HomeMy WebLinkAboutRESPONSE - RFP - 7553 EXECUTIVE SEARCH SERVICES - DEPUTY CITY MANAGERResponse to Request for Proposal No. 7553
RE: Executive Search Services—Deputy City Manager
Prepared by Paul Wenbert, Western Regional Manager,
Slavin Management Consultants, September 22, 2013
7828 E. Red Hawk Circle, Mesa, Arizona 85207
480-664-2676
pwconsulting@cox.net
www.slavinweb.com
September 22, 2013
Purchasing Division
City of Fort Collins
Sent via e-mail to: purchasing@fcgov.com
Dear Sir or Madam:
Slavin Management Consultants is pleased to submit this proposal to conduct the
executive search for Fort Collins’ next Deputy City Manager for $14,985 plus expenses.
Slavin Management Consultants (SMC) operates a national practice from its home
office near Atlanta, Georgia, and also has consultants in Oregon, Montana, 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 800 executive recruitments including Fort
Collins’ City Manager and Police Chief searches, 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 2011 Fort
Collins Police Chief search; 2012 Longmont, Colorado, City Manager search; and 2010
Aurora, Colorado, City Manager 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,
Paul Wenbert
Western Regional Manager
Slavin Management Consultants •Proposal to Recruit Fort Collins Deputy City Manager •Table of Contents
TABLE OF CONTENTS
Response to Question #1 (a)-(b)—Work Plan and Timeline ................................................... 1
Response to Question #2 (a)-(c)—Costs and Fees ................................................................. 5
Response to Question #3 (a)-(b)—SMC Staff Assigned to Project ........................................ 7
Response to Question #4 (a)-(b)—Project Manager’s Experience ...................................... 8
Response to Question #5—Candidate Data Base Development ........................................ 9
Response to Question #6—Assessing Client Needs/Selecting Candidates ......................... 9
Response to Question #7—Marketing to Candidates .......................................................... 10
Response to Question #8—Candidate Compatibility .......................................................... 10
Response to Question #9—Background Investigations ........................................................ 10
Response to Question #10—City Staff Involvement .............................................................. 11
Response to Question #11—Prompt Service .......................................................................... 11
Response to Question #12—Guarantees ............................................................................... 11
References ............................................................................................................................... 12
APPENDIX
About Project Staff .................................................................................................................... A-1
Sample Recruitment Profile ...................................................................................................... B-1
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 1
1. What process do you recommend be used in conducting this type of search?
SMC will use a proven and comprehensive seven-step work plan to complete this
project as follows:
1. Develop recruitment profile;
2. Recruit qualified candidates;
3. Submit written progress report on semi-finalists to client;
4. Conduct background investigations/site visits on finalists;
5. Assist client in interview and selection process;
6. Facilitate employment of selected candidate; and
7. Conduct follow-up with client after candidate has been employed.
a. What are the key steps?
Response to #1 (a)
1. Develop recruitment profile
SMC will meet with the City Manager and other staff to learn about the City's needs
and culture. Also, SMC will provide options for additional external and internal
stakeholder involvement. Finally, SMC would appreciate receiving a guided tour of the
community. These meetings and tour as well as independent research conducted by
SMC about the community and position will help SMC determine the unique challenges
to be managed by Fort Collins’ next Deputy City Manager. This will allow SMC to
accurately describe the desired professional and personal attributes top candidates
should possess.
Once SMC has gained sufficient information, it will prepare a draft recruitment profile
and review it with the City Manager to obtain their approval. The profile will include
information about the Fort Collins community, City government, issues and opportunities
to be managed by the next Deputy City Manager, and the job requirements and
selection criteria.
2. Recruit qualified candidates
SMC will utilize the following resources to conduct a national recruitment for qualified
candidates that meet the job specifications and selection criteria for the position:
• SMC’s database of candidates;
• SMC’s professional local government management network;
• Advertisements in national professional print publications and websites and
regional publications as appropriate; and
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 2
• Sending the recruitment profile to persons who have the requisite experience for
the position.
3. Submit written progress report on semi-finalists
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 and job
requirements 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 and job requirements 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 client, the client will select the finalists to interview using SMC’s candidate
ranking forms if desired. Typically five finalists are interviewed.
4. Conduct background investigations/site visits on finalists
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 Deputy City Manager •Page | 3
• driving records; and
• college degrees.
At the client’s option, SMC can arrange for assessment centers and/or psychological
(or similar) testing of the candidates. These optional items will result in additional cost to
the client.
The City’s RFP requests reference checks on the top 15-20 candidates. SMC typically
only conducts reference checks on the finalist candidates. Generally SMC does not
believe conducting reference checks on 15-20 candidates is cost-effective. However
this matter is negotiable.
SMC will provide a report to the client about these background checks and site visits.
5. Assist client in interview and selection process
SMC will assist the client in developing the interview process based on SMC’s
knowledge of best practices and will provide a list of interview questions for the client’s
consideration. SMC will contact the finalists to inform them of interview schedules and
other logistical details, and SMC will be present during the interviews. Finally, SMC will
notify all unsuccessful candidates of the final decision reached.
6. Facilitate employment of selected candidate
SMC will provide information about trends in employment, employment agreements,
and relocation expenses to the client. SMC will also facilitate negotiation of the
selected candidate’s compensation package.
7. Conduct follow-up with client after candidate has been employed
SMC will follow-up with the City Manager and Deputy City Manager six and twelve
months after the selected candidate has been employed to evaluate the success of
the placement. SMC will assist in any adjustments that may be necessary.
b. Provide a proposed timeline for the process.
Response to #1 (b)
The search process normally takes 90 days to complete and typically follows the
schedule on page 4.
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PROJECT SCHEDULE
DAYS
STEPS 1-30 30-45 45-60 60-90 90-360
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
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2. Provide a breakdown of estimated costs and fees for tasks 1-8 above.
PROFESSIONAL FEES
The project cost is $14,985 of professional fees plus expenses. The following table shows
the level of involvement by project step and cost.
PROJECT COSTS
STEPS
ASSIGNED HOURS
(Approximate)
Project
Manager
Consultant RATE (Hr) FEES
1. Project planning/develop recruitment
profile/prepare and place advertising
30 $85 $2,550
5 $40 $200
2. Identify and recruit candidates /
acknowledge resumes
30 $85 $2,550
28 $40 $1,120
3. Phone interviews with potential semi-
finalists/prepare progress report
20 $85 $1,700
10 $40 $400
4.Meet with client to review progress report and
select finalists
4 $85 $340
5. Schedule finalists interviews / assist client with
designing interview process
8 $85 $680
6. Finalists background investigation (includes
SMC on-site visits with finalist candidates)
33 $85 $2,805
32 $40 $1,280
7. Finalists interviews/assist in employee selection 12 $85 $1,020
8. Negotiate employment agreement 4 $85 $340
9. Follow-up 4
No
Charge
$0
TOTAL HOURS 145 76
TOTAL COST $14,985
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a. How are the expenses of the search included in your proposal?
Response to 2 (a)
Expenses for this executive search will be billed on an actual cost basis and will not
exceed 55 percent of the professional fee ($8,242). Additional detail about these
expenses is shown below.
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.
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 client approval. Regarding travel expenses,
SMC’s project budget includes a total of 3 trips to the client’s locale for 2 consultants. If
the client requires SMC to make additional trips to its locale that result in SMC’s total
project expenses exceeding $8,242, then the client will reimburse SMC for these out-of-
pocket travel expenses. The client’s liability to Slavin Management Consultants for
services rendered under this agreement will not exceed the agreed upon price unless
an increase is authorized by the client in writing.
SMC will submit monthly invoices for fees and expenses. It is SMC’s practice to bill 30
percent at the start of the search, 30 percent at the end of thirty days, 30 percent at
the end of sixty days, and the remaining 10 percent shortly after the time that the
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 7
candidate accepts the position. Expenses will be billed in addition and shown as a
separate figure. Each invoice will be payable upon receipt.
SMC will comply with all applicable laws, rules, and regulations of federal, state, and
local government entities. SMC’s liability, if any, will not be greater than the amount
paid to SMC for the services rendered.
b. What expenses will be charged to the City separate from any basic fee?
Response to #2 (b)
Please see response to question #2 (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
$23,227 subject to the aforementioned caveats. If SMC is selected for both the Utilities
Executive Director and Deputy City Manager searches and the searches are
conducted and scheduled simultaneously, SMC’s professional fee for each search will
be reduced by $750 and cost not-to-exceed expenses for each search will be reduced
by $412.
3. Who will be the primary contact for this search?
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 2011 Fort Collins Police Chief search; 2012 Longmont, Colorado, City
Manager search; and 2010 Aurora, Colorado, City Manager search.
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. Slavin has conducted or assisted in the conduct of
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 8
more than 800 successful executive searches throughout his career including searches
for Fort Collins’ City Manager and Police Chief.
After a 30-year career in city management, Mr. Wenbert joined SMC in 2007 as its
Western Regional Manager and has conducted or assisted in the conduct of nearly 40
searches for cities as small as Carlisle, Iowa (3,900 population) to as large as Phoenix,
Arizona (1.5 million population). Earlier in his career he served as Assistant City Manager
for Operations for a university community (Ames, Iowa—Iowa State University) where he
developed a good understanding of how university communities function. 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; Eugene, Oregon; Hartford, Connecticut; Helena, Montana; Key West,
Florida; and Mesa, Arizona.
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
#12) of redoing the search due to the candidate leaving during the first 2 years
of the new position has occurred only twice out of more than 800 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.
4. Describe the experience of the primary contact person in the recruitment.
Please see the response to item 3 (b) above.
a. How many searches has this individual conducted for Deputy City Manager
positions?
Response to # 4 (a)
Mr. Slavin has conducted approximately 35 searches for Deputy City or County
Managers.
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 9
b. List representative cities for which this service has been provided.
Response to # 4 (b)
Jurisdictions where SMC has conducted searches for Deputy City or County Managers
include:
• Albany, Georgia;
• Broward County, Florida;
• Fulton County, Georgia;
• Greensboro, North Carolina;
• Lake County, Illinois;
• Miami, Florida;
• Olathe, Kansas;
• Peoria County, Illinois;
• Richmond, Virginia;
• Rockville, Maryland; and
• West Palm Beach, Florida.
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 Deputy City Manager candidates
through 30+ years of local government 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. 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 #6
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 major City facilities. These meetings and tour will help SMC
determine the unique challenges to be managed by Fort Collins’ next Deputy City
Manager. This will allow SMC to accurately describe in the recruitment profile the
desired professional and personal attributes that top candidates should possess.
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 10
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 Deputy City Manager, 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 who have the requisite experience for the position
including but not limited to those in the Mountain Plains region and those who have
worked in communities with major universities.
7. Describe how you will market the unique characteristics of the City of Fort Collins to
potential candidates. How will this differ from other positions you have/are recruiting
for?
Response to #7
Please see the response to question #6. In addition SMC will rely on its knowledge of
the City of Fort Collins obtained from its prior searches for the Fort Collins City Manager
and Police Chief.
8. Explain how you will conduct your search to ensure a candidate will be compatible
with the specific needs of the City of Fort Collins and Northern Colorado region?
Response to #8
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 U.S. regions. This is
done through advertising the job in state or regional publications, targeted e-mails
including the recruitment profile, and phone calls to persons in the region who have the
requisite experience for the position. Please see the answers to questions #6 and #7 for
additional information 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.
9. What procedures does your firm utilize in investigating the background of
candidates?
Response to #9
Please see item #4 on page 2 of this proposal for this response.
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 11
10. What role do you see the City Manager’s Office or Human Resources personnel
playing in this process?
Response to #10
Typically Human Resources or the City Manager’s Office 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, City staff can coordinate placement of job
advertisements and City review and approval of the recruitment profile.
11. How many other executive searches is the primary contact currently involved in?
How will you ensure that the City receives prompt and timely attention throughout
this process?
Response to #11
Mr. Slavin is currently involved in ten executive searches many of which are scheduled
to be completed prior to beginning this search for Fort Collins. Also, please note that
Mr. Wenbert will responsible for a substantial share of the workload for the Fort Collins
search as co-primary consultant, and he is only involved in two searches at this time.
Mr. Slavin and Mr. Wenbert have the time required to conduct this search as outlined
herein.
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.
12. Explain any guarantees of services provided and related time periods.
Response to #12
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 Deputy City Manager •Page | 12
References
1. 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
City Manager Search, 65,000 population, 2010
2. Mr. Barry Burton
County Administrator
Lake County
18 N. County Street
Waukegan, Illinois 60085-4350
847-377-2228 (phone)
847-360-6732 (fax)
bburton@co.lake.il.us
Assistant County Administrator Searches, 703,000 population, 2011 and 2005
3. Mr. Bobby King
Chief Human Resources Officer
City of Longmont
Civic Center Complex
350 Kimbark Street
Longmont, Colorado 80501
303-651-8605
bobby.king@ci.longmont.co.us
City Manager Search, 87,000 population, 2012
4. Mr. Kin Shuman (former Aurora, Colorado, Human Resources Director)
Director of Human Resources
Elizabeth C-1 School District
303-646-1832
kshuman@esdk12.org
City Manager Search, 314,000 population, 2010
5. Mayor Nancy Sharpe
City of Greenwood Village
City Hall
6060 South Quebec Street
Greenwood Village, Colorado 80111
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 13
303-486-5741 (phone)
City Manager Search, 11,000 population, 2006
6. 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@gocolumbiamo.com
Columbia, Missouri, Police Chief search, 100,000 population, 2009
7. Mayor Joe Adame
City of Corpus Christi
P.O. Box 9277
Corpus Christi, Texas 78469-9277
361-826-3100 (phone)
joea@cctexas.com
City Manager search, 285,000 population, 2011
8. Mayor Bill Bunten
City of Topeka
City Hall
215 SE 7th Street
Topeka, Kansas 66603
785-368-3895 (phone)
785-368-3909 (fax)
bbunten@topeka.org
City Manager search, 124,000 population, 2006
9. Mr. Robert Layton, former Urbandale, Iowa, City Manager
City Manager
City of Wichita, Kansas
City Hall
455 N. Main
Wichita, Kansas 67202
316-268-4351 (phone)
316-268-4286 (fax)
rlayton@wichita.gov
Professional reference for Paul Wenbert and Bob Slavin plus Wichita City Manager
Search, 360,000 population, 2008
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Page | 14
10. Mr. John Kross
Town Manager
Town of Queen Creek
22350 South Ellsworth Road
Queen Creek, Arizona 85242
480-358-3900
john.kross@queencreek.org
Development Services Director Search, 26,000 population, 2012
11. Mr. Mark Boynton, SPHR
Human Resources Analyst
Town of Gilbert
50 E. Civic Center Drive
Gilbert, Arizona 85296
480-503-6823
mark.boynton@gilbertaz.gov
Parks and Recreation Director Search, 210,000 population, 2013; Water Manager
Search, 2013; and Public Works Director Search, 2012
12. Mr. Bruce Bender
Chief Administrative Officer
City of Missoula
435 Ryman
Missoula, Montana 59802
406-552-6001 (phone)
406-327-2102 (fax)
bbender@ci.missoula.mt.us
Development Services Director Search, 67,000 population, 2013 and Central Services
Director Search, 2013
13. Mayor Joe Adame
City of Corpus Christi
P.O. Box 9277
Corpus Christi, Texas 78469-9277
361-826-3100 (phone)
joea@cctexas.com
City Manager search, 285,000 population, 2011
Slavin Management Consultants • Proposal to Recruit Fort Collins Deputy City Manager •Appendix Section
APPENDIX
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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
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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 Deputy City Manager • Page |A - 3
• 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
Prepared by Slavin Management Consultants for The City of Fort Worth, Texas – 6/08 |B - 1
June 2008
ABOUT FORT WORTH ............... 1
THE CITY GOVERNMENT ........... 3
THE POLICE DEPARTMENT ........ 4
ISSUES & OPPORTUNITIES ........ 5
JOB REQUIREMENTS ................. 6
City of Fort Worth, Texas
Invites Qualified Candidates to Apply for
POLICE CHIEF
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.
ABOUT FORT WORTH – Fort Worth, the fastest growing large U.S. city this decade,
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
success of the dynamic Dallas-Fort Worth Metroplex whose population totals 5.7
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
Prepared by Slavin Management Consultants for The City of Fort Worth, Texas – 6/08 |B - 2
EDUCATION
The Fort Worth Independent School District serves the major portion of Fort Worth.
This 111-school system operates on the 5-3-4 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 119,000.
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 Worth's current
land area is shown below.
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 (I-20, I-
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
Northern/Santa Fe Railroad, has its corporate
headquarters in Fort Worth. AMTRAK rail
passenger service is also available.
Trucking and Transit – Fort Worth’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;
Prepared by Slavin Management Consultants for The City of Fort Worth, Texas – 6/08 |B - 3
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 Amon 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
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 Modern 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.
FORT WORTH CITY ORGANIZATIONAL CHART
Prepared by Slavin Management Consultants for The City of Fort Worth, Texas – 6/08 |B - 4
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.
Prepared by Slavin Management Consultants for The City of Fort Worth, Texas – 6/08 |B - 5
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.
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."
MISSION:
“The Fort Worth Police Department provides quality
service in partnership with the community to create
a safe environment for all.”
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.
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
Fort Worth's next Police Chief.
• Complete the Department's first labor contract that is
required as a result of a voter referendum that approved a
"meet and confer" arrangement for sworn Police personnel.
The Department is presently negotiating this contract with the
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 |B - 6
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;
• 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
Norcross, Georgia 30071 On the web at: slavinweb.com
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.
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.