION Air - The Dallas/Fort Worth International Airport (D/FW) is the third busiest airport in the world in terms of operations and ranks sixth in the world based on passengers. D/FW is located approximately 17 miles equidistant from Dallas and Fort Worth. Fort Worth owns Meacham International Airport and Spinks Airport which serve the general aviation needs of the region. The Fort Worth Alliance Airport and Industrial Park, a public - private partnership, has produced $31.3 billion of economic impact for North Texas since 1990. Highway - Three interstate highways (1-20, 1- 30 and I-35), five federal and four state highways provide all-weather routes within Fort Worth and to and from the rest of the nation. Interstate 820. which encircles the city, allows quick access to all parts of the Fort Worth area. Rail - Fort Worth is served by six major railroad systems one of which, Burlington Northem/Santa Fe Railroad, has its corporate headquarters in Fort Worth. AMTRAK rail passenger service is also available. Trucking and Transit - Fort W orth's position as a major southwest distribution center is supported by the presence of 75 regular route motor carriers with over 750 schedules. Local bus transit service is provided by The T, operated by the Fort Worth Transportation Authority. The Trinity Railway Express (TRE) provides commuter rail transit service between Fort Worth and Dallas. Greyhound Trailways Bus Lines furnishes Fort Worth with transcontinental passenger service; intrastate bus service is provided by Transportation Enterprises and Texas Bus Line. UTILITIES Water, sewer and solid waste services are furnished by the City of Fort Worth. Texas Utilities ("TXU") provides electricity and natural gas service to Fort Worth. Basic (local) telephone service is provided by either AT&T or Verizon while long distance service is provided by numerous carriers. HEALTH CARE Medical facilities in Tarrant County offer excellent and convenient care. There are 25 hospitals with approximately 4,000 beds and 300 bassinets; one children's hospital with 208 beds; four government hospitals; 51 private convalescent homes; the Fort Worth Public Health Center; Cancer Clinic; Carter Blood Care and the University of North Texas Health Science Center. Four hospitals offer training for residents and nurses. Prepared by Slavin Management Consultants for The City of Fort Worth, Texas - 6/08 1 B - 2 CULTURE, ARTS and TOURISM The Fort Worth Central Library contains 175,000 square feet on two levels. The street level is the home of the Hazel Harvey Peace Youth Center, the Anion G. Carter Multi -Media Center, the Intel Computer Lab, and a 6,000-plus exhibit gallery. The lower level •features the "Our Place" Teen Center, the Rincon en Espanol or "Spanish Corner," as well as three adult services units, Interlibrary Loan, and the administrative offices. A third unfinished level allows for future expansion. The system maintains 2 regional libraries, 10 40 neighborhood branches and 2 satellite libraries in public housing projects. The City also has interlocal agreements with 6 of the • surrounding suburban communities to share library resources and services. •Fort Worth has a growing tourism industry. Tourist attractions include the Fort Worth Stockyards National Historic District, the Texas Motor Speedway and the Fort Worth Zoo. The Fort Worth Convention Center offers exhibit and meeting space in excess of 185,000 square feet including a 14,000 seat arena. The Nancy Lee and Perry R. Bass Performance Hall, one of the best performing arts venues in the world, is located in Fort Worth. Fort Worth is also known for its many museums including the Fort Worth Museum of Science, the National Cowgirl Museum and Hall of Fame, the Modem Art Museum and Kimbell Arts Museum. THE CITY GOVERNMENT — Fort Worth is a charter city which has operated under the council-manager form of government since 1924. The City's governance is provided by the City Council which consists of a Mayor elected at -large and an 8-member City Council elected from districts. The City Council selects a professional city manager who is responsible for administering and coordinating municipal operations and programs. The City Council also appoints the City Secretary, City Attorney, City Auditor, Municipal Court Judges and board and commission members. Fort Worth has 6,563 employees and a budget of $1.17 billion. The City government prides itself on effective and efficient business -like functioning with a high regard for the role of professionalism in city government. The City is often recognized for its excellence having won 45 awards alone within the last year. Overall, employee relations are considered by the City to be good. MANAGEMENT SERVICES ASSISTANT CITY MANAGER Karen Montgomery )CFO) ]Budget&Management • Services Finance :]Hurran Resources DIT Solutions ZIMunicipal Courts FORT WORTH CITY ORGANIZATIONAL CHART FORT WORTH CITY MANAGER Dale A. Fssler. P.E. AS SI STANT TO THE CITY MANAGER AS SI STANT TO THE CITY MANAGER Patsy Co: Shirley Little PUBLIC SAFETY 8 HOUSING ECOMOMIC 3COMMUNI�'FIRSTASSISTANT INFRASTRUCTURE SERVICESDEVELOPMENT EIGHBORWOOD SERVICES SSI STANT CITY MANAGER F CITY MANAGER ASSISTANT CITY MANAGER A55157ANT CITY MIANAGER Charles Daniels Jce Paniagw Fernando Costa Tom Hi in. gF DIRECTOR TRINITY RI VER V I SI ON Randle Harwood ]Code Compliance ]Commurih,Relabons ]Environmental Management )Library ZlParks & Community Services 7EquipmentServices ]Fire ]Housing ]Police 7PublicHealth REGIONAL TRANSPORTATION COORDINATOR Cinde Gilliland DEPARTMENTS '—DEPARIMEN Ib ]Engineering ]Aviation ]Planning&Development ]Economic&Comm unity Services Development 7TP,ti ZIMPN13E Functions ZlWater and Sewer ]Public Events Prepared by Slavin Management Consultants for The City of Fort Worth, Texas — 6/08 1 B - 3 • THE POLICE DEPARTMENT —The Police Chief reports to the Public Safety & Housing First Assistant City Manager, Joe Paniagua. Mr. Paniagua is responsible for the following departments: Police; Fire; Public Health; Housing and Equipment Services. The following is a basic summary of facts regarding the Police Department. • 1539 sworn officers and 432 civilian employees; • $207.4 million budget; • • Crime Control Prevention District (CCPD) 1/2 cent sales tax authorized by the voters in 1995 is part of Police Department budget; • Patrol is divided into 10 districts each with a station in addition to several storefront stations; and • Only two Police Chiefs in last 23 years. The Department has been using the Compstat management and accountability system for the past five years. The Department has a cohesive management team and good teamwork and morale throughout the Department. FORT WORTH POLICE DEPARTMENT • FORT WORT CHIEF OF POLICE • Hi(n om+nny :... n,nP.s mmu,l�:,u:m�nlin wJnvanLee q:, oust • NONTHrNT:ll' ITF:ID SOCTHIL"I YWILD f:PICTAL SM"M • OWRATIORS BLNIRAII OPRRAnO . 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E".kt£'.NRiU1.Nll:'J YelINR4ni Po41gIDNrM.. Dit'WION Ov:tM LwV� t4vbn ��1 • SC4AM AIA AlrygRi DISTSIOR YKAT QC'ItOP LNESRGATNE 9£CTOR Rel•Ssh�iNMgDWM'I • SRAIRIM: DISTRIOR ADTOTNOTQrnDP 1YWr•O,m Tolrnl QA.TaR nNpINIwInRpDrma DnTaoR :.nnn.am Amu tsel one • WM ED.ZDOITRwnORS Ami.Tirl!'I,N GAPGQRIJ:1 rsa �...a,�em on. mY1moP IPtrQtl[MTIYA RIrnoA LL]IOR VtV1IV Prlpp.vlme PoFrQOMrM9 pRMIM ¢CimP TAAITIC DR'IYOP REQAi DIVC WP • R.yren.nmalaNnRDMRnI DlnDnrt COWMAADGt nets. QcrtoP • IPVRRnCJ.TTT. arnoP • • an y . • � J• Ti r Prepared by Slavin Management Consultants for Tne City of Fort Wo; t, L Aas — 61 I B - 4 ADMRBSTBA7IDI SIR�TCI OPCRATIOISAL SVPPOQ•i ��YA4�TIv'I YIA�TCL: BUREAU BLH18AL1 BIIIV.Ait COMMUNITY POLICING The Fort Worth Police Department has an unparalleled commitment to community policing. The following is a summary of the current community •policing programs in place. • NPO--each of the Department's 81 beats has a Neighborhood Policing Officer (NPO). The NPO provides each neighborhood with • its own police officer and has been a tremendous source of two-way • communication between the Department and the general public. • MAC and CAPA--the Department has established a unique alliance with the religious community through the Ministers Against Crime • (MAC) and the Clergy and Police Alliance (CAPA). • Citizens on Patrol --there are currently 1400 active members of this program who must first complete a citizen academy training program. School Liaison Program --officers are assigned to all middle and high schools. Various other programs include Crime Stoppers, the Community Emergency Response Team staffed by volunteers, after -school program, victims assistance program and a sex offender notification program. Part I Crimes, Per 100,000 Population. 1991-2006 • _c oa: 12 Do' maa, s i. occ • a �o�_ FTT • ;J JJ it it Ll'f The Police Department enjoys widespread community support in large part due to the many collaborative partnerships initiated by the Police Department over the last 20 years. These partnerships have leveraged additional resources that have contributed to a 65 percent reduction in Part 1 crimes per capita from 1991- 2006. STRATEGIC PLAN The Police Department has recently completed a comprehensive strategic plan whose vision is to make Fort Worth the safest major city in the United States. ISSUES AND OPPORTUNITIES - The following is a summary of the issues and opportunities that face VISION: "One of the top ten safest large cities in the country with a continually receding crime rate and a citywide sense of safety — featuring: a premier public safety organization in technology utilization; an inclusive, responsive, exemplary communications system; a continuous, top -rated, professional education and training system; an effective marketing system and modern functionally -effective facilities." Fort Worth's next Police Chief. • Complete the Department's first labor contract that is MISSION: required as a result of a voter referendum that approved a "The Fort Worth Police Department provides quality "meet and confer" arrangement for sworn Police personnel. service in partnership with the community to create The Department is presently negotiating this contract with the a safe environment for all. Police Officers Association (POA). • In conjunction with the Fire Department, develop a plan to replace the Police/Fire Training Facility that will be demolished as a result of the Trinity River Project. • Upgrade the Department's technology -- particularly the capability of the mobile dispatch units in Police cars. • Sustain and evolve the Department's many community policing and crime prevention programs. • Respond to the rapid growth that Fort Worth continues to experience by providing effective Police services to all areas of the community. This is especially a challenge in the recently annexed areas in the northern part of the community where current response times are less than desired. • Assist in implementing the Homelessness Task Force report that consists of a 10-year plan for addressing homelessness. (Note: this report has not yet been approved and is scheduled to be addressed by the City Council in late June.) • The Crime Control Prevention District (CCPD) 1/2 cent sales tax is subject to reauthorization by the voters every 5 years with the next vote occuring in 2010. Prepared by Slavin Management Consultants for The City of Fort Worth, Texas - 6/08 1 B - 5 • • FORTWORTH • • • • JOB REQUIREMENTS- Experience and Training Guidelines • Any combination of experience that would likely provide the required knowledge is qualifying. A typical way to obtain the knowledge and abilities would be: • • Experience - 8 years of increasingly responsible experience in municipal police work including 4 years of management and supervisory experience (at a level no less than two ranks below the Police Chief) gained in a community with a population of at least 200,000. Strongly prefer experience with a police department serving a diverse community comparable to Fort Worth. Must be technically current and meet State law enforcement certification requirements. Education - Bachelor's degree from an accredited college or university with major course work in police science, criminal justice, public administration or closely related field. Masters degree in related field is preferred. • Desired Professional and Personal Attributes • • Outstanding relationship skills to be able to collaborate effectively with all stakeholders; • Ability to leverage outside resources to support improvements to Department operations; •' • Substantial experience initiating and overseeing community policing and crime prevention -�- programs and the productive use of volunteers; • • Ability to promote diversity within the Department and to work with a diverse community; 1 • Collaborative team -player with ability to maintain and improve strong rapport and trust within the Police Department and between the Department and the community; • • Excellent public relations skills with the ability to sustain the current transparency of the Police Department • to the community; • • Strategic, innovative thinker with good financial management skills; • Strong intergovernmental relations skills with ability to work with Tarrant County Sheriff's Office and other • police departments in County to jointly address crime issues; • Experience working with police unions; • • Experience in rapidly growing communities; • Ability to have a high profile and high degree of visibility in the community; • • Outstanding communication skills and ability to communicate police issues in layperson language-, and • Ability to advocate for Department and hold employees accountable. • Compensation The beginning salary will be highly competitive and is open and negotiable depending on qualifications. A full array of excellent benefits is provided which includes a vehicle allowance. Reasonable and customary moving expenses will be provided. To Apply: Resumes will be accepted for this position until the position is filled. Please submit your resume, cover letter and current salary as soon as possible to: Robert E. Slavin, President Phone: (770) 449-4656 SLAVIN MANAGEMENT CONSULTANTS Fax: (770) 416-0848 3040 Holcomb Bridge Road, Suite A-1 E-mail: slavin@bellsouth.net 0SILAVINGEMENNIr Norcross, Georgia 30071 On the web at: slavinweb.com C ON S l' I. FA N T S Prepared by Slavin Management Consultants for The City of Fort Worth, Texas — 6/08 1 B - 6 TABLE OF CONTENTS Response to Question # 1—Service Model ....................................................... Response to Question #2—Costs and Fees ...................................................... Response to Question #3 (a)-(c)—SMC Staff Assigned to Project ................ Response to Question #3 (d)—References...................................................... Response to Question #4—Prompt Service ...................................................... Response to Question #5—Candidate Development .................................... Response to Question #6—Targeted Search .................................................. Response to Question #7—Assessing Client Needs/Selecting Candidates. Response to Question #8—Candidate Background Investigations ............ Response to Question #9—Public Involvement .............................................. Response to Question #10—Public Communication ..................................... Response to Question # 1 1—City Staff Involvement ....................................... Response to Question #12—ProlecI I mellne....................................................... Response to Question # 13—Guarantees............................................................. APPENDIX AboutProject Staff.............................................................................. Sample Recruitment Profile................................................................ ................. 1 --------- ...... 3 f: f1 15 16 16 A-1 B-1 Slavin Management Consultants -Proposal to Recruit Fort Collins Police Chief -Table of Contents 1. Service Model (Recruiter Managed, Parallel, Ala Carte) evaluation. a. Provide pros and cons for each approach as they relate to the recruitment and selection of the Chief of Police. Response to #1 (a) Recruiter Managed —the advantages of this model include: • Potential candidates are generally more comfortable talking to a recruiting firm about the position while they are still evaluating whether to apply compared to talking directly to their potential future employer. Also, depending on state laws, candidates' confidentiality can be more assured if applications are submitted to a recruiter than to the City. • Potential candidates often rely on the advice and counsel of recruiting firms about whether they are a good fit for the position. Recruiting firms are generally viewed by candidates as having more objectivity and credibility because of their national search experience and because they are not an employee of the City. • The above factors will generally result in a recruiter being able to attract a larger pool of qualified candidates than if the search is conducted by the City.l Recruiter Managed —the disadvantages of this model include: • The City will have a greater dollar outlay if it uses a recruiting firm versus conducting the recruitment in-house. However utilizing a recruiter makes more time available for City staff to work on other high priority matters. • Whenever the City contracts with a vendor, coordination issues can arise. It is important that the City and the vendor establish a strong partnership at the beginning of the process and communicate well with each other throughout the process. Parallel —the advantages of this model include: Potential candidates have the option of discussing and applying for the position with either the City or the executive recruiting firm which could result in more applications than in a recruiter managed search. Parallel —the disadvantages of this model include: Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page I 1 This model will result in a great deal of duplication and extra cost to the City and potential confusion among applicants as most recruitments have only one point of contact. Ala Carte —the advantages of this model include: . The City will have a lower dollar outlay since the recruiting firm will not be providing all of the services that are included in the Recruiter Managed model. However there is an 'opportunity cost" to the City as staff will have to allocate time to the services that will not be provided by the recruiter. • City staff are more engaged in the search than with the Recruiter Managed model and potentially may take more ownership in the search. Ala Carte —the disadvantages of this model include: SMC recently conducted an Ala Carte search and found that some of the candidates were confused about the process because there was not one point of contact. Ultimately several strong candidates withdrew partly because of some inconsistencies between the client and SMC regarding the selection criteria for the position. b. Provide a recommendation on which process should be used. Response to #1 (b) SMC believes that the Recruiter Managed model will yield the best outcome for the City. SMC understands the importance of coordinating its services closely with the City so that both are on the "same page." City staff can allocate its time to higher priority matters while SMC handles the details involved in conducting a search. c. Provide a proposed timeline for the process you recommend. Response to #1 (c) The search process normally takes 90 days to complete from the date that the contract with SMC is approved and typically follows the schedule on page 3. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 1 2 PROJECT SCHEDULE DAYS 1.30 30-45 45-60 60-90 90.360 STEPS 1. Develop recruitment profile and advertising program for client approval 2. Identify qualified candidates and receive and review resumes 3. Screen & evaluate prospective candidates/prepare progress report and meet with client 4. Background investigations and site visits on finalists 5. Interview and evaluate finalists 6. Assist in selection and facilitate employment 7. Follow-up 2. Provide a breakdown of estimated costs and fees Response to # 2 The project cost is $15,000 of professional fees plus expenses. The table on page 4 shows the level of involvement by project step and cost. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 13 PROFESSIONAL FEES PROJECT COSTS ASSIGNED HOURS (Approximate) STEPS Project Consultant RATE (Hr) FEES Manager 1. Project planning/develop recruitment 30 $75 $2,250 profile/prepare and place advertising 5 $40 $200 2. Identify and recruit candidates / 34 $75 $2,550 36 $40 $1,440 acknowledge resumes 3. Phone interviews with potential semi- 20 $75 $1,500 12 $40 $480 finalists/prepare progress report 4.Meet with client to review progress report and 4 $75 $300 select finalists 5. Schedule finalists interviews / assist client with 8 $75 $600 designing interview process 6. Finalists background investigation (includes 38 $75 $2,850 on -site consultant interviews with finalist 37 $40 $1,480 candidates) 7. Finalists interviews/assist in employee selection 14 $75 $1,050 8. Negotiate employment agreement 4 $75 $300 9. Follow-up 4 No Charge $0 TOTAL HOURS 156 91 TOTAL COST $15,00o Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 14 EXPENSES Consultant Travel: The client pays direct costs for all necessary consultant travel using lowest available air rates, corporate hotel rates at moderately priced properties (Holiday Inn or equivalent), rental cars using the corporate discount, and normal meals. The client controls these costs in the following ways: 1) the client pre -approves all work plans including all consultant and candidate travel; and 2) when appropriate, the consultant will work on more than one search when traveling and will therefore allocate costs to multiple clients. office Costs: telephone ($350 flat fee, billed in two installments), fax, postage, copier, and delivery costs. Advertising: typically approximately $2,500. The client controls these costs because the advertising program will be approved by the client prior to implementation. Expenses for the executive search project described in this proposal will not exceed 55 percent of the professional fee ($8,250). The cost for finalists to travel to the client's locale for interviews is not included in the cost of this proposal. Such costs are typically paid by the client on a reimbursement basis directly to the candidates and controlled through the client's prior approval of the finalists. These costs vary depending on candidate location, spousal involvement, and the length of the interview process. For budgeting purposes, an average cost of between $450-650 per candidate would be appropriate. Typically five candidates are interviewed. Should the client's needs result in an increased project scope that significantly increases consultant travel and/or advertising costs, it may be necessary to increase the expense budget for the project which would require City approval. Regarding travel expenses, SMC's project budget includes a total of 3 trips to Fort Collins for 2 consultants. If the City requires SMC to make additional trips to Fort Collins that result in SMC's total project expenses exceeding $8,250, then the City will reimburse SMC for these out-of-pocket travel expenses. a. How are expenses of the search included in your proposal? Response to #2 (a) Please see response to question #2. b. What expenses will be charged to the City separate from any basic fee? Response to #2 (b) r Please see response to question #2. Slavin Management Consultants • Proposal to Recruit Fort Collins Police Chief -Page 15 a • • c. Is there a maximum cost? Response to #2 (c) Yes. The maximum cost including professional fees and SMC expenses is not -to -exceed $23,250 subject to the aforementioned caveats. 3. Who will be the primary contact for this search? Response to #3 Mr. Bob Slavin will be the project manager and co -primary consultant for this search. a. Secondary contacts? Response to #3 (a) Mr. Paul Wenbert will also serve as co -primary consultant for this search. Mr. Slavin and Mr. Wenbert have successfully conducted numerous searches using this approach including the Fort Worth, Texas, and Columbia, Missouri, Police Chief searches. b. What are the qualifications and backgrounds of each of these individuals? Response to #3 (b) SMC President Bob Slavin is among the most experienced recruiters of local government managers in the nation. He has a strong and proven commitment to providing exceptional recruitment services to public agencies and has received many accolades supporting this work. Mr. Slovin has conducted or assisted in the conduct of more than 750 successful executive searches throughout his career including the 2005 Fort Collins City Manager search. After a 30-year career in city management, Mr. Wenbert joined SMC in 2007 as its Western Regional Manager and has conducted 18 searches for cities as small as Wyoming, Ohio, (8,400 population) to as large as Fort Worth, Texas, (695,000 population). During his city management career, Mr. Wenbert was responsible for supervision of a $470 million budget and 1,100 employees as Deputy City Manager for the City of Mesa, Arizona. Mr. Wenbert spent 13 years of his career as a City Manager. Earlier in his career he served as Assistant City Manager for a university community (Ames, Iowa — Iowa State University) where he developed a good understanding of how university communities function. Finally, Mr. Wenbert has an extensive nationwide professional network based on his 25 years of involvement in the International City/County Slavin Management Consultants • Proposal to Recruit fort Collins Police Chief -Page 16