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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 2.
For Meeting of. October 30, 2015
City Manager recruitment process
Cally Price, Assistant to the City Manager
f
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City Manager
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D aRaa" lhi rrern�s 10/23/2015 Cbmar Memo o
MEMORANDUM
To: Honorable Mayor and members of the Yakima City Council
From: Cally Price, Assistant to the City Manager
Date: October 23, 2015
RE: City Manager recruitment process (Updated)
Recruiting and selecting a City Manager is one of the most important responsibilities of
a City Council. It requires careful planning, astute evaluation of candidates, and a clear
understanding of what the City Council and community are looking for in a new City
Manager. Key steps in a successful recruitment and selection process include:
1. Develop a well - organized recruitment and selection process
a. Create a joint City Manager Recruitment Committee consisting of reelected
members and new City Council members immediately after the November 3
election. Under Washington State law, where a committee is created by the
City Council, the members of the committee are designated by the City
Council, and the committee is given a specific task or topic to consider and
discuss, this will be considered to be a committee acting on behalf of the City
Council. As such, the meetings of the committee will be subject to the Open
Public Meetings Act.
b. Decide whether to use the City's Human Resources Department or outside
executive recruitment firm to conduct the City Manager search.
c. If an outside executive recruitment firm option is selected, assume about 45
days to identify and solicit firms (sample list attached), interview firms and
select a firm. The typical cost for the recruitment process ranges between
$20,000 and $30,000 and includes travel expenses. If an executive
recruitment firm is selected, it normally takes approximately 90 days to
complete the recruitment process. Most firms will conduct free replacement
searches if the selected candidate leaves or is terminated within two years of
their selection.
d. Define what criteria the City Council, staff, and community are looking for in a
city manager in terms of skills, abilities, experience, values, etc.
e. Prepare a profile of Yakima, strategic issues, challenges, opportunities,
compensation and key recruitment timeline. Place profile on leading City
Manager recruitment sites.
Confidentiality is an important consideration in any recruitment. Applicants
are concerned about premature disclosure of their interest being made public.
Applicants expect confidentiality until they are named as a finalist. Applicants
must be assured of this confidentiality or you will lose good applicants. When
a group of finalists is selected these individuals should be notified prior to
conducting background checks and contacting their present employer.
(Under the Open Public Meetings Act, the City Council may meet in executive
session to discuss the qualifications of applicants for public employment. Any
final decision designating "finalists," and the decision selecting the new city
manager, must be made in open session.)
g. Once the deadline for submitting resumes has passed, typically 30 days after
advertising the position, the Committee can select one of the following review
options.
• Each member of the Committee will be given two weeks to review all
resumes and recommend those who should receive further
consideration. The Committee can then group the "common" top 10-
15 choices together to determine what candidates to consider and
conduct background checks on.
Have the search firm, if retained, narrow the application field down to
10 -15 semifinalists which the Committee can further reduce to a
manageable finalist group of five to seven. A thorough vetting of the
finalists should be conducted, including criminal and civil records and
education verification.
Resumes should be evaluated against the criteria for the position that
were developed at the outset of the recruiting process. Here are some
items for consideration.
• Has the applicant had experience working in a local government
of comparable size?
• Has the applicant had experience with the variety of services
delivered by the City? Has the experience been comparable in
terms of budget size and number of employees?
• Has the applicant worked in a similar geographic area? Is the
applicant likely to be comfortable in a rural or urban setting and
familiar with the usual problems faced by the City?
• What specific responsibilities has the applicant had, and what
has the applicant accomplished? How does this compare with
the objectives and priorities of the City?
• Has the applicant had broad administrative and supervisory
authority, or has the experience of the applicant been limited to
research or administering activities in specialized areas?
• Has the applicant worked directly with local government in the
past? Does the applicant have experience working with citizen
and other groups?
• What is the employment history of the applicant? Does it
suggest a pattern of broad experience and increasing
responsibility? Does the applicant have good tenure with each
employer, or is there a pattern of frequent movement from one
position to another?
h. Final interviews should include community and employee panels, in addition
to a group City Council interview and individual City Council interviews with
each of the finalists. Council will need to determine a policy on travel, hotel,
and meal reimbursement for finalists and whether or not it will cover expenses
for a spouse /partner to join them.
Make a final selection and if agreed, negotiate a contract with the selected
candidate. Key items should include:
• Salary and benefits
• Moving expense allowance
• Temporary housing assistance
• Additional visit(s) to search for a home
2. Name an interim manager
a. It is critical to clarify who will be responsible for managing the affairs of the
City upon the departure of the existing City Manager. The existing City
Council, in consultation with the newly elected Council members, should
decide to either appoint an existing City staff member with City Council
experience and knowledge of key issues and projects, or retain the services
of a retired City Manager to manage the City until a permanent City Manager
is appointed.
If there is any additional information you need, or if I can be of any assistance during
this process, please let me know.
Encl. Typical recruitment timelines
2011 Executive Recruitment Services request for proposals
Recent recruitment profiles
List of possible recruiting firms
Typical recruitment timelines
Executive search firm timeline
• Solicit, interview and retain search firm
4 -6 weeks
• Recruitment organization
2 weeks
• Kickoff meeting
• Develop candidate profile
• Advertising plan
• Recruitment
4 weeks
• Screening /preliminary interviews
3 weeks
o Review resumes
• Conduct 10 -15 preliminary interviews
• Reference and background checks
• Identify 5 -7 finalists
• Final interviews / selection
2 weeks
Internal recruitment timeline
• Conduct candidate steering committee meeting to review /approve process
and schedule (1 week)
• Draft recruitment brochure and select advertising placement (2 -3 weeks)
• Recruitment brochure printed and advertising placed (2 -3 weeks)
• Closing date for recruitment (1 week)
• Screen resumes (1 week)
• Determine finalists (1 -2 weeks)
• Conduct background checks (1 -2 weeks)
• Schedule finalist interviews (1 week)
• Candidate selection (1 week)
• Contract negotiations conducted /completed (1 week)
CITY OF YAKIMA REQUEST FOR
EXECUTIVE RECRUITMENT SERVICES — CITY MANAGER
PURPOSE OF REQUEST
The City of Yakima, Washington is requesting proposals from qualified executive recruitment consultants
to conduct a search leading to the selection of a new City Manager.
Yakima is a First Class city and operates under the CounciVManager form of government, with a seven
member City Council, and a Council -elected Mayor. Yakima currently employs approximately 700 FTE's,
and operates with an annual budget of $193 million.
SCOPE OF SERVICES
The consultant will be responsible for providing the following services to the City:
1. Conduct Review of current job description, and salary and benefit package to determine job
requirements and compensations are commensurate with organization.
2. Develop a recruiting specification, in conjunction with a Yakima City Council recruitment
committee and/or the full Council, and other key individuals selected by the City that addresses
the specific duties, responsibilities, operational issues, education and training, leadership
qualities, and other factors that are relevant to the City Manager.
3. Coordinate all stages of the process with the full City Council and other parties as designated by
City Council.
4. Assist Council in the involvement of other key stakeholders in the process.
to encompassa
nation-wide 5. Translate the City Covricil's requirements into a detailed recruitment search, w advertising,
networking and dired inquiries, and use of consuiltaffs knowledge of candidates from other
6. Assist the City Council in screening the initial pool of applicants to an appropriate number of
semi- finalists. Provide the Council with summary reports on all semi - finalists and respond to
Council questions.
7. Work with the City Council to narrow the semi- finalist group to finalist candidates, to determine an
appropriate interview process, and to discuss preliminary terms of an employment agreement
8. Conduct in -depth interviews, detailed background investigations, and verify references and
credentials of finalists. Prepare a detailed report on each finalist Assist the City Council with
their candidate interviews.
9. Coordinate and/or conduct any additional assessments and background investigations as
directed by the City Council. This could include a site visit to the workplace of finalist candidates
to speak to references and other relevant individuals' in- person.
10. Assist the City in the negotiation of an employment agreement with the final candidates, as
directed by the City Council and coordinated with Human Resources and the City Legal
Department
11. Consultant will provide General and Professional Insurance at $1 million each-
1
INSTRUCTIONS FOR PROPOSERS
Proposers are asked to respond to the following items in the sequence presented.
1. Qualifications. Describe the background, public sector experience, and executive search
capabilities of your firm. Please give specific information regarding your qualifications to conduct
City Manager search in cities of similar size and complexity to Yakima. As part of this, provide
specific examples of recent similar searches, jurisdiction contact information and the total cost
(i.e. fees plus all other billables or reimbursable expenses) of each search.
2. Scope of Services. Provide a scope of services and a proposed outline of tasks, products, and
project schedule.
3. Consulting Staff. Name the principal or project manager in the firm who will have direct and
continued responsibility for the services provided to the City. Include the resume of the project
manager, and their specific experience relative to this type of recruitment. Identify other key
personnel and their roles. Identify any sub - consultants and the work to be assigned.
4. References. Provide a list of at least five (5) clients who can verify your firm's ability to provide
the scope of services requested. References from Mayors and City Council members in cities of
similar size and complexity who have recently hired City Managers are strongly preferred.
5. Cost. Provide a cost proposal for the overall recruitment and selection process. The proposal
should clearly delineate a fixed cost (fee) for the project, as well as a description and delineation
of any other reimbursable expenses expected to be submitted, which are not part of the fees (i.e.,
advertising, copying, consultant travel, applicant travel, etc.). Actual fees will be based on the
final negotiated contract
6. Approach. Provide a general statement, based on experience, as to how the firm would
approach the process, including estimated timelines, and how they would involve stakeholders
and work together with the City Council towards final appointment of the successful candidate.
Include key milestones, deliverables, and `Intersection points" with the City during the
recruitment City Council meeting dates (the 1`i and 3"d Tuesdays of each month) should be
incorporated into the time frames for reporting purposes.
7. Sample Materials. Samples of recruiting specifications, community profiles, recruitment
brochures, invitee letters, announcements, etc. are desired.
SUBMISSION OF PROPOSALS
One original proposal, with four (4) complete copies, shall be sealed and must be delivered no later than
5:00 p.m., February 28, 2011 to:
Jeffrey R. Cutter
City Attorney
City of Yakima Legal Department
200 South Third Street, 2nd Floor
Yakima, WA 98901 -2830
Phone: (509) 575 -6030
Email: icuttera-W.yakima.wa.us
Except for inquiries to City Attorney Jeffrey R. Cutter, the City requests that respondents to this request
not contact City staff and/or members of the Yakima City Council during this process.
Public Disclosure: Proposals shall become the property of the City. All proposals shall be deemed a
public record as defined in RCW 42.56, the Chapter in the Revised Code of Washington on "Public
Records'.
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Its ideal location
in the heart of Contra Costa
County has contributed to Walnut
Creek's reputation as the
commercial, cultural and
recreational hub of
the region,
mall, anchored by Mac's, Nordstrom,
a soon -to -open Neiman Marcus and a
host of other locally serving shops
and boutiques. The City hosts several
automobile dealerships, including
Mercedes Benz, Honda, Toyota,
Volkswagen, Cadillac, Jaguar, Smart Car
and Vespa.
The City is also home to the U.S. Joint
Genome Institute, Varian, major health
care facilities (John Muir Medical and
Kaiser Permanente) and numerous
other businesses in the Shadelands Busi-
ness Park and in the downtown area.
Excellent public schools are part of
Walnut Creek's appeal. Nearby are the
University of California at Berkeley, St,
Mary's College and California State
University— East Bay. In addition, a
variety of other colleges in and around
Walnut Creek offer adults rich alterna-
tives for continuing education.
The City's website, www.walnut-
creek.org, offers additional information.
THE
ORGANIZATION
Incorporated in 1914, the City of
0 Walnut Creek is a California general law
city with a Council /Manager form of
government. Council members serve
staggered four -year terms. The position
of Mayor is rotated annually among the
five council members. The Council sets
policy, approves budgets and enacts
local ordinances.
In 1978, Walnut Creek became one
of the first cities in the nation to adopt
a two -year fiscal budget. The two -year
budget cycle, occurring in the spring of
even - numbered years, permits the
Council to devote more time to other
municipal matters and allows for
improved long -term fiscal planning. The
City has a 2008 -2010 operating budget
of $66 million. City depart-
ments include Administrative
Services; Community Devel-
opment; Arts, Recreation
and Community Services;
Police and Public Services.
OPPORTUNITIES AND CHALLENGES
Walnut Creek is a healthy, well- managed City that offers residents an unparal-
leled quality of life and encourages citizen involvement in municipal decisions.
The City seeks to maintain this quality of life by encouraging a balanced approach
vis -a -vis downtown, businesses, community, open space, parks, schools and high -
quality neighborhoods.
For 40 years the City grew and prospered into the vibrant urban center that it
is. It now faces significant challenges typical of other Califomia communities.
The mainstay of City funding has been retail sales and property
taxes. Combined, these two revenue sources produced two
thirds of general fund revenues. Even before the current eco-
With the retirement of
nomic downturn, retail sales growth was flattening, and, in
the current city manager, the City
the last two years, Walnut Creek, like most cities, has watched
seeks a city manager who will collaborate
sales and property taxes decline substantially while the costs
with council, staff and the community to
of doing business continue to increase. Initial efforts to bal-
craft a new vision for Walnut Creek
ance its budget included not filling vacant positions, deferring
that will guide the organization
salary adjustments, instituting furloughs and curtailing capital
over the next 20 years
projects. To maintain its premier status, the City recognizes that
more action is needed, and economic development efforts must
be
intensified and expanded.
visiorf
TO APPLY
If you are interested in this outstanding
opportunity, please visit our website at
www.bobmurrayassoc.com to apply
online.
Filing Deadline:
July I, 2010
Following the closing date, resumes will
be screened according to the qualifica-
tions outlined above. The most quali-
fied candidates will be invited to per-
sonal interviews with Bob Murray and
Associates. A select group of candidates
will be asked to provide references once
it is anticipated that they may be rec-
ommended as finalists. References will
be contacted only following candidate
approval. Finalist interviews will be held
with the City of Walnut Creek. Candi-
dates will be advised of the status of the
recruitment following selection of the
City Manager.
If you have any questions, please do not
hesitate to call Mr. Bob Murray at:
(9 16) 784 -9080.
}BOB MURRAY
Sc ASSOCIATES
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Outstanding Career Opportunity
The City of Watsonville City Council is conducting a nationwide search
for highly qualified candidates to serve as the City Manager of this di-
verse and beautiful California central coast community. Top contenders
will have strong leadership characteristics, an engaging personal style,
and a track record of success in financial management and economic
development.
The City of Watsonville
Watsonville, California is located in beautiful Santa Cruz County,
five miles inland from the scenic Monterey Bay. The City has a total
population of 52,508 and a land area of nearly 6.2 square miles. The
community is located just 26 miles from world famous Monterey, with
its beautiful waterfront and scenic golf courses. Watsonville is also only
18 miles south of Santa Cruz, home to the University of California and
its iconic waterfront area.
The south Santa Cruz County region of Watsonville and the Pajaro
Valley boast pristine beaches and a Mediterranean climate. There
are miles of trails around the wetlands of Watsonville. Adjacent to
Watsonville, the Elkhorn Slough National Estuarine Reserve is one of
California's last undisturbed coastal wetlands and provides numerous
Historic Downtown Watsonville is the heart of Watsonville. It hosts an
eclectic mix of old and new, where burgeoning local shop owners and
national retailers share charming sidewalks, pocket parks, and historic
facades. Downtown Watsonville is home to a number of historic houses
and commercial buildings designed by the famous Victorian Era archi-
tect, William Weeks. The larger buildings lining Main Street, constructed
in the late 1800's and early 1900's, give downtown a traditional "Main
Street USA" character.
Nearly 80 percent of the population in Watsonville is Latino. Watsonville
ranks as the 21st largest Hispanic market in the United States. Wat-
sonville is also a young town, with almost 34 percent of its population
under 18 years of age.
The Pajaro Valley Unified School District provides K -12 education in
Watsonville. The District provides educational programs throughout the
region at sixteen elementary schools, six middle schools, three high
schools, five charter schools, seventeen children's centers, a continua-
tion high school, an adult education school, and two alternative schools.
Watsonville is also served by several nearby institutions of higher learn-
ing, including the University of California, Santa Cruz; California State
University, Monterey Bay; Cabrillo Community College; and Hartnell
Community College,
opportunities for spectacular year -round hiking and bird watching.
Within Watsonville, the City Parks and Community Services Department
operates 28 beautiful and well maintained parks on 184 acres, utilized
for both active recreational and leisure activities. The community has a
variety of opportunities for outdoor activities, including hiking, bicycling,
and water sports.
Watsonville has a long tradition as an agricultural center. In the late
1800s, the area harvested staples such as wheat and sugar beets. In
1868, Martinelli's Sparkling Apple Cider was founded and led the change
for Watsonville to become a major food processing center. Agriculture
has remained the heart of the Pajaro Valley through today, with the base
shifting towards the production of strawberries, apples, and flowers.
Over the last several years, several light manufacturing firms have ex-
panded Watsonville's economic base to include electronics, high -tech,
marine supplies, and construction. Economic conditions in Watsonville
are heavily influenced by agriculture and its role as an affordable hous-
ing alternative to more expensive housing in Santa Cruz and Monterey
Counties,
The City Government
The City of Watsonville was incorporated in 1868 and operates under
a locally approved City Charter, The Charter, first adopted in 1908,
provides for a Council- Manager form of government.
The City Council is elected on a non - partisan basis from seven electoral
districts. Council members are elected to four -year terms. Selections
are staggered with four Council Members elected during one election
and three Council Members elected in the following election two years
later. The Mayor and Mayor Pro Tempore positions are rotated annually
by Council District pursuant to a recently adopted Charter amendment.
Council elections are held in even years in conjunction with State -wide
general elections.
Watsonville is an engaged community with active public participation
from all segments of the City. The City Council is served by several
citizen advisory bodies, including the Planning Commission, Personnel
Commission, Parks and Recreation Commission, and Library Board
of Trustees.
The City Council appoints three positions: the City Manager, City Attorney, and City Clerk. The City Manager serves as the chief executive officer
of the City and is responsible to the Council for the proper administration of all City affairs and the implementation of all policies established by
the City Council. All department heads are appointed by the City Manager. The City Attorney serves as the Council's chief legal advisor, as well
as providing day - today legal advice to all departments of the City. The City Clerk maintains all official records of the City government, and is
responsible for the proper conduct of City elections.
The City of Watsonville is slowly recovering from the major recession that impacted the entire nation. The lingering impacts of the recession can
be seen in a higher unemployment rate when compared to the rest of Santa Cruz County and the State. Property values continue to recover, but
have not yet reached the levels seen before the beginning of the recession.
The Watsonville is a full service city, providing public safety, public works, parks and community services, library, and planning services. The City
also has several enterprise operations, including a municipal airport, solid waste, water, and wastewater. The City employs 360 full -time positions.
The City of Watsonville's total budget in fiscal year 2014 -15 is $105 million, with a nearly $35 million
General Fund. At the end of fiscal year 2014, the General Fund had $3.66 million in reserves. The
City continues to suffer from the effects of the "Great Recession," and, as a result, most employees
have been subject to a 10% reduced work week with all administrative offices closed every Friday for
the last six years. However, as of January 1, 2016, regular work weeks of 40 hours will be restored
for all employees. In June 2014, Watsonville voters approved an increase to the City's portion of the
retail sales tax. The % of one percent increase raised the total sales tax paid by Watsonville residents
from 8.5 percent to 9.0 percent and will be used to provide additional funding for the Police and Fire
Departments. The additional tax levy will generate approximately $2.8 million annually.
This opportunity has been created by the departure of Carlos Palacios, who served as City Manager
for over 18 years. Mr. Palacios resigned to become Deputy County Administrator of Santa Cruz County.
Opportunities and Challenges
Some of the top strategic focus areas and goals for the City are as follows;
Protect Public Safety — Improve the community's sense of well -being and security by enhancing public
safety and social services, improving public facilities, and working with other governmental partners
and stakeholders.
Economic Development— Improve the City's overall economic environment and increase the average
wages of Watsonville citizens by capitalizing on the City's key strengths, which include its agricultural
and food processing history, its municipal airport, the availability of a large and diverse workforce, and
the entrepreneurial atmosphere created by two major universities located nearby.
I
www.cityofwatsonville.org
Management Style and Personality Compensation
Traits
The City of Watsonville is a culturally diverse community that is chal-
lenged by high unemployment and untapped potential for broader
economic development. The City is served by a dedicated City Council
and a competent and experienced City staff that is committed to the
City's future success.
The City of Watsonville is looking for a candidate who will thrive in
this environment and provide effective leadership to the organization.
The successful candidate will be a proven leader with a passion
for public service and an ability to help the City Council reach
consensus on establishing and achieving the goals of the
community.
The successful candidate will have strong budget and financial
management skills in order to assist the City Council and executive
management team in improving the City's overall financial
condition.
• The successful candidate will have the ability to work with a
variety of stakeholders and business interests in order to address
community issues. While serving in this facilitation role, he /she
will also respect the role of the Council to ultimately make the
important decisions for the community.
• The new City Manager will need to be a hands -on leader, who
engages directly to solve the challenges the community faces.
This person should have strong communication, organizational,
and time management skills, and be able to manage multiple
projects and priorities.
• The new City Manager should have high ethical standards
and integrity, and serve as a role model for the rest of the City
The salary for this position will be dependent upon the successful "!
candidate's experience and qualifications. The prior incumbent's
salary was $201,762 per year. In addition, the City provides the
following benefits:
Retirement — 2% @ 60 (classic member) CalPERS retirement with
7% employee contribution. If not in the CaIPERS retirement system,
2% @ 62. City employees also participate in Social Security.
Vacation — Up to 20 days annually, based upon length of service.
Administrative Leave —11 days annually.
Sick Leave —15 days annually.
Holidays —The City presently recognizes 13 regular holidays annu-
ally, plus one floating holiday.
Insurance —The City provides an excellent benefit package including
employee medical, dental, vision, and long -term disability.
Life Insurance — $50,000 of coverage„
How to Apply
This recruitment will be handled with strict confidentiality. References
will not be contacted until mutual interest has been established. This
recruitment closes on September 4, 2015. Review and evaluation
of candidates will be done upon receipt of completed materials.
Electronic submittals are strongly preferred and should include the
following:
• Cover letter;
Comprehensive resume;
Education and Experience
• Salary history; and
Five (5) professional references.
Candidates should have a Bachelor's degree from an accredited
college oruniversity. A Master's degree in public or business admin-
Electronic submittals should be sent via email to:
istration is desirable. Hands -on experience as a city manager or as an
assistant city manager in a community of similar size and complexity
apply a0ralphandersen.born
to Watsonville,is`highly desirable.
Top candidates may be asked to complete a supplemental question -
Desirable skills and experience include` strong budget and finance
naire to elaborate on areas of expertise and demonstrate their ability
skills, experience working in a culturally diverse community, experience
to communicate effectively.
in developing and implementing a comprehensive economic develop -
ment strategy, and the ability: to communicate clearly and concisely
Confidential inquiries are welcomed to Mr. Jim Armstrong at
both orally and in written form.
(916) 6304900.
The City Council is seeking a candidate who is willing to make a long-
term commitment to thecemmunity for a period of at least five years.
The City of Watsonville is an Equal Opportunity Employer ;
Executive Search Firms
A listing of Executive Search Firms specializing in the government sector. This list is for information
purposes only. GovtJobs.com is not affiliated with any of the firms listed below.
Jon
Aff!on Public
20 North 2nd Street, Suite 200
Harrisburg, PA 17101
717.214.4922
888.321.4922 (toll -free)
www.ellienceresourceconsulting. cam
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Since 1981, Avery Associates builds relatonshiips.
AVERY . �.�
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William Avery & Associates, Inc.
3 -1/2 N. Santa Cruz Avenue, Suite A
Los Gatos, CA 95030
(408) 399 -4424
Fax: (408) 399 -4423
E -mail: jobs @averyassoc.net
Colin Saenziger
& Associates
Serving Clients Nationally with a Personal Touch
Colin Baenziger & Associates
12970 Dartford Trail, Suite 8
Wellington, FL 33414
(561) 707 -3537
Fax: (561) 792 -2137
Email: Colin @cb- asso.com
CPS HR CONSULTING
CPS HR Consulting
241 Lathrop Way
Sacramento, CA 95815
(916) 263 -1401
Fax: (916) 561 -7205
Email: resumes @cpshr.us
Koff & Associates, Inc.
5400 Hollis Street, Suite 5
Emeryville, CA 94608
(510) 658 -5633
Fax: (510) 652 -5633
Email: gkrammer @koffassociates.com
The Mercer Group, Inc.
5579B Chamblee Dunwoody Road, Suite 511
Atlanta, GA 30338
(770) 551 -0403
Fax: (770) 399 -9749
Email: mercer @mindspring.com
Bob Murray & Associates
1677 Eureka Road, Suite 202
Roseville, CA 95661
(916) 784 -9080
Fax: (916) 784 -1985
Email: apgllv(Wbobmurrayassoc.com
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The Prothman Company
371 NE Gilman Blvd., Suite 350
Issaquah,(WA'�8027
206.368.0050`"
Fax: 425.270.3496
Email: info @prothman.com
Roberts Consulting Group, Inc.
PO Box 16692
Beverly Hills, CA 90209
(818) 783 -7752
Fax: (818) 783 -6377
Email: robertsrcg @msn.com
Slavin Management Consultants, Inc..
3040 Holcomb Bridge Road, Suite A -1
Norcross, GA 30071 -1357
(770) 449 -4656
Fax: (770) 416 -0848
Email: slavin @bellsouth.net
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�VSPRINGSTED
Advisors to the Public Sector
....... ..
Springsted Incorporated
Corporate Headquarters
85 Seventh Place East, Suite 100
Saint Paul, MN 55101 -2887
(651) 223 -3000
Fax: (651) 223 -3002
Email: advisors @springsted.com
500 Lake Cook Road, Suite 350
Deerfield, IL 60015
847 - 580 -4246
Fax: 866 - 401 -3100
Email: info @voorheesassociates.com
5050 Quorum, Suite 625
Dallas, TX 75254
(800) 899 -1669
Fax: (972) 481 -1951
Email: search @watersconsulting.com
N CRIATIVI PARMA$
WBCP — W. Brown Creative Partners
2691 Elliott Avenue
Medford OR 97501
(541) 858 -0376
Fax: (866) 224 -1423
Email: wendi @wbrowncreative.com