Okaloosa County BOCC — November 4, 2012

Agenda Okaloosa County Board of Commissioners Tuesday, December 18, 2012– 7:00 PM Water & Sewer Administration Building I. Public Information Update II. County Administrator's Update III. Commissioner's Minute IV. Public Hearing 1. Request public comment and consideration concerning revisions to Ordinance 08-06 - County Recreation Areas. District: All. V. Consent Agenda 1. Request approval of BCC Meeting Minutes for November 4, 2012 and November 20, 2012. 2. Budget Resolutions and Transfers amending the Fiscal Year 2013 budget. 3. Request consideration and approval of a one year contract extension for DRC Emergency Services for Emergency Debris Removal. 4. Request approval of final payment in the amount of $7,560.36 to Aero Training & Rental Inc for completion of drainage improvements (Phase 1) for Foxwood Subdivision. 5. Request approval to award the bid for a trailer mounted by-pass pump to serve as a back-up/emergency pump for the Main Island Lift Station to Thompson Pump, they being the lowest bidder meeting specifications. Bid Amount - $97,750.00 6. Request approval of and authorize the Chairman to execute an Assignment of Lease for Block 4, Lot 1 at the Destin Airport, as well as execution of letter from CCB Bank related to mortgage default. Revised: 12/14/2012 12:26 PM Page 1 of 4 Regular Meeting (South) Agenda December 18, 2012 7. Request approval to schedule a public hearing on January 22, 2013 to hear public comment concerning a request submitted by the Forest Cove MSBU for installation of a street light at the intersection of Church Street and Forest Cove Court. 8. Request approval to reappoint Robert Ambrose to the County Board of Adjustments. 9. Request Chairman execution of a funding request Application to be sent to Enterprise Florida for Grant Funding for JLUS Implementation. District: All. 10. Request approval of and authorize the Chairman to execute an ice machine lease to support airline operations at Northwest Florida Regional Airport. District: All. VI. Department/Agency Business 1. Kay Godwin/Human Resources a. Request consideration and staff direction concerning approval to contract with a search firm to recruit and fill the position of County Administrator. District: All. 2. Greg Donovan/Airports a. Request consideration and staff direction concerning taking legal action against Vision Airlines for non-payment of fees owed to Northwest Florida Regional Airport. District: All. 3. Daniel O'Byrne/Tourist Development a. Request approval to issue Request for Proposals for dune vegetation projects for Okaloosa Island and Western Destin Beach Restoration project. District: All. b. Informational update on status of recommendations made for Tourist Development Department. District: All. 4. John Hofstad/Public Works a. Request approval of the Gulf Coast Seafood and Tourism Promotional Fund Agreement Okaloosa County Board of Commissioners Page 2 Printed 12/14/2012 Regular Meeting (South) Agenda December 18, 2012 b. Request consideration and staff direction concerning Waste Management's final proposal for the 1-1-1 enhanced recycling services program. District: All. 5. Jeff Littrell/Water & Sewer a. Information update to the Board concerning EPA Numeric Nutrient Criteria (NNC). District: All. b. Request consideration and staff direction concerning approval and execution of an emergency contract with Crook Creek Farms for transportation and removal of biosolids. District: All. 6. Elliot Kampert/Growth Management a. Request approval of site plans for Gulf Coast Marine Life Center, a research facility and fish hatchery, as submitted by Henderson Engineering, to be located on Okaloosa Island. District: 2. b. Request approval of site plans for Wild Willy's Adventure Park, and a variance request from the minimum 50' front setback requirement as specified in the Okaloosa Island Covenants & Restrictions for the proposed zip line structure from 50' to 25' as noted on the site development plans. District: 2. VII. Old Business 1. Request consideration of submittal of Commissioner Parisot's application for the Gulf Coast Consortium Executive Committee. 2. Commissioner Parisot update to BCC Concerning the RESTORE Act Funding Formula and approval of a Joint Resolution for the same. District: All. 3. Report by Commissioner Parisot concerning Gulf Coast Ecosystem Restoration Council Meeting. District: All. 4. Request consideration and staff direction concerning representatives of the Crestview Courthouse Task Force Committee. District: All. VIII. New Business 1. Request consideration and discussion concerning scheduling of various workshops for the Board during January - June 2013. District: All. Okaloosa County Board of Commissioners Page 3 Printed 12/14/2012 Regular Meeting (South) Agenda December 18, 2012 Okaloosa County adheres to the Americans with Disabilities Act and will make reasonable accommodations for access to this meeting upon request. Please call the County Administrator’s Office at (850) 651-7515 to make a request. For Hearing Impaired, Dial 1-800-955-8771 (TDD), and 1-800-955-8770 (Voice). Requests must be received at least 48 hours in advance of the meeting in order for Okaloosa County to provide the requested service. Okaloosa County Board of Commissioners Page 4 Printed 12/14/2012  4.1 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: John Hofstad SUBJECT: Public Hearing: Revisions to Ordinance 08-06 County Recreation Areas DEPARTMENT: Public Works BCC DISTRICT: All STATEMENT OF ISSUE: Public hearing to solicit comments, both for and against, various proposed revisions to Ordinance 08-06 County Recreation Areas. BACKGROUND and ANALYSIS: With the assistance of Growth Management, Code Enforcement, Beach Safety, the Sheriff’s Office, the Tourist Development Department, the Parks Division and the County Attorney, revisions to Ordinance 08-06 County Recreation Areas are being presented in several areas as follows:  Prohibiting the abandoning of personal property items on the beach from midnight to 8:00 a.m. CST  Prohibiting setup of rental items by Qualified Beach Vendors until after 8:00 a.m.  Revising the prohibitions of overnight camping to allow overnight camping in posted parks only  Prohibiting fires or open flames except as permitted  Revising definitions  Providing beach wedding guidelines For the past several years staff has received numerous complaints concerning personal property left overnight on the County public beaches. These obstructions interfere with beach maintenance and cleaning, security, beach patrols, and interfere with the public’s access, use, and enjoyment of the beaches. The items pose potential safety hazards, present obstructions for endangered wildlife species, and adversely affect beach aesthetics which in turn affects the economic interests of the County’s tourism industry. Several of our neighboring counties including Walton, Santa Rosa, Bay, and Escambia have taken or are in the process of implementing similar measures through ordinance revisions to reduce this activity. In addition, Okaloosa County is under a Federal requirement (FWS No. 04EF3000-2012-TA-0279) to ensure that items are not allowed to remain on County beaches overnight which may affect the nesting patterns of various endangered species. OPTIONS: Approve/Disapprove revisions to Ordinance 08-06 County Recreation Areas. Packet Pg. 5  4.1 RECOMMENDATION: Staff requests BCC approval for the proposed revisions to Ordinance 08-06 County Recreation Areas. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 6  4.1.a COUNTY RECREATION AREAS Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 ORDINANCE NO. 08-06 AN ORDINANCE AMENDING THE COUNTY RECREATION AREAS PROVISIONS OF THE OKALOOSA COUNTY CODE OF ORDINANCES; PROHIBITING THE LEAVING OF ITEMS OF PERSONAL PROPERTY DURING SPECIFIED TIMES, OR DURING PERIODS THAT WILL INTERFERE WITH BEACH MAINTENANCE OR CLEANING; REVISING THE PROHIBITIONS OF OVERNIGHT CAMPING; PROHIBITING FIRES OR OPEN FLAMES EXCEPT AS PERMITTED; REVISING DEFINITIONS; AMENDING HOURS OF USE; REGULATING WEDDINGS; REVISING CONDITIONS; PROVIDING AN EFFECTIVE DATE AND REPEALING ALL ORDINANCES OR PROVISIONS THEREOF IN CONFLICT HEREWITH. WHEREAS, the recreational area provisions of the Okaloosa County Code of Ordinances have been reviewed and are in need of additional clarifications and revisions; and WHEREAS, items of personal property left on the beach overnight are obstacles for maintenance crews, security, and beach patrols, interfere with the public’s access, use and enjoyment of the beach, pose safety hazards, adversely affect aesthetic beauty, tourism, economic interests, and can be an obstruction for sea turtles; and WHEREAS, during the summer season especially, hundreds of beach tents, canopies, cabanas, shading devices, chairs, and other items of personal property have been left overnight on the beach; and WHEREAS, personal property which is left on the beach overnight constitutes a nuisance which is contrary to the public health, safety and welfare; and WHEREAS, in order to protect and maintain the use of the beach for residents, visitors, tourists, wildlife, sea turtles, maintenance crews, security, and beach patrols, the overnight placement of items of personal property on the beach must be prohibited; and WHEREAS, the personal property left on the beach is neither “lost property” nor “abandoned property” as those terms are defined in Section 705.101, Florida Statutes, because such property has neither been mislaid nor disposed of on the beach in a wrecked or inoperative condition, and that the regulation of personal property left on the beach overnight is not preempted by Chapter 705, Florida Statutes; and 1 Packet Pg. 7  4.1.a WHEREAS, public trash containers, lifeguard stands and associated items, signs placed by a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 governmental agency on the beach and beach areas, and public items, should be allowed to remain on the beach in order to further other important public interests and benefits. NOW THEREFORE BE IT ORDAINED BY THE BOARD OF COUNTY COMMISSIONERS OF OKALOOSA COUNTY, FLORIDA: Sections 1 through 13 of the Okaloosa County Ordinance 08-06 are hereby amended and Sections 14 and 15 are added to read: Section 1. Definitions The following words, terms, and phrases, when used in this ordinance, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning. Alcoholic beverage means a beverage containing more than one percent of alcohol by weight. All terrain vehicle means any motorized off-highway vehicle fifty (50) inches or less in width, having a dry weight of 600 pounds or less, traveling on three or more low pressure tires, designed for operator use only with no passengers, having a seat or saddle designed to be straddled by the operator, and having handlebars for steering control. Animal means any animate being other than a human which is endowed with the power of voluntary motion. Bather means any person who is in the Gulf of Mexico, Choctawhatchee Bay, bayous, rivers, streams and lakes, whether said person is swimming, wading, or engaged in any other activity in the water. Beach and Shores means the coastal and intracoastal shoreline bordering upon the waters of the Gulf of Mexico, Choctawhatchee Bay, and any water bodies under the jurisdiction of Okaloosa County between the mean high-water and the water’s edge. On Okaloosa Island, beach means the area of white sandy beach between the southern most property line of the adjacent parcels and the waters of the Gulf of Mexico. Blood Baiting means the use of blood or bloody fish part to attract sharks. Boat. See Vessel. Camping means the erection of shelter or a similar structure for the purpose of sleeping; or sleeping or lying upon the beach or recreational area either under or outside of any shelter, vehicle, bedroll, blanket, or other protective garb. 2 Packet Pg. 8  4.1.a Chumming means the throwing of bait or fish parts into the water to attract fish. Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 County or Okaloosa County means the unincorporated area of Okaloosa County, Florida. Fireworks means firecrackers, torpedoes, rockets, toy firearms, cannons, or other fireworks or explosives of or containing flammable material or any substance, compound, mixture, or article which in conjunction with any other substance or compound, may explode, discharge, or burn. Idle Speed means the lowest speed at which a vessel or sailcraft can operate and maintain steering control. Motor vehicle means any vehicle which is self-propelled, including golf carts. Operator means any natural person, firm, partnership, association, corporation, and any other legal entity. Park means any area designated by deed, recorded plat, or contractual agreement for use by the general public of Okaloosa County for Park purposes. Person means any natural person, firm, partnership, association, corporation, and any other legal entity. Personal watercraft is as defined by Section 327.02(28), Florida Statutes, and means a vessel less than sixteen (16) feet in length which uses an inboard motor powering a water jet pump as its primary source of motive power, and which is designed to be operated by a person sitting, standing, or kneeling on, or being towed behind the vessel, rather than in the conventional manner of sitting or standing inside the vessel; i.e., Jet Ski. Recreational Area means any area designated by deed, recorded plat, or contractual agreement for use by the general public of Okaloosa County for recreational purposes. Sailcraft means a wind-propelled vehicle used or capable of being used as a means of transportation on or in the water, including sailboats, sailboards, and windsurfboards. Shoreline means the beaches, river shores and lake shores under the jurisdiction of Okaloosa County. Solicit or canvass means any act, delivery, or exchange not initiated by the prospective customer or which directs attention to any business, mercantile, or commercial establishments, or any other commercial activity, for the purpose of directly or indirectly promoting commercial interest through sales, rentals, or any exchange of value. Special events means: 3 Packet Pg. 9  4.1.a (1) Any use, activity, or event conducted or promoted at any County park, Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 beach or recreational area of Okaloosa County that would constitute a violation of any provision of this ordinance or any rule or regulation issued under the authority of this ordinance. (2) Any activity or event that is organized and promoted to attract, and is likely to attract, a crowd of more than fifty (50) forty-nine (49) persons to a certain place at any County park, beach or recreational area at a certain time under circumstances that are likely to interfere with the public’s right of access and use of the beach or create a need for additional police, lifesaving, or other services; or (3) Any activity or event at any County park, beach or recreational area that is promoted or sponsored by commercial interest and will advertise or promote private commercial interest. (4) Special Events does not include private parties on private property unless they are of such a nature to create a need for additional police, lifesaving, or other services. Surfboard means a fiberglass, epoxy, closed-cell neoprene or Styrofoam instrument with one or more fiberglass fins or skegs attached or inserted into the belly or bottom of the surfboard. This definition shall include windsurfboards, yolo boards, and sailboards. This definition shall not include rubber rafts, floats, belly boards, or boogie boards. Surfing means the riding or paddling of a surfboard within the waters of the Gulf of Mexico abutting or adjacent to the beach. Ultralight aircraft means any heavier-than-air, motorized aircraft which meets the criteria for maximum weight, fuel capacity, and airspeed established for such aircraft by the Federal Aviation Administration under part 103 of the Federal Aviation Regulations. Vehicle means every device in, upon, or by which any person or property is, or may be, transported or drawn upon a highway. Vending means offering for sale, rent, or as part of a contractual agreement any services, goods or materials to be consumed or placed on the beach, or recreational area without a permit, lease contract or franchise duly issued or executed by the governing body of the County. Vessel is as defined by Section 327.02(37), Florida Statutes, and means (and is synonymous with boat as referenced in section 1(b) Article VII of the State Constitution) and includes every description of watercraft, barge, and air boat, other than a seaplane on the water, used or capable of being used as a means of transportation. Water based activities means those vendor operations in which the customer will participate in an activity on or in the water. This includes, but is not limited to, ocean kayak 4 Packet Pg. 10  4.1.a rentals, water trampolines, climbing walls, inflatable boat rides, personal watercraft rentals, and Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 parasail operations. Water body means Gulf of Mexico, Choctawhatchee Bay, and bayous, rivers, creeks, lakes located in Okaloosa County. Water’s edge means that portion of the shore at any given time of the day where the tide flows and reflows along a water body. Windsurfboard means a surfboard equipped with a sail and designed to be propelled by the wind. The term “windsurfboard” shall be synonymous with the term “sailboard.” Section 2. Authority; purpose and intent. This Ordinance is adopted pursuant to Section 125.01 Florida Statutes. Unless stated otherwise, is intended to regulate comprehensive public health, safety and welfare on or pertaining to the County beaches, James Lee Park and all parks and recreation areas in the unincorporated areas of Okaloosa County. Local government policy toward the beach, County parks, water bodies and recreational areas should be guided by the recognition that proper management of these areas is vital to the economic development of the County and that all reasonable competing uses of these areas must be protected and balanced. This Ordinance makes no finding of fact that the public either has or has not customarily used any particular place of gulf front property beach. Section 3. Regulation of Use and Conduct at the beach, County parks, water bodies, and all recreational areas in unincorporated areas of Okaloosa County. A. Overnight camping: Overnight camping is restricted to posted parks only. Otherwise it shall be unlawful to camp or leave non permitted items such as, but not limited to, collapsible structures, tents (including tent frames), umbrellas, sheds, trailers, etc. overnight and/or those time periods during which the beaches, County parks, or recreational areas are closed. B. Fires and Fireworks: It shall be unlawful for any person, firm, corporation, or other legal entity to ignite any substance or material or to light or participate in the lighting of any fire between the vegetation line or mean high water mark (beach area), whichever is a greater distance from the water’s edge, and the waters edge of the Gulf of Mexico in Okaloosa County, Florida. No person shall bring into, possess, or set off or otherwise cause to explode or discharge or burn any fireworks as defined herein in any County park or any other County owned or leased 5 Packet Pg. 11  4.1.a property unless approval has been granted by the Board of County Commissioners. (Ord. No. Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 79- 41, Sect. 1, 5-26-79; Code 10-1). 1. No open fires/flames are allowed at John Beasley Park. This includes but is not limited to sternos, Bar-B-Ques grills, candles, tiki torches, fireworks, etc. 2. (2) No fires are allowed in County public parks or recreation areas except where grills and/or fire rings have been provided by the Parks Division. C. Fishing: It shall be unlawful for any person in Okaloosa County, including the incorporated areas: 1. To fish in the Gulf of Mexico after having been warned by any law enforcement officer that the health and safety of bathers is being endangered; or; 2. While on the beach or within twenty five hundred (2500’) feet from shore to intentionally fish for sharks or to fish by those methods commonly known as “chumming” or “blood baiting”. 3. Nothing in this section shall be construed to create a duty on the part of any governmental employee or agent to prevent fishing or to warn of the presence of sharks in the Gulf of Mexico. D. Glass containers: No person, firm, corporation, joint venture, partnership, or other legal entity shall possess or utilize any glass or ceramic bottle or container in or on any public park, beach, or recreational area in the cCounty. (Ord. No. 83-22, Sect.3,7-26-83; Code 16-102) E. Soliciting and canvassing: It shall be unlawful for any person to solicit or canvass within the boundaries or in front of at any County park, beach or recreation area, except those operating with a permit issued by the Board of County Commissioners. (Ord. No. 80-12, §2,4-22-80; Ord. No. 83-22, §2,7- 26-83; Ord. No. 84-15, § 1,5-22-84; Code 12-1) F. Littering: It shall be unlawful for any person to discard or otherwise dispose or abandon any trash, garbage, bottles, containers, cans, dead fish or parts thereof, charcoal briquettes or ashes, or any other litter on the beach, County park or recreational area except in designated containers for that purpose. It is further unlawful to dispose of any household garbage on the beach, County park or any recreational area. (Ord. 87-33, Art. 3, Sect. 2, 6-23-87, Code 11-132) G. Obstructions on the beach: 6 Packet Pg. 12  4.1.a It shall be unlawful for all types of personal property, including by way of example and Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 not limitation, canopies, cabanas, umbrellas and other shading devices, picnic tables, coolers, tiki huts, volleyball nets, hammaocks, beach chairs, umbrellas, other furniture, tents (including tent frames), and other personal articles to be left on the beach in such a manner that they interfere with beach maintenance, or cleaning, nesting turtles, emergency vehicles, or lifeguards’ view of the water. There shall be a minimum setback of twenty-five (25’) feet from the gulf side of the dune on all public beaches on Okaloosa Island and James Lee Park for an emergency access lane. (1) It shall be unlawful for all types of personal property, including by way of example and not limitation, tents (including tent frames), canopies, cabanas, umbrellas and other shading devices, picnic tables, tiki huts, volleyball nets, hammocks, beach chairs and other furniture, and other items generally used for swimming, sunbathing, or beach recreation to remain on the beach between midnight and 8:00 a.m. Central Time. As used in this section, the phrase “items generally used for swimming, sunbathing, or beach recreation” shall include, but not be limited to, beach chairs, umbrellas, coolers, tents (including tent frames), hammocks, tables, toys, towels, blankets, etc. H. Swimming and Surfing Swimming, surfing, use of rafts, floats and other flotation devices: 1. It is unlawful for any person, firm, corporation or other legal entity to operate any watercraft, swim, bathe, surf, wade or dive within 150 feet of the Okaloosa Island Pier extending into the Gulf of Mexico on Santa Rosa Island. (Ord. No. 79-19, ~ 1,5-8-79, Code 16-2). 1. The Director of Public Safety or the Okaloosa County Sheriff shall have the authority to declare that a state of emergency exists and order the posting of double red flags prohibiting entry into the water. This shall apply to all public beaches on Okaloosa Island the county operated beaches of John Beasley Park, Ross Marler Park, First Access Way, Second Access Way, Third Access Way, Seventh Access Way, Newman C. Brackin Park, and James Lee Park. 2. Following a declaration of a state of emergency for any portion of any water body in Okaloosa County including the incorporated areas, and the posting of double red flags prohibiting entry into the water, failure to comply with directions of lifeguards or law enforcement officers shall be a violation of Section 843.02, Florida Statutes, or other applicable statute. Those persons surfing as defined herein with a surfboard attached to the surfer by a leash are exempt from this Ordinance. 3. No person, firm, corporation or other legal entity except a lifeguard or other person actually engaged in a rescue attempt shall: 7 Packet Pg. 13  4.1.a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 a. Swim or bathe more than 300 feet perpendicular from the water's edge except as a necessary incident to other activities permitted beyond such distance. b. Operate any watercraft, swim, bathe, surf, wade or dive within 150 feet of the Okaloosa Island Pier extending into the Gulf of Mexico on Santa Rosa Island. c. Use any raft, float, boogie board, belly board or other flotation device of any description, except for a boat, surfboard, windsurfboard or sailboard, more than 300 feet from the water's edge, or in violation of an order given pursuant to subsection (h) of this section d. Swim or bathe in violation of an order given pursuant to subsection (H) of this section. I. Flag Warning System. 1. A flag warning system shall be adopted by the Board of County Commissioners. 2. All County beaches as referenced in item H (21) and public access points to beaches leading to the Gulf of Mexico shall display a sign informing the public of the beach flag warning system, and hours lifeguards are on duty and notification that when lifeguards are not on duty swimmers shall swim at their own risk. The sign shall not be less than twenty-four (24”) inches wide and thirty (30”) inches long. 3. Beach vendors and contractors and other governmental entities are encouraged to post the beach flag warning system sign in a prominent place at their place of business. The sign shall be in color and not less than twenty-four (24”) inches wide and thirty (30”) inches long. 4. Beach lifeguards at County beaches, as referenced in item H (21), shall post the appropriate flags depicting current conditions at each designated beach from the second Saturday in March through the second weekend in October, from 9 a.m. until 6 p.m. daily. Warning flags will be raised when lifeguards are on duty and actively guarding and will be lowered when lifeguards leave the beach daily. J. Sound Amplification. 1. No audio device, such as but not limited to, loudspeakers, television, radio, compact disc, tape, record player, iPod, phone, computer, or musical instrument, except equipment used by law enforcement, rescue or beach safety personnel, shall be used on the beach, County park, recreational areas and water bodies in any manner, that can be heard by a person using normal hearing facilities, at a 8 Packet Pg. 14  4.1.a distance of one hundred (100’) feet or more from the source of the sound except if Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 permitted by a County sanctioned event, e.g., a concert or other event. K. Removal of beach sand. 1. No beach sand may be removed from the beach except for permitted construction under guidelines established by the County. L. Removal of water. 1. No water may be pumped from the Gulf of Mexico except for permitted construction under guidelines established by the county. M. Animals are prohibited in county parks, beaches or other recreational areas with the exception of those used for assistance by handicapped, blind person, or law enforcement. Ord. No. 92-25, Sect. 5, 11-3-92; Ord. No. 93-46, Sect.1, 10-12-93; Ord. No. 93-51 Sect 2, 11-30-93; Code 5-25 (a) (6). N. Use of illegal drugs, alcohol, firearms and fireworks shall be prohibited in any County park, beach or other recreational area. The prohibition of the use of alcohol does not apply within the appropriately licensed establishments at the Island Pier, Newman C. Brackin Park and James Lee Park. O. Disorderly conduct will not be permitted at any County park, beach or recreational area. It shall include but not be limited to profanity, fighting, and disturbing the public peace. P. Abandonment. Any item generally used for boating, swimming, sunbathing, beach recreation, advertised sports activities and/or gatherings which remains on the beach or County recreational area for more than the permitted time, or during a time that it is prohibited, shall be deemed abandoned and shall become the property of Okaloosa County which may dispose of the item in any manner it sees fit. 1. Abandoned items of personal property in violation of this Article are a public nuisance. 2. Removal and/or disposal of such abandoned items may be performed by Okaloosa County Sheriff’s Department and/or Okaloosa County Code Enforcement. Removal and/or disposal of such abandoned items by the Okaloosa County Parks Department, Okaloosa County Public Safety, and/or the County’s beach cleaning contractor would be at the direction of the Okaloosa County Sheriff’s Department and/or the Okaloosa County Code Enforcement. Q. Enforcement. It shall be the duty and responsibility of the Okaloosa County Sheriff’s Department and/or the Okaloosa County Code Enforcement Department to enforce all provisions of this section. 9 Packet Pg. 15  4.1.a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 Section 4. Gulf of Mexico-Watercraft distance from shore, generally. A. The operation of any motorized watercraft within seven hundred (700’) feet of shoreline of the Gulf of Mexico in Okaloosa County including the incorporated areas is hereby prohibited subject to the exemptions provided in Section B hereof. B. The operation of non-propeller driven motorized watercraft within seven hundred (700’) feet of the shoreline of the Gulf of Mexico are hereby exempted under the following conditions: 1. The owner or leaseholder of property bordering the Gulf of Mexico may give written permission for non-propeller driven motorized watercraft to enter and exit the shore adjacent to the property owned or leased within a corridor established, maintained, and subject to the following conditions: a. The corridor must be as least twenty (20’) feet in width and not greater than forty (40’) feet in width and extending seven hundred (700’) feet perpendicular to the shore. Only one corridor will be allowed on each site. b. The corridor is to be clearly marked along both sides with orange buoys that are at least eighteen (18”) inches in diameter and anchored seven hundred (700’) feet from the shoreline. Marker buoys must be removed when the corridor is not in use. c. The corridor must be at least ten (10’) feet interior to the extension of the property line of the permitting owner or leaseholder d. Entrance into the corridor from the shoreline must be marked by orange or red cones which must be at least twenty-eight (28”) inches high erected at the waterline. e. There shall be posted landward of the corridor a sign advising the public of the corridor and posting notice for vessels to proceed under idle speed. f. Swimming, surfing, sailing or wading shall be prohibited within the corridor but non-propeller driven motorized watercraft shall yield the right of way to any persons located therein. g. Non-propeller driven motorized watercraft shall be limited to the entry/exit corridor when closer than seven hundred (700’) feet from the shoreline and shall not exceed the idle speed or five (5 m.p.h.), whichever is greater, when within the corridor. 2. Commercial fishing boats are exempted from the provisions of this Ordinance while in the process of deploying nets while conducting fish netting operations, but shall not 10 Packet Pg. 16  4.1.a operate in excess of idle speed or five (5 m.p.h.) miles per hour, whichever is greater, Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 when within seven hundred (700’) feet of the shoreline. 3. Publicly announced, properly authorized and supervised, and adequately patrolled regattas, speed trials, exhibitions, or other special events, when the same have been approved by the Board of County Commissioners and the applicant has provided a hold harmless agreement to the County, liability insurance in the minimum amount of $500,000 per person and $1,000,000.00 per occurrence naming the County as an additional insured on such policy, and such other conditions as deemed necessary by the Board of County Commissioners including but not limited to protecting the environment, and assuring that adequate public facilities and emergency response teams and equipment are available. 4. Commercial propeller driven motorized watercraft are exempt when owned or operated by the landward owner and operated within a corridor established, maintained, and subject to the following conditions: a. The corridor must be at least twenty (20’) feet in width and not greater than forty (40’) feet in width and extending seven hundred (700’) feet perpendicular to the shore. Only one corridor will be allowed on each side. b. The corridor is to be clearly marked along both sides with orange buoys that are at least eighteen (18”) inches in diameter and anchored seven hundred (700’) feet from the shoreline. Additional buoys will be placed at one hundred (100’) feet and three hundred (300’) feet. Marker buoys must be removed when the corridor is not in use. c. The corridor must be at least ten (10’) feet interior to the extension of the property line of the permitting owner or leaseholder. d. Entrance into the corridor from the shoreline must be marked by orange or red cones which must be at least twenty-eight (28”) inches high erected at the waterline. e. There shall be posted landward of the corridor a sign advising the pubic of the corridor and posting notice for vessels to proceed under idle speed. f. Propeller driven commercial watercraft shall not operate within the corridor or within seven hundred (700’) feet of the shoreline when weather conditions cause the surf to be in excess of two feet. g. Propeller driven commercial watercraft shall never operate any closer than one hundred (100’) feet from the shoreline, even when within the corridor. h. Propeller driven commercial watercraft shall never exceed idle speed or five (5 m.p.h.) miles per hour, whichever is greater, while within seven hundred (700’) feet of the shoreline. 11 Packet Pg. 17  4.1.a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 (Ord. No. 77-14, Sect 1, 5-13-77; Ord. No. 77-21, Sect.1, 7- 5-77; Ord. No. 93-12, Sects. 1-3, 4- 13-93; Ord. No. 94-03, Sect. 1, 2-15-94; Ord. No. 99-09, Sect. 1, 5-18-99) Section 5. Permitted Vehicles on the Beach, Parks and Recreation Areas. A. No person, firm, corporation, joint venture, partnership, or other legal entity shall operate any motor vehicle in, on, or over any public land, right-of-way, or County park, beach, or recreational area in the County that is not clearly designated or posted for vehicular traffic, vehicular parking or emergency vehicular traffic, unless the same shall have been issued a permit by the governing body of the County.(Ord. No. 71-03, Sect. 1, 11-16-71; Ord. No. 80-12, Sect 1, 4-22-80; Ord. No. 83-22, Sect 1, 7-26-83; Code 21-1) B. Personal or privately owned all terrain and/or other vehicles are not permitted on the public beach. Exception: all terrain and/or 4 wheel drive vehicles used by Sheriff’s Deputies and County employees may be driven on the beach in the performance of official business. C. Permitted Vvehicles accessing public beaches shall meet the following requirements: 1. The vehicle must have a current State of Florida registration and be covered by auto insurance written by an insurance company licensed to do business in the State of Florida. 2. The vehicle must be registered to the owner of a business which has obtained a Qualified Beach Vendor Certificate Beach Vehicle Permit from Okaloosa County and has an executed contract/agreement with Okaloosa County or and the upland permitted property owner. 3. The business name, phone number, and the Okaloosa County Qualified Beach Vendor Certificate number must be displayed on both sides of the vehicle while the vehicle is on the beach. The informational lettering must be no smaller than two inches (2”) and no larger than three inches (3”) in height. 4. A copy of the Okaloosa County Qualified Beach Vendor Certificate Beach Vehicle Permit must be carried in the vehicle at all times when on the beach. 5. Permitted vehicles are only allowed to enter and exit the beach via the emergency access ways located at beach access ways #2, #4, #7, and the Boardwalk on Okaloosa Island and James Lee Park in Destin. The emergency access ways will be unlocked and relocked by County staff during the approved scheduled times/dates (see subsection 8 below). Driving vehicles on or over the sand dunes is not allowed except in an emergency situation. Failure for permitted vehicles vendors who have been issued a Qualified Beach Vendor Beach Vehicle Permit to comply with items C.1 through C.5 are subject to the following enforcement actions: 12 Packet Pg. 18  4.1.a a. First infraction – written notice to the company and warning issued to violator Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 (driver) b. Second infraction – $250.00 fine c. Third infraction – withdraw vehicle’s beach permit. 6. The speed limit on the beach is 10 mph. Violation of the speed limit will result in the following: a. First infraction – written warning to company, ticket issued to violator (driver), and a $500.00 fine. b. Second infraction - $1,000.00 fine c. Third infraction – withdraw vehicle’s beach permit 7. Hazard lights and head lights must be on while driving on the beach. Failure to operate a vehicle with hazard lights or head lights on are subject to the following enforcement actions: a. First infraction – written notice to the company and warning issued to violator (driver) b. Second infraction - $250.00 fine c. Third infraction – withdraw vehicle’s beach permit 8. Permitted vehicles Qualified Beach Vendors who have obtained Qualified Beach Vendor Vehicle permits are allowed access during the following times and dates: a. Approved times (Central Time): 6:00 7:00 a.m. until 8:00 9:00 a.m. , 5:00 4:00 p.m. until 7:00 6:00 p.m. b. Approved dates will be set up as follows. i. Last three days of February and Ffirst three days of March ii. Three Two days prior to the beginning of Spring Break as determined by the TDC Tourist Development Department. iii. Three Two days prior to Memorial Day iv. July 1st, and 2nd, and 3rd v. Thursday, Friday, and Saturday of the third week of August vi. Three days prior to Labor Day vii. Thursday, Friday, and Saturday of the last week of October viii.The first week of November ix. Other dates as approved by Okaloosa County (ex. inclement weather, etc.) 9. Vehicles must be clean (free of any materials not meeting the requirements of Land Development Code, Section 6.02.04, Discoloring Material Prohibition) and in proper running order so as not to leak any fluids such as grease, oil, transmission fluid, antifreeze, etc. at any time. Improperly operating vehicles used by the Qualified Beach Vendor are subject to the following enforcement actions: 13 Packet Pg. 19  4.1.a a. First infraction – written notice to the company and warning issued to violator Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 (driver) b. Second infraction - $250.00 fine c. Third infraction – withdraw vehicle’s beach permit 10. The fee to obtain vehicular authorization a Qualified Beach Vendor Beach Vehicle Permit for beach access is $500.00 per calendar year per vehicle. Vendors are limited to two authorized vehicles. The vehicle(s) must be designated on the Qualified Beach Vendor application. 11. Transfer of vehicle permit for beach access shall be limited to vehicles owned by the same person or entity. Tag number and copy of the registration of affected vehicles will be provided to the Public Works Resources Department Parks Division prior to vehicle use on the beach. At no time will there be more than two (2) permitted vehicles per Qualified Beach Vendor. 12. Non permitted vehicles other than official vehicles used by Sheriff’s deputies and County employees used for official business shall not be operated on the beach. 13. Turtle nesting season is designated from May 1 through October 31 each year. All vehicles and activities operating on the beaches will steer clear of all marked turtle nesting sites; any adult turtle accessing the beach for the purpose of nesting; or hatchling turtle emerging from a nest site and migrating to the water’s edge. Per State Statue Title XXVIII Chapter 370.12 (1) Protection of Marine Turtles, it is a third degree felony for ‘Any person…that illegally takes, disturbs, mutilates, destroys, causes to be destroyed,…molests, or harasses any marine turtle species, or the eggs or nest of any marine turtle species….’. Section 6. Aircraft. A. No person operating, directing, or responsible for any airplane, seaplane, parasail, helicopter, glider, balloon, dirigible, parachute, ultralight, or other aerial apparatus shall take off from or land at any County park, beach or recreational area except for emergency aircraft, e.g., medical emergency helicopters. . Section 7. Temporary Use for Special Events. A. Policy and Objective This Section is intended to ensure broad usage by allowing temporary uses of any County park, beach or recreational area for purposes which otherwise would be prohibited. These special uses would be allowed by a permit that waives certain restrictions under specific condition which still protect the public health, safety, and welfare. The permitting process is intended to provide a convenient procedure to be followed by beach users. Any temporary use permits will be issued by the Board of County Commissioners 14 Packet Pg. 20  4.1.a or their designee. Fees for these temporary use permits will be established by Resolution Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 by the Board of County Commissioners. Use of electricity and/or water is not granted unless approved. If use is approved additional charges may apply. B. Procedure 1. All requests shall be in writing stating reason, location, time, point of contact and the sponsor. Request must be presented to Public Work staff 60 days prior to the event. Request will be reviewed by Public Works, Public Safety, Growth Management, Water and Sewer, Sheriff’s Office and the request will be approved by the Okaloosa County Board of County Commissioners. 2. Permits will only be issued after approved by the Board of County Commissioners at a regularly scheduled meeting. 3. All organizations submitting applications for permits pursuant hereto shall be required to furnish the County proof of liability insurance in the minimum amounts of $500,000 per person and $1,000,000 per occurrence, naming the Okaloosa County Board of County Commissioners and Okaloosa Sheriff as additional insureds on the policy, insuring for any damages that may be sustained as the result of the activity. 4. All organizations submitting applications for permits shall be required to execute a hold harmless agreement indemnifying the County and Sheriff’s Office for any loss suffered as the result of the activity. 5. All events will pay a daily use fee and appropriate security deposit. These fees are due in advance of proposed activity. Section 8. Commercial activity on public lands. A. Permit, lease, etc. required: No person, firm, corporation, joint venture, partnership, or other legal entity shall directly or indirectly sell, rent, advertise, or promote property, real or personal, or conduct directly or indirectly any commercial activity of any nature or kind, including but not limited to the passing out of literature on or from any public land, public right-of-way, or public recreational area in the county without a permit, lease, contract, franchise, or Qualified Beach Vendor Certificate duly issued or executed by the governing body of the county. B. Preservation of public health, safety, etc. No permit, lease, contract, or franchise shall hereafter be issued for the commercial activities prohibited by this section unless the Board of County Commissioners makes a specific finding that the proposed activity will serve a public need and promote the public health, safety, or welfare. C. Vendor eligibility: The minimum qualifications required to become a Qualified Beach Vendor or public recreation area vendor are as follows: 15 Packet Pg. 21  4.1.a 1. The vendor or business shall demonstrate that a valid occupational license business Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 tax receipt from the Okaloosa County Tax Collector’s office or State of Florida has been obtained as required by the State of Florida and/or Okaloosa County. 2. Vendor shall demonstrate procurement of adequate insurance(s) as specified by the Okaloosa County Risk Management Department irector. 3. Permits from appropriate Local, State, and Federal agencies shall be provided by the Vendor as required. D. Application for permit lease, etc. All applications for a permit, lease, contract, or franchise shall be filed in duplicate with the Bboard of Ccounty Ccommissioners through the Okaloosa County Public Works Parks Division for consideration in accordance with paragraph (b), and shall include: 1. The name, address, age, and business affiliation of the applicant; and 2. A thorough description of the nature of the proposed activity; and 3. A statement as to why and how the proposed activity will promote the public health, safety, morals, or welfare; and 4. A statement as to why and how the proposed activity will not have an adverse environmental impact on the public area involved; and 5. A statement as to why and how the proposed activity will not annoy, harass, intimidate or interfere with the public and their enjoyment of the area involved; and 6. A statement as to how the applicant intends to protect the county from liability for the proposed activity. E. Consideration of application. The Bboard of Ccounty Ccommissioners shall consider the application as submitted and may grant or reject the same, or advertise for bids in accordance with such additional terms and conditions deemed necessary to protect the public interest (Ord. No. 80-12, §2,4-22-80; Ord. No. 83-22, §2,7-26-83; Ord. No. 84-15, § 1,5-22-84; Code 12-1) F. Application for Qualified Beach Vendor Certificate and/or Public Recreation Area Vendor: All applications for a Qualified Beach Vendor Certificate and/or public recreation area vendor shall be filed in duplicate with the Board of County Commissioners through the Okaloosa County Public Works Resources Division for consideration in accordance with section 8.B, and shall include all of the following: 1. $500.00 non refundable application fee 2. Application review period is thirty (30) working days 16 Packet Pg. 22  4.1.a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 32. The name, address, and business affiliation of the applicant; 43. A thorough description of the nature of the proposed activity; 54. A statement as to why and how the proposed activity will serve a public need and promote the public health, safety, or welfare; 65. A statement as to why and how the proposed activity will not have an adverse environmental impact on the public area involved; 76. A statement as to why and how the proposed activity will not annoy, harass, intimidate or interfere with the public and their enjoyment of the area involved; 87. A statement as to how the applicant intends to protect the County from liability for the proposed activity. 98. Each applicant shall sign a statement stating they have read the 04-05 Ordinance 08-06 as amended and fully understand its contents. G. Qualified Beach Vendor Certificates and/or Recreation Area Vendor shall be renewed annually. All Qualified Beach Vendor Certificates and Recreation Area Vendor expire on December 31. Vendors shall apply to become a Qualified Beach Vendor and/or Recreation Area Vendor each year that they wish to conduct business on the public beach and/or public recreation area. H. Consideration of application. The Board of County Commissioners or their designee shall consider the application as submitted and may grant or reject the same. The Board of County Commissioners maintains the right to advertise for bids in accordance with such additional terms and conditions deemed necessary to protect the public interest (Ord. No. 80-12, §2,4-22-80; Ord. No. 83-22, §2,7-26-83; Ord. No. 84-15, § 1,5-22-84; Code 12-1) SECTION Section 9. Beach Service Stipulations A. Qualified Beach Vendors operating on the beach shall only fly the beach warning flag(s) specified by the posted flag system of the Okaloosa County Beach Safety Division. B. All Qualified Beach Vendor equipment shall be placed in accordance with the requirements provided by the Okaloosa County Public Works Parks Division Resources Department and the Florida Department of Environmental Protection. Beach storage boxes shall display the Okaloosa County Qualified Beach Vendor Certificate number on opposing sides of their box with letters not to exceed three inches (3”) in height but no less than two inches (2”) in height. 17 Packet Pg. 23  4.1.a C. Qualified Beach Vendors shall maintain their permitted site(s) to be free of debris, trash, Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 inoperable equipment and other non essential items. D. Qualified Beach Vendors shall ensure that their area’s refuse will be placed in a County provided trash receptacle. Should a trash receptacle become full vendors shall remove the full bag, tie the bag shut, place it adjacent to the receptacle and place a new County provided bag (which is located in the bottom of the receptacle) in the receptacle. E. In the event of a storm or impending disaster all beach vendor equipment on the County’s public beach must be removed to the vendor’s off-site storage area. Access for removal and replacement will be determined by Okaloosa County Parks Division Resources Department. F. Spacing, set back, and beach safety corridor requirements stated in section 3.G shall be adhered to at all times. G. Qualified beach vendors shall not set up beach chair/umbrella, or other equipment before 8:00 a.m. Central Time, and shall remove beach chair/umbrellas or other equipment prior to one hour after dusk. Violation of this item can result in the Qualified Beach Vendor Certificate being revoked or prevention of a Qualified Beach Vendor Certificate being issued to the beach chair/umbrella service in the future. Section 10. Permit for A a Designated Beach Property This section addresses the procedures by which an upland property owner or their designee can apply to Okaloosa County to engage the services of a Qualified Beach Vendor(s) on the public beach area adjacent to their facility. A. Yearly applications must be submitted to the Board of County Commissioners for consideration and must include; the name of the upland facility, contact information, number of units, linear beach footage of property (measured from property line in a straight line to the other property line adjacent to the county beach), an 8 ½” X 11” copy of a map depicting property and adjacent beach with property boundary dimensions and type of vendor service(s) they wish to engage. B. Permit review period is thirty (30) working days. CB.Applicant is required to select an Okaloosa County Qualified Beach Vendor. A list of Qualified Beach Vendors can be obtained from the Resources Division of the Public Works Department. A copy of the selected Qualified Beach Vendor’s certificate must be attached. DC.There is no fee for the yearly permit. The permit review period is thirty (30) working days. The permit will be in effect from January 1 through December 31 of the specified year. 18 Packet Pg. 24  4.1.a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 ED.Consideration of application. The Board of County Commissioners or their designee shall consider the permit application as submitted and may grant or reject the same. The Board of County Commissioners maintains the right to advertise for bids in accordance with such additional terms and conditions deemed necessary to protect the public interest (Ord. No. 80-12, §2,4-22-80; Ord. No. 83-22, §2,7-26-83; Ord. No. 84-15, § 1,5-22-84; Code 12-1) Section 11. Penalties A. Any person found in violation of the above provisions, excluding Section 5. C 1 through 7, shall face the following civil penalties unless otherwise specified. Any person to whom a citation is issued shall pay the fine by the designated date to the Clerk of Court or appear in County court at the time, date, and location designated in the citation. B. Minimum civil penalties for violations not otherwise listed are as follows: 1. First Violation $100.00 2. Second Violation $200.00 3. Third and subsequent violations Fine of up to $500 and/or up to 60 days in jail. C. Minimum civil penalties for violations of Section 3.D. Glass Containers 1. First Violation $50.00 2. Second Violation $150.00 3. Third and subsequent violations $300.00 D. Minimum civil penalties for violations of Section 5. Permitted Vehicles on the Beach, Parks, and Recreation Areas, subsection A and B: are specified in Section 5. 1. First Violation $200.00 2. Second Violation $300.00 3. Third and subsequent violations $500.00 E. Minimum civil penalties for violations of Section 3.B. Fires 1. First Violation $200.00 2. Second Violation $300.00 3. Third and subsequent violations $500.00 F. Minimum civil penalties for violations of Section 3.A. Overnight Camping 1. First Violation $100.00 2. Second Violation $200.00 19 Packet Pg. 25  4.1.a 3. Third and subsequent violations $300.00 Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 G. Minimum civil penalties for violations of Section 3.F. Littering 1. First Violation $200.00 2. Second Violation $300.00 3. Third and subsequent violations $500.00 H. Minimum civil penalties for violations of Section 7. Temporary Use for Special Events 1. First Violation $200.00 2. Second Violation $300.00 3. Third and subsequent violations $500.00 I. Minimum civil penalties for violations of Section 12. Hours of Use 1. First Violation $50.00 2. Second Violation $150.00 3. Third and subsequent violations $300.00 J. Any person requesting a hearing in County Court waives the right to pay the minimum civil penalties. K. Penalties shall be in addition to court costs established by statute. L. The maximum civil penalty for each violation shall be $500.00 or as previously specified. M. If a person to whom a citation is issued does not contest the citation and elects to pay the applicable civil penalty to the Clerk of Court in lieu of appearing in County Court, the civil penalty shall be less than the maximum civil penalty. N. Any funds generated by the fees and fines provided for in this Ordinance shall be used for the enforcement of the Ordinance. O. The dollar amounts set for the fees and fines shall be revised by resolution by the Board of County Commissioners. Section 12. Hours of Use. All Ccounty parks, including river and beach access points, shall be closed between one hour after sunset and one hour before sunrise. No person, firm, corporation, joint venture, partnership, or other legal entity shall enter, occupy, trespass or use any Ccounty park in Okaloosa County during the time that the same is closed to the public pursuant to the signs posted in conspicuous places at the entrance to the same. Overnight camping parking is prohibited. Exceptions to this section include: loading and unloading of watercraft at parks specifically designated for after hours boat ramp use; and utilization 20 Packet Pg. 26  4.1.a of parks with lights for sponsored events until 9:30 PM, at which time the lights must be Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 extinguished. No overnight parking allowed at James Lee Park from 11:00 p.m. Central Time until one hour before sunrise. Violators will be towed at the vehicle’s owner expense. This section does not apply to the Pier, and Newman C. Brackin Park, and James Lee Park. Section 13. Advisory Committee. A. Established. There is hereby established in the County an Okaloosa County Parks Advisory Committee. This committee shall consist of nine seven citizens, six (6) one (1) coming from each of the five Commission Districts the unincorporated areas and three (3) two (2) additional members, at least one of which shall be from an from the incorporated area , with each County Commission District being represented by at least one member. The committee representation will seek to reflect the diversity within the County. The terms of office shall be for periods of three years or until their successors are appointed and qualified, except the members first appointed shall be staggered in such manner as the County Commission authorizes. Members of the committee shall be notified of their appointments in writing and shall provide a response indicating their willingness to serve within ten days after receipt thereof or they shall automatically forfeit their appointments. The County Commission, or their designee, shall have the authority to revoke any appointment for reasonable cause and vacancies on the committee shall be appointed by the Board of County Commissioners for the unexpired term. Additional members from various other public and private organizations may be added. B. DUTIES: The Parks and Recreation Advisory Committee shall serve as advisors to the Board of County Commissioners and the Parks Division Department. They should assist in the following: 1. Identification of sites for future community parks, boat ramps, beach access, parking, and trails and bikeways. 2. Joint use agreements with the School Board, municipalities, YMCA, Eglin officials, State Forestry, and other partners to help reduce cost. 3. Neighborhood parks program. This program will work with neighborhood associations to develop parks in existing neighborhoods. 4. Identification of funding sources (FRDAP, TEA-21, Land & Water Conservaton Fund; Water Grant, etc.) 5. The preparation of a priority list for the establishment of new recreational locations. Section 14. Prohibited Vehicle Parking. No tour buses, eighteen wheelers, fifth wheel trailers, recreational vehicles (RV), etc. are 21 Packet Pg. 27  4.1.a permitted to park at any time in any County park, beach or recreational area. All vehicles Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 must fit into a standard 9 ft (width) by 18 ft (length) parking space. School buses will be reviewed on a case by case basis. No vehicle is allowed to take up more than one designated parking space. Violators will be towed at the vehicle’s owner expense. Section 15. Weddings Conducted in County Public Parks. No reservations will be made for County public parks on the following holidays or holiday weekend due to increased demand for these facilities: Memorial Day/Memorial Day weekend, 4Th of July/4Th of July weekend and Labor Day/Labor Day weekend. All wedding planning companies who wish to conduct weddings on County public parks, beaches, or recreation areas must obtain a Qualified Beach Vendor Certificate (see Section 16-48). Beach wedding schedule for James Lee Park. 1. All Qualified Beach Vendors seeking to perform weddings at James Lee Park, regardless of the number of guests, must contact the Public Works Parks Division a minimum of 14 days prior to the planned event. 2. The following information is required to schedule weddings: the date, time, name of the Qualified Beach Vendor, bride’s and groom’s names, and number of expected guests. 3. Bookings are made on a “first come, first served” basis. 4. County staff will coordinate all dates and times for the proposed weddings with the lessee of James Lee Park. 5. Existing guidelines for special events hosted on County public beaches, parks and recreation areas will be enforced. 6. Qualified beach vendors and individuals with scheduled wedding events will be notified that the parking facilities at James Lee Park are available for the public and cannot be reserved or ‘saved’ in advance of a scheduled event. Shuttling of guests is strongly recommended. 7. Wedding parties are allowed 30 minutes prior and after the completion of the ceremony for setup and breakdown. Section 16. The provisions of this Ordinance shall take effect as provided by law and do hereby repeal any and all ordinances or provisions thereof in conflict herewith. DULY PASSED AND ADOPTED in session on this the _____ day of December, 2012. 22 Packet Pg. 28  4.1.a Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06 OKALOOSA COUNTY, a political Subdivision of the State of Florida By: ________________________________ DON R. AMUNDS, CHAIRMAN BOARD OF COUNTY COMMISSIONERS ATTEST: _____________________________ DON W. HOWARD CLERK OF THE CIRCUIT COURT 23 Packet Pg. 29  24 4.1.a Packet Pg. 30 Attachment: Ordinance 08-06 with Nov 2012 Revisions (County Recreational Areas) (1136 : Public Hearing: Revisions to Ordinance 08-06  5.1 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Teresa Ward, BCC Clerk SUBJECT: Approval of BCC Meeting Minutes Request Board approval of the official minutes for the November 4, 2012 and November 20, 2012 Commission Meetings. Packet Pg. 31  5.1.a Packet Pg. 32 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 33 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 34 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 35 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 36 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 37 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 38 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 39 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 40 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 41 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 42 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 43 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 44 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 45 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 46 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 47 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 48 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.a Packet Pg. 49 Attachment: Minutes - Nov 4 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 50 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 51 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 52 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 53 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 54 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 55 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 56 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 57 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 58 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 59 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 60 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 61 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 62 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 63 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 64 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 65 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 66 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 67 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 68 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 69 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 70 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 71 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 72 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 73 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.1.b Packet Pg. 74 Attachment: Minutes - Nov 20 2012 (1223 : Approval of BCC Meeting Minutes)  5.2 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: David Skarzynski, Budget Manager SUBJECT: Budget Resolutions & Transfers 1. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Executive Office of the Governor Florida Department of Emergency Management for maintenance and operation of emergency management programs carryforward grant in the amount of $155,967. 2. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Florida Department of Transportation for non-emergency transportation, rural public transportation and non-sponsored transportation trips and/or capital equipment to non- sponsored transportation carryforward grants in the amount of $509,020. 3. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Federal Transit Authority for capital and operating transportation carryforward grants in the amount of $7,516,442. 4. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Florida Department of Emergency Management for hazardous materials planning and prevention and homeland security carryforward grants in the amount of $506,774. 5. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Florida Department of Community Affairs for planning, training, exercise and equipment of citizens corps and community emergency response team and Sylvania Heights neighborhood revitalization resurfacing project carryforward grants in the amount of $453,108. 6. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from United States Department of Justice for supervised visitation and safe exchange carryforward grant in the amount of $399,009. 7. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Aqua Green, Inc. and Dominion Capital for annual lease in the amount of $140,000. 8. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Florida Department of Emergency Management for state homeland security grant in the amount of $11,250. 9. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from Packet Pg. 75  5.2 Florida Department of Community Affairs for the neighborhood stabilization program carryforward grant in the amount of $171,979. 10. Resolution amending the Fiscal Year 2013 General Fund to reflect appropriations from United States Department of Defense, Office of Economic Adjustment for Eglin AFB joint land-use study carryforward grant in the amount of $106,955. 11. Resolution amending the Fiscal Year 2013 Supervisor of Elections General Fund to reflect appropriations from United States Department of Defense - Defense Human Resource Activity for electronic absentee systems for elections voting assistance program carryforward grants in the amount of $957,993. 12. Resolution amending the Fiscal Year 2013 County Transportation Trust Fund to reflect appropriations from Florida Department of Transportation for computerized traffic signal system and operation of alternative commuter transportation route carryforward grants in the amount of $61,209. 13. Resolution amending the Fiscal Year 2013 Tourist Development Fund to reflect appropriations from Florida Department of Transportation for urban corridor to improve the level of transit on U.S. 98 carryforward grant in the amount of $213,560. 14. Resolution amending the Fiscal Year 2013 S.H.I.P. Fund to reflect appropriations from Florida Housing Finance Corporation for Sadowski Housing Incentive Program (S.H.I.P.) carryforward grant in the amount of $190,169. 15. Resolution amending the Fiscal Year 2013 E911 Operations Fund to reflect appropriations from Florida Department of Management Services for E911 network fiber circuits and E011 IP selective router maintenance carryforward grants in the amount of $24,274. 16. Resolution amending the Fiscal Year 2013 Capital Outlay Construction Fund to reflect appropriations from Florida Department of Agriculture and Consumer Services for construction of new agriculture center carryforward grant in the amount of $80,703. 17. Resolution amending the Fiscal Year 2013 Capital Outlay Construction Fund to reflect appropriations for budget transfer from General Fund for Veterans Park in the amount of $140,000. 18. Resolution amending the Fiscal Year 2013 Road/Bridge Construction Fund to reflect appropriations from Florida Department of Transportation for design of sidewalks along 12th Avenue carryforward grant in the amount of $2,520. 19. Resolution amending the Fiscal Year 2013 Airport Enterprise Fund to reflect appropriations from United States Department of Transportation for Northwest Florida Regional Airport parking lot and taxiway projects, Destin Airport runway and taxiway projects and Bob Sikes taxiway project carryforward grants in the amount of $1,716,744. Packet Pg. 76  5.2 20. BT-13-13 in the amount of $44,000 to provide funding for the remodeling of former Garnier’s plant into EMS station as approved on December 4, 2012. 21. BT-13-14 in the amount of $26 to provide local match of carryforward grant. 22. BT-13-15 in the amount of $ 1,347,973 to provide local match of Florida Department of Transportation grants. 23. BT-13-16 in the amount of $11,883 to provide local match for United States Department of Defense, Office of Economic Adjustment for Eglin AFB joint land-use study carryforward grant. Packet Pg. 77  5.2.a RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Executive Office of the Governor Florida Department of Emergency Management (EOG-FDEM) for maintenance and operation of emergency management programs carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original Attachment: Resolution 13-001-18 (1227 : Budget Resolutions & Transfers) budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDEM E.M.P.G. 12 701227R-331200 $67,150 FDEM E.M.P.A. 13 701300R-334200 $88,817 EXPENDITURES DEPT-ACCOUNT AMOUNT FDEM E.M.P.G. 12 701227-534900 $5,000 FDEM E.M.P.G. 12 701227-541010 $1,350 FDEM E.M.P.G. 12 701227-546640 $5,000 FDEM E.M.P.G. 12 701227-546900 $14,000 FDEM E.M.P.G. 12 701227-552801 $16,300 FDEM E.M.P.G. 12 701227-552990 $1,000 FDEM E.M.P.G. 12 701227-564203 $24,500 FDEM E.M.P.A. 13 701300-534900 $12,118 FDEM E.M.P.A. 13 701300-540002 $500 FDEM E.M.P.A. 13 701300-540005 $1,000 FDEM E.M.P.A. 13 701300-541010 $13,000 FDEM E.M.P.A. 13 701300-541011 $5,000 FDEM E.M.P.A. 13 701300-546640 $18,000 FDEM E.M.P.A. 13 701300-546900 $14,000 FDEM E.M.P.A. 13 701300-548001 $3,600 FDEM E.M.P.A. 13 701300-549900 $1,000 FDEM E.M.P.A. 13 701300-552800 $3,500 FDEM E.M.P.A. 13 701300-552990 $3,399 FDEM E.M.P.A. 13 701300-554001 $1,200 FDEM E.M.P.A. 13 701300-555001 $500 FDEM E.M.P.A. 13 701300-562290 $5,000 FDEM E.M.P.A. 13 701300-564203 $7,000 Packet Pg. 78  5.2.a Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: Attachment: Resolution 13-001-18 (1227 : Budget Resolutions & Transfers) DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 79  5.2.b RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Transportation (FDOT) for non-emergency transportation, rural public transportation and non-sponsored transportation trips and/or capital equipment to non-sponsored transportation carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original Attachment: Resolution 13-001-19 (1227 : Budget Resolutions & Transfers) budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDOT NET Program 70940R-331420 $198,173 FDOT Section 5311 12 701242R-331420 $21,427 FDOT Trip & Equipment 12 701248R-334420 $289,420 EXPENDITURES DEPT-ACCOUNT AMOUNT FDOT NET Program 70940-534410 $198,173 FDOT Section 5311 12 701242-534410 $18,387 FDOT Section 5311 12 701242-547002 $1,500 FDOT Section 5311 12 701242-549650 $1,540 FDOT Trip & Equipment 12 701248-534410 $289,420 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 80  5.2.c RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Federal Transit Authority (FTA) for capital and operating transportation carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-001-20 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FTA Capital & Operating 08 70841R-331420 $260,118 FTA Capital & Operating 09 70941R-331420 $787,399 FTA FL-90-X715-00 70044R-331420 $784,078 FTA Capital & Operating 11 701141R-331420 $1,807,289 FTA Capital & Operating 12 701241R-331420 $1,975,602 FTA Section 5307-2 701244R-331420 $1,901,956 EXPENDITURES DEPT-ACCOUNT AMOUNT FTA Capital & Operating 08 70841-540002 $365 FTA Capital & Operating 08 70841-540005 $1,688 FTA Capital & Operating 08 70841-549650 $18 FTA Capital & Operating 08 70841-549901 $400 FTA Capital & Operating 08 70841-564404 $257,647 FTA Capital & Operating 09 70941-540002 $1,500 FTA Capital & Operating 09 70941-540005 $2,000 FTA Capital & Operating 09 70941-552544 $8,248 FTA Capital & Operating 09 70941-552800 $6 FTA Capital & Operating 09 70941-564402 $563,500 FTA Capital & Operating 09 70941-564403 $71,179 FTA Capital & Operating 09 70941-564404 $140,966 FTA FL-90-X715-00 70044-534410 $1,667 FTA FL-90-X715-00 70044-540002 $2,000 FTA FL-90-X715-00 70044-540005 $3,000 FTA FL-90-X715-00 70044-552544 $236,505 FTA FL-90-X715-00 70044-552801 $8,549 FTA FL-90-X715-00 70044-564402 $406,000 FTA FL-90-X715-00 70044-564403 $30,000 FTA FL-90-X715-00 70044-564404 $96,357 FTA Capital & Operating 11 701141-534410 $759,046 FTA Capital & Operating 11 701141-540002 $2,500 FTA Capital & Operating 11 701141-540005 $3,500 FTA Capital & Operating 11 701141-552544 $206,000 FTA Capital & Operating 11 701141-552801 $37,725 Packet Pg. 81  5.2.c FTA Capital & Operating 11 701141-555001 $284 FTA Capital & Operating 11 701141-564402 $100,000 FTA Capital & Operating 11 701141-564403 $15,000 FTA Capital & Operating 11 701141-564404 $683,234 FTA Capital & Operating 12 701241-534410 $950,000 FTA Capital & Operating 12 701241-540002 $4,500 FTA Capital & Operating 12 701241-540005 $4,500 FTA Capital & Operating 12 701241-549650 $13,159 FTA Capital & Operating 12 701241-552544 $77,000 FTA Capital & Operating 12 701241-552801 $45,000 FTA Capital & Operating 12 701241-554001 $4,000 FTA Capital & Operating 12 701241-564403 $25,000 FTA Capital & Operating 12 701241-564404 $852,443 FTA Section 5307-2 701244-534410 $1,030,790 Attachment: Resolution 13-001-20 (1227 : Budget Resolutions & Transfers) FTA Section 5307-2 701244-540002 $5,000 FTA Section 5307-2 701244-540005 $5,000 FTA Section 5307-2 701244-549650 $15,000 FTA Section 5307-2 701244-552544 $50,250 FTA Section 5307-2 701244-552801 $50,000 FTA Section 5307-2 701244-554001 $5,000 FTA Section 5307-2 701244-564402 $54,750 FTA Section 5307-2 701244-564403 $40,000 FTA Section 5307-2 701244-564404 $646,166 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 82  5.2.d RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Emergency Management (FDEM) for hazardous materials planning and prevention and homeland security carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-001-21 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDEM Hazardous Material Plan 701228R-334200 $11,524 FDEM Security Program 701286R-331210 $495,250 EXPENDITURES DEPT-ACCOUNT AMOUNT FDEM Hazardous Material Plan 701228-546640 $1,200 FDEM Hazardous Material Plan 701228-552990 $9,324 FDEM Hazardous Material Plan 701228-564202 $2,000 FDEM Security Program 701286-591086 $495,250 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 83  5.2.e RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Community Affairs (FDCA) for planning, training, exercise and equipment of citizens corps and community emergency response team and Sylvania Heights neighborhood revitalization resurfacing project carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original Attachment: Resolution 13-001-22 (1227 : Budget Resolutions & Transfers) budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDCA Citizens Corp 11 701122R-331200 $1,404 FDCA C.E.R.T. 11 701128R-331200 $252 FDCA Sylvania Roads 701140R-331490 $451,452 EXPENDITURES DEPT-ACCOUNT AMOUNT FDCA Citizens Corp 11 701122-548001 $1,013 FDCA Citizens Corp 11 701122-552990 $391 FDCA C.E.R.T. 11 701128-548001 $252 FDCA Sylvania Roads 701140-531900 $11,808 FDCA Sylvania Roads 701140-534900 $42,371 FDCA Sylvania Roads 701140-549650 $5,621 FDCA Sylvania Roads 701140-563490 $391,652 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 84  5.2.f RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from United States Department of Justice (USDOJ) for supervised visitation and safe exchange carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-001-23 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT USDOJ Safe Havens 12 701292R-331890 $399,009 EXPENDITURES DEPT-ACCOUNT AMOUNT USDOJ Safe Havens 12 701292-534900 $380,980 USDOJ Safe Havens 12 701292-540002 $11,222 USDOJ Safe Havens 12 701292-549650 $6,307 USDOJ Safe Havens 12 701292-555001 $500 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 85  5.2.g RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Aqua Green Inc. and Dominion Capital for annual lease, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Attachment: Resolution 13-001-24 (1227 : Budget Resolutions & Transfers) Okaloosa County, Florida that the budget for the General Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT Aqua Green, Inc. 0100R-362705 $75,000 Dominion Capital 0100R-362706 $65,000 EXPENDITURES DEPT-ACCOUNT AMOUNT Budget Transfer – Capital Outlay Fund 0198-591301 $140,000 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 86  5.2.h RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Emergency Management for state homeland security grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-001-25 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT Public Safety – Federal – Sheriff 701382R-331210 $11,250 EXPENDITURES DEPT-ACCOUNT AMOUNT Budget Transfer–Sheriff-Law Enforcement 701382-591086 $11,250 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 87  5.2.i RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Community Affairs (FDCA) for the neighborhood stabilization program carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-001-26 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT Economic Environment - Federal 70050R-331500 $171,979 EXPENDITURES DEPT-ACCOUNT AMOUNT Travel Out-of-County 70050-540002 $100 Lodging Expense 70050-540005 $300 Postage/Freight 70050-542001 $94 In-House Labor 70050-549650 $171,404 Office Supplies 70050-551001 $81 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 88  5.2.j RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from United States Department of Defense - Office of Economic Adjustment (USDOD-OEA) for Eglin AFB joint land-use study carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-001-27 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT General Government – Federal 701112R-331100 $106,955 EXPENDITURES DEPT-ACCOUNT AMOUNT Contract Services – Consulting 701112-534003 $64,352 Contract Services – Personnel 701112-534500 $35,281 Travel In-County 701112-540001 $434 Travel Out-of-County 701112-540002 $459 Cell Phones/Pagers 701112-541011 $307 Postage/Freight 701112-542001 $1,219 Rent/Lease – Building 701112-544620 $3,929 Legal Advertising 701112-549901 $170 Office Supplies 701112-551001 $478 Books/Subs/Pubs/Memberships 701112-554001 $326 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 89  5.2.k RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET SUPERVISOR OF ELECTIONS - GENERAL FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from United States Department of Defense-Defense Human Resource Activity (USDOD-DHRA) for electronic absentee systems for elections voting assistance program carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original Attachment: Resolution 13-011-02 (1227 : Budget Resolutions & Transfers) budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the Supervisor of Elections - General Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT F.V.A.P. E.A.S.E. Program 12 701288R-331100 $121,265 F.V.A.P. E.A.S.E. Program 11 701289R-331100 $836,728 EXPENDITURES DEPT-ACCOUNT AMOUNT F.V.A.P. E.A.S.E. Program 12 701288-534900 $121,265 F.V.A.P. E.A.S.E. Program 11 701289-534900 $525,000 F.V.A.P. E.A.S.E. Program 11 701289-549307 $41,600 F.V.A.P. E.A.S.E. Program 11 701289-564102 $270,128 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 90  5.2.l RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET COUNTY TRANSPORTATION TRUST FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Transportation (FDOT) for computerized traffic signal system and operation of alternative commuter transportation route carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original Attachment: Resolution 13-101-02 (1227 : Budget Resolutions & Transfers) budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the County Transportation Trust Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDOT Traffic Signal Maintenance 71901R-331490 $61,183 FDOT Commuter Assistance 12 711200R-334420 $26 EXPENDITURES DEPT-ACCOUNT AMOUNT FDOT Traffic Signal Maintenance 71901-563480 $61,183 FDOT Commuter Assistance 12 711200-552010 $26 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 91  5.2.m RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET TOURIST DEVELOPMENT FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Transportation (FDOT) for urban corridor to improve the level of transit on U.S. 98 carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-104-03 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the Tourist Development Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT Mass Transit – State 711242R-334420 $213,560 EXPENDITURES DEPT-ACCOUNT AMOUNT Contract Services – O.C.T. 711242-534410 $213,560 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 92  5.2.n RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET S.H.I.P. FUND WHEREAS, the Board of County Commissioners in the in the original budget did not reflect adequate appropriations from Florida Housing Finance Corporation (FHFC) for Sadowski Housing Incentive Program (S.H.I.P.) carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-106-01 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the S.H.I.P. Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FHFC S.H.I.P. 701151R-334500 $187,447 FHFC S.H.I.P. -Interest 701151R-361101 $2,722 EXPENDITURES DEPT-ACCOUNT AMOUNT FHFC S.H.I.P. 701151-534552 $190,169 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 93  5.2.o RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET E911 OPERATIONS FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Management Services (FDMS) for E911 network fiber circuits and E911 IP selective router maintenance carryforward grants, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-108-01 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the E911 Operations Fund increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDMS E911 Net Fiber 70826R-334200 $5,386 FDMS E911 Net Fiber - Interest 70826R-361101 $5,123 FDMS Router Maintenance 701124R-334200 $11,804 FDMS Router Maintenance - Interest 701124R-361101 $1,961 EXPENDITURES DEPT-ACCOUNT AMOUNT Repair/Maintenance – Technical Support 70826-546900 $10,509 Equipment 701124-564202 $13,765 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 94  5.2.p RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET CAPITAL OUTLAY CONSTRUCTION FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Agriculture and Consumer Services (FDACS) for construction of new agricultural center carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and Attachment: Resolution 13-301-01 (1227 : Budget Resolutions & Transfers) NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the Capital Outlay Construction Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDACS Agriculture Center 73831R-334390 $80,703 EXPENDITURES DEPT-ACCOUNT AMOUNT Construction 73831-562390 $80,703 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 95  5.2.q RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET CAPITAL OUTLAY CONSTRUCTION FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations for budget transfer from General fund for Veterans Park, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Attachment: Resolution 13-301-02 (1227 : Budget Resolutions & Transfers) Okaloosa County, Florida that the budget for the Capital Outlay Construction Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT Budget Transfer – General Fund 3100R-381001 $140,000 EXPENDITURES DEPT-ACCOUNT AMOUNT Buildings 3170-562720 $85,000 Other Improvements 3170-563720 $55,000 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 96  5.2.r RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET ROAD/BRIDGE CONSTRUCTION FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from Florida Department of Transportation (FDOT) for design of sidewalks along 12th Avenue carryforward grant, and WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Attachment: Resolution 13-302-01 (1227 : Budget Resolutions & Transfers) Okaloosa County, Florida that the budget for the Road/Bridge Construction Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDOT 12th Avenue Sidewalk 731241R-331490 $2,520 EXPENDITURES DEPT-ACCOUNT AMOUNT FDOT 12th Avenue Sidewalk 731241-531500 $2,520 Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 97  5.2.s RESOLUTION NO. A RESOLUTION AMENDING THE FISCAL YEAR 2013 BUDGET AIRPORT ENTERPRISE FUND WHEREAS, the Board of County Commissioners in the original budget did not reflect adequate appropriations from United States Department of Transportation (USDOT) for Northwest Florida Regional Airport parking lot and taxiway projects, Destin Airport runway and taxiway projects and Bob Sikes taxiway project carryforward grants, and Attachment: Resolution 13-421-02 (1227 : Budget Resolutions & Transfers) WHEREAS, said additional revenue is evident, and WHEREAS, Section 129.06(2)(d), Florida Statutes provides that a County may, by resolution of the Board of County Commissioners at any time during the fiscal year, appropriate and expend funds received for a particular purpose from a source not anticipated in the original budget, and NOW, THEREFORE, BE IT RESOLVED, by the Board of County Commissioners of Okaloosa County, Florida that the budget for the Airport Enterprise Fund be increased, additional receipts appropriated as follows: RECEIPTS DEPT-ACCOUNT AMOUNT FDOT Parking Lot NWFRA 74026R-334410 $1,097,298 FDOT Rehabilitate Taxiway 74821R-334410 $27,036 FDOT Taxiway "A" Bob Sikes 741120R-334410 $136,847 FDOT Taxiway Rehabilitation 741122R-334410 $8,750 FDOT Parking Lot 741124R-334410 $4,240 FDOT Destin Taxiway 741220R-334410 $286,844 FDOT Runway Rehabilitation Destin 741221R-334410 $155,729 EXPENDITURES DEPT-ACCOUNT AMOUNT FDOT Parking Lot NWFRA 74026-563490 $1,097,298 FDOT Rehabilitate Taxiway 74821-563490 $27,036 FDOT Taxiway "A" Bob Sikes 741120-563479 $28,300 FDOT Taxiway "A" Bob Sikes 741120-563488 $108,547 FDOT Taxiway Rehabilitation 741122-531900 $8,750 FDOT Parking Lot 741124-531900 $4,240 FDOT Destin Taxiway 741220-563490 $286,844 FDOT Runway Rehabilitation Destin 741221-563490 $155,729 Packet Pg. 98  5.2.s Adopted this regular session the 18th day of December 2012. BOARD OF COUNTY COMMISSIONERS OKALOOSA COUNTY, FLORIDA ____________________________________ DON R. AMUNDS, CHAIRMAN Attachment: Resolution 13-421-02 (1227 : Budget Resolutions & Transfers) ATTEST: DON W. HOWARD CLERK OF CIRCUIT COURT BY: ____________________________ Deputy Clerk Budget Amendment No. __________ Packet Pg. 99  5.2.t Packet Pg. 100 Attachment: BT-13-13 (1227 : Budget Resolutions & Transfers)  5.2.u Packet Pg. 101 Attachment: BT-13-14 (1227 : Budget Resolutions & Transfers)  5.2.v Packet Pg. 102 Attachment: BT-13-15 (1227 : Budget Resolutions & Transfers)  5.2.w Packet Pg. 103 Attachment: BT-13-16 (1227 : Budget Resolutions & Transfers)  5.3 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: John Hofstad SUBJECT: Emergency Debris Removal Contract Extension DEPARTMENT: Public Works BCC DISTRICT: ALL STATEMENT OF ISSUE: Department is asking for a one year extension of its primary and secondary debris removal contracts in order to prepare an RFP for debris removal services beginning January 1, 2014. BACKGROUND: Contracts were awarded in 2007 after a competitive bid process and subsequently extended in 2009 pursuant to contract provisions for three years through Dec 31, 2012. After a recent review by our Debris Monitoring Contractor, True-North Emergency Management, it is appears prudent to issue an RFP for Emergency Debris Removal services in order to take advantage of developments in the debris management industry in recent years. Since there was not sufficient time to develop an RFP prior to the termination of the existing agreements the department is recommending a one year extension in order to allocate an adequate amount of time for drafting an RFP with review from its Debris Monitoring Firm prior to its advertisement. OPTIONS: Approve/Disapprove RECOMMENDATIONS: That the Board grant a one-year extension of the current contracts and authorize the Chairman to execute the attached renewal forms. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 104  5.3.a Packet Pg. 105 Attachment: DebrisContractRenewal2013 (1228 : Emergency Debris Removal Contract Extension)  5.3.a Packet Pg. 106 Attachment: DebrisContractRenewal2013 (1228 : Emergency Debris Removal Contract Extension)  5.3.a Packet Pg. 107 Attachment: DebrisContractRenewal2013 (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 108 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 109 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 110 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 111 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 112 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 113 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 114 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 115 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 116 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 117 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 118 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 119 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 120 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 121 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 122 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 123 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 124 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 125 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 126 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 127 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 128 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 129 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 130 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 131 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 132 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 133 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 134 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 135 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 136 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 137 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 138 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 139 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 140 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 141 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.3.b Packet Pg. 142 Attachment: DRC Contract (1228 : Emergency Debris Removal Contract Extension)  5.4 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: John Hofstad SUBJECT: Final Payment to Aero Training & Rental - Foxwood Ph 1 DEPARTMENT: Public Works BCC DISTRICT: Three STATEMENT OF ISSUE: Aero Training & Rental Inc has completed their contract to install drainage improvements (Phase 1) in the Foxwood Subdivision and have completed the necessary paperwork required for a final payment to be issued. BACKGROUND: In June of 2012 Okaloosa County requested bids to have the existing under drain replaced and subsequently resurface the road. The County put this project together in 3 phases with phase 1 being awarded to Aero Training & Rental Inc as the lowest bidder. Phase 1 included Williams Way, Wedgewood Court, and half of Country Club Drive. OPTIONS: Approve/Disapprove RECOMMENDATIONS: Request approval to move forward with final payment in the amount of $7,560.36 to Aero Training and Rental for phase 1 improvements within Foxwood Subdivision. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 143  5.4.a Packet Pg. 144 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 145 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 146 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 147 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 148 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 149 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 150 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 151 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 152 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 153 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 154 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 155 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 156 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 157 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 158 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.4.a Packet Pg. 159 Attachment: Foxwood Drainage Closeout package (1232 : Final Payment to Aero Training & Rental - Foxwood Ph 1)  5.5 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Richard Brannon SUBJECT: Bid Award for Trailer Mounted By-Pass Pump - Water & Sewer DEPARTMENT: Purchasing BCC DISTRICT: Four STATEMENT OF ISSUE: Request approval of bid award. Bids were opened on November 15, 2012. Bids were received from six (6) companies (see attached tabulation). Thompson Pump (Pensacola, FL) is the low bidder meeting specifications in the amount of $97,750.00. BACKGROUND: This pump will serve as a supplemental back-up pump in the event of an emergency at the Main Island Lift Station. Because of its portability, it could be used at other locations if needed. Funding (see attached) is available in the current FY 12/13 budget. OPTIONS: Award or Reject. RECOMMENDATIONS: Staff recommends awarding to Thompson Pump; they being low bidder meeting specifications in the amount of $97,750.00. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 160  5.5.a Packet Pg. 161 Attachment: Engineer's Recommendation of Award (1233 : Bid Award for Trailer Mounted By-Pass Pump - Water & Sewer)  5.5.a Packet Pg. 162 Attachment: Engineer's Recommendation of Award (1233 : Bid Award for Trailer Mounted By-Pass Pump - Water & Sewer)  5.5.b Packet Pg. 163 Attachment: Expenditure Status Report (1233 : Bid Award for Trailer Mounted By-Pass Pump - Water & Sewer)  5.5.c Packet Pg. 164 Attachment: Ltr of Rec Award WS 02-13 By-Pass Pump (1233 : Bid Award for Trailer Mounted By-Pass Pump - Water & Sewer)  5.5.d Packet Pg. 165 Attachment: Trailer Mounted By Pass Pump Unit (1233 : Bid Award for Trailer Mounted By-Pass Pump - Water & Sewer)  5.6 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Greg Donovan SUBJECT: Assignment of Lease - Neal to Robbins DEPARTMENT: Airport BCC DISTRICT: All STATEMENT OF ISSUE: The Board is requested to approve a proposed Assignment of Lease from James L. Neal to Phil Robbins/Armada Systems for Block 4 Lot 1 at the Destin/Ft. Walton Beach Airport. The BCC is also requested to authorize its Chairman to sign the mortgage executed by Mr. Robbins with CCB Community Bank. BACKGROUND: Mr. Neal previously entered into a ground lease agreement for Block 4 Lot 1 at the Destin/Ft. Walton Beach Airport and now desires to assign his responsibilities to Phil Robbins/Armada Systems. Mr. Robbins is taking a mortgage from CCB Community Bank. The bank is requesting to be notified in writing of any default occurring under this lease and the right, but not the obligation, to cure the default within a reasonable time after delivery of such notice. CCB Community Bank also requests the County acknowledge its right to take possession of the leasehold interest in the event of Mr. Robbins’ default. Assignment of Lease transfer fee has been received and the certificate of insurance is attached along with the contract and lease internal coordination sheet. OPTIONS: Approve, Reject, Table RECOMMENDATIONS: It is staff's recommendation that the Board approve the Assignment of Lease as described above. RECOMMENDED BY: APPROVED BY: Packet Pg. 166  5.6 James D. Curry, County Administrator Packet Pg. 167  5.6.a Packet Pg. 168 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 169 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 170 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 171 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 172 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 173 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 174 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 175 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 176 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 177 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 178 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 179 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 180 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 181 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 182 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 183 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.a Packet Pg. 184 Attachment: Assignment of Lease Neal to Robbins (1234 : Assignment of Lease - Neal to Robbins)  5.6.b Packet Pg. 185 Attachment: Assignment of Lease Neal to Robbins CCB document (1234 : Assignment of Lease - Neal to Robbins)  5.6.b Packet Pg. 186 Attachment: Assignment of Lease Neal to Robbins CCB document (1234 : Assignment of Lease - Neal to Robbins)  5.7 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: John Hofstad SUBJECT: Request a Public Hearing for Forest Cove MSBU Additional Street Light DEPARTMENT: Public Works BCC DISTRICT: Four STATEMENT OF ISSUE: Public Works requests to schedule a Public Hearing on January 22, 2013 for opportunity to hear public comments regarding installation of an additional street light within the Forest Cove Municipal Service Benefit Unit (MSBU). BACKGROUND: A resident within the Forest Cove MSBU has requested an additional street light be installed at the intersection of Church Street and Forest Cove. A petition has been presented to the residents within the Forest Cove MSBU. According to our records, there are currently 43 members contributing to the MSBU. Policy requires that 51% of the members sign the petition in agreement of the additional light for installation. At this time, 23 members have signed in support of the additional light. OPTIONS: Approve/Disapprove the request for a Public Hearing on January 22, 2013. RECOMMENDATION: Approve the request for a Public Hearing on January 22, 2013. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 187  5.7.a Packet Pg. 188 Attachment: Forest Cove Street light petition (1235 : Request a Public Hearing for Forest Cove MSBU Additional Street Light)  5.8 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Elliot Kampert SUBJECT: Appointment of District 1 Representative to Board of Adjustment DEPARTMENT: Growth Management BCC DISTRICT: One STATEMENT OF ISSUE: The Board of Adjustments is established pursuant to Section 11.02.00 of the Land Development Code, and is tasked with hearing petitions for variances, special exceptions, and administrative appeals as provided in the Okaloosa County Land Development Code (LDC), Ordinance 91-1, as amended. As provided in the Section 11.01.02 of the LDC (see below), each County Commissioner appoints one representative to the BOA for confirmation by the rest of the Board. 11.01.02 District Members: Each elected official of the governing body shall appoint one member of the Planning Commission residing within the County Commissioner’s District. The appointments shall be confirmed by the Okaloosa County Board of Commissioners. The incumbent District 1 BOA representative, Mr. Robert Ambrose, has agreed to serve another 3 year term on the Board. RECOMMENDATIONS: Staff recommends that Mr. Ambrose be appointed to another 3 year term. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 189  5.9 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Elliot Kampert SUBJECT: Application for JLUS Implementation Grant DEPARTMENT: Growth Management BCC DISTRICT: All STATEMENT OF ISSUE: The Okaloosa County Economic Development Council has provided information that Enterprise Florida, through its Military Affairs program, has grant funds available for which Okaloosa County may apply that can be used as a match for Federal Office of Economic Adjustment funds for JLUS implementation. BACKGROUND: The 2009 Eglin Joint Land Use Study includes recommendations for fostering mission compatibility of surrounding communities. The Northwest Florida Military Sustainability Partnership was established to coordinate implementation of the JLUS recommendations across the tri-county region with Okaloosa County as the lead agency. This process continues and Office of Economic Adjustment (OEA) funding is available to support this effort. The attached letter will provide the match funding required to obtain OEA funds. There is no cost to Okaloosa associated with this application; no local matching funds are required. RECOMMENDATIONS: Staff recommends that the Board of County Commissioners authorize the Chairman to sign the attached letter requesting Enterprise Florida funding. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 190  5.9.a 2012-2013 Military Base Protection Funding Request Project Title: Tri-County Joint Land Use Study Implementation Counties and Bases Affected: Okaloosa County, Santa Rosa County, Walton County, Eglin Air Force Base, Duke Field, Hurlburt Attachment: Kampert - Grant Request letter_11Dec12 (1243 : Application for JLUS Implementation Grant) Field, Whiting Field Applicant: Government/Authority Federal Employee Identification Number: 59-6000765 Organization: Okaloosa County Name of Primary Contact: Elliot Kampert Title: Growth Management Director Address: 1804 Lewis Turner Boulevard Fort Walton Beach, Florida 32547 Telephone: 850-651-7200 Fax: 850-609-5029 Email: ekampert@co.okaloosa.fl.us Project Summary. Okaloosa County, Florida, the sponsoring jurisdiction, completed a Joint Land Use Study (JLUS) for the Tri-County area of Okaloosa, Walton, and Santa Rosa Counties in Northwest Florida in June 2009. A key recommendation from the JLUS was to conduct a Small Area Study to provide more specific review and recommendations for the land in the areas designated as Military Influence Planning Area III. This is an expansive land mass immediately under the low-level flight corridors, cruise missile corridors, and within one mile of Eglin’s land boundary. Four municipalities are also within this area. The figure below illustrates the extent of the area involved in this study. This scope of work will provide match to an OEA Federal grant to continue and finalize regional coordinated efforts for a tri-county program implementation for military compatibility, and economic diversification and sustainment. Sense of Immediacy: Because of the tedious process involved in adopting land use regulations in Florida, implementation of many other original JLUS recommendations were deferred until completion of the Small Area Studies and receipt of all recommendations from that study. Matrix Design Group, consultant for the Small Area Studies, provided their Final Report to complete the study in October 2012. The Final Report included an additional 32 recommendations for implementation by the seven participating jurisdictions. 1 Packet Pg. 191  5.9.a The association of the involved jurisdictions in the JLUS led to the formation of the Northwest Florida Military Sustainability Partnership; currently consisting of eleven of the fifteen JLUS jurisdictions, Eglin AFB, and the Economic Development Council of Okaloosa county. The Partnership’s mission is to ensure the viability of existing and future potential military missions, cooperative communications and planning; and implementation of those plans. Of particular note, the State of Florida is home to twenty major military installations, many of them near Attachment: Kampert - Grant Request letter_11Dec12 (1243 : Application for JLUS Implementation Grant) large metropolitan areas. The Northwest Florida Military Sustainability Partnership is unique in Florida in terms of the extent and inclusiveness of the membership and in the formal legal structure of the organization using Interlocal Agreements between local governments as provided in Florida statutes. This project will facilitate Okaloosa County as a military host community qualify for a Federal grant program providing support to regional military communities facing challenges resulting from the growth of military installations and missions resulting from BRAC 2005. The OEA grant is essential to the success of attaining maximum implementation of the JLUS and SAS recommendations. Economic Development Value: This program of work is focused on ensuring the public’s health, safety, and welfare through understanding and mitigation of issues such as noise and aircraft accident potential inherent in the proximity of military training and operations to civilian uses of land surrounding those operations. Assisting in compatible economic development through collaborative partnerships among military and civilian co-existence is a key objective of the program’s implementation. Military Enhancement: The paramount concern is ensuring the continued viability of the mission activities on the Eglin Reservation, including Eglin Main, Hurlburt Field, Duke Field, and the outlying fields and landing zones as they relate to the need for the corridors identified in the MIPA I, II, and III designated areas by fostering compatible development in those areas. These missions include proper preparation of both JSF student aviators, 7SFG and AFSOC forces for their respective special operations missions as well as the operation of the Eglin weapons testing and evaluation missions. Estimated Costs. The estimated timeline for program completion through the OEA grant is up through February 28, 2014. This will be the culminating effort to wrap up the various mission compatibility and enhancement studies and effect the implementation of all recommendations arising from BRAC 2005 for Eglin AFB and its surrounding local communities. We are requesting an OEA assistance grant and require • A 10% match • Be a Friendly Neighbor campaign for regional information sharing • Participation in the Association of Defense Communities upcoming conference focusing on public-private partnerships with military installations • Technical assistance and support Funding Request: $9,950 Applicant's Signature: Don R. Amunds Chairman 2 Packet Pg. 192  5.10 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Greg Donovan SUBJECT: Approval of Airport Ice Machine Lease DEPARTMENT: Airport BCC DISTRICT: All STATEMENT OF ISSUE: The BCC is requested to approve the lease of an ice machine from Crosby Ice, LLC . BACKGROUND: The Airports Department desires to enter into a lease of five (5) years to support the airlines' requirement for ice on each flight on a reimbursable basis. The lease requires a monthly payment of $1,200 rent in advance. The monthly cost will be billed to the airlines based on market share. The lease has been coordinated in accordance with County policy. OPTIONS: Approve, disapprove, table. RECOMMENDATIONS: Staff recommends approval of the lease with Crosby Ice, LLC. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 193  5.10.a Packet Pg. 194 Attachment: Coordination Sheet (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 195 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 196 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 197 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 198 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 199 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 200 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 201 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 202 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 203 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  5.10.b Packet Pg. 204 Attachment: Ice Machine Lease (1236 : Approval of Airport Ice Machine Lease)  6.1.a BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Kay Godwin SUBJECT: Search Firm for Position of County Administrator DEPARTMENT: Human Resources BCC DISTRICT: All STATEMENT OF ISSUE: Staff requests Board approval to contract with a search firm to recruit and fill the position of County Administrator. BACKGROUND: As a result of the County Administrator’s announcement of his retirement in 2013, the Board requested the Human Resources and Purchasing Departments solicit quotes from external search firms to recruit and hire a highly qualified candidate to fill the position of County Administrator. A request for quotes for search firm services was advertised beginning Tuesday, December 4, 2012, with all quotes to be received no later than Tuesday, December 11, 2012 by 4:00 p.m. Six (6) quotes were received in response to the County’s request, and copies of the proposals are attached for information. Also attached is a summary sheet of the proposals for quick reference. The quoted amounts received range from $18,250 to $23,500. At the time of the agenda deadline, the Human Resources Department was contacting references for each of the firms providing quotes. That information will be provided to the Board as soon as possible. OPTIONS: Approve/Disapprove RECOMMENDATIONS: To contract with a search firm to recruit and fill the position of County Administrator. Due to the quick turn around, a more specific recommendation is unavailable at this time, but more information will be provided at the Board meeting, or earlier if possible. RECOMMENDED BY: Packet Pg. 205  6.1.a APPROVED BY: James D. Curry, County Administrator Packet Pg. 206  6.1.a.a Okaloosa County Request for Quotes Search Firm for Position of County Administrator Was All Section E. 1. Company Name Phone Number E-Mail Address Information Provided? Timetable Cost Guarantee Notes 10 - 12 weeks 1 year or they perform a new RW Management Group, Inc. 920-727-1000 mdeloach@rwmanagementgroup.com No after advertisement $18,300.00 recruitment at their expense Attachment: Summary Sheet2 (1222 : Search Firm for Position of County Administrator) If candidate leaves for any reason within 24 month period, $18, 250.00- hourly rate for will replace for the out-of-pocket any services requested expenses that it costs Mercer Approximately 18 outside scope of RFQ is Group to make the new The Mercer Group, Inc. 954-894-4046 wdhiggin@bellsouth.net Yes weeks $125.00 placement. $21,500.00- hourly rate for 1 year or they perform a new Stresses that they have never billed - nor any services requested recruitment at their expense; requested - additional funds beyond the outside scope of proposal is 2nd year they perform a new originally quoted fee for any search, even Colin Baenziger & Associates 561-707-3537 colin@cb-asso.com Yes 60 - 90 days $125.00 recruitment for expenses only when entitled to do so. 2 years or they redo the search (do not specifically state at their Slavin Management Consultants 770-449-4656 slavin@bellsouth.net Yes 60 - 90 days not to exceed $21,490.75 own expense) If candidate is terminated for cause within 1st year, will estimated not to exceed perform a new recruitment for Bob Murray & Associates 850-391-0000 reneen@bobmurrayassoc.com Yes 16 weeks $22,000.00 with expenses expenses costs only If candidate is terminated for cause within 1st year, will perform a new recruitment for expenses costs only; during 2nd year recruitment cost is reduced to 50% professional fees plus expenses (Candidates selected Additional $1500/day plus expenses if more from within our organization do than three consultant on-site visits are The Waters Consulting Group, Inc. 817-965-3911 canderson@watersconsulting.com Yes 4 months $23,500.00 not qualify for guarantee). required. 1 of 1 12/18/2012 Packet Pg. 207  6.1.a.b Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) RESPONSE TO REQUEST FOR QUOTES FOR SEARCH FIRM FOR POSITION OF COUNTY ADMINISTRATOR RFQ #: 07-13 Colin Baenziger & Associates Project Manager and Contact Person: Colin Baenziger, (561) 707-3537 Colin Baenziger & Associates 12970 Dartford Trail • Suite 8 Wellington, FL 33414 e-mail:Colin@cb-asso.com Fax: (888) 635-2430 …Serving Our Clients with a Personal Touch… Packet Pg. 208  6.1.a.b PROPOSAL TO PROVIDE COUNTY ADMINISTRATOR SEARCH SERVICES TABLE OF CONTENTS SECTION PAGE LETTER OF TRANSMITTAL 1 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) I. QUALIFICATIONS OF THE FIRM 3 The Firm Our Services Technical Capabilities and Organizational Structure Completion of Projects within Budget Completion of Projects on Schedule Search Completion Rate Diversity Litigation Insurance Association Memberships Comparable Public Contracts Number of Searches for County Administrator and City Manager Level Positions Candidate Compensation to the Firm – None Fair Credit Reporting Act Effective January 1, 2013 E-Verify II. WHAT SETS CB&A APART 8 Experience and Approach Results III. PROJECT STAFF 10 Project Team and Involvement Resumes of Key Staff IV. REFERENCES 15 V. FEE AND WARRANTY 19 VI. APPROACH METHODOLOGY 21 APPENDIX A: COMPARABLE GOVERNMENTAL SEARCH ASSIGNMENTS A-1 APPENDIX B: ALL GOVERNMENTAL SEARCH ASSIGNMENTS B-1 APPENDIX C: SAMPLE RECRUITMENT BROCHURE C-1 APPENDIX D: SAMPLE CANDIDATE REPORT D-1 APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY E-1 APPENDIX F: REQUIRED FORMS F-1 Packet Pg. 209  6.1.a.b December 10, 2012 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) The Honorable Chairman Don Amunds, Vice-Chairman Dave Parisot, and Commissioners Nathan Boyles, Wayne Harris and Kelly Windes ATTENTION: Mr. Richard L. Brannon, Purchasing Director Okaloosa Board of County Commissioners 602-C North Pearl Street Crestview, Florida 32536 Dear Chairman Amunds, Vice-Chairman Parisot and Commissioners Boyles, Harris and Windes: We at Colin Baenziger & Associates (CB&A) would like to thank you for the opportunity to submit this proposal to assist you in the search for your next County Administrator. While CB&A is a national recruiting firm having conducted assignments from Florida to Alaska and Maine to California, we specialize in Florida. In fact, we have been selected to perform 76 of the last 104 City and County Manager searches where a Florida local government has used a recruiting firm. We pride ourselves on providing not just high quality results, but equally important, we provide a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the appropriate government officials personally and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your community. As a result, we only take a few clients at a time and focus on getting the job done properly. Further, we routinely complete our work in 60 to 90 days and that includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing and manager selection. We also offer the best warranty in the industry. While selecting key personnel is never easy, CB&A has developed a process that has been tested nationwide and found to be extremely effective. Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right people for your organization. We say people, and not person, because our goal is to bring you five finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that five of our local government clients have passed resolutions thanking us for our outstanding efforts in finding their key staff. We do not know how often you have passed a resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact, would be for you to be our next client to pass such a resolution. DULUTH, GA MONTEREY, CA RHINELANDER, WI RICHLAND, WA WELLINGTON, FL Packet Pg. 210  6.1.a.b Letter to Okaloosa County, FL, December 10, 2012 Page 2 Some of our Florida searches include City Managers for Destin, Fort Pierce, Key Biscayne, Melbourne, Palm Coast and Sunrise as well as County Managers for Bay, Clay, Flagler, Hernando and St. Johns Counties. Some of recent national searches include Fayetteville, NC, Portland, ME, Roanoke, VA, Tacoma, WA, and Yakima, WA. We have also sought the Borough Manager for Matanuska-Susitna Borough, Alaska (a county the size of West Virginia), County Managers for Polk County, IA, Clay County, FL, and Union County, NC; and an Economic Development Director and also a Human Resources Director for Loudoun County, Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) VA. Our current searches include, among others, the City Managers for Doraville, GA, the Planning Director for Roanoke, VA, the Finance Director and the Treasurer for the City of Miami, FL, the Fire Chief for Cape Coral, FL, and the Human Resources Directors for West Palm Beach, FL. Shortly after the first of the year we will begin searches for the City Managers of Monroe, NC, Normandy Park, WA, and Scottsdale, AZ. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (561) 707-3537. Sincerely, Colin Baenziger Principal / Owner … Serving Our Clients with a Personal Touch Packet Pg. 211  6.1.a.b I. Colin Baenziger & Associates Qualifications of Colin Baenziger & Associates The Firm, Its Philosophy & Its Experience Established in 1997, Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm owned and operated by Colin Baenziger. We are a sole proprietorship qualified to do business in Florida and have operated under our current name and been headquartered at our current address in Palm Beach County, FL, since our founding. We also have offices in Monterey, CA, Duluth, GA, Rhinelander, WI, and Richland, WA. As a sole proprietorship, we are not registered with any states as a corporation, foreign or otherwise. Nor are we affiliated Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) with any other business entity. Although our primary focus is executive search, we are often involved in operational reviews of governmental operations. Our consultants live in other areas of the country and converge on the location where the client’s needs exist. We develop an operational plan prior to arrival, and our team of experts quickly studies the issues, identifies problems and opportunities, performs the necessary analysis, develops solutions, prepares reports and action plans, and completes the assignment. The client receives prompt, professional service, and its needs are addressed. We are available for follow-up work, but our goal is to provide the client with solutions that it can implement without additional outside assistance. Colin Baenziger & Associates’ outstanding reputation is derived from our commitment to timeliness and quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our action plan. We do not, however, ask the client for additional fees. Rather we accept these situations as part of our cost of doing business. We simply believe that once a contract is signed, we have an obligation to fulfill its requirements with excellence and within the budgeted amount. Since 2002, we have focused on executive search for local governments. During that period we have conducted searches and/or other work for clients in nineteen states. Since beginning its search practice in 1998, the staff at CB&A has performed over 125 City / County / Special District Manager searches and approximately 200 local government searches overall. The basic approach we have presented in Section III is the approach we have used in every one of our searches. It has, of course, been refined over the years. Our Services: Human Resources Operational Reviews Executive Search Performance Improvement Background Checks Contract Compliance Reviews Position Descriptions/Classification Studies Project Management Compensation Studies Performance Measurement Systems Personnel Policies/Procedures Reviews Standard Operating Procedures Manuals Employee Handbooks Staffing Assessments Additional Services Planning Preparing Grant Applications Strategic Planning Grant Monitoring Systems and Controls Operational Planning Start-up Assistance to New Cities Project Planning -3- Packet Pg. 212  6.1.a.b I. Colin Baenziger & Associates (continued) Technical Capabilities and Organizational Structure Colin Baenziger & Associates has developed its business model over the past 14 years. The model has proven to be extremely effective in every state we have applied it and for every type of position. In fact we are often called when a government has a particularly difficult position to fill or where one of our competitors has failed. Overall, we utilize approximately 18 people. Most staff members are independent contractors and are given assignments on a task order basis. Consequently we can pay well while having a great deal of flexibility without the overhead of many Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) firms. In addition to Mr. Baenziger, other senior staff members are former City and/or County Managers or elected officials. As a result, we understand both perspectives and have been very successful in identifying the right candidates for our clients. CB&A’s other staff are all competent researchers and writers and most have been with us for a long time. Colin Baenziger Paul Wilson Owner & Principal Senior Editor Tom Andrews David Collier John Darrington Senior Vice President Senior Vice President Senior Vice President Kathyrn Knutson Ron Stock Merv Timberlake V P - Operations Vice President VP – Financial Recruiting Senior Research Associates Administrative Assistants Internet Specialists (2) (8) (2) Completion of Projects within Budget Colin Baenziger & Associates is proud of its record of completing searches within budget. When we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what unforeseen circumstances may develop. We have never asked a search client for additional fees, even when we were entitled to do so. -4- Packet Pg. 213  6.1.a.b I. Colin Baenziger & Associates (continued) Completion of Projects on Schedule Colin Baenziger & Associates routinely completes its assignments in 60 to 90 days (see Appendix A). Further, since CB&A began performing recruitments, it has never missed a project milestone. Search Completion Record Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) In every case CB&A has been selected to perform a City or County Manager search, the search has been completed and the client has selected from one of our recommended candidates. Further, we have never been fired before a search was completed. Diversity CB&A is widely recognized for its ability to find and attract women and minorities for the positions we recruit for. For example, from the beginning of 2009 through the end of 2011, 43% for the individuals whom we placed as City and County Managers have been minorities and/or women. Litigation Colin Baenziger & Associates has never been involved in any litigation, except to testify as an expert witness on behalf of one of the parties. Our performance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work. Insurance To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single limit per occurrence for bodily injury, personal injury and property damages, (2) automobile liability insurance of $1 million per accident, and (3) professional liability insurance of $1 million per occurrence. As a small firm, utilizing independent contractor predominantly, we are not typically subject to the requirements for workers compensation and employer liability insurance. If required by the client, and if it is available to us, we will obtain these two coverages prior to contract execution. Association Memberships Many of the staff at CB&A are members of the International City/County Management Association and its state affiliates. The firm is not a member of the Association of Executive Search Consultants but does adhere to its Professional Guidelines and Ethics -5- Packet Pg. 214  6.1.a.b I. Colin Baenziger & Associates (continued) Comparable Public Contracts See Appendix A. In each case, we followed the methodology proposed in this proposal. Number of Searches for County Administrator and City Manager Level Positions We have performed approximately 125 searches for City and County Manager equivalent positions. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Ten of these searches have been for jurisdictions with populations in excess of 180,000. It should be noted that, according to the ICMA, there are only 180 cities in the country that utilized the Commission-Manager plan and have a population in excess of 100,000. Similar data is not available for counties but Florida only has 26 counties with populations over 180,000. Candidate Compensation to the Firm – None CB&A will assist candidates from time to time in improving their resumes and provide advice but we have never accepted any compensation from a candidate for any reason. We consider it a conflict of interest to accept anything from a candidate, whether we have recommended or placed them. Fair Credit Reporting Act Effective January 1, 2013 We comply with the Fair Credit Reporting Act now and will comply with all changes effective beginning January 1, 2013. E-Verify We are a registered user of E-Verify. -6- Packet Pg. 215  6.1.a.b Some of CB&A’s Clients… Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Clay County, FL Flagler County, FL County Manager County Administrator St. Johns County, FL Brevard County, FL County Administrator County Manager Director, Economic Development -7- Packet Pg. 216  6.1.a.b II. What Sets Us Apart Since 1997, Colin Baenziger & Associates (CB&A) has developed an extensive municipal practice. The key element is executive search and our first client was the City of Lauderdale Lakes, FL, in 1998. Briefly, we believe that the County would be wise to select us because: Experience and Approach  We recruit nationally and know many of the country’s local government professionals personally. We have an extraordinary talent for determining who will fit well (and who Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) will not) in the particular situation.  Our lead recruiter is Colin Baenziger. He has served as a Manager, as well as an elected board member for a master homeowners association composed of 22,000 residents. He can thus relate to both appointed and elected officials and speaks their language. Tom Andrews is the former County Manager for Fulton County, GA, and Ann Arundel County, MD as well as having worked in the government of the State of Maryland. Dave Collier has served as a City and County Manager in Florida, Kansas and Michigan.  CB&A knows many of the country’s professional managers personally. We have an extraordinary talent for determining who fits well in which situation and who does not.  We tailor our approach to the community. Once we fully understand the elected body, the community and the issues, we aggressively seek the candidates who are right for you.  We can move quickly. Utilizing a true executive search approach and very limited advertising, we can have a short list of candidates within two to four weeks.  The caliber of our work is better. Because we have not conducted hundreds of searches and we depend on word of mouth advertising, our reputation is critical to us.  We continue to work with you after the position is filled. If issues arise six or twelve months later between the employee and employer, we will assist the parties in working through them at no additional charge.  We are reasonably priced, and not because we do less. In fact, we do much more than our competitors. We have focused our efforts on minimizing our overhead. We simply do not have the expenses other firms do, and we can pass the savings on to you.  We are very adept at working with the electronic and print media. Should the County wish, we are very comfortable serving as its media spokesperson for the search.  Our warranty is the best in the industry.  Finally, although we move quickly, we do not rush the process. We carefully evaluate every potential candidate, scrutinize their background information and make sound recommendations to the client. -8- Packet Pg. 217  6.1.a.b II. What Sets Us Apart (continued) Results: On the preceding page, we outlined what sets us apart. The proof, however, is in the results we have achieved. Specifically:  Our clients are extremely satisfied with our work. In fact five of them have passed resolutions thanking us for our extraordinary efforts recruiting their managers.  We have never missed a significant project milestone. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  No matter how complicated the search became or what unforeseen circumstances arose, we have never asked a client for additional monies beyond the fee we initially quoted.  Every one of our City and County Manager searches has ended in a successful placement.  We have become recognized as a leader in municipal recruiting, and we are frequently called upon to speak at the conferences of the league of cities, the local and national city and county management associations and the other professional bodies. We offer the best warranty in the industry. We can offer it because we have confidence in our work. (See Section V of this proposal.) Summary: Colin Baenziger & Associates is the firm you should select to conduct your search because we are knowledgeable and effective while also being very reasonably priced. We are extremely adept at determining who is a good fit for your organization and will find the best person to serve as your County Administrator for the long term. Further, we complete our work on time and on budget. -9- Packet Pg. 218  6.1.a.b III. Project Staff Project Team and Involvement (Resumes for key staff follow) CB&A is an experienced recruiting firm and strongly believes that the majority of the search work should be conducted by one knowledgeable person with a strong back-up. Colin Baenziger will be the lead person, and he will serve as project manager. He will conduct the interviews with the elected officials, search for strong candidates, discuss the position with those candidates, recruit them, conduct the interviews with the candidates, conduct the background investigations, oversee the interview process, and assist with the contract negotiations. Mr. Baenziger holds a Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Bachelor’s degree from Carleton College and a Master’s degree with distinction from Cornell University’s Graduate School of Management. In addition to 15 years as a consultant, Mr. Baenziger spent 10 years in government as a senior manager. Overall, he has been the firm’s Project Manager for 100 city and county manager searches. Tom Andrews, senior vice president, will be the Deputy Project Manager and support for Mr. Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on the search for strong candidates and candidate evaluation. Before joining the firm, Mr. Andrews served as County Administrator for Fulton County, Georgia, and in high level county and state positions in Maryland. David Collier, senior vice president, will serve as the recruitment manager and assist with the identification and screening of candidates. He has over 30 years of experience as a senior level local government manager in several states including Maryland. He earned his Bachelor of Arts degree in economics and his Master’s degree in public administration from the American University in Washington, D.C. He is a past president of the Maryland City Managers Association and the Florida Association of County Administrators. Kathyrn Knutson, Vice President for Operations, will be responsible for coordinating the advertising and production of the materials we will present to you as described in the Recruitment Approach. Colin Baenziger Tom Andrews Project Manager Deputy Project Manager Kathyrn Knutson David Collier Vice President - Operations Recruitment Manager Research Associates -10- Packet Pg. 219  6.1.a.b III. Project Staff (continued) Colin Baenziger, M.P.A. Principal Colin Baenziger is a student of local government and responsible for the executive recruitment functions at Colin Baenziger & Associates. Over the years, he has worked with a number of cities on recruitments, and on management, operational, and organizational issues. As a former manager and someone who actively consults with governments, he understands what it takes to Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) do the manager’s job, and to do it effectively. Furthermore, because he is active in a number of professional associations, he knows many of the nation’s managers on a first-name basis. Some of Mr. Baenziger’s searches for local governments include:  Public Works Director, Chandler, AZ (population 250,000).  City Manager, Coral Gables, FL (population 42,000),  City Manager, Cottonwood Heights, UT (population 34,000),  City Manager, Fife, WA (population 8,200)  City Manager, Greensboro, NC (population 259,000),  Village Manager, Key Biscayne, FL (population 11,000),  Economic Development Director, Loudoun County, VA (population 290,000)  Community Development Director, Miami, FL (population 373,000)  Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000),  City Manager, Miami Gardens, FL (population 103,000),  City Manager, Orange City, FL (population 10,000),  City Manager, Palm Coast, FL (population 51,000),  City Manager, Portland, ME (population 65,000),  City Manager, Roanoke, VA (population 93,000),  General Manager, Tampa Bay Water Authority (serving a population of 2.4 million), and  County Manager, Union County, NC (population 290,000) Other recent efforts include a strategic planning session for the Florida Association of Special Districts, an operational review of Tamarac's water utility, a business practices review for a division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of the Marriott Corporation. Mr. Baenziger has a Master's Degree with Distinction in Public Administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City and County Management Association. He has also been called upon frequently to speak at conferences of the Utah and Florida City/County Managers’ Associations, and the Florida Public Personnel Association. -11- Packet Pg. 220  6.1.a.b III. Project Staff (continued) Tom Andrews, M.S. Senior Vice President Tom Andrews is CB&A’s management guru. With over 30 years management experience in federal, state and local governments, he has been there, done that. With his no-nonsense approach to problem solving and his keen ability to recognize management talent and leadership potential, he is an asset to any client. His talent for mentoring has resulted in former employees occupying Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) senior local government positions from Maryland to Florida. In addition to his comprehensive and successful experience as a generalist, Tom possesses technical expertise in water resources management, environmental regulation, and public health. Some of the top leadership positions that Tom has held include County Manager of Fulton County, GA, Chief Administrative Officer for Anne Arundel County, MD, County Health Director for Anne Arundel County, MD, Deputy Secretary, Maryland Department of the Environment, Assistant Secretary, Maryland Department of Natural Resources, Director, Maryland Water Resources Administration and Chief of Staff for Maryland Acting Governor Blair Lee III. Some of the recruitments Tom has been involved in for CB&A are:  Director, Watershed Management, DeKalb County, GA,  Executive Director, Environment and Infrastructure, Pinellas County, FL,  City Manager, Fayetteville, NC,  City Manager, Greensboro, NC,  City Manager and City Attorney, Roanoke, VA,  County Manager, Brevard County, FL,  Deputy City Manager, Durham, NC  Budget Director, St. Petersburg, FL, and  Director of Economic Development for Loudoun County, VA. In addition, Tom has conducted numerous leadership seminars for state and local government mid-level managers. He is also presently an adjunct professor at Georgia Southern University teaching the occasional graduate level public administration course. Tom earned his Bachelor of Science in Biology from Miami University in Oxford, Ohio, and his Masters in Natural Resources Administration from the Institute of Public Administration of the University of Michigan. He has been a member of the Georgia County-City Managers Association, the Association County Commissioners of Georgia, and the National Association of Counties. Tom has also served as President of the Maryland Association of County Health Officers, Member of the Anne Arundel County YMCA Board of Directors and President of the Providence Center Board of Directors, a non-profit agency serving the developmentally disabled. -12- Packet Pg. 221  6.1.a.b III. Project Staff (continued) Dave Collier, M.P.A. Senior Vice President Dave Collier brings to the client over 30 years of management experience in county and city government. Since there is not much that he has not seen previously, Dave quickly produces efficient and effective solutions to problems for his clients. One of Dave’s specialties is executive search. With his many years Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) of experience, he can quickly separate the wheat from the chaff and find the right person to join your senior staff or be your department head. He also has successfully conducted organizational reviews, sessions in team building and strategic planning workshops. Just as importantly in this day and age of the pressure to lower taxes, he has developed strategies and action plans for coping with the tough financial problems that local government often experience. Dave has overseen the recruitment and selection of:  County Manager, Brevard County, FL,  City Manager, Coral Gables, FL,  City Manager, Cape Canaveral, FL,  City Manager, Dania Beach, FL,  City Manager, North Miami, FL,  City Manager, Orange City, FL,  City Manager, West Melbourne, FL,  City Administrator, West Park, FL,  Finance Director for Tamarac, FL, and  Environmental Resources Director for St. Lucie County, FL. While serving as City Manager of Stuart, Florida for 14 years, he improved the professionalism of City Department Heads and staff through an emphasis on professional development and team building. He also used his hands-on management style to emphasis the need for effective project management and maintaining tight timelines in order to show citizens that the city government was effectively managed and had a strong commitment to its customers. Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also has extensive experience in local government consulting. Mr. Collier earned his Bachelor of Arts degree in Economics and his Master’s degree in Public Administration from the American University in Washington, D.C. He was a member of the International City/ County Management for over thirty years, served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is involved in his community as a member of the City of Stuart’s CRA Advisory Board and as a Director of Stuart’s Main Street Association. -13- Packet Pg. 222  6.1.a.b III. Project Staff (continued) Kathyrn Knutson Vice President for Operations Ms. Knutson is a skilled professional with a wealth of public and private sector experience. Her particular expertise is in special projects, compensation surveys and background checks for our executive search candidates. She feels that each client must be properly served, and that can only be done by devoting her utmost attention to their particular concerns and by finding creative ways Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) to solve their problems. In her book, the client comes first. Since beginning her working relationship as a subcontractor with Colin Baenziger & Associates, Ms. Knutson has been involved in virtually every executive search the firm has conducted. Some of the more notable ones include:  Public Works Director, Chandler, AZ (population 250,000),  City Manager, Town of Bay Harbor Islands (population 5,200),  City Manager, Coral Gables, FL (population 42,000),  City Manager, Cottonwood Heights, UT (population 34,000),  City Manager, Cutler Bay, FL (population 35,000),  City Manager, Fife, WA (population 8,200)  City Manager, Greensboro, NC (population 259,000),  City Manager, Homestead, FL (population 59,800)  Village Manager, Key Biscayne, FL (population 11,000),  City Manager, City of Marathon, FL (population 11,500)  Village Manager, Village of Palmetto Bay, FL (population 24,000)  City Manager, Portland, ME (65,000)  City Manager, Roanoke, VA (population 101,000), and  City Manager, City of West Melbourne, FL (population 15,000). As noted, a major part of Ms. Knutson's work has been on special projects. For example, she is responsible for the firm's annual City Manager compensation survey and also has worked with Palm Beach County Water Utilities reviewing a portion of its billing database. The utility’s concern was possible under-billing, and our work involved a review of billing records for reasonableness and consistency, as well as extensive work in the field. Thanks to Ms. Knutson’s work, the Utility recovered our fee several times over. Ms. Knutson's prior employment includes stints with Palm Beach County's Department of Building, Planning, and Zoning, and with the County Health and Rehabilitative Services. She has also worked with the State of Florida's Department of Corrections and with the State's Department of Employment Services. She has also been involved with a number of private and non-profit concerns, such as the Visiting Nurses Association and Oakwood Mental Health Center of the Palm Beaches. Ms. Knutson has an Associate’s Degree in Business Education from West Georgia College in Carrollton, Georgia. Kathyrn currently resides in Oneida County, WI -14- Packet Pg. 223  6.1.a.b IV. References / City Manager Searches The staff at Colin Baenziger & Associates has completed over 120 searches for city and county managers and more than 200 senior-level local government management searches overall. References are provided below for a number of our most relevant Florida searches as well as two of our national searches. 1) County Administrator, Bay County, FL (population 158,000). Contact: Commissioner Mike Nelson at (850) 248-8140 or mnelson@baycountyfl.gov, Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Commissioner Mike Thomas at (850) 248-8140 or mthomas@baycountyfl.gov County Administrator Ed Smith at (850) 248-8140. esmith@baycountyfl.gov 818 West 11th Street Panama City, FL 32401 Fax: (850) 248-8216 CB&A was selected on June 7, 2005 to perform this search. Our effort involved searching the country to locate the best people for the job, interviewing them, conducting thorough background checks, and recommending finalists for the county to interview. The contract was a firm fixed fee of $18,000 which included our fee and all our expenses. It also included a two year guarantee should the selected candidate leave for any reason. The only item the county had to pay for was bringing the candidates and their spouses to the county for the interviews. We were the prime and only contractor. Interviews were held on September 9th and 10th with Edwin Smith, former City Manager of Chiefland, FL, and Assistant County Administrator of Marion County, FL, selected on September 11, 2005 and remains with the County. 2) County Manager Recruitment, Brevard County, FL (population 536,000) Contact: Commission Chuck Nelson at (321) 454-6601 or chuck.nelson@brevardcounty.us Human Resources Director Frank Abbate at (321) 633-2010 frank.abbate@brevardcounty.us Brevard County Government Center 2725 Judge Fran Jamieson Way Building C Viera, FL 32940 Brevard County is located near Florida’s east coast and is the home to Cape Canaveral. CB&A was selected in early May 2009 to the County’s next County Manager. Our work included recruiting and advertising for candidates, conducting background checks, selecting the most qualified, recommending them for interviews, coordinating the interview process, and assisting in the contract negotiations. Interviews took place on July 31st and Howard Tipton, former Deputy County Administrator for Orange County, FL, was selected on August 4th. Colin Baenziger served as the project manager for this search. -15- Packet Pg. 224  6.1.a.b IV. References / City Manager Searches (continued) 3) City Manager, City of Destin, FL (population 11,200) Contact: Mayor Sarah “Sam” Seevers at (850) 654-9770 or sseevers@cityofdestin.com Human Resources Director Chuck Garcia at (850) 837-4242, or cgarcia@cityofdestin.com City of Destin 4200 Indian Bayou Trail Destin, FL 32541 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) We conducted City Manager searches for Destin in 2003 and 2011. Both are described briefly here. The City is located in the Florida Panhandle on the Gulf of Mexico near Eglin Air Force Base. Colin Baenziger & Associates’ contract to find the City of Destin’s City Manager was awarded on August 15, 2003 and the closing date for applications was September 26th. On November 3rd, the City Council selected Gregory Kisela, then an Assistant City Manager with the City of Fort Lauderdale, FL, to be its next City Manager. Mr. Kisela was selected as Florida’s City Manager of the Year for 2008. He left Destin in 2011 to become County Administrator for Walton County, FL, and we were retained to find his replacement. We began on May 24th and the Council selected Ms. Maryann Ustick, formerly the Assistant City Manager for North Las Vegas, NV, to be the City’s next manager on August 22nd. 4) County Administrator, Flagler County, FL (population 83,000). Contact: Commissioner George Hanns at (386) 313-4093, or ghanns@flaglercounty.org Human Resources Director Joseph Mayer at (386) 313-4007, or jmayer@flaglercounty.org Flagler County 1769 East Moody Boulevard Bunnell, FL 32110 Fax: (386) 313-4107 CB&A was hired in late July 2007 to find the County’s next County Administrator. Our work included searching the nation to find the right person for the job, interviewing the candidates, conducting thorough background checks, and recommending finalists for the county to interview. The contract was a firm fixed fee of $19,250 which included our fee and all our expenses. It also included a two year guarantee should the selected candidate leave for any reason. The only item the County paid for was to bring the candidates and their spouses to the county for the interviews. We were the prime and only contractor and did not use subcontractors. The County selected Craig Coffey, formerly County Administrator of Desoto County, on November 5, 2007. Mr. Coffey remains with the County. 5) County Administrator, Hernando County, FL (population 172, 800) Contact: Commissioner Dave Russell at (352) 754-4000 or drussell@hernandocounty.us Cheryl Marsden at (352) 540-6646 or cmarsden@co.herando.fl.us 20 North Main Street, Room 263 Brooksville, FL 34601 -16- Packet Pg. 225  6.1.a.b IV. References / City Manager Searches (continued) Fax: (352) 754-4477 Hernando County selected CB&A to conduct its County Administrator search in December 2011 and we began work in mid- January of 2012. The County is located a little north of Tampa on Florida’s Gulf Coast. We were asked to search the nation for the most qualified candidates. Interviews were conducted on April 5th and 6th. The County selected Mr. Leonard Sossamon, formerly County Administrator of Newberry County, SC, and City Manager of Concord, NC, on April 9th. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 6) County Manager, St. Johns County, FL (population 162,000) Contact: Commission Chairman Ron Sanchez (904) 209-0302, bccd2@sjcfl.us County Attorney Patrick McCormick at (904) 209-0805, or pmccormack@co.st-johns.fl.us, St. Johns County Offices 500 San Sebastian View St. Augustine, Florida 32084 Colin Baenziger & Associates was selected on December 28, 2006, to conduct the County Administrator search. At the request of the county, we lengthened our normal 90 day process and interviews were held on May 17th and 18th with a final selection scheduled for May 22, 2007. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting through background checks, and recommending finalists for the city to interview. Mr. Michael Wanchick, Assistant City Manager for Richardson, TX, was selected. We subsequently found a Director of Health and Human Services, a Director of Library Services and an Economic Development Director for the County. 7) County Administrator, Polk County, IA (population 400,000) Contact: Former Board Member E.J. Giovannetti at (515) 286-3120, or EGiovannetti@co.polk.ia.us Board of Supervisors Project Manager Sue Elliott at (515) 286-3128.or selliot@co.polk.ia.us Polk County 111 Court Avenue, Suite 300 Des Moines, IA 50309 Fax: (515) 323-5225 CB&A was hired in mid-April 2007 to find the County’s next County Administrator. Our work included searching the nation to find the right person for the job, interviewing the candidates, conducting through background checks, and recommending finalists for the county to interview. After careful deliberation, the County selected Ronald Olson, formerly Assistant City Manager of Arlington, TX on July 24, 2007. When Mr. Olson left in April 2011 to become the City Manager of Corpus Christi, TX, Polk County retained CB&A to find his replacement. The search began on May 4th, interviews were held on July 21st and 22nd and David Jones, then County Administrator of Tazewell County, IL, was selected on July 25th. -17- Packet Pg. 226  6.1.a.b IV. References / City Manager Searches (continued) 8) County Manager, Union County, NC (population 198,600) Contact: Former Commissioner Kim Rogers at (704) 575-4074, or kimrogers@co.union.nc.us Former Commissioner Tracy Kuehler at 704-283-3810, or tracykuehler@co.union.nc.us Human Resources Director Mark Watson at (704) 283-3869, or Watson@co.union.nc.us 500 North Main Street Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Monroe, NC 28112 Fax: (704) 292-2590 CB&A was formally selected to perform the County Manager on September 7, 2010. We were asked to conduct the search extremely quickly so that interviews could be conducted prior to the November election. We sought candidates from around the country, performed the candidate screening and interviews were held on October 22nd with a selection made on October 25th. The Commission selected Ms. Cynthia Coto, formerly the County Manager of Volusia County, FL, and Seminole County, FL. Ms. Coto signed a contract on October 29th and began work on November 15th. Colin Baenziger served as the lead consultant. -18- Packet Pg. 227  6.1.a.b V. Fee and Warranty Fee CB&A does not bid its work based on a fee plus expenses. Instead, we offer an alternative which is a firm, fixed fee of $21,500. The advantage to the County is it knows exactly what it will pay. The advantage to CB&A is that we do not have keep track of every minor expense. It should be noted that the firm, fixed fee includes all our expenses and costs. In other words, the only thing the County will pay CB&A is the agreed upon fee. The only other costs the Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) County will be responsible for are the costs associated with the candidates’ (and spouses, if invited) travel, accommodations and meals for the interview process. We will bill the fee as the phases are completed and according to the following schedule: Phase I: Needs Analysis / Information Gathering $ 3,000 Phase II: Recruiting 7,000 Phase III: Screening and Warranty 8,000 Phase IV: Interview Process Coordination and Manager Selection 1,750 Phase V: Negotiation and Continuing Assistance 1,750 As an aside, our fees are not scientifically calculated. Instead they are based on average costs and have been found to provide the firm with a reasonable profit. They also provide the client with precise knowledge of what its cost will be if it selects our firm. If the County asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $125 per hour. No such work will be performed without your written authorization. Please note that we have never billed - nor requested - additional funds beyond our originally quoted fee for any search, even when we have been entitled to it. Warranty Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Provided the County instructs us with conducting a full search and assuming it selects from among the candidates we recommend, we warrant the following: 1) We will not approach the selected candidate for any other position as long as the individual is employed by the County. 2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within first year, CB&A will repeat the search at no charge for our services. If he/she departs during the next year for any reason other than an Act of God, we will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with any of the candidates we present, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. -19- Packet Pg. 228  6.1.a.b More CB&A Clients… Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Polk County, IA (County Seat and Osceola County, FL State Capital is Des Moines County Administrator County Manager Union County, NC Hernando County, FL County Manager County Administrator -20- Packet Pg. 229  6.1.a.b VI. Approach Methodology The following search methodology / work plan has been refined over the past 12 years, until is it is virtually foolproof. We will modify it, however, to integrate your ideas into the process. Our goal is to provide you with the right people for you to interview and to obtain the information you need to make the right decision. It should be noted that, while not specifically addressed in this proposal, we frequently work with Citizen’s Advisory Committees and they can be easily integrated into the process. All we need to know is the extent of involvement the Commission wishes them to have. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Phase I: Information Gathering and Needs Assessment Task One: Needs Assessment An important part of the recruiter’s work is selling the community to the very best candidates (including those that are not actively looking for the next job) while also providing an accurate portrayal of the environment. In order to do this, CB&A must first determine the needs of the client and the characteristics of the ideal candidate. To do so, we:  Compile background information from the jurisdiction’s website and other sources.  Interview the elected officials and other stakeholders. Our goal is to develop a strong sense of your community, its leadership, its short and long term expectations, and its challenges;  Determine the characteristics of the ideal candidate. These will likely include experience, longevity, education, personality, demeanor, and achievements as well as other items the elected officials and stakeholders consider important), and  Determine a reasonable compensation package. Typically, we meet with the elected officials individually and then as a group. We also want to finalize the timeline for the recruitment so that candidates can mark their calendars well in advance and will be available when the Governing Body conducts its interviews. Further, as noted above, we routinely incorporate meetings with other stakeholders (such as the business community, the non-profit community, county staff and so on) to gather their insights. These forums can be very valuable as they provide additional points of view and a better understanding of the elements of the community. In a sense, they help us develop an understanding of the community’s tapestry. Phase II: Recruitment Task Two: Develop Recruitment Materials Based on the information we gather, CB&A will next develop a comprehensive recruitment profile. Once we have completed our work, we will provide our draft for your review and comment. Your suggestions will be incorporated, and the final recruitment profile will be used in our recruiting efforts. A sample of our work is included as Appendix B. Other samples can be found on our firm’s website under the “Executive Recruitments” / “Active Recruitments” tabs. -21- Packet Pg. 230  6.1.a.b VI. Approach Methodology Task Three: Recruit Candidates We use a number of approaches to identify the right people for this position. We say people, and not person, because our goal is to bring you six to ten excellent semi-finalists, all of whom will do the job extraordinarily well and who are so good that you will have a difficult time choosing among them. Then you can select the top three to five to interview and ultimately the one who is the best fit with you and your community. These approaches we use to identify candidates are:  Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Networking. The best approach is diligent outreach. We will network with our colleagues and consult our data base. As we identify outstanding candidates (many of whom are not in the market), we will approach them and request that they apply. Many excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. When we approach them, their credentials are enhanced rather than diminished.  Advertising. While we will seek out the best, we will not ignore the trade press, which sometimes yields strong candidates. We intend to contact the members of organizations such as the National Association of Counties, Florida Association of Counties, International City/County Management Association, Florida League of Cities, Florida City and County Management Association and so on. We will also post it on our website, www.cb-asso.com. We generally do not use newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the type of candidates we are seeking.  Email. We will also e-mail the recruitment profile to our list serve of over 7,000 managers and professionals who are interested in local government management. One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be. The Private Sector. Some of our clients ask that private sector candidates be included among our recommended candidates. While we do not routinely recommend candidates with no experience in government, we have been very successful in finding highly qualified and capable private sector people to bring forward. Phase III: Screening and Finalist Selection Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from 40 to 60 applicants. We will narrow the field as described above and present information on candidates to the Commission. This process requires a mixture of in-depth research and subjective evaluation. Our process is as follows. At each step of the process we will provide a veterans’ preference in accordance with the applicable Florida statues and Administrative Code. Step One. Initial Screening. CB&A will evaluate all resumes and identify the top eight to ten candidates. Some of these may be in-house candidates or individuals who have held high level positions in other governments but who have never been the manager. Often these people simply need the opportunity. -22- Packet Pg. 231  6.1.a.b VI. Approach Methodology Using a football analogy, Vince Lombardi was an assistant coach with the New York Giants prior to being hired by the Green Bay Packers. Hence, we do not believe we should only consider those who have already held the position we are recruiting for. Step Two. Screening Interview. Our lead recruiter, and possibly other senior representatives of the firm, will interview each of these candidates. Using the questionnaire developed in Task Two and our experience as managers and recruiters as well as our unique ability to assess candidates, we will make a determination of the candidates’ abilities and whether or not to recommend they go forward in the process. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Once the candidates have passed the initial screening interview, we will ask the each to prepare a brief written introduction describing who they are and their background/experience. Based on screening interviews, we will present the County with at least 10 well qualified candidates. We will then meet with the County to discuss them and to select six to eight to be thoroughly researched. We feel six to eight is an ideal number since, as we get to know them and research their backgrounds, we may need to eliminate or more. Further, the candidates may be applying elsewhere, find positions and withdraw from our process. Step Three. Background Investigations. For those that remain in consideration, CB&A will conduct extensive background checks. Specifically, we will:  Interview References: We tell the candidate with whom we wish to speak. These include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, and others who know the candidate. We also attempt to contact some individuals who are not on the candidate’s list. Typically we reach eight to ten people and prepare a written summary of each conversation.  Conduct Background Checks. Through our third party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state and national level; civil records at the county and federal level; bankruptcy and credit. We also verify education and employment for the past 15 years.  Search the Internet and Newspaper Archives. Virtually every local newspaper has an archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles also provide insight into the candidate’s relationship with the public and the elected officials. Of course, not all news sources are unbiased and we consider that in our evaluation. Our goal in these checks is to develop a clear picture of each candidate and each of the avenues we pursue is a piece of the puzzle. We crosscheck sources, search for discrepancies and resolve them when we find them. When sensitive or potentially embarrassing items are discovered, they are thoroughly researched. If we conclude the situation is damaging or even questionable, the candidate will be dropped from further consideration. -23- Packet Pg. 232  6.1.a.b VI. Approach Methodology Note: We firmly believe that all background work we have outlined above should be completed early in the process and on the top six to twelve candidates. The reason is we want you to know that the individuals you will review and select from are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once you have selected the top candidate, you can immediately move forward to negotiate a contract and make an announcement. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Task Five: Finalist Selection and Presentation. We will evaluate the information we have gathered and present five to eight candidates to the County. It should be noted that selecting strong candidates is more an art than a science. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be a good fit with the elected officials and the community. Typically 40% of our finalists are women and/or minorities. For the selected candidates, CB&A will compile the information we have developed into a written report for each recommended candidate. Specifically, the report will include: the candidate’s resume, a written introduction to the candidate, the results of our background checks, his/her reference checks, and our compilation of materials from Internet/newspaper archives. We will also include some advice on interviewing, a series of questions the elected officials may wish to ask (as well as some areas that it is not wise to get into) and some logistical information. A sample candidate report is included as Appendix C. The preceding information will be forwarded to you electronically. Task Six: Finalist Selection Approximately a week after the Commission Members have received the candidate materials, CB&A will meet with the elected officials to discuss our findings and to confirm the five finalists. At this point, we will finalize the interview process with the Board. Task Seven: Notify All Candidates of Their Status We will notify the selected candidates by telephone and give them the opportunity to ask additional questions. CB&A will also contact those not selected to advise them of their status. Part of the notification will include advice concerning the candidates’ resume and/or cover letter so that, even though they were not selected to go forward, they will have gained something valuable from participating in the process. Phase IV: Coordinate the Interview Process and County Administrator Selection Task Eight: Coordinate the Candidate Assessment Process Prior to the interviews, we will recommend an assessment process including means to evaluate the candidates’ communication skills, interpersonal skills, and decision making skills. As part of the process, we believe the Commission should observe the finalists in a number of settings. -24- Packet Pg. 233  6.1.a.b VI. Approach Methodology We also recommend you invite the finalists’ spouses so they can spend time in your community and evaluate the new community. As noted above, we will finalize this process with the Board to ensure it meets the Board’s needs. Day #1: The finalists are given a tour of the community and its facilities by a knowledgeable staff member. Later, senior staff members meet briefly with the candidates. This provides an opportunity for the finalists to ask questions and the senior staff to assess them. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Later, that evening, the elected officials and their spouses host a reception for the candidates and spouses. The purpose is to observe how the finalists respond to a social situation. Your next County Administrator will, after all, represent your local government in numerous and a variety of venues. It is thus important to know how the individual will respond in a social setting. The reception also serves as an ice breaker whereby the elected officials and the candidates get to know one another informally. It should be noted that in some cases, confidentiality may preclude a reception. Day #2: Beginning at approximately 8:30 a.m., each candidate interviews individually with each elected official for approximately 40 minutes. These meetings provide the elected officials with an opportunity to assess how the candidates might interact with them on an individual basis. It is important to know if good chemistry exists. Ultimately managers succeed and fail based on their interaction with the elected officials and the one-on-ones are an excellent way to test this interaction. After lunch, the elected officials as a group, would interview each candidate so that they can assess the candidates in a formal meeting. Part of the interviews will include a PowerPoint presentation so the Commission can observe the candidates’ presentational skills. Formal Assessment Tools and Tests. Formal assessment tools (such as personality tests and management in-basket exercises) can be utilized either at this stage or earlier in the process if you desire. Typically our clients do not utilize them but rather depend on our expertise. Where such tests have been conducted, they have verified our recommendation in every case. Nonetheless, we will be happy to recommend tools that can be used should the County wish. The County, however, must bear the cost of these additional instruments. Task Nine: Debriefing and Selection Once the interviews have concluded, CB&A suggests the elected officials adjourn and hold a meeting a day or two later to select the next County Administrator. Although the selection can be made the same day as the interviews, this decision is quite important and we recommend you take a little time to consider what you have seen and heard. In terms of the final selection, we have a simple methodology we have developed that moves the elected body quickly and rationally to the desired outcome. -25- Packet Pg. 234  6.1.a.b VI. Approach Methodology Once the selection has been made, CB&A will notify the finalists of their status. The candidates are eager to know their status and we feel it is important that they be kept informed. As your search consultant, they look to us for information and consequently we feel it is incumbent on us to keep them informed. Phase V: Negotiation and Continuing Assistance Task Ten: Notification, Contract Negotiations and Warranty Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Should the Commission wish, we will assist in the employment agreement negotiations. Generally a member of the elected body and the attorney conducts the actual negotiations while we provide advice and assistance concerning the compensation package and contract. If you request, we can also take the lead role in the negotiations. We also have a standard contract you are welcome to use. Your attorney, of course, will prepare the final contract. Since the basic parameters will have been discussed with the candidates and the candidates have been thoroughly vetted, we expect a relatively prompt agreement. Task Eleven: Continuing Assistance Our work is not done when the contract is executed. We stay in touch with you and your new County Administrator. Our goal is to be there to assist in resolving any issues that arise before they become intractable. In fact, at your request, after the selected individual has been on board for approximately six months, we will conduct a team-building workshop, at no charge, to resolve any difficulties. We simply feel it is part of our job to assure a successful relationship. Communications: We will provide biweekly reports about the status of the search, in writing or by phone, depending upon your preference. At significant milestones we will make the reports in person. The County’s Obligations The County will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the evening reception. The County will also be responsible for reimbursing the candidates for all expenses associated with their travel, meals and incidentals for the interview weekend. CB&A also expects the County staff to mail the following information, if it is not available on the County’s website, to each of the finalists: the current year budget, an organizational chart, the latest completed audit and management letter, any current strategic and long range plans, a copy of the County Charter, any job descriptions and other materials defining the role and duties of the County Administrator, and any evaluations of the organization completed in the last year. -26- Packet Pg. 235  6.1.a.b Suggested Project Schedule Proposed Project Schedule The following is the schedule we would suggest and assumes CB&A is selected to perform the search by January 11th. Of course, we can adjust the schedule to accommodate the County’s wishes. Further, we can shorten it by approximately two weeks if desired. Phase I: Needs Assessment / Information Gathering Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) January 4th: CB&A begins discussions with the Commission Members and any other suggested stake holders to understand the job and its challenges. Specifically, the purposes of these interviews will be to: 1) get to know the elected officials, 2) understand the issues the next County Administrator will face, 3) understand the elements of the job, 4) develop a description of the ideal candidate, 5) determine the desired compensation and 6) finalize the project schedule. Colin Baenziger begins drafting the recruitment profile for publications and prospective candidates. January 8th: Colin Baenziger submits the draft of the full recruitment profile to the County for its review. Comments will be due back by January 14th. Phase II: Recruiting January 18th: CB&A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to over 7,000 local government professionals. February 15th: Closing date for submission of applications. Phase III: Screening, Reference Checks and Credential Verification February 16th: CB&A begins screening the candidates March 18th: CB&A forwards its candidate report and materials to the County electronically. These will include the candidates’ resumes, a summary of our interviews with the candidates, the results of our background and reference checks, and Internet/newspaper archives results. March 21st: CB&A reviews the finalists and alternates with the County’s officials. -27 Packet Pg. 236  6.1.a.b VI. Approach Methodology (continued) Phase IV: Interview Process Coordination and County Selection April 5th: County holds reception for the finalists. April 6th: Commission Members interview candidates one-on-one and as a group. April 8th: County selects its next Manager. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Phase V: Negotiation, Warranty & Continuing Assistance Post Selection: If requested by the County, CB&A works with County officials on an employment agreement. Typically this process takes a week before a contract is ready to be ratified. Colin Baenziger will also stay in touch to ensure the elected officials’ relationship with the new County Administrator is a strong one. -28- Packet Pg. 237  6.1.a.b COLIN BAENZIGER & ASSOCIATES – SOME OF OUR PLACEMENTS 2002 – Palm Bay, FL 2003 – Lauderdale Lakes, FL 2004 – Destin, FL Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Lee Feldman Anita Fain Taylor Greg Kisela 2004 – Cottonwood Heights, UT 2007 – St. Johns County, FL 2007 – Key Biscayne, FL Liane Stillman Michael Wanchick Chip Igelsias 2009 – Greensboro, NC 2009 – Roanoke, VA 2009 – North Miami, FL Rashad Young Chris Morrill Russell Benford -29- Packet Pg. 238  Appendix A CB&A Comparable Governmental Searches 6.1.a.b Packet Pg. 239 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b City/County Manager Search Assignments in 2012 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2012 City / County Manager Searches Completed (in chronological order by completion date). Scheduled Agency Size: Position Client Population Search Note Placement Number of Timeframe Employees 1 City Manager Cape Coral, FL 154,300 100 Days (a) John Szerlag 1,300 2 City Manager Hallandale Beach, FL 37,100 106 Days (b) Renee Crichton 449 3 County Administrator Hernando County, FL 172,800 82 Days Leonard Sossamon 1,297 4 City Manager Yakima, WA 91,000 84 Days Anthony O’Rourke 730 5 Village Manager North Palm Beach, FL 12,015 88 Days (c) Ed Green 279 6 City Manager Key West, FL 26,649 84 Days Bob Vitas 456 7 City Manager Panama City Beach, FL 12,018 136 Days (d) Mario Gisbert 250 8 City Manager Sarasota, FL 51,917 141 Days (e) Tom Barwin 599 9 City Manager Fayetteville, NC 208,000 82 Days (f) Ted Voorhees 1,500 10 City Manager Cocoa Beach, FL 11,200 91 Days Robert Majka 234 11 City Manager Fort Pierce, FL 41,590 82 Days Robert Bradshaw 361 12 City Manager Sunrise, FL 4,260 121 Days (g) Alan Cohen 1,203 13 City Manager Melbourne, FL 75,000 92 Days Michael McNees 927 14 City Manager Doraville, GA 8,500 In process 104 (a) The search process was elongated by the holidays. We felt it best not conduct the majority of our recruiting until after the 1 st of the year. (b) The search process was elongated at the City’s request so the arrival of the new manager would coincide with the prior manager’s departure. (c) The process was scheduled to take 81 days but one of the Council Members had a scheduling conflict. (d) The process was scheduled to take 94 days but elongated as the Council Members had numerous scheduling conflicts. (e) The search process was scheduled to take 82 days. The Commission then involved a Citizens’ Advisory Committee and that added 17 days to the process. Then it was delay additional 14 days due to a scheduling conflict on the part of the elected officials. Finally it took an additional two weeks to reach consensus on a candidate. (f) The process actually took 79 days as the Council reached agreement on a candidate quickly. (g) The process was elongate by 35 days as the Commission wanted to see additional candidates. A-1 Packet Pg. 240  6.1.a.b City/County Manager Search Assignments in 2012 (continued) Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2012 City / County Manager Searches Completed (sequenced by completion date) Contact Client Cost Name Phone Email 1 Cape Coral, FL $20,000 Victoria Batemen Financial Services Director 239-574-0491 vbateman@capecoral.net 2 Hallandale Beach, FL $18,000 Joy Cooper Mayor (954) 457-1318 jcooper@hallandalebeachfl.gov Administrative Services 3 Hernando County, FL $21,500 Cheryl Marsden (352) 540-6646 CMarsden@co.hernando.fl.us Director 4 Yakima, WA $0 Micah Cawley Mayor (509) 901-9114 micah_cawley@ci.yakima.wa.us 5 North Palm Beach, FL $18,750 David Norris Mayor (561) 841-3355 dnorris@village-npb.org Chair, Citizen’s Advisory 6 Key West, FL $20,000 Shirley Freeman (305) 304-1975 shirleyfreemankeywest@gmail.com Committee 7 Panama City Beach, FL $20,000 Gale Oberst Mayor (850) 235-1541 goberst@pcbgov.com 8 Sarasota, FL $21,500 Susanne Atwell Mayor (941) 954-4115 Suzanne.Atwell@sarasotagov.com 9 Fayetteville, NC $22,500 Jim Arp Mayor Pro Tem (910) 728-2569 JArp@ci.fay.nc.us 10 Cocoa Beach, FL $21,500 Laurie Kalaghchy City Clerk (321) 868-3235 lkalaghchy@cityofcocoabeach.com 11 Fort Pierce, FL $21,500 Ann Satterlee Communications Manager (772) 460-2200 asatterlee@city-ftpierce.com 12 Sunrise, FL $21,500 Kim Kisslan City Attorney (954) 746-3300 KKisslan@sunrisefl.gov 13 Melbourne, FL $21,500 Paul Googleman City Attorney (321) 608-7200 cityattorney@melbourneflorida.org 14 Doraville, GA $21,500 Donna Pittman Mayor (678) 328-9181 donna.pittman@Doravillega.us A-2 Packet Pg. 241  6.1.a.b City/County Manager Search Assignments in 2011 2011 City / County Manager Searches Completed (in chronological order by completion date). Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Scheduled Agency Size: Search Number of Position Client Population Timeframe Note Placement Employees 1 County Administrator Clay County, FL 160,000 84 Days Stephanie Kopelousos 1,514 2 City Manager Orange Park, FL 9,100 80 Days Cindy Hall 110 3 City Manager Chamblee, GA 17,000 80 Days (a) Niles Ford 106 4 City Manager North Port, FL 55,800 90 Days Jon Lewis 569 Matanuska-Susitna 5 Borough Manager Borough, Alaska 88,000 59 Days John Mossey 275 6 City Manager Sunny Isles Beach, FL 17,000 78 Days (b) Alan Cohen 178 7 City Manager Albany, GA 76,000 88 Days (c) James Taylor 863 8 City Manager Portland, ME 65,000 84 Days Michael Rees 1,100 9 Village Manager Pinecrest, FL 19,400 76 Days Yocelyn Gomez 158 10 City Manager Yakima, WA 91,000 88 Days (d) Don Cooper 730 11 County Administrator Polk County, IA 431,000 81 Days David Jones 1,300 12 City Manager Destin, FL 12,300 83 Days (e) Mary Ann Ustick 65 13 City Manager Madeira Beach, FL 4,260 54 Days Shane Crawford 71 14 Village Manager Key Biscayne, FL 12,350 82 Days (f) John Gilbert 115 15 City Manager Tacoma, WA 198,400 84 Days T.C. Broadnax 3,872 (a) At the request of the city, the search was elongated by 21 days. (b) Mr. Cohen’s contract was terminated in June 2012. Sunny Isles Beach has had five city managers in the last six years. (c) At the request of the city, the search was elongated by 10 days. (d) Mr. Cooper left the City on December 31, 2011 to care for his spouse who was recently diagnosed with a very, very serious illness. We repeated the search at no cost to the City. (e) At the request of the city, the search was elongated by 7 days. (f) The Village delayed the search two weeks while finalizing its budget. During the delay, several of the semi-finalists dropped out. We added candidates, but had to perform their background work. Ultimately the Village selected one of our original candidates but the search took 131 days. A-3 Packet Pg. 242  6.1.a.b City/County Manager Search Assignments in 2011 (continued) Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2011 City / County Manager Searches Completed (sequenced by completion date) Contact Client Cost Name Phone Email 1 Clay County, FL $21,500 Travis Cummings Commission Chair (904) 376-5189 Travis.Cummings@co.clay.fl.us 2 Orange Park, FL $21,500 Bob Standifer Mayor (904) 449-6093 bobstandifer@yahoo.com 3 Chamblee, GA $20,000 Marc Johnson Interim Manager / Police Chief (404) 819-9346 chiefmj@chambleepd.com Administrative Services 4 North Port, FL $21,500 Sherry Brogsdorf Director (941) 429-7129 sborgsdorf@cityofnorthport.com Matanuska-Susitna, 5 $24,500 Sonya Conant AK Human Resources Director (907) 746-7432 Sonya.Conant@matsugov.us 6 Sunny Isles Beach, FL $19,500 Norman Edelcup Mayor (305) 792-1701 NSEdelcup@aol.com 7 Albany, GA $20,000 Nathan Davis City Attorney (229) 431-2805 NDavis@albany.ga.us Search Chair / City Council 8 Portland, ME $21,500 Cheryl Leeman Member (207) 774-4308 cl@portlandmaine.gov 9 Pinecrest, FL $21,000 Guido Inguazo Village Clerk (305) 234-2121 inguanzo@pinecrest-fl.gov 10 Yakima, WA $23,500 Micah Cawley Mayor (509) 901-9114 micah_cawley@ci.yakima.wa.us 11 Polk County, IA $21,000 Sue Elliott Assistant County Administrator (515) 286-3128 Sue.Elliott@polkcountyiowa.gov 12 Destin, FL $20,000 Chuck Garcia Human Resources Director (850) 837-4242 cgarcia@cityofdestin.com 13 Madeira Beach, FL $20,000 Ginger Stilton City Clerk (727) 288-3738 gstilton@madeirabeachfl.gov 14 Key Biscayne, FL $19,250 Conchita Alvarez Village Clerk (305) 365-5506 calvarez@keybiscayne.fl.us 15 Tacoma, WA $22,500 Joy St. Germain Human Resources Director (253) 591-2060 jstgermain@ci.tacoma.wa.us A-4 Packet Pg. 243  6.1.a.b City/County Manager Search Assignments in 2010 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2010 City / County Manager Searches Completed (sequenced by completion date) Scheduled Agency Size: Search Number of Position Client Population Timeframe Note Name of Placement Employees 1 City Manager West Park, FL 12,000 84 Days (a) Ajibola Balogum 115 2 City Manager Orange City, FL 10,000 103 Days (b) Jamie Croteau 98 3 City Manager Cape Canaveral, FL 10,200 96 Days (c) David Green 95 4 City Manager Hallandale Beach, FL 39,000 64 Days (d) Mark Antonio 481 5 County Manager Union County, NC 198,600 63 Days Cindy Coto 1,000 6 City Manager Homestead, FL 65,000 64 Days George Gretsas 447 7 City Manager Fife, WA 8,700 99 Days David Zabell 130 (a) The search was elongated by two weeks when the City Council decided to involve an Advisory Committee approximately halfway through the search. (b) The Christmas and New Years holidays added two weeks to the schedule and the final vote had to be delayed a week when a Council Member was out of town. (c) The search was delayed 27 days when the Council added an in-house candidate and asked for a full evaluation of that candidate. In the end one of our recommended candidates was selected. (d) The search was halted two weeks prior to completion when the City Commission decided to hire its interim. A-5 Packet Pg. 244  6.1.a.b City/County Manager Search Assignments in 2009 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2010 City / County Manager Searches Completed (sequenced by completion date) Contact Client Cost Name Position Phone Email 1 West Park, FL $20,000 Eric Jones Mayor (954) 889-4153 ejones@cityofwestpark.org 2 Orange City, FL $21,500 Harley Strickland Mayor (386) 775-5403 hstrickland@ourorangecity.com 3 Cape Canaveral $21,500 Rocky Randel Mayor (321) 784-5694 rocky-cape@cfl.rr.com Hallandale Beach, 4 $18,500 Joy Cooper Mayor (954) 457-1318 jcooper@hallandalebeachfl.gov FL 5 Union County, NC $21,500 Kim Rogers Commissioner (704) 843-7949 kimrogers@co.union.nc.us 6 Homestead, FL $21,000 John Burgess Commissioner (305) 281-6727 JBurgess@cityofhomestead.com 7 Fife, WA $23,500 Loren Combs City Attorney (253) 922-5464 ldc@vsilawgroup.com A-6 Packet Pg. 245  6.1.a.b City/County Manager Search Assignments in 2009 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2009 City / County Manager Searches Completed (sequenced by completion date) Agency Size: Search Name of Number of Position Client Population Timeframe Note Placement Employees 1 Town Manager Dundee, FL 3,700 70 Days Andy Stewart 20 2 City Manager Dania Beach, FL 20,100 62 Days Robert Baldwin 170 3 City Manager Coral Gables, FL 43,000 95 Days (a) Pat Salerno 800 4 City Manager Riviera Beach, FL 37,000 128 Days (c) Ruth Jones 535 5 City Manager West Melbourne, FL 15,000 77 Days Scott Morgan 133 6 County Manager Brevard County, FL 536,000 83 Days Howard Tipton 2,200 7 City Manager Greensboro, NC 259,000 91 Days Rashad Young 3,00 New Smyrna Beach, 8 City Manager 23,000 102 Days (b) Pam Brangaccio 260 FL 9 County Manager Lee County, FL 620,000 81 Days (d) Karen Hawes 3,450 10 City Manager North Miami, FL 62,000 75 Days Russell Benford 560 11 City Manager Roanoke, VA 96,000 86 Days Chris Morrill 1,850 (a) The search was scheduled to take 74 days but the City asked for the interviews to postponed three weeks. (b) Search was scheduled to take 68 days but due to the City not posting a meeting notice properly and an election, the process was delayed 65 days. (c) Search was delayed 35 days while the City Commission selected a Citizen's Advisory Committee. (d) The search was scheduled to take 91 days but the County selected its interim manager 10 days prior to the scheduled selection date. A-7 Packet Pg. 246  6.1.a.b City/County Manager Search Assignments in 2009 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2009 City / County Manager Searches Completed (sequenced by completion date) Contact Client Cost Name Position Phone Email Linda Riner- 1 Dundee, FL $5,362 Mayor (863) 438-8341 dundee_mizells@verizon.ne Mizell 2 Dania Beach, FL $20,000 Anne Castro Commissioner (954) 924-6800 acastro@ci.dania-beach.fl.us 3 Coral Gables, FL $19,250 Bill Kerdyk Commissioner (305) 446-2586 wkerdk@coralgables.com 4 Riviera Beach, FL $23,125 Shelby Lowe Council Member (561) 845-3685 slowe@rivierabch.com 5 West Melbourne, FL $17,500 Hal Rose Mayor (321) 768-7518 hrose@westmelbourne.org 6 Brevard County, FL $21,500 Frank Abbate HR Director (321) 633-2010 frank.abbate@brevardcounty.us. 7 Greensboro, NC $17,750 Alice Burkholder HR Consultant (336) 373-7947 Alice.Burkholder@greensboro-nc.gov 8 New Smyrna Beach, FL $19,000 Carol Hargy HR Director (386) 424-2127 chargy@cityofnsb.com Former Administrative 9 Lee County, FL $19,000 Dinah Lewis (239) 454-9898 Dinahlewis5@hotmail.com Services Director 10 North Miami, FL $20,000 Andre Pierre Mayor (305) 895-9818 pierreatty@bellsouth.net 11 Roanoke, VA $21,750 Court Rosen Council Member (540) 597-3193 courtrosen@gmail.com A-8 Packet Pg. 247  Searches by Appendix B Colin Baenziger & Associate’ Staff 6.1.a.b Packet Pg. 248 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b Governmental Search Assignments Performed by the Staff of Colin Baenziger & Associates Current Searches City Manager, Doraville, GA (population 8,500) Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Assistant City Manager, Corpus Christi, TX (population 308,000) Executive Director, South Sound 911 (serves a population of 808,000), Tacoma, WA Finance Director, Miami, FL (population 408,000) Fire Chief, Cape Coral, FL, (population 154,300) Director of Planning, Roanoke, VA (population 96,000) Economic Development Director, Collier County, FL (population 328,000) Human Resources Director, West Palm Beach, FL (population 101,000) Police Chief, St. Augustine Beach, FL (population 6,200) Treasurer, Miami, FL (population (408,000) Completed Searches City Manager City Manager, Alachua, FL (population 6,200) in 2001 City Manager, Albany, GA (population 75,600) in 2011 City Manager, Bartow, FL (population 16,000) in 2007 Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007 Town Manager, Buckeye, AZ (population 32,000) in 2006 City Manager, Cape Canaveral, FL (population 10,200) in 2010 City Manager, Cape Coral, FL (population 154,300) in 2012 City Manager, Cocoa Beach, FL (population 11,200) in 2012 Town Manager, Cutler Bay, FL (population 35,000) in 2006 Town Manager, Dundee, FL (population 3,000) in 2006 and 2009 City Manager, Cape Coral, FL (population 157,500) in 2012 City Manager, Casselberry, FL (population 25,000), in 2005 City Manager, Chamblee, GA (population 17,000) in 2011 City Manager, Cooper City, FL (population 32,000) in 2008 City Manager, Coral Gables (population 43,000) in 2009 City Manager, Cottonwood Heights, UT (population 34,000) in 2004 City Manager, Dania Beach, FL (population 28,000) in 2009 City Manager, Daytona Beach, FL (population 65,000) in 2002 City Manager, Deltona, FL (population 83,000) in 2006 and 2008 City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Manager, Doral, FL (population 24,000), in 2004 B-1 Packet Pg. 249  6.1.a.b Governmental Search Assignments (continued) City Manager, Eustis, FL (population 18,000) in 2007 City Manager, Fernandina Beach, FL (population 11,000) in 2006 City Manager, Fayetteville, NC (population 208,000) in 2012 City Manager, Fife, WA (population 8,700) in 2010 Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008 City Manager, Fort Pierce, FL (population 41,900) in 2012 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1999 and 2005 City Manager, Gainesville, FL (population 117,000) in 2005 City Manager, Greensboro, NC (population 259,000) in 2009 City Manager, Gulfport, FL (population 12,000) in 2003 City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012 City Manager, Holly Hill, FL (population 13,000) in 2008 (partial search) City Manager, Homestead, FL (population 62,000) in 2010 Town Manager, Juno Beach, FL (population 3,600) in 2005 Town Manager, Town of Jupiter Island, FL (population 654) in 2005 Village Manager, Key Biscayne, FL (population 11,000) in 2007 and 2011 City Manager, Key West, FL (population 24,600) in 2012 Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003 Town Manager, Lantana, FL (population 9,600) in 2000 City Manager, Lakeland, FL (population 87,000) in 2003 City Manager, Lake Worth, FL (population 30,000) in 2003 and 2007 City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002 City Manager, Madeira Beach, FL (population 12,300) in 2011 Town Manager, Mangonia Park, FL (population 1,400) in 2001 City Manager, Marathon, FL (population 11,500 in 2002 and 2004 City Manager, Marco Island, FL (population 15,000) in 2008 City Manager, Melbourne, FL (population 72,500) in 2002 and 2012 City Manager, Miami Gardens, FL (population 101,000) in 2004 City Manager, Mount Dora, FL (population 12,000) in 2005 City Manager, Naples, FL (population 21,000) in 2003 and 2007 City Manager, New Smyrna Beach, FL, FL (population 23,000) in 2009 City Manager, North Miami, FL (population 62,000) in 2002 Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005, 2007 and 2012 City Manager, North Port, FL (population 55,800) in 2011 City Manager, Ocala, FL (population 52,000) in 2008 City Manager, Orange City, FL (population 10,000) in 2010 City Manager, Orange Park, FL (population 9,100) in 2010 CAO, Orlando, FL (population 197,000) in 2005 City Manager, Oviedo, FL (population 33,000) in 2008 City Manager, Palm Bay, FL (current population 101,000) in 2002 City Manager, Palm Coast, FL (population 71,000) in 2006 Village Manager, Palmetto Bay, FL (population 24,000) in 2003 City Manager, Panama City Beach, FL (population 12,018) in 2012 Village Manager, Pinecrest, FL (population 19,300) in 2011 B-2 Packet Pg. 250  6.1.a.b Governmental Search Assignments (continued) City Manager, Pompano Beach, FL (population 101,000) in 2007 Town Manager, Ponce Inlet, FL (population 2,500) in 2001 City Manager, Portland, ME (population 65,000) in 2011 City Manager, Riviera Beach, FL (population 37,000) in 2009 City Manager, Roanoke, VA (population 96,000) in 2009 City Manager, Sarasota, FL (population 55,000) in 2012 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Town Manager, Sewall’s Point, FL (population 2,000) in 2006 City Manager, St. Pete Beach, FL (population 10,000) in 2001 City Manager, Stuart, FL (population 17,000) in 2006 City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011 City Manager, Sunrise, FL (population 84,400) in 2012 City Manager, Tacoma, WA (population 198,400) in 2011 City Administrator, Tavares, FL (population 11,000) in 2006 City Manager, Treasure Island, FL (population 7,500) in 2004 City Manager, West Melbourne, FL (population 15,000) in 2009 City Manager, West Park, FL (population 12,000) in 2005 and 2010 City Manager, Woodstock, GA (population 21,000) in 2008 City Manager, Yakima, WA (population 91,000) in 2011 and 2012 County Manager - Completed Searches County Manager, Baker County, FL (population 27,000) in 2006 County Administrator, Bay County, FL (population 158,000) in 2005 County Manager, Brevard County, FL (population 536,000) in 2009 County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clay County, FL (population 160,000) in 2005 and 2011 County Administrator, DeSoto County, FL (population 34,000) in 2005 County Manager, Flagler County, FL (population (83,000) in 2007 County Administrator, Hernando County, FL (population 172,800) in 2012 County Administrator, Highlands County, FL (population 98,000) in 2008 County Manager, Lowndes County, GA (population 92,000) in 2001 County Administrator, Martin County, FL (population 140,000) in 2005 Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 2011 County Administrator, Monroe County, FL (population 80,000) in 2004 County Administrator, Nassau County, FL (population 60,000) in 2004 County Administrator, Okeechobee County, (population 39,000) in 2008 County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Polk County, IA (population 400,000) in 2007 and 2011 County Manager, Seminole County, FL (population 410,000) in 2006 County Administrator, St. Johns County, FL (population 162,000) in 2007 County Administrator, Sumter County, FL (population 70,000) in 2005 County Manager, Union County, NC (population 198,600) in 2010 B-3 Packet Pg. 251  6.1.a.b Governmental Search Assignments (continued) Completed Searches – Assistant/Deputy Managers Assistant County Administrator for Development and Infrastructure, Hillsborough County, FL (population 1,000,055) in 2006 Assistant County Administrator for Human Services, Hillsborough County, FL (population 1,000,055) in 2004 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Assistant Town Manager, Jupiter Island, FL (population 654) in 2010 Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998 Assistant to the City Manager, Lakeland, FL (population 87,000) in 2004 Assistant City Manager, Lake Worth, FL (population 30,000) in 2004 Assistant County Administrator, Martin County, FL (population 140,000) in 2006 Assistant City Manager, Tamarac, FL (population 55,500) in 2001 Assistant City Manager, West Palm Beach, FL (population 89,000) in 2004 Deputy City Manager, Durham, NC (population 220,000) in 2009 Deputy County Administrator, Hillsborough County, FL (population 1,000,055) in 2004 Deputy County Manager, Polk County, FL (population 500,000) in 2006 Completed Searches – City Attorneys City Attorney, Roanoke, VA (population 96,000) in 2012 City Attorney, West Melbourne, FL (population 15,000) in 2008 Completed Searches – Community Development Assistant Director of Community Development, Largo, FL (population 74,000) in 2004 and 2005 Community Development Director, Miami, FL (population 362,000) in 2008 Community Development Director, Safety Harbor, FL (population 18,000) in 2006 Community Development Director, Tamarac, FL (population 55,500) in 2007 Development Services Director, Daytona Beach, FL (population 65,000) in 2005 Director of Capital Projects, New Orleans, LA (population 323,000) in 2008 General Manager, North Sarasota Redevelopment District, Sarasota (population 53,000) in 2008 Growth Management Director, St. Lucie County, FL (population 261,000) in 2005 Growth Management Manager, Wellington, FL (population 55,000) in 2009 Housing and Community Development Director, West Palm Beach, FL (pop. 102,000) in 2007 Planning Administrator, Daytona Beach, FL (population 65,000) in 2007 Planning Department Director, Osceola County, FL (population 235,000) in 2005 Completed Searches – Economic Development / Redevelopment Economic Development Director, Charlotte County, FL (population 170,000) in 2007 Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009 B-4 Packet Pg. 252  6.1.a.b Governmental Search Assignments (continued) Economic Development Director, Roanoke, VA (population 96,000) in 2012 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 321,000) in 2010 Redevelopment Director, Daytona Beach, FL (population 65,000) in 2007 Economic Development Director, St. Johns County, FL (population 162,000) in 2011 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Completed Searches – Economic Development / Redevelopment (continued) Executive Director, Valdosta-Lowndes County Industrial Authority, GA (serving a population 92,000+) in 2006 and 2011 Executive Director, Technological Research and Development Authority, FL (serving a statewide population) in 2006 Completed Searches – Engineers Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 County Engineer, Polk County, FL (population 500,000) in 2006 Deputy County Engineer, Martin County, FL (population 140,000) in 2006 City Engineer, Gulfport, MS (population 90,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006 Engineering Manager, Sumter County, FL (population 70,000) in 2005 Staff Engineer, Wellington, FL (population 55,000) in 2009 Completed Searches – Facilities Management Centroplex Director, Orlando, FL (population 197,000) in 2004 Lakeland Center Director, Lakeland, FL (population 87,000) in 2004 Completed Searches – Finance Budget and Financial Services Director, Polk County, FL (population 500,000) in 2006 Budget Director, St. Petersburg, FL (population 248,000) in 2009 Controller, City of Orlando, FL (population 197,000) in 2007 Chief Financial Officer, Hillsborough Area Regional Transit, FL (population 1,000,055) in 2005 Chief Financial Officer, City of Orlando, FL (population 87,000) in 2005 Deputy Director of Management, Budget and Accounting, Orlando, FL (pop. 197,000) in 2004 Finance Director, Altus, OK (population 19,800) (background check) in 2012 Finance Director, Daytona Beach, FL (population 31,860) in 2012 Finance Director, Fort Walton Beach, FL (population 20,000) in 2006 Finance Director, Lauderdale Lakes (population 32,000) in 1998 Finance Director, Oregon City, OR (31,860) in 2012 B-5 Packet Pg. 253  6.1.a.b Governmental Search Assignments (continued) Finance Director, St. Petersburg, FL (population 248,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010 Finance Director, Surfside, FL (population 5,700) in 2012 Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009 Finance Director, West Palm Beach, FL (population 102,000) in 2007 Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Director, Management and Financial Services, Loudoun County, VA (population 312,000) Completed Searches – Housing/Building Assistant to the County Administrator – Affordable Housing, Broward County, FL (population 1,700,000) in 2004 Building Official, Jupiter Island, FL (population 580) in 2005 and 2010 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Department Director, Osceola County, FL (population 235,000) in 2005 Assistant to the County Administrator – Affordable Housing, Broward County, FL (population 1,700,000) in 2004 Building Official, Jupiter Island, FL (population 580) in 2005 and 2011 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Department Director, Osceola County, FL (population 235,000) in 2005 Building Official, Sewall’s Point, FL (population 2,000) in 2006 Building Official, Tamarac (population 55,000) in 2008 Housing and Community Development Director, West Palm Beach, FL (pop. 102,000), 2007 Completed Searches – Human Resources Human Resources Director, Boca Raton, FL (population 84,000) in 2006 Director of Personnel, Fulton County, GA (population 992,000) in 2010 Human Resources Office, Loudoun County, VA (population 312,000) in 2011 Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001 Human Resources Director, Osceola County, FL (population 235,000) in 2006 Human Resources Director, City of Sarasota, FL (population 55,000) in 2002 Personnel Director, Vero Beach, FL (population 17,900) in 2003 Completed Searches – Human Services Assistant County Administrator for Human Services, Hillsborough County, FL (population 1,000,055) in 2004 Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010 Executive Director, Juvenile Welfare Board, Pinellas County, FL (population 950,000) in 2005 B-6 Packet Pg. 254  6.1.a.b Governmental Search Assignments (continued) Completed Searches – Information Technology Information Technology Director, Lakeland, FL (population 87,000) in 2004 Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998 Information Services Director, Palm Beach County Tax Collector (population 1,300,000) in 2012 (partial search) Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Completed Searches – Parks/Recreation/Libraries Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,000,055) in 2004 District Manager, Holiday Park Recreation District (population 1,400) in 2007 Library Services Director, St. Johns County, FL (population 162,000) in 2007 Director, Parks and Recreation, West Palm Beach, FL in 2006 Completed Searches – Public Safety Fire Chief, Daytona Beach, FL (population 65,000) in 2006 Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999 Fire Chief, West Palm Beach, FL (population 89,000) in 2005 Police Chief, Daytona Beach, FL (population 65,000) in 2006 Police Chief, Golden Beach, FL (population 355) in 2011 (partial search) Police Chief, Lauderhill, FL (population 66,900) in 2011 (partial search) Police Chief, Melbourne, FL (population 76,000) in 2011 (partial search) Police Chief, Sewall’s Point, FL (population 2,000) in 2007 Police Chief, Sunny Isles Beach, FL (population 17000) in 2010 Completed Searches – Public Works Public Works Director / Capital Projects Manager / City Engineer, Sunny Isles Beach, FL (population 17,000) in 2007 Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008 Public Works Director, Fort Lauderdale, FL (population 183,000) in 2004 Executive Director, Environment and Infrastructure, Pinellas County, FL (population 917,000) in 2012 Public Works Director, Polk County, FL (population 500,000) in 2005 Public Works Director, Chandler, AZ (population 250,000) in 2007 Public Works Director, Tamarac, FL (population 55,500) in 2003 Solid Waste Director, Hillsborough County, FL (population 1,000,055) in 2005 Vice President, Public Works & Operations, Ocean Reef Community Association (pop. 2,000), Key Largo, FL, in 2001 B-7 Packet Pg. 255  6.1.a.b Governmental Search Assignments (continued) Completed Searches – Transportation Chief Financial Officer, Hillsborough Area Regional Transit, FL (population 1,000,055) in 2005 Director of Traffic Engineering, Polk County, FL (population 500,000) in 2002 Executive Director, Lakeland Area Mass Transit District, FL (population 87,000) in 2005 Executive Director, Tampa-Hillsborough County Expressway Authority, FL (population 1,000,055) in 2007 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Completed Searches – Utilities Environmental Services Director, Largo, FL (population 74,000) in 2006 Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in 2012 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 Executive Director, Escambia County Utilities Authority, FL (90,000 customers) in 2002 Executive Director, Onslow Water & Sewer Authority (Jacksonville, NC) (pop. 160,000) in 2009 General Manager/CEO, Orlando Utilities Commission, FL (190,000 customers) in 2004 General Manager, Tampa Bay Water (population served 2,400,000) in 2008 Utilities Director, Charlotte County, FL (population 170,000) in 2007 Utilities Director, Daytona Beach, FL (population 65,000) in 2004 Utilities Director, Lake Worth, FL (population 30,000) in 2009 Utilities Director, Palm Bay, FL (population 101,000) in 2005 Executive Director, Environment and Infrastructure, Pinellas County, FL (population 917,000) in 2012 Utilities Director, Polk County, FL (population 500,000) in 2004 Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008 Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population 691,900) in 2011 Completed Searches – Work Force Management Executive Director, South Florida Workforce, FL (service area pop. of 3,000,000+) in 2005 Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Completed Searches – Other City Clerk, Lauderdale Lakes (population 32,000) in 1998 Community Development District Manager, Severn Trent, FL in 2005 Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009 Executive Director, Lakewood Ranch Inter-District Authority (population 15,000) in 2011 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2003 General Manager, Sun ‘n Lake Improvement District, FL (population 7,500) in 2002 and 2005 General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007 Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998 B-8 Packet Pg. 256  6.1.a.b Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Appendix C Sample Brochure: County Administrator - Hernando County Packet Pg. 257  C-1 6.1.a.b Packet Pg. 258 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-2 6.1.a.b Packet Pg. 259 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-3 6.1.a.b Packet Pg. 260 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-4 6.1.a.b Packet Pg. 261 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-5 6.1.a.b Packet Pg. 262 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-6 6.1.a.b Packet Pg. 263 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-7 6.1.a.b Packet Pg. 264 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  C-8 6.1.a.b Packet Pg. 265 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  Appendix D Sample Candidate Report 6.1.a.b Packet Pg. 266 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Sample Candidate Report [Note: The following materials are provided with the permission of the candidate.] Packet Pg. 267  6.1.a.b TABLE OF CONTENTS Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) PAGE RESUME 1 CB&A INTERVIEW 5 BACKGROUND CHECKS 11 REFERENCE NOTES 13 INTERNET SEARCH 28 Packet Pg. 268  Resume Christopher Morrill 6.1.a.b Packet Pg. 269 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  -1- 6.1.a.b Packet Pg. 270 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  -2- 6.1.a.b Packet Pg. 271 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  -3- 6.1.a.b Packet Pg. 272 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  -4- CB&A Interview Christopher Morrill 6.1.a.b Packet Pg. 273 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b Christopher Morrill Education Master of Public Administration, University of North Carolina Bachelor of Arts, College of the Holy Cross Experience Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Assistant City Manager, City of Savannah, GA 2001 – Present Senior Municipal Finance Advisor, Research Triangle Institute, RTP, NC 1999 – 2001 Research and Budget Director, City of Savannah, GA 1994 – 1999 Peace Corps Volunteer, Ukraine 1992 – 1994 City of Savannah, GA 1988 - 1992 Research and Budget Director (two years) and Senior Management Analyst (two years) Senior Budget Analyst, Catawba County, NC 1986 – 1988 Downtown Project Manager, Lynn, MA 1984 – 1985 Background The population of Savannah is 143,000 people. The City has 2,600 employees and Mr. Morrill supervises 220. The total budget is $280 million while the general fund component is $180 million. The three most important issues that face Savannah:  Financial impact of the recession. Revenues have declined yet the demand for services remains high;  Citizen engagement. Citizen participation in local government, and indeed awareness of what it is doing, has declined. Governments need to find new ways to engage and inform their residents; and  Balancing the economic development with environmental goals while maintaining a high quality of life. Interview Comments Mr. Morrill has been an Assistant City Manager for eight years in Savannah, GA. Although he feels no need to leave his position, he sees the City Manager position in Roanoke as an opportunity that he cannot pass up. Roanoke is a progressive community and has some of the same challenges Savannah has. He notes that over the past 20 years, Savannah has made many significant changes for the better and he wants to bring not just his skills, but what he has learned, to Roanoke. He feels he can make a difference and help Roanoke become not just a better city but a better community. From a personal point of view, it is also one of few cities Mr. Morrill would consider moving to and living in. He enjoys the mountains and would be closer to family. -5- Packet Pg. 274  6.1.a.b Christopher Morrill On a day to day basis, Mr. Morrill’s management style is to promote collaboration. Teamwork and unity is important. He empowers his staff to accomplish their goals but provides the guidance to be successful. He is not a micromanager but gives his staff both the responsibility to get the job done but also the authority. Accountability is important as well. In times of crisis, Mr. Morrill will take full command and make the decisions that are necessary. He has a good understanding of when it is appropriate to guide and when he must lead. Employees who have worked with Mr. Morrill would say he is enjoyable to work with and is a Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) good mentor. He guides his staff and helps them develop. As they set priorities together, he is there to give them the resources and support they need. They would also note that it is not just business. He has a good sense of humor and attempts to make the workplace pleasant. Finally, he feels it is important to celebrate their successes. The elected officials would say Mr. Morrill is a strong leader. He is proactive, assesses problems quickly and resolves them. He is a good manager and a team player. With the downturn of the economy, Mr. Morrill has taken more of a leadership role. Everyone recognizes that finance is one of his specialties and they tend to lean towards him for advice. He closely monitors the budget and keeps the elected officials well informed of the City’s financial status. Mr. Morrill’s greatest strength is in financial planning. He has a strong finance background and is well experienced with budgets. In fact, he served as a resident advisor to the National Treasury of South Africa for about two years. He knows how to build a strong management and financial team. He enjoys learning, tackling new problems and resolving issues. He listens to people so he can understand their issues and learn from them. He is patient and sympathetic. In terms of weakness, Mr. Morrill recognizes he focuses more on the big picture than the details. To combat this, he surrounds himself with good people who are detail oriented. By doing this, they help him see the details. It also allows him the freedom to pursue the projects and efforts that he and the City Manager feel will lead to improving Savannah. Mr. Morrill’s biggest achievement has been a recent budgeting change in Savannah. Specifically he introduced a new budgeting philosophy called Budgeting for Outcomes to the staff and the City County. He had learned about the approach at a government finance conference in 2007 and thought it would be particularly appropriate in difficult financial times. The idea is to allocate funding to those services that are a priority to the residents instead of focusing on cuts in each department. As such, the City focuses on funding the services with the greatest positive outcomes. It took some effort but he has now educated the staff and Council. Everyone has embraced the idea and last January the Council set the City’s seven priorities for the next year. Then teams were created to address the priority teams. In all it involved 70 employees from different departments serving on seven teams. These teams have researched best practices from across the nation and followed examples in Washington and Iowa where the same philosophy has been implemented. They are ninety percent the way through the conversion. The result has been that they have found ways to maintain the core services and reduce costs. The effort has also lead to an increased level of collaboration within the government and in sharing services. -6- Packet Pg. 275  6.1.a.b Christopher Morrill The teams will make a presentation to the Council on November 30th where they will report their progress. When asked about mistakes, Mr. Morrill spoke of an area just outside of downtown Savannah that was to be developed as a public park and for some other uses. It was a great project that would have had a very positive impact on the neighborhoods in the area. However, the City did not do the leg work upfront to keep the neighborhoods apprised of the nature of the project nor the benefits that would result from the project. As a result, the residents fought the project and it Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) was cancelled. He learned the importance of involving the community early on in a project so they are informed, supportive and can provide input to make the project better. The City missed an opportunity to develop a great area because it assumed the community would support it. The central lesson was, “Do not assume the community members will see and embrace the vision of a project if you do not spend the time educating them.” As the City has changed to Budgeting for Outcomes, it has provided a new way of measuring the performance of the organization. They are able to compare their outcome with other cities across America. Funding is provided to those services that have had clear outcomes of meeting priorities. Mr. Morrill still monitors the individual performance of each employee. At the year’s beginning, he discusses their strengths and weaknesses with them and makes a plan to accomplish their goals for the year. Their progress is checked periodically and another formal meeting is conducted at midyear. When asked about terminating employment, Mr. Morrill noted he has terminated the employment of several employees during his career. He tries to work with those who have performance issues through coaching and mentoring. Sometimes no improvements can be made. The person is simply in the wrong job from the point of view of skills or personality. It is hard to let people go under these circumstances but it has to be done. Ideally you can find a position in the organization that does suit the individual but that is not always a possibility. Those employees who misuse their privileges or break the law are very easy to let go. On one occasion he had to fire an individual in the parks department who was misusing public funds. Mr. Morrill sees the challenges facing the next Roanoke City Manager as:  Encouraging economic development that is a good fit with the community;  Finding ways to help the poor climb out of poverty rate;  Working with the school board to improve the City’s schools;  Working with the community to improve the neighborhoods; and  Addressing code enforcement issues. If given the opportunity to serve as the next Roanoke City Manager, Mr. Morrill would spend his first six months doing the following:  Examining City’s issues;  Learning the history of the City and its neighborhoods;  Listening to the Council Members’ goals and vision; -7- Packet Pg. 276  6.1.a.b Christopher Morrill  Familiarizing himself with staff’s strengths and weaknesses; and  Assessing the City’s financial position. Getting a proposed budget together quickly for the 2010 – 2011 fiscal year will be a priority. Mr. Morrill feels the new manager must be out in the community and transparent if he/she is to earn the trust of the community. When things are wrong, one must acknowledge that. They also need to be fixed without, to the extent possible, assigning blame. Citizens respect honesty. Also, good citizen engagement helps the residents feel they have a voice in the community. Mr. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Morrill mentioned a citizens’ academy that Savannah offered. It was an eight week course that focused on the different departments of the city government. He felt after this program the citizens had a better understanding and respect for the city government. They could see all the work that went into maintaining the City and the service the staff rendered in their behalf. Mr. Morrill has a good relationship with the media. In his current position as Assistant City Manager, he is not in the media much. However, when needed, he has stepped in for the City Manager. He has worked with both television and print. He understands the media play an important role. He is honest and straightforward with his answers. In his leisure time, Mr. Morrill enjoys being with his family, reading, biking, hiking and swimming. On occasion he has been a judge at swim meets. Reason for Wanting to Leave Current Position: Mr. Morrill is happy where he is but would like the opportunity to become a City Manager. He is in the peak years of his career and is ready to lead an organization. He has had the opportunity to work for and be mentored by an outstanding City Manager. He has also participated in the rebirth of Savannah. He wants to put what he has learned into practice in Roanoke. He just feels it is a great community, a community that has not realized its potential and a community he wants to live and work in. Most Recent Base Salary $150,000 base salary Adjectives or phrases Mr. Morrill used to describe himself:  Enjoys working with people,  Visionary,  Progressive,  Good sense of humor,  Values relationships, and  Builds consensus. -8- Packet Pg. 277  6.1.a.b Christopher Morrill Interviewer’s Impressions Energetic, experienced, competent, congenial, and straightforward. Intelligent and creative with a good sense of humor. Has an easy laugh and ready to be a City Manager. Interviewed by: Tiffany Gremmert Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Colin Baenziger & Associates -9- Packet Pg. 278  -10- Background Checks Christopher Morrill 6.1.a.b Packet Pg. 279 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b Background Check Summary for Christopher P. Morrill Criminal Records Checks: Nationwide Criminal Records Search No Records Found Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) County Chatham County, GA No Records Found Durham County, NC No Records Found State Georgia No Records Found North Carolina No Records Found Civil Records Checks: County Chatham County, GA No Records Found Durham County, NC No Records Found Federal Georgia No Records Found North Carolina No Records Found Motor Vehicle Georgia No Records Found Credit Excellent Bankruptcy No Records Found Education Confirmed Employment Confirmed -11- Packet Pg. 280  -12- Reference Notes Christopher Morrill 6.1.a.b Packet Pg. 281 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b Reference Notes Christopher Morrill Michael Brown, City Manager, City of Savannah, GA, (912) 658-3523 Mr. Brown hired Mr. Morrill in 1988. He recognized his strong skill set and wanted him to be a part of his management team. When Mr. Morrill went overseas to perform international services, Mr. Brown thought so highly of him that he held positions open for him. He simply wanted him back and on his team. Mr. Morrill is a very skilled manager and a remarkable person. He combines precise analytical Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) skills with an upbeat and optimistic personality. He is diplomatic with those he serves and considerate to their wants and needs. Mr. Morrill’s background makes him a strong candidate. He was in the Peace Corp for two years in Ukraine. He also spent time in Northern Ireland, Peru, and South Africa with the Kellogg National Leadership Program. He wrote a local government finance law for South Africa cities and modeled if after what local governments do in the United States. Mr. Morrill has led many redevelopment projects in Savannah. The redevelopment of Ellis Square is a recent one and involved redeveloping one of Savannah’s squares that was first established in the 1700’s. At some point, the square had been turned into a parking lot. Mr. Morrill noted that the lease was expiring and suggested the City redevelop the area as community square. He took the lead on the project and coordinated with developers and city groups. He also oversaw the financing of the project. The new community square is a huge success and is surrounded by shops and restaurants, and includes an underground parking structure. Another project Mr. Morrill headed was Savannah River Landing, a fifty-four acre undeveloped tract adjacent to the historic downtown. Mr. Morrill coordinated with the developers to include an expansion of the river walk, retail stores, two hotels, single family homes, restaurants, and office buildings. He was the manager of the public part of the project. He forecast the cost of the necessary infrastructure, worked with the developers, rallied the support of the County and schools, and also sold the tax allocation district proposal to the voters. The project is underway and is much anticipated by the community. Mr. Morrill listens well and is able to identify the essence of what someone is trying to say. He is a good communicator. He also is empathetic and patient. Often the City Council prefers to speak with him rather than the City Manager. He is easier to talk to and knows how to hold his ground. He is a good public speaker. He took a private sector speaker training course that monitored, criticized and improved his speaking skills. He is comfortable presenting. Mr. Brown, as the City Manager, spends most of his time working with the Council to keep their interests on track. They are often difficult and demanding. He is not able to do much of what he used to do as City Manager. The Metro Police Department also demands much of his time and attention. As a result, he has turned over much of the day-to-day management of the City to Mr. Morrill. That includes projects, budgeting, pension plan changes, and policy initiatives. Although, Mr. Morrill has not officially held the title of City Manager, in reality he has had more -13- Packet Pg. 282  6.1.a.b Reference Notes Christopher Morrill experience in urban city management than some City Managers in other cities. He has dealt with a high poverty rate, a large area of public housing, and many inner city problems. Mr. Morrill is an ICMA (International City/County Management Association) Credentialed Manager. Through the ICMA he worked with an area in Indonesia to develop their tourism and the historical preservation of the Sultan’s Water Palace Complex. This effort was to preserve and restore 50 acres of historic land. He helped the City get grant funding to restore the area. He also helped them write the first historical preservation ordinance. Along with the restoration of Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) the Water Palace, a beautiful shopping corridor was created. Working with the largely Muslim country of Indonesia has educated Mr. Morrill. He was able to associate with the U.S. Ambassador to Indonesia and experience governmental processes in another country. Again, even though Mr. Morrill does not hold the official title of City Manager, he has the experience and skill set to take this position. Mr. Brown highly recommended him although it would be a huge loss to him personally and to Savannah to have Mr. Morrill leave. Adjectives or Phrases Used to Describe Mr. Morrill:  Strong family man,  Diplomatic,  Considerate,  Articulate,  Humble,  Well traveled,  Bright, and  Optimistic. Strengths: Analytical skills, financial ability and diverse experience. Weaknesses: None identified. Lise Sundrla – Executive Director, Savannah Development and Renewal Authority, Savannah, GA – (912) 651-6973 Ms. Sundrla has known Mr. Morrill since 2001. They have worked as colleagues. The Savannah Development and Renewal Authority is not a city department. As a separate entity they have coordinated economic development in the downtown area of Savannah. Mr. Morrill has been a critical component for much of the redevelopment in downtown Savannah. He has engaged the City and partnered with other agencies. He was integral to the planning efforts of Ellis Square. This area had been a historical square but was developed into a parking lot. He spent several years cobbling together the funding to restore the area to its original purpose of a public space. An underground parking lot was constructed along with several shops, restaurants and businesses. He was a guide and a mentor to the developers and to -14- Packet Pg. 283  6.1.a.b Reference Notes Christopher Morrill the Renewal Authority on several issues and concerns regarding the project. He also spent many hours working with the Council to gain its support. Mr. Morrill created strategic goals to focus on revitalizing the Martin Luther King corridor, once a premier historical African American neighborhood bustling with life. The placement of an overpass on I-16 stunted the growth of the area and limited the access to other areas. He has pressed for the overpass to be removed. By doing so, our lost street connections and nine acres of developable land would be reclaimed. He has negotiated local option sales tax and capital Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) improvement dollars to fund the project. He coordinated the efforts of the City, the Renewal Authority and other private entities to stimulate the integral corridor. Already, a full size grocery store has opened in the area. Another major project Mr. Morrill has orchestrated was Savannah Landing located in eastern downtown Savannah. The area has been underdeveloped since 1909. He secured the funds and involved the necessary agencies. The development links and compliments the historic downtown area. It also opens up connections to six lost streets and expanded the river walk 2,000 feet. Public squares were donated back to the City. Mr. Morrill petitioned for the first tax allocation to be used to support the economic development of the area. Oddly, when it is time to make a presentation to the City Council, the person who is best is Mr. Morrill. They often try to do things that are not in the best interest of the City. They rely on Mr. Morrill to give them honest criticism and advice. He can speak on their level. Ms. Sundrla trusts Mr. Morrill implicitly, which she considers a bold statement. She has approached him with personal and political issues. He has offered guidance and solutions to support her efforts. He is gifted with people. He respects others and in turn is well respected. He has excellent communication skills and is an attentive listener. Mr. Morrill would be a fine choice for City Manager. He is well qualified. He has the skills and the character to lead. Adjectives or Phrases Used to Describe Mr. Morrill:  Reliable partner,  Thorough planner,  Engaging,  Mentor,  Respected, and  Gifted with people. Strengths: Team building, vision, people skills, and communication skills. Weaknesses: None identified. -15- Packet Pg. 284  6.1.a.b Reference Notes Christopher Morrill Lester B. Johnson III – Assistant City Attorney, City of Savannah, GA – (912) 238-5100 Mr. Johnson has known Mr. Morrill since 2001. Mr. Morrill has a fine personality and a calm demeanor. He has a good rapport with the citizens of Savannah. He also has a good working relationship with his staff and with the elected officials. Mr. Morrill oversees the financial and budget concerns. He keeps a meticulous budget. One of the results is that the City has not needed to use any of its reserves since Mr. Morrill became the Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Assistant City Manager. As another of his responsibilities, he oversees the Recorder’s Court. He makes sure the Court is making more money than the operating budget. He has worked closely with Mr. Johnson to find ways for the Court and the Judge to be more efficient. Mr. Morrill also oversees all problems with ordinance violations. One of the trickier situations involved the some wealthy and very powerful residents of an historic district and the Savannah College of Art and Design. The neighbors were not happy about having the School in their neighborhood and complained it violated the parking ordinance. The ordinance required that a certain number of off street parking spaces per building were required if the building was to be used and the school did not have enough spaces. Mr. Morrill investigated every building in the area and the school was not the only building without enough parking spaces. To preserve the historic district, satellite parking lots were developed. Students were shuttled from them to the school buildings. Mr. Morrill communicated frequently with the neighbors and calmed their concerns. He demonstrated to them the financial importance the school to the City and how it brought millions of dollars to the community every year. He showed them that it was vital that they worked together. He was a good mediator between these two strong willed entities and was able to find a reasonable compromise. Mr. Morrill is well respected by the public. He often speaks in town meetings regarding the financial state of projects. A major project was underway to solve the City’s drainage issues. He spoke often in the town meetings explaining the project’s finances. Many citizens were concerned the funds would run out before it was completed. Mr. Morrill explained in clear terms the financial condition of the project and the status of the contingency funds. He responded well to the large crowd, spoke in simple terms and reassured them that the money was there to complete the effort. Mr. Morrill is designated to take over the City Manager’s position when he is absent. He is also on call for every Council meeting to answer any questions or provide any financial information. Adjectives or Phrases Used to Describe Mr. Morrill:  Strong family man,  Competent individual,  Calm demeanor,  Good rapport with others,  Easy personality, and  Responsible. -16- Packet Pg. 285  6.1.a.b Reference Notes Christopher Morrill Strengths: Financial skills, problem solving skills, and building relationships. Weaknesses: None identified. Kenneth Sadler – Former Alderman, City of Savannah, GA (912) 661-0484 Mr. Sadler has known Mr. Morrill since 2000. Mr. Sadler was an Alderman for four years. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Mr. Morrill is bright and well educated. Even though finance had been his primary background, he has developed skills in other fields through his position as Assistant City Manager. He is a good leader and provides strength to his staff. Many of them lean on his expertise and ask for his advice. He mentors his staff and helps them grow. Mr. Morrill’s primary skills are in finance and planning. He knows how to maintain the long term financial health of the City and has helped it weather the financial downturn. He did so through sound financial practices and thorough planning. He actually anticipated the financial problems and adequately prepared the City for them. He understands how to spend money responsibly and which services are capable of producing revenue. Mr. Morrill has a good relationship with each member of Council. He is responsive to their requests. They are willing to delegate to him because he follows up on projects and keeps them informed. He is straightforward and easy to talk to. Frequently Mr. Morrill has been easier to contact and work with than the City Manager. Mr. Morrill focuses on people. Whether it is a Councilman or a citizen of the community, he will take time to listen to the issues they raise and look for a solution. He has an optimistic demeanor that puts people at ease. He has a good grasp of city issues and a sensitivity to their importance. Adjectives or Phrases Used to Describe Mr. Morrill:  Smart,  Capable,  Good planner,  Strong financial background,  Understands communities, and  Relates well with people. Strengths: Organization skills and financial background. Weaknesses: None identified -17- Packet Pg. 286  6.1.a.b Reference Notes Christopher Morrill Carol Bell – Central Services Director, City of Savannah, GA (912) 651-6401 Ms. Bell has known Mr. Morrill since 1994. They were colleagues when he was Budget Director and she now reports directly to him in his position as the Assistant City Manager. Mr. Morrill is a dedicated public servant. He focuses on serving the people and is often a voice for the underprivileged. He volunteers his time to support agencies which help needy citizens. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) The City has benefited from his strong financial background. He has improved the financial operations by utilizing his analytical skills and thinking beyond the norm. Mr. Morrill is a member of the Government Finance Officers Association (GFOA), has written finance articles and taught classes for the Association. Mr. Morrill is people oriented. He develops good relationships with entities outside the city government. He makes time to speak with residents and is well respected by them. He is an excellent communicator who can take technically complex issues and easily explain them to the common citizen. Mr. Morrill has been a fantastic liaison between the City and the County helping facilitate the merger of police departments. Both agencies had their own police departments and had been policing much of the same territory which was not very cost efficient. In 2003, it was decided to formally merge the departments within a year. The merger was complex and Mr. Morrill was a major factor in its success. He focused on the commonalities and the benefits this partnership would provide for the citizens. The two separate departments combined to become the Savannah-Chatham Metropolitan Police in 2005. Mr. Morrill is team oriented. He has been able to break down barriers, form unlikely partnerships and is creative. An example is a budgeting strategy he introduced to the City called Budgeting for Outcomes. Each department’s budget is evaluated and projections are made based on priorities and results. Priorities were established by Council and Mr. Morrill then created seven results teams. Each team consisted of a broad base of global thinkers along with an expert member. For instance, the public safety team might have a member of the Fire Department or Police Department as an expert member. However, the team could also have members from Parks and Recreation, or Social Services. The result has been to bring the departments and their staff members together to accomplish the common goal of cutting costs and carrying out the elected officials’ goals. Adjectives or Phrases Used to Describe Mr. Morrill:  Analytical,  Encouraging,  An advocate for the underprivileged,  Involved,  Experienced, and  Knowledgeable. -18- Packet Pg. 287  6.1.a.b Reference Notes Christopher Morrill Strengths: Dedication to serving the public. Strong background and experience in local government. Excellent people skills. Weaknesses: None identified. Jim Burgess - Mayor, City of Social Circle, GA (770) 464-3366 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Mr. Burgess has known Mr. Morrill since 1996. He works as a lobbyist for the City of Savannah and is also the Mayor of a small town in Georgia. As Mr. Burgess lobbies on behalf of Savannah to State Legislature, he relies on Mr. Morrill to provide him with pertinent financial information. Mr. Morrill gives him impact research and analysis reports related to specific pieces of legislation. He creates slides, charts, and graphs for Mr. Burgess to present to the State. He is quick to respond to Mr. Burgess’ needs and provides him with thorough information. Mr. Morrill is bright and well educated. His staff members have a high regard for him and value his high morals. He has strong people skills and is not overbearing. He is very easy to work with because of his first-rate personality. Mr. Morrill has a good relationship with the governing body. He is very astute about political relationships. They may often disagree, but Mr. Morrill knows when to push and when he must submit. The Council can sometimes be more involved in day to day operations than they should. Mr. Morrill has successfully managed working with this group of individuals. Mr. Morrill has worked on several successful projects in the community. He focused on cleaning up certain rundown areas and providing renewal in low income communities. One downtown renewal project included a parking facility, the expansion of the river walk, and added retail space. His financial acumen has been a big asset in making these projects successful. Mr. Morrill has worked under a superb City Manager. He has been fully exposed to his skills and learned much from emulating them. He has academic training and has managed a diverse city. Advancing to City Manager would be an ideal step for him, and the timing is right. Adjectives or Phrases Used to Describe Mr. Morrill:  Good personality,  Strong academically,  Not overbearing,  High morals,  Bright, and  Quick to respond. -19- Packet Pg. 288  6.1.a.b Reference Notes Christopher Morrill Strengths: People skills. Weaknesses: None identified. Dick Evans - CFO, City of Savannah, GA (912) 651-6440 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Mr. Evans has known Mr. Morrill since 2001. They have worked together monitoring the finances of the City. Mr. Morrill has a strong background in budgeting and knows how to balance a budget. He is very precise and concerned with numbers. Mr. Morrill is very good at keeping others informed. He is open, clear, and direct in his communications. He knows how to word financial reports in ways that are understandable to anyone. He is a good consensus builder. He welcomes the input of his staff, keeps them informed,. He then creates the appropriate solution to the problem. Mr. Morrill pitched the idea of a new budgeting process to the City. It is called Budgeting for Outcomes. He authored this process of establishing priorities first, then budgeting to finance the services which address those priorities. This new process has had the added bonus of organizing all departments to work toward a common goal. Mr. Morrill developed good relationships with other entities outside the city government including the Chamber of Commerce, the historic community, developers, and other organizations. He represents the City well and has high standards. Mr. Morrill would make a very good City Manager. Adjectives or Phrases Used to Describe Mr. Morrill:  Methodical,  Personable,  Analytical,  Technically strong,  Competent, and  Works well with people. Strengths: Financial skills. Weaknesses: None identified. -20- Packet Pg. 289  6.1.a.b Reference Notes Christopher Morrill Chris Miller – Creative Economy Consultant, Savannah, GA (912) 484-7192 Mr. Miller is a resident of Savannah and an entrepreneur. He has known Mr. Morrill since 2001. Mr. Morrill has proven a tremendous support and vital contact for Mr. Miller. He helps facilitate Mr. Miller’s efforts by being accessible and getting involved in his projects. Mr. Morrill returns calls and follows up. He is open to new ideas and is supportive whenever he feels it will benefit the community. He focuses on results, not on politics. He takes on a role beyond simply Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) handling the paperwork. He sees the whole community as a team. He uses his influence in the government to help outside projects succeed, projects that benefit the community. He understands that, if he helps outside agencies better the community then the pressure on the City to provide these services or changes will lessen or, alternatively, there will be more money to ay for the services. Mr. Morrill is very patient. He has a pleasant approach to handling difficult situations. Whenever issues become politically charged, he is able to calm the waters, allowing the real issues to become clear. He listens willingly and is open to reconsideration of any preconceived ideas. His goal is to align the community so it can be the best it can be. At times, Mr. Morrill has had to work with people who do not have the best interests of the City in mind. The options in dealing with such people are either: refuse to work with them, or work with them and realign their interests. Mr. Morrill has been a very positive influence and has a talent for turning negative intent into positive results. As an example, the Savannah River landing is a 100 million dollar project proposed for the development of 54 acres in the downtown area. The developer had planned to create a gated community of single family homes. Mr. Morrill recognized the importance of developing this area. However, he did not feel a gated community would adhere to the historical sense of the area, nor would it be the best use of the land. He was able to convince the developer to make changes which would benefit them and the City. The project now consists of a 5-star hotel and spa, several luxury condominium towers, 17 single family riverfront homes, 11 blocks of single family town homes, retail stores, restaurants, art galleries and office buildings. Also, the public squares were donated back to the City. Both the developers and the City will greatly benefit from this project, which is currently under construction. Mr. Miller knows of a major developer out of Atlanta who has taken a special interest in Savannah. He expressed to Mr. Miller that he has chosen Savannah primarily because Mr. Morrill has always been willing to talk to him about his investments. He returns his calls and helps him solve his problems. Encouraged by his interactions with Mr. Morrill, the gentleman will keep investing in the region. Mr. Morrill deserves the opportunity to move up from his current position as an Assistant City Manager. He needs the freedom to bring about good things. It will be a large loss for the City of Savannah if he is chosen by another municipality, but he will make an excellent City Manager. -21- Packet Pg. 290  6.1.a.b Reference Notes Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill:  Knowledgeable,  Resourceful,  Efficient,  Possessing integrity,  Professional, and Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  Timely. Strengths: Ability to work with outside agencies and create cohesion. Weaknesses: None identified. Beth Robinson, Human Resources Director, City of Savannah, GA, (912) 651-6925 Ms. Robinson has worked with Mr. Morrill since 1995 and reports directly to him. Mr. Morrill’s strength is in finance. He is well respected and has been nationally recognized for his work by the Government Finance Officers Association (GFOA). He has also been a member of various committees in the financial community. Although finance is his specialty, he has shown himself able to learn skills in many areas and to contribute in those areas. Mr. Morrill is a team player. Rather than receive all the credit, he wants to see his whole team be praised for their efforts. He values his staff and their talents. As a manager he knows how to help redirect those who are not team players so they learn to collaborate. He is sincere, concerned, and involved. He is a visionary. He can see where the City needs to go and how to get there. One of the most significant changes Mr. Morrill has made is called Budgeting for Outcomes. He has been the driving force and visionary behind this new method of doing business. It has taught the City to look at its services form the citizens’ perspective and understand what services they value. Mr. Morrill has also set up the priority teams. He chose individuals whose vision went beyond their immediate area. He was very successful in identifying their strengths and values. He ensured the teams were a truly representative of all citizens: young and old, male and female, African American and Caucasian. The new budgeting process helped bridge a 15 million dollar shortfall. Customer service is important to Mr. Morrill. He focuses his team’s efforts on providing good service and lives up to that expectation himself. He does not use his position as Assistant City Manager to avoid serving individuals. He takes time to speak with citizens and to help them. He does not like conflict, but knows how to deal with it. He handles problems head on. Mr. Morrill is a good presenter. He is comfortable in front of employees, citizens, and the Board. -22- Packet Pg. 291  6.1.a.b Reference Notes Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill:  Sincere,  Involved in the community,  Professional,  Articulate,  Genuine, and Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  Earnest. Strengths: Team building, vision, and good management skills. Weaknesses: None identified. Jenny Payne, Management Services Coordinator, City of Savannah, GA, (912) 651-6420 Ms. Payne has known Mr. Morrill since 2005. She reports directly to him. He has been a strong leader and is the heart of the organization. He allows his employees to grow without boundaries. He trusts them and encourages them to do their work. He creates an environment in which the staff want to work hard for him and produce their best work. He is a very qualified individual and often acts as the City Manager when that person is absent. When making a decision Mr. Morrill collaborates with his team to make the best decision for the community. The results may not always be successful based on some traditional measures of achievement, but they do represent the best interests of the whole community. That is his focus. The City Council respects Mr. Morrill. They seem to respond to him better than they do the City Manager. Mr. Morrill speaks to each of them using their proper title. He understands they are the most important decision making body in the community so he addresses them professionally and with respect. Mr. Morrill is very responsive. He quickly returns phone calls. He spends time with residents, often listening to their issues when the problem could possibly be handled by someone else. He is sensitive and in tune. When holding a discussion with someone, he will get up away from his desk to sit at a table, without his phone or Blackberry, so they can talk without distractions. Mr. Morrill often plays the role of mediator. In one instance, some time ago, the Economic Development Authority was having an awards ceremony in a public place. Savannah Gay Pride group was also in the area handing out flyers. Police who were monitoring the ceremony asked the group to leave. Mr. Morrill was called regarding the situation. Although the Police Chief should have been the one to handle the situation, Mr. Morrill understood the political sensitivity needed. He met with the group and the Police Chief to explain and monitor the discussion. He helped the group understand that the police would have asked any group to leave the venue had the situation been reversed. The request of the Police was meant as an attack against their -23- Packet Pg. 292  6.1.a.b Reference Notes Christopher Morrill specific group. He was successful in calming this group. He even arranged for the Economic Development Authority to follow up with the group and express its regrets. As explained in earlier references, Ms. Payne mentioned his implementation of Budgeting for Outcomes. This new program has led to collaboration across departments. Another project Mr. Morrill facilitated was a 54 acre development of land adjacent to the historical downtown district. As also previously noted, the owners of the land had wanted to create a gated community. Mr. Morrill was able to convince them that sort of development would not be the Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) best use of the property or nor would it be fit well with the historic downtown area. Together they came up with a plan to develop the area for mixed use, including single family homes, the extension of the river walk, retail spaces, and public squares. A tax allocation district was created, and forty percent of the land was donated back to the community. The owners of the property are very happy with the plan and how it will best meet the needs of the community. The project is in development now. The Master Planning for this project received the 2009 Charter Award from the Congress of New Urbanism and the 2009 Excellence in Government Finance Award from the Government Finance Officers Association of the United States and Canada. Mr. Morrill has been the Chair for the Leadership Savannah Board of Directors since 2007. Leadership Savannah is an organization that sponsors community leadership, networking, and training. Each year a group of thirty people is selected to participate through an application process. The group reflects the diversity of the community and consists of people from every sector. Mr. Morrill is well respected in this arena. He makes it a priority to participate in their events. Adjectives or Phrases Used to Describe Mr. Morrill:  Leader,  Encouraging,  Team player,  Genuine,  In tune with people, and  The heart of the organization. Strengths: Leadership skills and people skills. Weaknesses: None identified. Robert “Bob” Bartolotta, City Manager, City of Sarasota, FL, (941) 954-4109 Mr. Bartolotta has known Mr. Morrill since 1989. He was the Assistant City Manager in Savannah when Mr. Morrill was the Senior Management Analyst to his office. -24- Packet Pg. 293  6.1.a.b Reference Notes Christopher Morrill The City has greatly benefited from Mr. Morrill’s financial skills. He negotiated a Local Options Sales Tax shares for Savannah along with those of Chatham County, and six other municipalities. He has devised employee incentives measured by productivity, and authored a bonus plan. He is an excellent writer and has published several articles regarding finance. He is a dedicated worker. Mr. Morrill knows how to simplify complex issues. He can diffuse a heated situation through his Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) patience and calm demeanor. He has a strong moral compass and stands firm in what he believes. He is an advocate for customer service. He has provided training to his staff in customer service. He listens to citizens’ complaints and will work with them to solve their problem. He follows up with each citizen to check on the progress of the solution. Mr. Morrill’s communication skills are excellent. He is very talented at talking people through issues and building consensus. He has a excellent vision of the big picture and how to coordinate the efforts of his team. Mr. Morrill is well prepared to be a City Manger. He manages eleven department heads including Budget, Audit, and Information Systems. He interacts with the Council every day and is well respected by them. He has excellent people skills. Adjectives or Phrases Used to Describe Mr. Morrill:  Visionary,  Consensus builder,  Focused on people,  Hard worker,  Ethical, and  Excellent writer. Strengths: Diplomatic skills, people skills, vision, and customer service oriented. Weaknesses: None identified. Gregg Schroeder, President, United Way, Savannah, GA, (912) 308-3810 Mr. Schroeder has known Mr. Morrill since 2002. Mr. Morrill is an active member of the United Way Board of Directors. He is very enjoyable to work with because he has a genuine personality. Mr. Morrill has been a good partner to the United Way. He has been a key player in the success of several projects. One such project involved addressing the need for quality early childhood education. Savannah has a high drop out rate. To combat the problem, the United Way wanted to create a positive educational path for young children through use of a child care center. -25- Packet Pg. 294  6.1.a.b Reference Notes Christopher Morrill The community did not have one. United Way teamed up with a local construction equipment company, JCB Inc. to develop a nationally accredited child care center. Mr. Morrill joined with them as a City representative. JCB and United Way provided the funding for the project, and the City provided the infrastructure for the center. Mr. Morrill shared the same vision as the United Way and used his resources and talents to bring their projects to successful completion. Mr. Morrill is a key person in the city government. Often staff or citizens will approach him rather than the City Manager. He takes anyone’s call and listens sincerely. He is very likable Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) and easy to work with. He has masterminded the financial stability of the City. His implementation of the Budgeting for Outcomes method has been a great success. In town hall meetings, Mr. Morrill is very good on his feet. He treats others with dignity and respect. He patiently listens to their complaints. Even when Mr. Morrill has to bring bad news to neighborhood associations, he is able to explain the reasons in a manner that helps them understand. He has good rapport with the general public because he responds to their needs. Mr. Morrill is experienced and well qualified to be a City manager. He is a hard worker and a positive person to be around. Adjectives or Phrases Used to Describe Mr. Morrill:  Thorough,  Accomplished,  Outcomes focused,  People oriented,  Optimistic, and  Realistic. Strengths: Team player, vision and dedication to serving the community. Weaknesses: None identified. Prepared by: Tiffany Gremmert Colin Baenziger & Associates -26- Packet Pg. 295  -27- Internet Research Christopher Morrill 6.1.a.b Packet Pg. 296 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) November 6, 2009 ENMARK, CITY TO TRY FOR COMPROMISE Author: LESLEY CONN A rezoning request for a planned Enmark station is being delayed two weeks so city officials and Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Enmark representatives can try to develop a compromise to appease residents dead-set against the station. Poplar Place residents are worried the rezoning will allow Enmark to build a convenience store and pumps at White Bluff Road and Hampstead Avenue, which will further push commercial development into their residential neighborhood. Several City Council members at Thursday's meeting expressed their support for Enmark, which has promised to build a store that would use subdued colors, low signage and other design elements to better blend with the residential neighborhood. Alderwoman Edna Jackson said she disagreed with City Manager Michael Brown's initial recommendation to deny the rezoning. "That corner has been an eyesore for years," she said. "Anything would be better." Aldermen Tony Thomas, Van Johnson and Jeff Felser concurred. As council members debated the rezoning, Alderman Clifton Jones repeated and expanded on an allegation from one of the residents. He stated that Ben Farmer, a local real estate agent and member of the Metropolitan Planning Organization, had an agent who had sold the property to Enmark. Alderman Van Johnson called the allegation "very unsettling," and Mayor Otis Johnson directed city staff to investigate the claim. He was uncomfortable that the statement had been made publicly, he said, and said if found untrue, it would be corrected publicly. Farmer, reached after the meeting, said the claim was untrue. He once had a listing on the property, but it expired with no sale. "We had nothing to do with that transaction. If I had I would have disclosed it." Farmer and Jones spoke late Thursday, and the alderman said he will issue a public apology. "I'm prepared to do that at our next meeting," Jones said. In other action, the council: - Did a first read on a revised, proposed ordinance that would require mandatory alcohol server training, registration and permitting. The council had been struggling with how broad the ordinance should be, and after discussion determined it would not expand the requirement to include all hotels, restaurants and other businesses that serve alcohol. Most of the problems with underage drinking center in nightclubs, they agreed, so other establishments would only be forced to comply if they were cited for alcohol-related issues. - Because of lower sales tax revenues, the city is anticipating receiving $33 million less in special purpose local option sales tax money, which helps fund projects like the Forsyth fort renovation, drainage projects, park improvements and similar work, Assistant City Manager Chris Morrill told council during its workshop. -28- Packet Pg. 297  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order The city had been expecting $160 million, but more likely will receive about $130 million. That will require reviewing the city's list of projects and delaying some of them, Morrill said. Council members did a preliminary review of dozens of projects, but will do a more detailed review of projects at its upcoming budget retreat, which is scheduled for Nov. 30. Morrill also showed council that because of lower revenues, the city is reducing by several million dollars the amount of money it sets aside in its general fund for capital improvements. From 2006 to 2008, the city spent about $5 million. This year, it set aside no money in the fund, Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) and for 2010, plans to set aside $1.6 million. Because of the reduction in funds, the city will concentrate only on needed maintenance projects with those monies. - The council got an overview of the proposed Historic District Ordinance. Once passed, it will provide specific guidelines for building height, design standards and the approval process for new structures in the district. Brown called the public input and review process "one of the most exhausting" the city has undertaken. Council will consider the ordinance on first reading at its Nov. 19 meeting. -29- Packet Pg. 298  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) September 25, 2009 BEST, WORST OF TIMES LOCAL ECONOMY 'RIGHT IN SYNC' WITH REST OF STATE, NATION Author: ARLINDA SMITH BROADY Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Economic growth in the Savannah Metropolitan Statistical Area, which includes Chatham, Bryan and Effingham counties, significantly slowed in 2008, according to data released Thursday by the U.S. Department of Commerce's Bureau of Economic Analysis. Out of 366 metropolitan areas, Savannah ranked 144 with a Gross Domestic Product growth rate of 0.2 percent. "These statistics suggest that the Savannah area profile is right in sync with the rest of the state and the nation," said Jeffrey Humphreys, director of the University of Georgia's Selig Center for Economic Growth. "This recession was really tough on the entire region, and recovery will be slow." The slowdown in economic growth didn't just affect this region, data showed. About 60 percent of metropolitan areas saw economic growth slow down or reverse. Real Gross Domestic Product growth slowed in 220 of the nation's 366 metropolitan statistical areas last year, from 2 percent in 2007 to 0.8 percent in 2008. Downturns in construction, manufacturing, finance and insurance restrained growth in many metropolitan areas, including Savannah, with government spending showing the most growth. "No one was really surprised by the data," said Chris Morrill, Savannah assistant city manager. "We knew the recession hit us harder and later than a lot of areas." And although it's down from previous years, the city is doing better than the state as a whole, which saw slightly negative growth at -0.6 percent. "We're investing our very limited resources in economic growth and quality of life," Morrill said, "and what's a more important quality of life issue than jobs?" -30- Packet Pg. 299  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Business in Savannah (GA) September 16, 2009 CITY PROJECTS WOULD HELP DOWNTOWN MERCHANTS Author: ARLINDA SMITH BROADY Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) During a meeting of the Downtown Business Association last week, Savannah Assistant City Manager Chris Morrill outlined developments designed to help the association's members and others. The first step in unifying economic development efforts was to unify the city logos, Morrill said. So the city commissioned a new logo based on the city squares. "It's uniquely Savannah, and it ties all the departments together," Morrill said. Another important step, he said, was to grow population. So the city annexed enough land to increase its area by 40 percent. "We were losing population for the past 30 years," Morrill said. He compared Savannah's fate to Detroit, where residents moved to the suburbs, causing the city to raise taxes to fight crime and urban blight. Now, several plans are in the works, including developments around Ellis Square and the fort under construction in Forsyth Park. The Whitaker Street Garage, which lies beneath the square, has been in use since October 2008. To break even for operations and debt service, the garage must make $1.3 million this year, said Sean Brandon, director of the city's Mobility and Parking Department. By the end of July, revenue figures for the Whitaker Street Garage are at $766,000. "We'll probably make our projections," Brandon said. "It's feast or famine. ... Some weekends we clear as much as $10,000, and others the garage is nearly empty." The above-ground portion promises to be people friendly. "It will be the only square with a building on it," Morrill said. There will be a hospitality center and permanent restrooms. One of the most fanciful features is the fountains with 12-foot water jets that can project 260 colors of LED lights. Those fountains can be turned off, and the square is wired to accommodate concerts and other forms of outdoor entertainment. It can hold about 1,000 people and will have tables and chairs instead of benches. "Benches aren't good for interaction," Morrill said. "We want this to be a place to gather and be with friends and family." As for the fort at Forsyth Park, a temporary band shell will accommodate concerts, plays and other events but can be disassembled for everyday use. When the band shell isn't in use, fountains similar to ones at Ellis Square will be in place. "We envision a very family-friendly atmosphere where kids can play and parents can relax," Morrill said. A restaurant leased by the Kessler Group, owner of the Mansion on Forsyth, and "the best bathrooms in town" will be another draw. These projects and others are part of the city's plan to partner with businesses to create a prosperous region. "We need to move away from the mentality that citizens and businesses are customers," Morrill said. "We need to work toward partnerships. The way to get out of this recession faster is to build community relationships." -31- Packet Pg. 300  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) September 9, 2009 MORE CITY BUDGET CUTS COMING AS REVENUES FOR 2010 LOOK LOWER, TEAMS OF SAVANNAH CITY EMPLOYEES PROPOSE CUTS TO SERVICES, DEPARTMENTS Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: LESLEY CONN The city of Savannah is looking at further reducing staff, merging offices and ending some services - decisions that will be made in the coming weeks to trim another $3 million in spending by the end of the year. The bleak prospect for 2010 will further spur spending cuts. City budget analysts already see a $10 million decline in general fund revenue compared to 2009, sales tax revenue remains unpredictable and property assessments that generate the bulk of city income have been ordered frozen until 2011 by the legislature. One of the more visible city services being evaluated: Ending the Savannah-Chatham police department's mounted patrol unit. Officers would be rotated into patrol cars to fill vacancies. "We're questioning everything," said Assistant City Manager Chris Morrill. "If it was just about today, we'd be OK, but the problem is we don't know about revenue for the rest of the year." A lower city revenue base, he said, is likely going to stay lower for the next 10 years, which will require the city to re-examine its spending. The city already has reduced spending by about $12 million this year to offset lower revenues. That largely has been accomplished by leaving non- essential jobs outside public safety vacant. Nearly 200 of the city's 2,600 positions are unfilled. Bret Bell, the city's director of public information, said the city is continuing to look at eliminating positions, but "we're not looking at mass layoffs." BUILDING A BUDGET Many of the spending cuts for the 2009 budget will be implemented immediately and will be handled as part of day-to-day operations. Others, such as a proposal to end the mounted patrol unit, have evolved as teams of city workers participating in a new budgeting process for 2010 evaluate city services. The teams are evaluating services under a variety of umbrellas, such as neighborhood vitality, public safety, health and environment, poverty reduction and economic development. City Manager Michael Brown will use their recommendations to build the city's proposed budget in October. That will be presented to City Council members, who will evaluate the proposal and can mandate changes before approving the budget in a series of public hearings. That, too, shows a lean year ahead. The proposals the teams received for city services totaled $221 million, but the projected revenue available for them equaled $214 million. LOOKING FOR SAVINGS Among some of the other cost-saving measures: -32- Packet Pg. 301  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order - A employee task force created to find savings in city mowing services identified $627,000 in cuts. Some was achieved by notifying citizens who had "tree lawns" - grassy strips between their street and sidewalk - that the city no longer would trim them. But larger savings were found by not hiring seasonal staff, reducing mowing frequency along streets, cutting back on plantings and using in-house staff to maintain Laurel Grove Cemetery rather than fill a maintenance contract. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Small outlying parcels will be contracted out, Bell said, which will cost less than hauling the city equipment as far south as Coffee Bluff to trim a small lot. - Consolidating fire and police dispatch services by Jan. 1. The primary reason, Morrill said, is to improve services, but some cost-savings are anticipated. - Merging offices and employees. The Citizen Office, which coordinates public notices to neighborhoods during large city projects and other city initiatives, will merge with the Public Information Office. Susan Broker, director of the Citizen Office, is filling an administrative position in the city manager's office left open since Sean Brandon, the former assistant to the city manager, became the city's director of mobility services and parking in April 2008. Three staffers under her will move into Bell's office, and by November, the city no longer will pay rent at an office on Oglethorpe Square. Annual savings: $15,000 in rent. "There are talks about doubling up other offices, and even though there may not be a personnel reduction, there are reductions in rent, in office equipment and other resources," Broker said. "Basically, everyone in the city is going through their budget and looking to see what they can do without at least for the next year." -33- Packet Pg. 302  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) June 19, 2009 CITY STANDS BY RIVER PROJECT OFFICIAL SAYS $20 MILLION OBLIGATION FOR SAVANNAH RIVER LANDING Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) STILL A 'GO' DESPITE FLAGGING ECONOMY Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com The city of Savannah isn't backing away from its commitment to Savannah River Landing, even as the economy challenges the waterfront development and the city budget. At a City Council workshop session Thursday, Assistant City Manager Chris Morrill outlined the $20 million in road, drainage and other improvements the city will undertake. That money will come from revenue collected from a special tax allocation district established around the riverfront development. Alderman Tony Thomas was the first to question why the city was proceeding during the uncertain economic times, especially given that from a public safety standpoint, President Street and General McIntosh Boulevard have been issues for years. He said he supports the project but added: "This raises a question for me. I've never seen us push an issue this hard." The improvements, Morrill said, are about more than public safety. "Savannah River Landing cannot really have any economic development until we deal with President Street," he said. Aldermen Van Johnson and Jeff Felser later said they believe the city is sending mixed messages about the development. "It was always my understanding of them as being mutually exclusive projects," Johnson said. "Today I got the impression they are tied together." Savannah River Landing's developers have invested $60 million in site improvements, Finance Director Dick Evans said, and the $1.4 million in debt service the city is paying annually is still manageable and worth it to honor the private developer's investment. The mixed-use residential/commercial and retail development has a total estimated price tag of $800 million, and it promises to redefine more than 40 acres of the waterfront just east of the Marriott Savannah Riverfront hotel. As part of the original development agreement for Savannah River Landing, the city had signed off on elevating and widening President and General McIntosh and straightening a section of McIntosh. A second phase of President Street improvements, which include building a bridge over railroad tracks, was not part of the agreement. In trying to secure federal stimulus funds for that phase, city officials emphasized its hurricane evacuation and improved safety features. "I saw no difference in the plan as it was proposed all along," Alderwoman Mary Osborne said. "That's a major development. Nobody's going to walk away from that." -34- Packet Pg. 303  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order The improvements along President help not only Savannah River Landing but also other planned commercial and residential developments on the south side of the road, Osborne and city officials said. Should Ambling Cos., the developer, fail to move forward on its investment, City Manager Michael Brown said, the city would have a site with improved roads, drainage, a riverwalk and established water and sewer lines. He and other city officials said they were confident Savannah Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) River Landing would remain viable and were confident vertical construction would begin next year, as company officials have stated. Savannah River Landing continues to operate from trailers on the site. On Monday, the project plans to unveil a new Web site, said Kate Freeman, the company's marketing and community relations manager. Sales efforts continue on the residential, commercial and retail front, but she said she could not disclose any information about whether any new commercial or retail clients had been signed up. "The economic times have certainly been a lesson in patience for us," she said. "But we're still committed to the original vision of the project." -35- Packet Pg. 304  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) March 27, 2009 SAVANNAH TIGHTENING ITS BELT COUNCIL TOLD BUDGET COULD BE SHORT BY $9 MILLION Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) One out of every 10 city positions is going unfilled as the city of Savannah deals with declining revenues expected to total $9 million. The city has left open 250 positions and by year's end expects to have 330 positions vacant, said Chris Morrill, the city's assistant city manager over financial services. Those openings so far have saved the city $1.6 million. A team of city administrators reviews any job positions to determine if it needs to be filled. Only lower-level police and fire department jobs are exempt from review so that public safety needs will continue to be met. The city employs about 2,500 workers. Other teams of employees are examining key aspects of city operations to look for further cost-cutting measures, but city leaders cautioned the City Council on Thursday that the shortfall could be higher than anticipated. One factor that could change the financial projections is any changes the state legislature may pass regarding property and sales tax collections. "Bottom line, we may need to cut $10 million to $15 million," City Manager Michael Brown said. "I hope it's not $20 (million)." Revenue reports from the first two months of the year show collections down in some key areas, Morrill said. February sales taxes are down $388,000 from the same time in 2008, and hotel/motel taxes for February are down $191,432. Building inspection fees are down $169,113. Some key areas are doing better than expected. Recorder's Court fees were $142,148 above projections, and water and sewer tie-ins - an early indicator of new building - are about $100,000 above projections. In February, the city collected $600,000 in tap-in fees. Morrill's budget presentation came during a council workshop. During council's regular session, they took the following action: - Passed a resolution to be sent to the Georgia Department of Transportation restating the city's top priorities for transportation projects. None of the city's priority projects was included in the first round of federal stimulus projects the state selected. Their top item for the second round will be the widening and elevation of President Street, a $36 million project. Council members also asked that local congressmen and groups such as the National League of Cities get a copy as well so they could see that stimulus money was not making its way past Atlanta. - Asked city staff to return within 60 days with recommendations for instituting a registration and card system for bartenders and servers, as well as stiffer penalties for minors who try to buy alcohol. -36- Packet Pg. 305  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order - Approved a contract for $1.5 million for curbs, gutters, underground storm drainage and pavement improvements in Fernwood, a neighborhood near Savannah State University. The project has been on the city's to-do list for several years. - Granted a liquor license to the owners of Sweet Melissa's, 35 Whitaker St. Owner Denise White Pipkin agreed alcohol would be served only to dine-in customers. City officials had been worried customers would be allowed to drink and congregate outside, which would contribute to Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) pedestrian traffic problems at the busy intersection. -37- Packet Pg. 306  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) February 25, 2009 CITY PREVIEWS STIMULUS SPENDING COUNCIL MEMBERS LIST $422 MILLION IN ELIGIBLE PROJECTS, RANGING FROM TRANSPORTATION TO JOB TRAINING AND DAY CARE Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: LESLEY CONN, 912-652-0326, lesley.conn@savannahnow.com The city of Savannah has identified $422 million in local projects and programs that could be funded under the federal stimulus package. Entries include $50.7 million for widening and elevating the President Street Extension, $30 million to upgrade Savannah-Chatham police headquarters on Habersham Street, $182,300 for a downtown day care center and $100,000 for an electricians training institute. Now city leaders have to determine which projects should have the highest priority - and which will have the greatest chance of being deemed worthy by the 13 federal departments that will award funding to competing projects that will pour in from across the nation. All the projects under review are considered "shovel-ready," meaning work - and the workers who would be hired - would start quickly. Assistant City Manager Chris Morrill said the city was ahead of the game because of its five- year capital improvement planning, which would drive what the city submitted. "It's a shotgun approach," he said. "Those who will be successful will be flexible ... and will be able to mold their project to fit the criteria." -38- Packet Pg. 307  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) February 24, 2009 CITY, COUNTY DISPUTE JAIL BILL SAVANNAH, CHATHAM WORK TO RESOLVE $600,000 IN CHARGES Author: ERIC CURL, 912-652-0312, eric.curl@savannahnow.com Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) The time it takes Savannah to reimburse Chatham County for costs associated with housing jail inmates has some county officials concerned. City officials say extra time is needed to scrutinize the county's error-filled monthly bills. According to an intergovernmental agreement, Savannah is supposed to pay the county $35 per day for each inmate arrested in the city. Bills are to be sent and paid monthly, but a back and forth between the two governments regarding certain charges has delayed the process. The delays have been a recurring challenge and county officials are trying to speed up payments, said County Manager Russ Abolt. "It's money we feel we're due," Abolt said. Some county commissioners voiced concerns after no reimbursements were received after the first quarter and only a small portion of the amount budgeted had been received after the second quarter, which ended Dec. 31. Abolt attributed the delay to the time the city takes checking the bills. On average, it takes two to three months from the time the Sheriff's Department sends an initial list of jail fees until the final bill is sent, said Linda Cramer, county finance director. A final bill for August, September and October did not get sent until January, Cramer said. Once the bill is sent, Savannah typically pays in two to three weeks, Cramer said. Savannah paid the county about $1.3 million last year for inmate housing, she said. About $404,000 has been received this year. "When we have an accurate bill, we pay it," said Assistant City Manager Chris Morrill. But accuracy is not typically the case, Morrill said. Between 2003 - when the agreement became effective - and 2007, more than $640,000 worth of errors were discovered, Recorders Court Director Prince Johnson said in a memo regarding the issue. An average of 10 percent, or almost $10,700, worth of errors is found each month, Johnson said. Sheriff Al St Lawrence and Jail Administrator Col. McArthur Holmes said there are disagreements regarding certain charges. The city may refuse to pay for a city inmate once another jurisdiction places a hold on that inmate, Holmes said. The city should still pay the bill, he said. The day an inmate is "bound" to the courts is also commonly a matter of dispute. City officials say inmates are often classified as city prisoners when the arrest actually took place in the unincorporated county. The county has no similar complaints from the other municipalities, St Lawrence said. Other municipalities may return their rosters more quickly, but their bills consist of only a small fraction of the bookings reviewed by Savannah, Johnson said. Savannah typically reviews an average of 930 inmates and more than $100,000 in charges, while Garden City was invoiced an average of about $5,600 in charges for the first 10 months of 2008. The county proposed having the city pay an average advance each month to speed up the process. Depending on the actual expense, the city would later be credited or charged. City officials declined. The county should work on fixing the errors before the city should have to pay an incorrect bill, Morrill said. -39- Packet Pg. 308  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Entrepreneur August 2008 GFOA's new president-elect and executive board.(Government Finance Officers Association) (Paul A. Macklem, Catherine R. O'Connor,) The Government Finance Officers Association is governed by an 18-member executive board, which consists of 15 members-at-large serving staggered three-year terms, the current president, the previous year's president, and the president-elect. At the association's annual meeting in June, Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) GFOA members voted for a slate of nominees for president-elect and five new members-at-large, each of whom is profiled below. [Note: We have included only the information for Christopher Morrill who was appointed as an at-large board member.] CHRISTOPHER P. MORRILL Assistant City Manager--Management and Financial Services City of Savannah, Georgia Chris Morrill has been a GFOA member for 17 years. He is a member of the GFOA Committee on Economic Development and Capital Planning and also served on the GFOA Committee on Governmental Budgeting and Fiscal Policy from 1994 to 1999. Morrill has been an instructor for various GFOA training seminars including Budgeting for Budget Analysts, Capital Budgeting, and Best Practices in Budgeting. He also reviews budgets for the GFOA's Award for Distinguished Budget Presentation Program. He has spoken on issues including economic development at GFOA annual conferences as well as at Florida and Georgia GFOA conferences. He has also written articles for the Government Finance Review. Morrill shares his expertise internationally He was a municipal finance advisor to the South African National Treasury and a Peace Corps volunteer in public finance in Ukraine. He is a Fellow of the Kellogg National Leadership Program. In Savannah, he instituted annual five-year financial planning and five-year capital planning, reducing the tax millage rate by 27 percent in 10 years. -40- Packet Pg. 309  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) July 19, 2008 CITY MULLS HIKE ON TAX REVENUE, RISING FUEL COSTS GAS PRICES, LOWER REVENUE BEHIND SAVANNAH'S CONSIDERATION AGAINST ROLLING BACK PROPERTY TAX FOR FIRST TIME IN A DECADE Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: ERIC CURL, 912-652-0312, eric.curl@savannahnow.com High city fuel costs and less consumer spending mean some Savannah property owners will pay more in property taxes this year. City Manager Michael Brown recommended during a City Council workshop Thursday that the board not roll back the property-tax rate as it has done for the past 10 years. "We could reduce it, but there are several reasons not to," Brown said. "We're recommending you stick with what you got at the moment." Maintaining the tax rate at its current level of 12.5 mills - or $12.50 per $1,000 of assessed property value - means the owner of a $125,289 home will pay $19 more than in 2007 due to increased property value, said Assistant City Manager Chris Morrill. Those same property owners would only pay $9 in additional property taxes if the tax rate was rolled back to the recommended level. Savannah officials contend the extra money is needed because the city is facing a projected $1.1 million shortfall in sales-tax revenue and about $800,000 in unexpected fuel costs. Much of the revenue decline comes from a drop in food, automobile, home and lumber sales, Morrill said. A larger-than-expected increase in property- tax revenue is enough to cover the difference but only if the tax rate is kept flat. Commercial and residential properties that are not primary residences could see more of an increase because they're not protected by the Stephens-Day Homestead exemption, which essentially freezes a home's taxable value but factors in consumer price index fluxuations. There have been some positive developments during the year, Morrill said. Property-tax revenue is expected to increase 3 percent more than the city originally anticipated, which would bring in an extra $1.9 million. More than 60 percent of the growth in property value, about $228 million, comes from new development as opposed to reassessed values of existing property. "This is the type of growth we want," Morrill said. The implementation of energy savings programs in city buildings last year, such as new heating and air-conditioning controls and weatherized buildings, has resulted in a reduced power bill, Morrill said. "It's the first time I can remember we are actually spending less on electricity," he said. Hotel and motel tax revenue appears likely to come in even or slightly above the budgeted amount. "Savannah has been amazing the last five years," Brown said. "A lot of these (hotels) are running around with 70, 80 percent occupancy." Still, the tax rate needs to stay where it is to cope with the ongoing "recession," Morrill said. Mayor Otis Johnson said he was concerned Georgia lawmakers could limit the amount of property-tax revenue the city takes in after making unsuccessful tax reform measures this past legislative season. "So I think we have to take a very conservative approach to what we do," Johnson said. "The question is will we ... get caught up in the trend of the day and want to get on the rampart and say we cut taxes. If we cut taxes, what are we going to cut in services?" -41- Packet Pg. 310  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) May 1, 2008 LNG NEVER PAID FIRE FEES SAVANNAH OFFICIALS WANT TO COLLECT MORE THAN $500,000 IN UNPAID BILLS Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: SCOTT M. LARSON, 912-652-0397, scott.larson@savannahnow.com The El Paso Corp. made more than $1 billion last year, in part from the liquefied natural gas plant it owns on Elba Island. But the company refuses to pay nearly $500,000 the city of Savannah claims the company owes in fire protection fees from the last three years, plus $178,000 due in October. "I can't imagine $178,000 to protect the community that they are located in would be a real financial hardship for the company," said Assistant City Manager Chris Morrill. In fact, in its 30-year existence on the island, the multi-national corporation has never paid for fire protection. It never has paid for the eight calls to which Savannah Fire & Emergency Services has responded since 2001. But the city still covered the plant, including a freebie on Sept. 24, 2001, to rescue four people working at the site who got trapped in a basket 80 feet in the air. Now, the plant is in the middle of a fire protection controversy. After the city went to the company about the past due bill, El Paso decided to sign a contract with Southside Fire & Emergency Services. "I'm not sure what their thinking is, but I can tell you if they want real fire protection for an industry, the city of Savannah is the only entity that can provide that level of service," Morrill said. "So it must be about money." El Paso spokesman Bill Baerg would only say that Southside is a better fit, although city officials say Southside doesn't have the same capabilities. Fire aside, the plant and others like it are concerns for environmental activists and politicians alike. Area activists argue that the plant poses a serious fire and explosion threat. Liquefied natural gas is a natural gas cooled to minus- 260 degrees, but it won't burn in its liquid state. Industry officials say that means it won't explode and level houses for miles as opponents claim. The Elba Island facility opened in 1978 but closed two years later. It re-opened in 2001 and has never had any incident with the 200 ships that have delivered cargo there since. The U.S. Congress is worried about terrorists attacking liquefied natural gas ships. Last week, the House of Representatives passed a bill requiring the Coast Guard to enforce security zones around arriving tankers. El Paso's Savannah site is approved to nearly double to 15.7 billion cubic feet by 2012. -42- Packet Pg. 311  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) March 26, 2008 LOGO UNITES CITY SERVICES LOCAL DESIGN FIRM CREATES UPDATED BRANDING FOR CITY ON MODEST BUDGET Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: EMILY GREEN, For the Savannah Morning News You've probably seen it around town. The subtly scripted "Savannah" prominently placed in black beside a tilted, abstract version of the city's historic green squares. The city of Savannah's new logo is gradually showing up on everything from maintenance vehicles and parking meter receipts to letterhead and envelopes. "It was important that the design be timeless, not trendy, so it would not go out of style," Morrill said. "This should be a viable design for decades." Don't let the simplicity of the logo fool you into thinking it is just another pretty design. Months of research and proposed sketches by local design firm brightwhitespace, partnered with an identity design committee made up of city employees, went into the production and implementation of the updated logo, now visible all around Savannah. IDENTITY CRISIS The plan for rebranding the city of Savannah's image began during a conversation concerning the more than 40 individual logos that represented various service departments. Film Commissioner Jay Self and Assistant City Manager Chris Morrill discussed a need for one unifying look to represent the city as a single entity and thus began the initial stages of rebranding. The many existing department logos were not coherent or recognizable as part of the city of Savannah. Some didn't even represent the intended service to the public, creating potential confusion for citizens wondering which services their tax dollars supported. "We have thousands of employees, thousands of vehicles out there doing work all day and people don't think about them all being the city of Savannah," Self said. THEY GET SAVANNAH The city hired Ariel Janzen and Rigel Crockett of brightwhitespace to work on the project in stages. Their previous experience with identities for the Liberty Parking Shuttle and Tourism and Film Department provided some established trust, but more importantly, the committee chose the local firm because they "get" Savannah. "There's so much about Savannah that's so subtle," Morrill said. "You really have to live here to get it. Having a local company rather than some big national firm come in was important to the process." -43- Packet Pg. 312  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order From studies and surveys to sketches with various colors, typography and imagery, the two teams collaborated throughout the process. PLACE BRANDING "With so much competition for businesses, for visitors, you have to put out a positive image," Morrill said. "You have to put out an image that says 'we have our act together.' " Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Janzen and Crockett researched other cities with successful rebranding and conducted surveys with Savannah residents, which they used to help compile a list of identity requirements, design specifications and branding goals with the committee. "As with any identity problem, the challenge was one of perception," Crockett said. "Many city employees did not feel good about their outdated 1950s-style, institutional business cards. Additionally, because each of the city's departments had a unique logo, citizens were not always able to identify which services the city was actually delivering." WHAT'S IN A NAME "We realized that the word 'Savannah' itself has a very positive message in it," Self said. "It's a beautiful name to visitors and to locals alike. Instead of minimizing that, the word 'Savannah' is in the center of the logo." Deciding on an accompanying icon proved more taxing than choosing the main part of the logo. After considering numerous icons, the committee selected one of the city squares tipped on point because of its messages. The committee realized Savannah means different things to different people, however, the one thing unique to the city when compared to others is the public city squares. "The central core of the Oglethorpe plan and the ward is the square, the open space, the green space, the sense of public," Morrill said. "For us it's the simplicity of the symbol and the allusion to the public city squares," Crockett said. "This is important because the square not only represents Savannah's beauty and livability, but it reminds us that the city has always been responsible for their care." The official design brief explained that the shading of the city square "creates a positive forward motion." The use of green does justice to the countless parks and trees while emphasizing an environmental focus, and the feminine serif font of "Savannah" captures the welcoming spirit. "Even though the symbol is kind of a downtown symbol, those values radiate throughout our community," Self said, "not only in public land planning and public spacing but also with access and involvement." -44- Packet Pg. 313  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order A SOFT ROLLOUT The city purposely did not plan an official unveiling of the new logo mainly with the taxpayers' best interest in mind. Instead, it opted for a soft rollout, which means using up supplies that contained the old logos and waiting until vehicles are replaced. From start to finish the rebranding cost totaled just less than $25,000, a cost virtually unheard of in most rebranding projects. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) "We wanted to roll it out more organically so that people would subtly discover it," Morrill said. "Externally, the whole rebranding as an organization shows that we're one organization, we have core values that we work toward." Public safety services such as the police and fire departments were not required to switch to the new logo because of their widely recognized existing logos. Appointed city officials such as the mayor and legal counsel will continue to use the more formal historic seal. Brightwhitespace created a 42-page stylebook with specific guidelines for city employees to use in order to avoid relying on outside vendors for printing. The stylebook contains color variations of the logo in files formatted for Web and print and lists suggestions on how to use the graphics. With city employees having access to the files, they can print on an as-need basis instead of having to order in bulk. "We thought there would be a lot of push back (internally) because it's difficult to implement change in any organization," Self said. "But to my knowledge it has been universally accepted because we rolled it out in a way for our people that made it as easy as possible for them to embrace it." -45- Packet Pg. 314  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Augusta Chronicle, The (GA) August 20, 2004 PROPOSAL BENEFITS TOURISM GATEWAY Author: Scott M. Larson and Mary Carr Mayle, Morris News Service Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) SAVANNAH, Ga. - The tourist boulevard along Savannah's quaint River Street will expand soon with the construction of a $570 million mixed-use development that city officials say will transform a chunk of land - next door to downtown Savannah - that resembles a wasteland. "If you look at it right now as you drive in, it's one of the gateways to Savannah, and it's ugly looking," said Assistant City Manager Chris Morrill. "There are not many large sites in the city so close to downtown where you could really do a quality development that could extend the Historic District." In the past, the site has scared off developers because of extremely poor drainage. City officials said that, in the past couple of years, six or seven developers have met with the city about the property but couldn't make anything work. Mr. Morrill and John Hutton, the city's acting inspections director, are more optimistic about this proposal because three developers, including a group building a mall just to the south, are working together to address the big issues, such as drainage. "All of a sudden, you are looking at doing something for one-third of the cost," Mr. Hutton said. -46- Packet Pg. 315  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) October 15, 2002 SAVANNAH OFFICIALS TO STAY IN INDONESIA THREE CITY EMPLOYEES TO CONTINUE GOODWILL VISIT DESPITE VIOLENCE. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: Savannah Morning News Friday, three Savannah city officials departed for Indonesia on a goodwill mission to offer their expertise to a sister city across the globe. The next day, while the group was in midflight, a bomb exploded in a Bali nightclub. Sunday, the Savannah trio landed in Indonesia as thousands of Westerners attempted to flee the island nation. The three - acting Revenue Director Buddy Clay; Development Services Administrator John Hutton; and Public Development Coordinator Cindy Boyette - were given the option of returning, but decided to stay, despite a U.S. embassy order evacuating all nonessential personnel. The city they are visiting, Yogyakarta, is located on the main island, they reasoned, and they are being accompanied at most times by Indonesian security. As an extra precaution, they have canceled planned media events to lower their visibility. "They feel safe and they are going to stay," said Assistant City Manager Chris Morrill. "If the situation changes, we will get them out quickly." Morrill, City Manager Michael Brown and Finance Director Richard Evans visited Yogyakarta in March to establish the sister-city partnership as part of a program funded by the International City/County Managers Association. Hutton, Clay and Boyette will spend the week helping Yogyakarta improve its revenue system and inspections process. -47- Packet Pg. 316  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) September 13, 2002 LOST SOLUTION MAY BE FOUND NEGOTIATORS TENTATIVELY AGREE HOW TO SPLIT ABOUT $45 MILLION A YEAR, BUT THE COUNTY COULD BLOCK THE PLAN TODAY. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Author: Jennifer Moroz, Savannah Morning News After months of bitter back-and-forth, negotiators for Chatham County and eight municipalities have reached a tentative agreement on how to split up millions of dollars in sales-tax revenue. Under the proposed distribution of the Local Option Sales Tax (LOST), the cash-strapped county would get about $2.3 million a year more than it does under the current arrangement. County Commission Chairman Billy Hair and representatives of the municipalities, including Savannah, agreed the deal was a fair compromise. But some county commissioners say that it does not go far enough, and their voices count: The proposal needs the stamp of the majority on the nine- member commission to become final. The commission is expected to consider the matter at its regularly scheduled meeting this morning. Pooler Mayor Buddy Carter was confident: "We've got five votes lined up." County Commissioner Frank Murray, one of two designated negotiators for the county, wasn't so certain. "I don't think it's an offer that has the support to pass," he said. Murray himself is against the proposal, which was hammered out over the last few days between Hair and Savannah Mayor Floyd Adams Jr. Representatives of the other seven municipalities, which have teamed up with Savannah in the negotiations, have signaled their approval. "I think we're getting close," Murray said, "but I don't feel the offer is where it needs to be right now." Proceeds from the 1-percent sales tax represent a major source of revenue for local governments, which use the money to fund services - and lessen the property-tax burden on homeowners. Over the next 10 years, the tax is expected to generate about $500 million. About 35 percent, or $175 million, of that comes from tourist spending. The proceeds are divided based on a number of criteria, including population, level of services provided by each government, and where the tax is generated. The first split is between the county and the municipalities as a group; the municipalities then decide how to divvy up their share. Under the current distribution formula, negotiated in 1995, the county gets 19.22 percent of the annual proceeds - about $8.3 million last year. Savannah gets the bulk at 68.73 percent - about $30 million last year. Over the last three months, county officials have argued that they have lost millions a year as a result of the 1995 deal, when they picked up the cost of housing municipal prisoners in return for a slightly larger piece of the sales-tax pie. Commissioners, who just finished closing an $11.7 million hole in the county's operations budget, have blamed a large part of the county's ongoing financial woes on the prisoner issue. -48- Packet Pg. 317  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Municipal officials countered that the county has overestimated its losses, using faulty figures to calculate prisoner costs. Under the proposed new agreement, the county would get 17.6 percent of the sales-tax revenue - an amount equal to about $7.9 million next year. It would charge the municipalities $30 a day for each municipal prisoner housed in the county jail. The county would pay for municipal prisoners not yet bound over to the state court system after 28 days. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) County officials estimate those prisoner fees will bring in an extra $2.7 million a year. "I think we've come to an agreement we can all live with," said Garden City administrator Tom Gates. "We tried to do what was fair and right and protect the tax to make sure it continues to exist." If an agreement is not finalized by Dec. 30, the tax expires. Up until last week, negotiations appeared deadlocked. County officials had originally been asking for 18.6 percent of the tax proceeds, plus $45 a day for each municipal prisoner. City negotiators in return offered the county a 15.51 percent cut of the sales-tax pie, with no help to maintain the county jail. Savannah Assistant City Manager Chris Morrill said the proposed deal was especially sweet for the county. "They started at 18.6 percent and $45 (a day per prisoner) and look where this agreement is," Morrill said. "This is a good deal for them." The city, which last year got about $30 million of the proceeds and didn't have to pay to house its prisoners, would lose about $600,000 a year. Morrill said he did not yet know how officials would make up the lost revenue. If county commissioners ratify the agreement, the municipalities would decide how to divide the remainder of the sales-tax proceeds. That division is usually based on population, which would give Savannah 67.37 percent, or about $30.3 million next year. Bloomingdale would get 1.37 percent; Garden City 5.78 percent; Pooler 3.2 percent; Port Wentworth 1.68 percent; Thunderbolt 1.2 percent; Tybee Island 1.74 percent; and Vernonburg .07 percent. -49- Packet Pg. 318  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) February 1, 2002 SAVANNAH AGREES TO IMPROVE ACCESS SETTLEMENT WITH JUSTICE DEPT. COMES ALMOST 2 YEARS AFTER AUDIT FOR COMPLIANCE WITH ADA Author: Kate Wiltrout Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Navigating Savannah's streets - and its bureaucracy - will soon get a little easier for disabled people. The city is one of 21 state and local governments that settled Wednesday with the U.S. Department of Justice regarding compliance with the Americans with Disabilities Act. Now almost 10 years old, the act requires that public facilities be made accessible to all people. Chris Morrill, an assistant Savannah city manager, said the 11-point agreement should take about two years to complete. He estimated it would cost about $300,000, and that money would be found in the budget for the improvements. Some of the changes are easier than others. For instance, all letters sent from city offices will have a central TTY telephone number on them, so hearing-impaired residents can contact the city. City Council chambers will be fitted with listening systems for the hard-of-hearing, as will Grayson Stadium and the Martin Luther King Jr. Arena at the Civic Center. Others are more labor intensive. The city agreed to physical modifications so that "parking, routes into buildings, entrances, doors, elevators, signage, public telephones, restrooms, dressing rooms, locker rooms, service counters, drinking fountains and swimming pools are accessible to people with disabilities." Carol Bell, Central Services director, said the city would go beyond what's required. "We don't really have any qualms with the agreement," she said. City Hall will get one wheel- chair accessible bathroom, though it was technically compliant already, with bathrooms in the nearby hospitality center on River Street, said city architect Thomas Perdue. "God only knows whether the original City Hall even had bathrooms," Perdue said. "The city occupies a lot of buildings that are very historic and very old, and most of those are the ones we have problems with." -50- Packet Pg. 319  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) November 13, 2001 NEW ASSISTANT CITY MANAGER ALL OVER THE MAP Author: Kate Wiltrout Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Chris Morrill started his job as assistant city manager for management and financial services in August. The position is new to him - but City Hall isn't. Before spending two years in South Africa working for the U.S. Agency for International Development, Morrill was Savannah's research and budget director for seven years. That job was interrupted with a two-year Peace Corps gig in Ukraine, where he advised the city of Lviv on finance, management and privatization issues. Morrill, who works out of an office in the top corner of City Hall, filled the spot left when Bob Bartolotta moved last October. Here's what Morrill had to say during a break from last week's budget workshops: What are some of your goals as an assistant city manager? "First, to ensure that our city employees are well-trained, that they have a good work environment and they have the support services (they need). ... Next is to maintain the city's strong financial foundation, particularly through a possible recession." He also wants to improve the city's use of technology, both for services and to get information out to citizens. Another top priority is getting citizens more engaged with local government. How has your work overseas affected your views about local government? "In the Peace Corps (in Ukraine), I experienced government at its worst, where it's designed to control and keep track of people rather than provide services. It really makes me want to focus on the positive role government can play. In South Africa, post-apartheid, it was seeing that to really have democracy you have to have citizen involvement. It impressed me how diligent they were at that." How do you think Savannah changed while you were in Africa the past two years? "I think what I saw coming back was a lot more economic development, downtown and in the neighborhoods. Areas like off East Broad Street that I thought were hopeless have all of a sudden come back. ... I personally have seen a much greater police presence in my own neighborhood (Ardsley Park), and the city seems a bit cleaner." What can Savannah residents expect if the economy goes into a prolonged recession? "If the recession is longer term and systemic, then we really need to look at prioritizing the services we provide and actively look at our revenue sources. I think an increase in property tax would probably be a last resort." -51- Packet Pg. 320  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Savannah Morning News (GA) June 8, 2001 SAVANNAH HIRES NEW ASSISTANT CITY MANAGER Author: Bret Bell Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Chris Morrill has spent much of the past five years helping to privatize the Ukraine and create a new financial framework for local governments in post-apartheid South Africa. With that kind of background, City Manager Michael Brown figures he will have little trouble coming up with a budget for little old Savannah. Brown announced Thursday that he hired Morrill, who helped create annual budgets for the city of Savannah for the better part of a decade, as assistant city manager for management and financial services. Considered one of the top three most powerful positions in city government, Morrill fills a position that had remained vacant since October, when Bob Bartolotta left to run the city of Jupiter, Fla. Finance Director Richard Evans served as assistant city manager in the interim. Morrill will start work Aug. 13 with a $98,000 annual salary. While working for the city from 1990-1992, and again, from 1994-1999, Morrill led an eight- member team that prepared and monitored a $170 million budget. "Chris made many improvements in our budget and financial management systems, as well as in the quality and clarity of our presentation and public information materials," Brown said. In his new position, Morrill will oversee 10 city departments, including vehicle maintenance, finance, human resources, purchasing, central services and parking services. Bartolotta drew some heat from city employees during his tenure when Vehicle Maintenance Department employees claimed abuse and unsafe working conditions. The department's director later resigned during a city investigation. Some of those worker complaints led to the unionization of service employees earlier this year. CHRIS MORRILL'S RESUME WORK HISTORY 1999-present: senior municipal policy adviser for the National Treasury of South Africa -- United States Agency for International Development 1990-1992, 1994-1999: research and budget director, city of Savannah -52- Packet Pg. 321  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order 1997-2000: fellow, Kellogg National Leadership Program -- studied community building in countries throughout the world 1992-1994: Peace Corps volunteer -- advised the city of Lviv, Ukraine, on finance, management and privatization issues 1988-1990: senior management analyst, city of Savannah Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 1986-1988: senior budget analyst, Catawba County, N.C. 1984-1985: downtown project manager, Lynn, Mass. EDUCATION Master of Public Administration, 1987 -- University of North Carolina, Chapel Hill Bachelor of Arts, 1984, political science major -- College of the Holy Cross, Worcester, Mass. Certificate in county administration, certificate in budgeting and financial planning -- North Carolina Institute of Government -53- Packet Pg. 322  6.1.a.b Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order Columbus Ledger-Enquirer (GA) October 14, 1996 GEORGIA BRIEFS Author: From wire reports Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) City to be compensated for Olympic security costs SAVANNAH -- Savannah will receive $57,308 from the Legislature to compensate for nonpersonnel security costs incurred during Olympic yachting events. ``The request was passed by the state legislature earlier on, and the governor's office gave it final approval late last week,'' said state Rep. Tom Bordeaux, D-Savannah. ``The city is getting everything it asked for, which is a good sign for Savannah and its planning department.'' The money is coming from a $500,000 governor's discretionary grant fund approved by the Legislature so cities hosting satellite Olympic venues -- such as Savannah with yachting or Columbus with softball -- could be compensated for security costs. Savannah's budget director, Chris Morrill, said the money is welcome, even though all Olympic costs are already covered by the city's $88.5 million general fund budget for 1996. ``It's like getting a bonus at work -- you don't go out and spend it right away,'' Morrill said. ACOG already paid Savannah $290,000 to help defray police overtime in a deal negotiated earlier this year by Mayor Floyd Adams Jr. The city still incurred an additional $244,000 in police overtime during the Games, although all of it was budgeted by city officials. Savannah requested compensation for computers, police vehicle maintenance, bulletproof vests and extra barricades and other items needed around the venues. Research Completed by: Vanessa Garner Colin Baenziger & Associates -54- Packet Pg. 323  6.1.a.b Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Appendix E St. Johns County Resolution Thanking CB&A for Its Outstanding Service Packet Pg. 324  E-1 6.1.a.b Packet Pg. 325 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  E-2 6.1.a.b Packet Pg. 326 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  Appendix F Required Forms 6.1.a.b Packet Pg. 327 Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator)  6.1.a.b CONFLICT OF INTEREST DISCLOSURE FORM For purposes of determining any possible conflict of interest, all firms, must disclose if any Okaloosa Board of County Commissioner, employee(s), elected officials(s), of if any of its agencies is also an owner, corporate officer, agency, employee, etc., of their business. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) Indicate either “yes” (a county employee, elected official, or agency is also associated with your business), or “no”. If yes, give person(s) name(s) and position(s) with your business. YES______________ √ NO______ ________ NAME(S) POSITION(S) Not Applicable FIRM NAME: __Colin Baenziger & Associates____________ BY (PRINTED): __Kathyrn Knutson_____________________ BY (SIGNATURE): TITLE: __Vice President for Operations____________ ADDRESS: __12970 Dartford Trail • Suite 8 _ __Wellington, FL 33414_________________ PHONE NO. __(715) 282-3595______________________ DATE: __December 10, 2012 __________ Page 60 Packet Pg. 328  6.1.a.b DRUG-FREE WORKPLACE CERTIFICATION THE BELOW SIGNED FIRM CERTIFIES that it has implemented a drug-free workplace program. In order to have a drug-free workplace program, a business shall: 1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) 2. Inform employees about the dangers of drug abuse in the workplace, the business’s policy of maintaining a drug-free workplace, any available drug counseling, rehabilitation and employee assistance programs, and the penalties that may be imposed upon employees for drug abuse violations. 3. Give each employee engaged in providing the commodities or contractual services that are under quote a copy of the statement specified in subsection 1. 4. In the statement specified in subsection 1, notify the employees that, as a condition of working on the commodities or contractual services that are under quote, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction. 5. Impose a sanction on, or require the satisfactory participation in, drug abuse assistance or rehabilitation program if such is available in employee’s community, by any employee who is convicted. 6. Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section. As the person authorized to sign this statement, I certify that this firm complies fully with the above requirements. DATE: __December 10, 2012__________ SIGNATURE: COMPANY: __Colin Baenziger & Associates__ NAME: ___Kathyrn Knutson_________________ (Typed or Printed) ADDRESS: __12970 Dartford Trail • Suite 8 _ TITLE: __Vice President for Operations__ __Wellington, FL 33414_______ PHONE NO.: __(715) 282-3595____________ Page 61 Packet Pg. 329  6.1.a.b INDEMNIFICATION AND HOLD HARMLESS To the fullest extent permitted by law, CONTRACTOR shall indemnify and hold harmless COUNTY, its officers and employees from liabilities, damages, losses, and costs including but not limited to reasonable attorney fees, to the extent caused by the negligence, recklessness, or intentional wrongful conduct of the CONTRACTOR and other persons employed or utilized by the CONTRACTOR in the performance of this Agreement. Attachment: Colin Baenziger (1222 : Search Firm for Position of County Administrator) ___Colin Baenziger & Associates__ __ Firm’s Company Name Authorized Signature – Manual ___12970 Dartford Trail • Suite 8, Wellington, FL33414 __ Kathyrn Knutson ____________ Physical Address Authorized Signature – Typed __Same as above___________________________ ___Vice President for Operations __ Mailing Address Title ___(715) 282-3595____________ _ _(888) 635-2430 or (888) 539-6531______ Phone Number FAX Number ___(561) 707-3537_________________________ _(561) 707-3537 or (715) 282-3595______ Cellular Number After-Hours Number(s) ___December 10, 2012________________________ DATE Page 62 Packet Pg. 330  6.1.a.c RESPONSE TO REQUEST FOR PROPOSALS COUNTY OF OKALOOSA, Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) FLORIDA Organizational COUNTY Management Studies ADMINISTRATOR Equipment Analysis EXECUTIVE Emergency Medical RECRUITMENT Plans RFQ-07-13 Response Time Analysis Accreditation Management December 11, 2012 Consolidation Studies Executive and Staff Selection Project Management Interim Management RW Management Group, Inc. 1295 Appleton Rd., Suite 2 Menasha, WI 54952 Phone: 920.727.1000 Fax: 920.727.1003 www.rwmanagementgroup.com mdeloach@rwmanagementgroup.com Packet Pg. 331  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT TABLE OF CONTENTS PAGE Letter of Transmittal .................................................................................................................................. 3 Introduction ............................................................................................................................................... 5 Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Mission Statement .................................................................................................................................... 5 Summary of Organization’s Capabilities ................................................................................................... 5 Our Understanding of the Project ............................................................................................................. 6 Staff Qualifications .................................................................................................................................... 8 Project Timeline and Professional Fees ................................................................................................. 10 Project References ................................................................................................................................. 11 Staff Biographies .................................................................................................................................... 12 Previous Client Work .............................................................................................................................. 16 Personal Services Contract .................................................................................................................... 20 RW Management Group, Inc. 2 Packet Pg. 332  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT LETTER OF TRANSMITTAL December 11, 2012 Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Mrs. GinNeal McVay Human Resource Manager Okaloosa County 601-B North Pearl Street Crestview, FL 32536 Dear Mrs. McVay: RW Management Group, Inc. (RW) is pleased to submit this proposal to facilitate the recruitment for a new County Administrator for the Okaloosa County, Florida. We have conducted a number of successful municipal administrator/manager recruitments in the past. Our executive search and management consulting staff have a broad background in recruitment and related personnel matters, including: • Serving as a former Village Manager/City Administrator • Human Resource Specialists • Municipal Labor Negotiator • Executive Director of the Wisconsin City/County Management Association We believe that this makes us uniquely qualified to facilitate your search for a qualified County Administrator, for Okaloosa County. The County is wise to retain the services of a professional executive recruitment firm to assist its search for a County Administrator. The current economic challenges, the sale of homes and two family incomes has added to the difficulty in finding qualified individuals for municipalities. However, by conducting a national search along with our vast network of potential candidates and personal knowledge of many individuals we can provide the County with a thorough search and the ability to match candidate qualifications with the Counties specific needs. As with every municipality Okaloosa County has a culture that not every Administrator will fit into. In selecting a new administrator, it is critical to find a fit that will strengthen your management team not tear it apart. All to often several months after hiring a new administrator we see municipalities searching for new department heads due to conflicted styles and goals. This adds stress and unneeded costs to the work force and the county. We provide an objective recruitment process to find the right fit that is favorable for both the employer and the employee that will result in a lasting relationship. We do so by avoiding shortcuts and cookie- cutter approaches other recruiting organizations use and utilize proven assessment tools that other firms ignore. The enclosed proposal discusses our customary full service approach and the various phases provided as part of our municipal recruitment services. We can modify our services based on your specific needs and budget. RW Management Group, Inc. 3 Packet Pg. 333  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT We are confident that our project team of qualified individuals combined with our understanding of the needs of Okaloosa County and our customized approach offers the best potential to locate a candidate who best meets the current needs of the County. It would be our pleasure to work with Okaloosa County on this very important executive recruitment. Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Please contact me at (920) 727-1000 or Marty DeLoach at (561) 352-7860, if you have any questions about our proposal. We look forward to working with the County on this important project. Sincerely, Marty DeLoach Jeffrey R. Roemer President RW Management Group, Inc. RW Management Group, Inc. 4 Packet Pg. 334  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT INTRODUCTION RW Management Group, Inc. (RW) is a national consulting firm specializing in municipal recruitments and management studies. It has been providing consulting services to municipalities throughout the United States for more than twelve (12) years. Our team of consultants combines practical experience Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) serving as city administrators and human resource specialists with years of consulting experience. MISSION STATEMENT RW’s mission statement is “To provide the highest quality, independent professional public management consulting, project management and services, as measured by the successful implementation of recommendations and services to our clients.” We accomplish this mission by providing a team of professionals committed to the needs and issues of municipal governments. RW’s consultants have been active practitioners in municipal government and understand the issues, challenges, standards and responsibilities of facing municipalities SUMMARY OF ORGANIZATION’S CAPABILITIES RW Management Group, Inc. (RW) is a Wisconsin based consulting firm providing professional, high quality municipal recruitment and management consulting, project management and other related services to organizations throughout the United States. RW consultants have provided valuable services to a number of municipalities throughout the United States. RW consultants remain very active with several government related organizations including: • International City/County Management Association • Wisconsin City/County Management Association • League of Wisconsin Municipalities • Society for Human Resource Management • American Academy of Certified Public Managers • Wisconsin Society of Certified Public Managers All of RW’s consultants possess in-depth knowledge of all relevant aspects of municipal management, human resources, administration, organization, labor relations and financial management. This knowledge allows RW to provide clients with an intellectual and objective analysis of the information received. This information is then presented in an easily understood format, allowing city councils to make knowledgeable and informed decisions in this important selection process. RW Management Group, Inc. 5 Packet Pg. 335  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT OUR UNDERSTANDING OF THE PROJECT We understand that the current Administrator has informed the board of his intentions to retire. We also understand that the work is anticipated to begin at the start of the new year. Okaloosa County has three senior commissioners and two new board members. From reading the newsletters of the three Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) senior board members we see there are clearly different needs in each of your five districts. RW believes the diverse cadre of opinions and leadership views must be vetted out prior to the search of a new administrator. RW has been successful in previous searches, understanding the style of leader, that elected officials would be most comfortable with, on a move forward basis. Our role in an executive recruitment engagement is to facilitate the search, screen, selection and employment negotiating process. We will handle the entire process from advertising to interview of finalists, and negotiation of an employment agreement if desired. While performing the executive search, we would serve as a representative of Okaloosa County throughout the process. RW has developed a process that is very interactive involving County representatives for each step of the process. The ultimate selection of an individual continues to rest with the County Commission. Typically we provide clients with the following services during a municipal recruitment process: Preliminary Planning and Development of Candidate Profile • Interview the members of the County Board of Commissioners, Department Heads and other appropriate officials and staff for input on needed County Manager qualifications. Based on information gained from these interviews and a questionnaire to be completed by elected officials and staff, a ranking of key management characteristics will be developed that will become the core of the position profile. • Document or assist in the development of the Counties expectations for the position and characteristics deemed desirable in the candidate. • Review current job description. • Develop a candidate profile for the County Administrator position and a community profile to attract applicants Advertising/Candidate Search • Develop the County Administrator position advertisement based on the candidate profile • Recommend effective publications and announcement networks, avoiding those we have found costly and ineffective • Place advertisements to obtain national exposure for the position • Pursue potential candidates through firm resources and networks (i.e. websites inside and outside of Florida, state, regional and national contacts as WCMA Executive Director) Resumes • Review and match qualifications as indicated on resumes to the candidate profile and position requirements • Summarize applicant information in an easy to read format for the County Human Resource Manager or designee and Personnel Committee to review • Provide an applicant summary to the County Human Resource Manager and Personnel Committee RW Management Group, Inc. 6 Packet Pg. 336  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Pre-qualify Candidates • Facilitate a meeting with the County Finance and Personnel Committee to narrow the list of applicants to ten (10) maximum for personal contact (first cut) • RW will conduct telephone interviews with the first cut applicants • Develop a summary of first cut applicants for the County Finance and Personnel Committee Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) review • Facilitate a meeting with the County Finance and Personnel Committee to narrow the list of applicants to the top five to eight (5 to 8) candidates (second cut) for further consideration Personal Interviews • Provide the Human Resource Department and Personnel Committee with a list of appropriate interview questions (and discuss with the Committee those questions they cannot ask by law) • Schedule interviews with candidates • Facilitate candidate interviews and make all necessary interview arrangements • Review interview results with the Human Resource Department and Personnel Committee after the interviews are completed • Offer our professional observations and assist the Human Resource Department and Personnel Committee in reaching a consensus on a finalist through a facilitated meeting process Pre-employment checks • Verify past employment history • Gain three to five (3 to 5) professional references of finalist • Verify academic credentials of finalist • Conduct a criminal, internet and financial background check of the finalist Employment Contract Negotiations • Obtain authority from the County Commission on the acceptable range of salary, benefits and other conditions of employment • Negotiate the employment agreement within the parameters established by the County • Draft the formal employment agreement for consideration by the Commission and applicant Benefits to the County from our executive recruitment assistance include: • The ability to attract a large number of high quality candidates in today’s competitive environment. • Timely completion of the search and selection process with minimal impact on internal staff and resources. • A recruitment search customized to fit your culture and organizational needs. • Discretion in sensitive recruitment situations. • Insight regarding key attributes needed for a County Administrator to be successful. • Experienced professionals knowledgeable about human resource issues qualified to conduct candidate screening and interviewing, while avoiding potential costly legal pitfalls in the hiring process. • RW guarantees the placement of a qualified candidate that will perform satisfactorily for a minimum of one year or we will perform a new recruitment at our expense. RW Management Group, Inc. 7 Packet Pg. 337  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Our experienced recruitment team prides itself on serving as an advocate of the Okaloosa County in locating candidates that have the qualifications the County is seeking as well as a “best fit” for the Counties “corporate culture”. In addition, the size of our staff ensures that there will be no annoying gaps or delays in executing the process, as there often are with other smaller recruitment organizations. Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) STAFF QUALIFICATIONS Personnel assigned to this project are selected from RW Management Group consultants who are formally engaged in an ongoing relationship with RW. The project manager supervises the project team and clerical personnel support the team. The combined resources assure that the client receives the best possible combination of professional experience with an efficient delivery system. RW believes that our extensive operational and strategic experience in municipal management uniquely qualifies us for a project of this nature. The RW project manager has over 35 years of combined municipal management and consulting experience working directly with, or for, municipalities. The project manager has management, operational, technical and consulting experience with all types of municipal government operations and with all levels of staffing within these agencies. Project Team Members The project staff is selected for their relevant experience in providing executive recruitment services to municipalities. Each is assigned with specific responsibilities related to the elements of the project. The work of the project staff is provided to the project manager for review, collation and for interface with the client’s project team. Project Manager: Mr. Marty DeLoach - Mr. DeLoach has over 30 years experience in the fire service. Mr. DeLoach has worked as an assessor in assessment centers placing executives in Michigan, Georgia, Florida and Wisconsin. Mr. DeLoach has worked as a Fire Chief for career and volunteer fire departments. He has over 14 years experience as a Fire Chief. Mr. DeLoach has worked in urban, suburban and rural fire settings. Mr. DeLoach has developed educational training programs for universities and industrial clients. He has a strong background in Hazardous Materials Response, Fire Prevention, Fire Inspection, Fire Investigations, Fire EMS Delivery and training. Mr. DeLoach has an Associates degree in Fire Science, a Bachelor degree in Fire Science and a Masters degree in Interdisciplinary Technology. Project Team Member: Mr. Edmund M. Henschel – Mr. Henschel has worked for over 27 years in municipal management, serving as a City Administrator/Village Manager for municipalities in Michigan and Wisconsin. He also has more than twelve years of consulting experience working with municipalities from the City of Chicago to the very small villages and towns. He has conducted numerous successful municipal recruitments. His client satisfaction is evidenced by numerous on- going client relationships as well as repeat engagements with several municipalities. RW Management Group, Inc. 8 Packet Pg. 338  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Project Team Member: Mr. Cullen Peltier – Mr. Peltier has more than 12 years’ experience in emergency management. He currently serves as the Emergency Management Director for Brown County. He has been president of the Wisconsin Emergency Management Association. He is responsible for the recruitment, development, retention, and evaluation of paid staff, interns, contracted employees, and volunteers. He has developed position descriptions for staff and for each position in Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) the Emergency Operations Center. He has managed Homeland Security grants exceeding $2.5 million dollars. He has extensive Project Management experience including the coordination of exercises, conferences and the activities of numerous intergovernmental committees. Mr. Peltier is on the Governing Board for his Local All Hazards Incident Management Team and is a member of the State of Wisconsin’s NIMS Advisory Group. Project Team Member: Mr. Jeffrey R. Roemer – Mr. Roemer has over 30 years of experience in public safety. Mr. Roemer is a certified public manager and has been providing full time public safety management consulting for the last fourteen (14) years. He worked as Fire Chief for the City of Menasha from 1995 to 1998, Public Safety Director for the Village of Allouez from 1988 to 1995, and shift commander for the Village of Ashwaubenon for seven (7) years. He has worked on numerous public safety projects for the last seven (7) years, as project manager, in communities nationwide. He recently served as the Fire Chief and Emergency Management Director for the City of Green Bay, where he was responsible for all aspects of administration and emergency management including preparedness, response, recovery, and mitigation. While all members of our team are available to the County for consultation at anytime, this recruitment will be primarily conducted by Marty DeLoach and he will be the Counties primary contact. Resumes of the team members for this project can be found at the end of this proposal. RW Management Group, Inc. 9 Packet Pg. 339  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT PROJECT TIMELINE AND PROFESSIONAL FEES We anticipate that this process will take approximately ten to twelve (10 to 12) weeks after position advertising depending on the availability of client resources and potential applicants, and the recruitment methods chosen. The Counties investment for our comprehensive professional recruitment Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) services including executive search assistance and recruitment facilitation will be a not-to-exceed fee as follows: • All of the services outlined above: $ 15,900.00 • Out of pocket expenses such as advertising, travel and copying will be passed through at our actual cost and are estimated as follows: o Advertising publication costs $ 600.00 o Website advertising $ 200.00 o Copy costs (at $0.05 per page) $ 100.00 o Consultant travel costs, not to exceed $ 1500.00 o Candidate travel costs will depend on where they are coming from, the number of trips and the length of their stay as determined by the County. Should the County wish to undertake some of the functions listed above itself, the cost could be reduced, accordingly. RW Management Group, Inc. 10 Packet Pg. 340  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT PROJECT REFERENCES Recruiting to fill a key position can cause anxiety and uncertainty for an organization. Our public sector consulting team consists of individuals experienced in many facets of public sector management and consulting. This broad base of experience has provided exposure to many municipal management Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) situations and has allowed our team of consultants to assess variables common to successful executive recruitment and retention efforts. Specifically, the following highlights a small sample of projects related to municipal management and executive recruitment completed by our public sector consulting staff. We encourage you to contact any of these references regarding our services: City of Platteville – City Manager Mike Dalecki, Council President 75 N, Bronson Street Platteville, WI 53818-0708 (608) 348-9741 Village of Pewaukee – Administrator & Library Director Tom Calder, Village President Scott Gosse, Village Administrator (262) 691-5660 City of Green Bay – Fire Chief Jim Schmitt, Mayor (920) 448-3005 Village of Mukwonago – Village Administrator James Wagner, Former Village President 262-363-6420 Village of Whitefish Bay – Village Manager and Police Chief Katie Pritchard, Former Village President James Grassman, Former Village Manager (414) 962-6690 Village of Bellevue – Village Administrator Karen Simons, Clerk/Treasurer (920) 468-5225 Additional references can be provided upon request. RW Management Group, Inc. 11 Packet Pg. 341  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT STAFF BIOGRAPHIES Jeffrey R. Roemer, CPM Principal Officer RW Management Group, Inc. Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Professional Summary Mr. Roemer has an extensive background in the Public Safety area. For more than 30 years he has served with municipal governments in various duties, including Fire Chief for the City of Menasha, WI. Before serving with the City of Menasha, he was Public Safety Director for the Village of Allouez, WI. He has worked in nearly all facets of Public Safety, as a Police Officer, Firefighter, and Emergency Medical Technician, and as a supervisor and department head in each of the disciplines. As Police and Fire Chief, Mr. Roemer was responsible for all activities in the municipal Public Safety environment. He has provided departmental support for planning and implementing Information Systems, Dispatch Centers, Emergency Operations Centers, Budgeting, Shared Services, and Command Post and ICS operations, along with many other administrative and supervisory duties. His broad knowledge base allows a unique perspective and understanding of the varied requirements found in the municipal environment. Serving at this level of the organization provided Mr. Roemer with the opportunity to recommend, plan and manage change within the organization and often times, outside of his organization. As a Public Safety Consultant, Mr. Roemer has been a project manager for numerous Public Safety related organizational, communication, dispatch center, consolidation, information system, operational, and emergency operation center projects. Mr. Roemer has served as Interim Public Safety Director and Fire Chief for several agencies in the last 10 years, including the City of Green Bay, Wisconsin. Mr. Roemer also serves as an active member of the International Association of Fire Chiefs, the Wisconsin Society of Public Managers, the American Academy of Public Managers, and the Associated Public Safety Communications Organizations. Mr. Roemer’s knowledge of Public Safety in a municipal setting has gained him recognition both at a local and national level. He has served as Secretary-Treasurer to the Great Lakes Division of the International Association of Fire Chiefs, Past President of the Wisconsin Society of Certified Public Managers and numerous other positions with Police, Fire and Rescue Boards and Committees. Mr. Roemer has been recognized as the 2001 “Manager of the Year” by the Wisconsin Society of Certified Public Managers. Education Northeast Wisconsin Technical College Associate Degree in Police Science National Fire Academy Executive Fire Officer Graduate University of Wisconsin Certified Public Manager Northwestern University School of Police Staff and Command Graduate RW Management Group, Inc. 12 Packet Pg. 342  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Martin DeLoach Senior Consultant RW Management Group, Inc. Professional Summary Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Mr. DeLoach has worked with the fire service and emergency management for the past 30 years. He has experience as a Hazardous Materials Specialist leading a team that protected over a half a million people in Southeast Michigan. Mr. DeLoach has experience working as a Fire Marshal and has served on several codes adoption committees for the State of Michigan. He served as a Fire Chief for ten years in both a career department and a large combination fire department. Mr. DeLoach worked on the Wayne County Emergency Management Team as a Hazardous Materials Leader and Chairman of the Downriver Mutual Aid for Fire. Mr. DeLoach has been an instructor for the Michigan Hazardous Materials Center. He has also worked with Solutia Chemical training their plant response team. He has worked as an adjunct faculty member of the Fire Service Staff and Command School at Eastern Michigan University. Marty has developed curriculum for Solutia, the Regional Alliance for Firefighters Training and Eastern Michigan. Marty has been elected to several leadership roles during his tenure in the fire service. He is a past President of the Southeastern Michigan Fire Chiefs. He has been a member of the board of the Michigan Association of Fire Chiefs. He also was elected to represent Michigan on the Board of the Great Lakes Division of the International Association of Fire Chiefs. He also works with the National Fallen Firefighters Courage to be safe program and the Regional Alliance for Firefighters Training Marty has experience in personnel matters writing and reviewing personnel handbooks, employee benefits, fair labor standards act, overtime review/analysis, financial planning, healthcare solutions, strategic planning, employee time off, contract negotiation and employee grievances. He brings a wealth of experience from his role as a Fire Chief for a career union department and a combination department. In addition he served in an equivalent role as a City Manager with responsibility for all the functions that pertain to a City Manager working as the Chief Executive Officer of a Fire Authority that was a separate municipality in Michigan. Education Henry Ford Community College Associates of Science Fire Science Associates of Arts Political Science Madonna University Bachelors of Science, Fire Science Eastern Michigan University Masters of Arts, Interdisciplinary Technology Michigan State Police Arson Investigation School Tustin Specialist in Hazardous Materials Certified Fire Inspector Licensed Paramedic RW Management Group, Inc. 13 Packet Pg. 343  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Edmund M. Henschel General Manager/Senior Consultant RW Management Group, Inc. Professional Summary Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Ed Henschel is the General Manager for RW Management Group, Inc. Prior to joining RW Management Group he served as a city administrator and village manager for 27 years, serving municipalities in Wisconsin and Michigan. He also has 12 years of municipal consulting experience conducting department operation reviews and labor negotiations. As a consultant he has specialized in shared service and consolidation studies as well as management reviews for a wide range of municipal departments. Ed successfully created one of the first consolidated police departments in Michigan in the 1970s. Since then he has been involved in a number of consolidation projects throughout the Midwest, both as a municipal manager and a consultant. He has also written articles and spoken at state, regional and national conferences on this subject. As a labor negotiator he has represented management to bargain contracts with unions representing a number of different departments of various sizes. He negotiated the first as well as successor contracts for a newly created consolidated fire department. He also has negotiated a very complex contract to transition municipal employees from a private pension fund to a state Retirement System. As a result of his many years managing municipal governments, Ed has extensive experience with personnel matters, overtime analysis, department operations, strategic planning, budgeting, financial planning, strategic planning and municipal recruitment. In addition to his responsibilities as a consultant, Ed also serves as the Executive Director of the Wisconsin City/County Management Association. He is also a member of the International City/County Management Association, the Milwaukee Area Municipal Employers Association and is on the board of directors of the Public Policy Forum, which conducts regional public policy analysis and is on the Advisory Board for the Masters in Public Administration Program at Northern Illinois University and teaches graduate level course at the University of Wisconsin - Milwaukee. Education Central Michigan University Bachelor of Science in Education Master of Arts in Political Science University of Minnesota Carlson School of Management - Management Training Program Federal Emergency Management Agency – Emergency Management Response Training Numerous association and agency seminars RW Management Group, Inc. 14 Packet Pg. 344  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Cullen Peltier Senior Consultant RW Management Group, Inc. Professional Summary Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Mr. Peltier has worked in Emergency Management for 12 years, including 10 years with Brown County, WI. As Emergency Management Director his primary responsibilities include emergency planning, fiscal/grant management, project management, and intergovernmental and public relations. He also has had primary responsibility for managing the Homeland Security Grant Program for Brown County. As a consultant for FEMA and Community Research Associates, Mr. Peltier used his knowledge of Emergency Management and adult education to review grant proposals for new courses. Peltier strategically reviewed the courses to ensure that they would be beneficial for local Police, Fire, EMS, Public Works, and other emergency responders. Peltier also served as the President of the Wisconsin Emergency Management Association (WEMA). During his tenure, he focused on raising the level of professionalism of Emergency Management statewide. He increased awareness of Emergency Management among statewide first responder organizations while building membership. As WEMA President, he often presented at statewide conferences such as the WEMA Conference, the Governor’s Conference, and the County Highway Commissioner’s Conference. He has on multiple occasions represented WEMA during Congressional visits with the Administrator of Wisconsin Emergency Management. Cullen Peltier has written Hazmat Reimbursement Policies, emergency management plans, and evacuation plans. He has developed numerous tabletop, functional, and full-scale exercises that were fully compliant with the Homeland Security Exercise and Evaluation Program (HSEEP). For many of the exercises he also served as the exercise director. Peltier remains very active at the State and Local Levels. He is currently a member of State NIMS Advisory Committee, the Brown County Fire Chief’s Association, the Brown County EMS Council, The Brown County Community Corrections Relations Board, and the Brown County Local Emergency Committee. He currently co-chairs his local Area Maritime Security Committee and is vice-chair of the Brown County Emergency Food and Shelter Board. He also served on Expert Panels that assisted with the development of the Wisconsin Hospital Emergency Preparedness Plan. He continues to teach Incident Command and Emergency Operations Center courses for Wisconsin Emergency Management and he remains an adjunct faculty member of Northeast Wisconsin Technical College. Education UW-Green Bay Public Administration, Bachelor of Science Wisconsin Certified Emergency Manager Federal Emergency Management Agency Professional Development RW Management Group, Inc. 15 Packet Pg. 345  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT PREVIOUS CLIENT WORK RW Management employees have performed consulting services for the following clients over the past fourteen years: Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Albert Lea, MN Miller, Wagner, Coenen, McMahon, Neenah, Algoma, WI WI Allouez, WI Milton, WI Appleton, WI Milwaukee Brewers, Milwaukee, WI Appleton Marine, Appleton, WI Milwaukee, WI Arlington, WI Milwaukee Area Technical College, WI Ashland, OR Milwaukee County, WI Ashland, WI Milwaukee Metropolitan Sewerage District Baraboo, WI Moraine Park Tech.College, Fond Du Lac, WI Bay City, MI Morton Grove, IL Bell County, TX Motorola Corp., Schaumburg, IL Bellevue, WI Mukwonago, WI Beloit, WI Mundelein, IL Broward County, FL Nashville, TN Brown County, WI Neenah, WI Bristol-Kendall Fire Protection District, IL Neenah-Menasha Fire Rescue, WI Calumet County, WI New Berlin, WI Camden, AR New Jersey State Police Cape Girardeau, MO New Jersey Attorney General Cedarburg, WI North Carolina State University, Raleigh, NC Central Lake County Communications, IL Northeast WI Tech.College, Green Bay, WI Cert. Public Manager Program, Madison, WI Oak Creek, WI Chicago, IL Oconto County, WI Clayton, Town of, WI Odell Associates, Inc., NC Clinton, CT Ogden Plumbing, Neenah, WI Comm. Orientated Policing Consortium, D.C. Oneida Tribe of Indians, Oneida, WI Corvallis, OR Ozaukee County, WI Dane County, WI Palmyra, WI RW Management Group, Inc. 16 Packet Pg. 346  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Dayton, OH Palmyra, Village of, WI DeForest, WI Para Tran Medical Transport, Door Co., WI DeKalb, IL Pasadena, CA Delafield, WI Pewaukee, WI (City) Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Delaware County, OH Pewaukee, WI (Village) Delray, FL Platteville, WI De Pere, WI Police Exec. Research Forum, DC Destin, FL Presto Products, Appleton, WI Eagan, MN Prince Georges County, MD East Chicago, IN Pulaski Tri-County Fire, WI East Troy, WI Qassim University, Buraydah, Saudi Arabia Energy Control and Design, Inc. Appleton, WI Racine, WI Eugene, OR Raleigh, NC Evanston, IL RED Center, IL Fishers, IN Reedsburg, WI Fond du Lac, WI Royal Oak, MI FOXCOMM, Appleton, WI Rye Tech. Consulting, Riyadh, Saudi Arabia Fox Valley Technical College, Appleton, WI St. Mary’s Medical Center, Racine, WI Freedom, Town of, WI Sandy Springs, GA Gary, IN Sarasota County, FL Genoa Township, OH SEECOM, IL Germantown, WI SESCO, LLC, Manitowoc, WI Grand Chute, WI Shawano, WI Green Bay, WI Sheboygan, WI Green Bay Packers, Green Bay, WI Shelby County, TN Greenville, WI Shifman Law Firm, Birmingham, MI Gries Architectural Group, Neenah, WI Shorewood, WI GSA, Office of Inspector General, D.C. Southeast McHenry County, IL Grass Valley, CA Sparta, WI Hamilton Cty 911 Comm.Dist.Chattanooga,TN Stevens Point, WI Hammond, IN St. Louis, MO Hanover Park, IL Stora Enso North America RW Management Group, Inc. 17 Packet Pg. 347  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Harlem Township, OH Suamico, WI Harrison, WI Tallahassee, FL Hartland, WI Tri-State Fire, IL Hazel Crest, IL Tulsa, OK Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) Hobart, IN. University of Wisconsin – Madison, WI Ho Chunk Tribal Nation USAID, Washington, D.C. Inter. Assoc. of Fire Chiefs–Great Lakes Div. U.S. Capital Police, Washington, D.C. Jefferson County, KY U. S. Dept. of Homeland Security JG Samuels, Inc., North Prairie, WI University of Illinois, Chicago, IL Johnson Creek Fire Protection District, WI Verona, WI Kansas City, MO Viking Rescue, Denmark, WI Kaukauna, WI Virchow Krause & Company, Madison, WI Kenosha Medical Center, Kenosha, WI Walworth County, WI Kent County, MI Washington, D.C. Kiel, WI Waterford, WI Killeen, TX Waukesha County, WI Lake Mills, WI Waukesha County Technical College Lakeshore Technical College, Cleveland, WI Wausau Hospital, Wausau, WI Library of Congress, Washington, D.C. Wausau Insurance, WI Lincoln County, WI WESCOM, IL Lindner & Marsack, S.C., WI West Chicago, IL Lodi EMS, Lodi, WI West Milwaukee, WI Logan Township, PA West Palm Beach, FL Madison Area Technical College, Madison, WI Whiting, IN Madison, Town of, WI Whitefish Bay, WI Marathon County, WI Will County, IL Maryland Police Corps, MD Wilmington, NC Maryland Transportation Authority, MD Winnebago County, WI Maximus, Reston, VA Winnetka, IL Menasha, City of, WI Wis. Dept. of Justice, Madison, WI Menominee Falls, WI Wood Dale, IL McFarland, Village of, WI Yarmouth, MA RW Management Group, Inc. 18 Packet Pg. 348  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Menomonee Tribal EMS, WI Ypsilanti, MI Yuma, AZ Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) RW Management Group, Inc. 19 Packet Pg. 349  6.1.a.c OKALOOSA COUNTY, FL COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT PERSONAL SERVICES CONTRACT This agreement made this _________ day of _____________, 2012, by and between Okaloosa County (County), and RW Management Group, Inc. (RW) doing business as a corporation in Menasha, Wisconsin. Attachment: RW Management Group (1222 : Search Firm for Position of County Administrator) WITNESSETH That for and in consideration of the payment and agreements hereinafter mentioned and attached to be made and performed by the County and RW, hereby agree to commence and complete the consultation and to provide the work described in the proposal and comply with the terms of the contract documents for the: COUNTY ADMINISTRATOR EXECUTIVE RECRUITMENT Hereafter called the “Administrative Recruitment” for the sum not to exceed $15,900.00, plus expenses as identified in our proposal dated December 11, 2012. RW will furnish all labor and other services necessary to complete executive recruitment as stated in our proposal. RW hereby agrees to perform the work as specified by the Okaloosa County. The County shall pay RW: • 33% payment due within 10 days of signing the agreement. • 33% payment due upon completion of the second cut screening. • 34% payment due upon the hiring of a new executive. This agreement shall be binding upon all parties hereto and their respective heirs, executors, administrators, successors, and assigns. The laws of the State of Wisconsin shall govern this agreement. The agreement is an integrated writing, executed by the parties after negotiation and discussions of all material provisions. Either party has relied upon no inducements, concessions or representations of the fact, except as set forth in this agreement and the RW proposal. IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, the agreement is two (2) copies, each of which shall be deemed an original, on the first date written above. County of Okaloosa RW Management Group, Inc. By: ___________________________________ By:_______________________________ Signature Jeffrey R. Roemer, President RW Management Group, Inc. 20 Packet Pg. 350  6.1.a.d Packet Pg. 351 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 352 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 353 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 354 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 355 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 356 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 357 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 358 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 359 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 360 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 361 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 362 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 363 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 364 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 365 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 366 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 367 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 368 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 369 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 370 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 371 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 372 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 373 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 374 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 375 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 376 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 377 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 378 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 379 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 380 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.d Packet Pg. 381 Attachment: The Mercer Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e Human Resource Management Consulting Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) Web Based HR Management Tools Executive Recruitment PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES FOR THE COUNTY MANAGER FOR OKALOOSA COUNTY, FLORIDA Dallas | Austin | Cleveland | Denver watersconsulting.com Packet Pg. 382  6.1.a.e TABLE OF CONTENTS Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) SECTION 1 | CORPORATE HISTORY, ORGANIZATION AND GUIDING PRINCIPLES _________ 5 SECTION 2 | INFORMATION ABOUT THE PROJECT ________________________________ 32 SECTION 3 | TIME TABLE - EXECUTIVE RECRUITMENT TIMELINE _____________________ 27 SECTION 4 | PROFESSIONAL FEE ______________________________________________ 30 SECTION 5 | GUARANTEES___________________________________________________ 32 SECTION 6 | SAMPLE BROCHURE _____________________________________________ 34 SECTION 7 | FORMS ________________________________________________________ 34 Packet Pg. 383  6.1.a.e December 11, 2012 Jack Allen Purchasing Department Board of County Commissioners of Okaloosa County, FL 602-C North Pearl Street Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) Crestview, FL 32536 Submitted via email: jallen@co.okaloosa.fl.us Re: Proposal for Executive Recruitment for County Manager Dear Mr. Allen: CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT I appreciate the opportunity to submit our proposal for executive recruitment services for the Okaloosa County’s next County Manager. We have done extensive work throughout the State of Florida including the Community Development Director in Pensacola, the Pinellas County Manager as well as the first County Manager for Jefferson County, Alabama. We are proud of the work we’ve done nationally for counties and cities including Broward County, Mecklenburg County (NC) and Union County (NC). I have assigned Andrea Sims, an experienced former County Department Head and Jim Holgersson, and experienced former City Manager as the co-lead consultants on this very important executive recruitment. Andrea was the Lead Consultant for the City of Pensacola, the Pinellas County as well as the Mecklenburg and Union County roles. The Waters Consulting Group, Inc. provides nationwide executive recruitment services and is prepared to bring you a diverse and competent talent pool from which the Board of County Commissioners of Okaloosa County can choose the right candidate. We are also prepared, should you request it, to create and implement a community participation process. This process would include collecting County Manager profile preferences from citizens and employees which could be included in the comprehensive County Manager profile developed by the Commissioners. We know that you have options for using other recruitment firms. However, we believe that our approach sets us apart from our competitors in the following important ways:  Our Triple Guarantee™;  Finalists identified within 50 days from initiation of recruitment activities;  Meticulous development of the candidate profile prior to advertising/marketing;  Rigorous review of candidates’ references and background;  Our highly-accessed web site (www.watersconsulting.com) by prospective candidates;  Matching each candidates management profile with your developed profile for each position by using “Career Navigator: Your Profile for Success” to achieve the “right fit” for the Kalamazoo Commission;  Our superior nationwide relationships with high-quality candidates for marketing new positions;  Within 60 days of the reporting date of the selected candidate, our firm will conduct a 2 Team-Building Workshop for your new employee and his/her team. This will be conducted for no additional professional fee, just project-related expenses; and © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 384  6.1.a.e  Within twelve (12) months following your appointment of the successful candidate, we will administer our 360° Performance Assessment for no additional professional fee, just project-related expenses. The proposal document will provide you the details about our approach, expertise, client references, and pricing for this executive recruitment. If you have any questions, please contact Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) me directly at 817.965.3911 or by email at canderson@watersconsulting.com. We would consider it a professional privilege to provide these services to the Okaloosa County. Sincerely, Charles (Chuck) S. Anderson CEO of Executive Recruitment Division Packet Pg. 385  6.1.a.e SECTION | 1 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CORPORATE HISTORY, ORGANIZATION AND GUIDING PRINCIPLES CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 4 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 386  6.1.a.e SECTION 1 | CORPORATE HISTORY, ORGANIZATION AND GUIDING PRINCIPLES 1. Information about the firm a. Full Legal Name of Company: Waters Consulting Group, Inc. Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) b. Primary Contact : Charles Anderson, Chief Executive Officer, Executive Recruitment Division c. Contact Information: Address: 5050 Quorum Drive, Suite 625 Dallas, TX 75254 Phone Number: 972.481.1950 Fax Number: 972.481.1951 Email Address: canderson@watersconsulting.com d. How long has the firm been in business under the present name and structure? Provide any other names under which the firm has done business and the date it operated under each name and the locations at which it operated under each name. The firm was founded in 1976 under the name of Waters, Trego, and Davis and was incorporated in 1988, in Texas, under the name of The Waters Consulting Group, Inc. e. Indicate whether the firm is a Florida corporation and whether the firm is qualified to do business in Florida No, the firm is a not a Florida corporation but it is qualified to do business in Florida. Our firm has conducted over xx recruitments in the State of Florida in the past 5 years. f. Are you affiliated with any other business entity, i.e., are you a subsidiary, do you have subsidiaries or joint partnerships? No g. How long has the company been at the location which you designated above as the company address? How many other company locations do you have and in what cities/states are they located? There are company locations in Austin, TX; Denver, CO; and Cleveland, OH. h. What is the focus of the firm (what are the primary purposes of the firm)? What are the primary markets served? Since our firm’s beginning, we have emerged as a leader in executive recruitment. It is our 30+ Packet Pg. 387  6.1.a.e years of consulting experience, coupled with our unique approach and personal touch that drives our internal standard for delivering only outstanding services and leading-edge products. In addition, Waters is positioned as one of the largest privately-held executive recruitment firm in the nation with a focus on the public sector. Over the past few years, WCG has recruited and placed more than 200 executive-level positions within cities and counties. The firm also has a substantial practice in human resources consulting, compensation and Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) salary studies. i. Is the firm an active/current member of the Association of Executive Search Consultants (AESC)? No. Yes, WCG is abides by/adheres to the Professional Guidelines and Ethics of the Association of Executive Search Consultants (AESC). CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT j. Provide a detailed description of comparable public contracts (similar in scope of services to those requested herein) which the firm has either ongoing or completed within the past three (3) years. Project Organization Address Contact Information Recruitment for Fees/Recruitment timeframe Walter Williams $21.500 Cincinnati Metropolitan 1627 Western Avenue 513.997.5703 Executive December, 2011 – Housing Authority Cincinnati, OH 45214 Procurement Office Director June, 2012 william.walters@cintimha.com David Webb, 509 S. Main Street 580.481.2202 City $25,500 City of Altus, OK Altus, Oklahoma 73521 Mayor Administrator September, 2011 david.webb@cityofaltus.org Ms. Tina Gray $21,500 20 E. Main Street 541.552.2101 City City of Ashland, OR September, 2011 – Ashland, OR 97520 Human Resources Director Administrator January, 2012 grayt@ashland.or.us Ms Alison Froehlich-Smith 2401 Market Street Baytown, 281.420.6523 $25,500 City of Baytown, TX City Manager TX 77522 HR Director September, 2011 alison.smith@baytown.org Mr. Timothy Smyth City of Boston Boston City Hall, Room 816 617.635.3799 Executive $24,000 Retirement Board, MA Boston, MA 2201 General Counsel Director November 2011 Timothy.Smyth@cityofboston.gov Ms. Kathy Merrill City of College Station, 1101 Texas Avenue 979.764.3510 Assistant City TX College Station, TX 77842 Assistant City Manager Manager kmerrill@cstx.gov 6 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 388  6.1.a.e Project Organization Address Contact Information Recruitment for Fees/Recruitment timeframe Ms. William Mitchell $24,000 all- 2600 Dr. Martin Luther King, Jr. 239.321.7200 Assistant City inclusive October, City of Fort Meyers, FL Blvd, Suite 100 City Manager Manager 2008 – February, Fort Meyers, FL 33916 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) lvitory@cityftmyers.com 2009 Ms Karen Montgomery 1000 Throckmorton Street, 3rd City Manager 817.392.6111 $31,000 City of Fort Worth, TX Floor and Assistant Assistant City Manager/CFO January 2011 Fort Worth, TX 76102 City Manager karen.montgomery@fortworthgov.org Ms Sharon Mosley 116 S. Main St. 719.322.2024 City Manager City of Fountain, CO Fountain, CO 80817 City Clerk Search sharon@fountaincolorado.org Mr. Ron Berryman 116 W. Bridge Street Granbury, 817.573.1114 $22,000 City of Granbury, TX City Manager TX 76048 Interim City Manager July 2011 rberryman@granbury.org Mr. George Heartwell 300 Monroe Avenue NW 616.456.3168 City of Grand Rapids, MI City Manager $23,000/ Grand Rapid, MI 49503 Mayor mayor@grcity.us Ms. Mary Jo Iannuccilli 101 Field Point Road 203.622.7729 Town $21,500 Town of Greenwich, CT Greenwich, CT 6830 Asst. Dir. Of HR Administrator February, 2012 MaryJo.Iannuccilli@greenwichct.org Mr. Pascal Caputo Jefferson County 716 Richard Arrington Jr. Blvd. 205.325.5503 $24,500 all- County Manager Commission, AL North Birmingham, AL 35203 Chief of Staff inclusive/ caputop@jcc.org Ms. Diana Gonzales P.O. Box 1458 361.595.8017 $22,000 City of Kingsville, TX City Manager Kingsville, TX 78363 Human Resources Director February, 2011 hrdirect@cityofkingsville.com Loudon County, VA County Manager Ms. Suzanne Machain 11555 West Civic Center Drive 520.382.1920 Assistant Town $21,000 Town of Marana, AZ Marana, AZ 85653 Human Resources Director Manager December 2010 smachain@MARANA.COM Mr. Roger Kolman 45145 W. Madison Avenue 520.316.6841 $22,000 City of Maricopa, AZ P.O. Box 610 City Manager Assistant City Manager April 2011 Maricopa, AZ 85239 roger.kolman@maricopa-az.gov Packet Pg. 389  6.1.a.e Project Organization Address Contact Information Recruitment for Fees/Recruitment timeframe Mr. Tadd Phillips 901 N. McDonald Street 972.547.7562 $22,000 City of McKinney, TX City Manager McKinney, TX 75070 Human Resources Director February, 2011 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) tphillip@mckinneytexas.org Ms. Linda White PO Box 1466 480.644.4598 Deputy City $14,000 City of Mesa, AZ Mesa, AZ 85211 Sr. Human Resources Analyst Manager August, 2011 Linda.White@mesaaz.gov Ms. Karen Robinson $15,500 plus Minneapolis Park & 2117 West River Road 612.230.6412 Superintendent $7,500/April, 2009 Recreation Board, (MN) North Minneapolis, MN 55411 Director of Administration – September, 2009 CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT krobinson@minneapolisparks.org Mr. Mike Morrison 424 South Castell 830.221.4285 Assistant City City of New Braunfels, TX New Braunfels, TX 78130 City Manager Manager mmorrison@nbtexas.org Mr. Howard Maier $15,500 plus Northeast Ohio Area- 1299 Superior Avenue 216.701.2816 Executive $5,500 wide Coordinating Cleveland, OH 44144 Former Executive Director Director expenses/April, Agency (NOACA) hmaier@sbcglobal.com 2011 – April, 2012 Mr. Larry Cunningham City of North Richland 7301 N.E. Loop 820 817.427.6003 Assistant City $21, 500 Hills, TX North Richland Hills, TX 76180 City Manager Manager August 2012 Lcunningham@nrhtx.com Mr. Dan Petty 8554 Freeport Parkway 972.621.0400 $27,000 North Texas Commission CEO/ President Irving, TX 75261-0246 CEO/ President July 2010 dan@ntc-dfw.org Mr. Bob LaSala $18,500 plus 400 South Ft. Harrison 727.464.3367 County expenses/April, Pinellas County, FL 1st Floor County Administrator Administrator 2008 – September, Clearwater, FL 33756 blasala@pinellascounty.org 2008 Ms. Laura Brunner $23,500 all- Port of Cincinnati 1014 Vine Street, Suite 1600 513.621.3000 inclusive/June, Development Authority, President & CEO Cincinnati , OH 45202 President 2011 – September, OH 2011 lbrunner@cincinnatiport.org Ms Sharon Gentry 215 Church Avenue 540.853.5811 Assistant City City of Roanoke, VA Room 207 Purchasing Director Manger Roanoke, VA 24011 sharon.gentry@roanokeVa.gov Ms. Cheree Bontrager 5560 Highway 78 972.495.1212 $20,500 City of Sachse, TX City Manager 8 Sachse, TX 75048 Director of Human Resources October, 2011 cbontrager@cityofsachse.com © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 390  6.1.a.e Project Organization Address Contact Information Recruitment for Fees/Recruitment timeframe Mr. Fred Fosson 300 N. Park Ave. 407.688.5130 $15,500 plus City of Sanford, FL City Manager Sanford , FL 32771 Human Resources Director $7,000 expenses/ Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) FRED.FOSSON@Sanfordfl.gov Mr. David Carey 177 North Birch Street 907.262.9107 City of Soldotna, AK City Manager Soldotna, AK 99669 Mayor dcarey@ci.soldotna.ak.us Packet Pg. 391  6.1.a.e Mr. Greg Vick 6800 Main Street 972.625.1796 City of The Colony, TX City Manager The Colony, TX 75056 Interim Assistant City Manager gvick@ci.the-colony.tx.us Ms Mary Coker 401 W. Market 281.351.5484 City of Tomball, TX City Manager Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) Tomball, TX 77375 Assistant City Manager mcoker@ci.tomball.tx.us Ms. Lori Bluhm $18,500 plus 500 W. Big Beaver Rd. 248.524.3323 $7,500 City of Troy, MI City Manager Troy, MI 48084 City Attorney expenses/April, Bluhmlg@troymi.gov 2009 – June, 2009 Ms. Rebecca Leavings 513 Montgomery Highway 205.978.0184 $25,000 City of Vestavia Hills, AL City Manager CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT Vestavia Hills , AL 35216 City Clerk April, 2011 city.clerk@ci.vestaviahills.al.us Municipal Center Ms. Regina Hilliard $18,500 all- Building 18 757.385.8854 Deputy City City of Virginia Beach, VA inclusive/ January, 2420 Courthouse Drive Director of Human Resources Manager 2011 – May, 2011 Virginia Beach, VA 23451 rhilliard@vbgov.com Ms. Deby Woodard 7105 Whitley Road 817.514.5833 $20,000 City of Watauga, TX City Manager Watauga, TX 76148 Purchasing Agent February, 2011 dwoodard@cowtx.org 1. Number filled by a candidate WCG presented: 152 2. Number filled by an internal candidate: 19 3. Number cancelled or left vacant at the conclusion of WCG work: 6 10 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 392  6.1.a.e k. How many searches has the firm done for positions of County Administrator or City Manager? The firm has done 18 recruitments for County Administrator/City Administrator/Managers since 2010. Of these, how many were for jurisdictions with populations of 180,000 or more? Five of these recruitments have been for Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) jurisdictions larger than 180,000 or more. l. Provide at least five (5) references from public sector/government jurisdictions. Include size of the government entity and the name, address and telephone number of a contact person currently available. Pinellas County, Florida Jefferson County, Alabama (501)377-1357 (205) 249-3350 Mr. Bob LaSala Mr. David Carrington County Administrator County Commission Chair RLaSala1@msn.com carringtond@jccal.org Project: Selection of County Administrator Project: Selection of County Manager City of Fort Worth, Texas Loudon County, Virginia (817)392-6111 (703) 777-0307 Ms. Karen Montgomery Mr. Jack Roberts, Assistant City Manager County Attorney karen.montgomery@fortworthgov.org attorney@loudoun.gov Projects: Selection of City Manager and Project: Selection of County Administrator Assistant City Manager City of Maricopa, Arizona Broward County, Florida (520) 316-6841 (954) 357-7353 Mr. Roger Kolman Ms. Bertha Henry Assistant City Manager County Administrator Roger.kolman@maricopa-az.gov BHENRY@broward.org Project: Selection of City Manager Projects: Selection of Airport Director, CFO/ Director of Financial & Admin Services, Chief Information Officer, Director of Public Works, Executive Director City of Virginia Beach, Virginia Mecklenburg County, North Carolina (757) 385-8381 (704) 366-2472 Ms. Regina Hilliard Ms. Michelle Lancaster-Sandlin Director of Human Resources General Manager rhilliard@VBgov.com michelle.lancaster@mecklenburgcountync.gov Projects: Selection of Deputy City Manager, Projects: Selection of Finance Director, Human Resources Director, Chief Financial Director of Social Services along with various Officer, Police Chief executive level positions Packet Pg. 393  6.1.a.e m. Describe any prior or pending litigation, either civil or criminal, involving a governmental agency or which may affect the performance of the services to be rendered, in which the firm, any of its employees, subcontractors or sub- Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) consultants is or has been involved within the last three (3) years. Include the nature, resolution and/or current status of the litigation. There is/has been no such litigation. n. Does the firm receive a fee from the candidates the firm recommends for hire? Does the firm receive a fee from candidates if the candidate is successfully placed? CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT If the answer to either question is yes, how much does the firm receive? No, the firm does not receive fees from candidates. o. Does the firm comply with the Fair Credit Reporting Act (FCRA) changes effective January 1, 2013 as outlined by the Consumer Financial Protection Bureau (CFPB)? Our firm uses S2Verify for all background checks. This firm complies with the FCRA changes in the forms provided to candidates for background checks. p. Does the firm use E-Verify? WCG does not use E-Verify, but does full background checks on candidates on behalf of the client organization. q. What distinguishes your firm from your competitors? One of our most competitive tools is the use of Career Navigator, its use in our Team-building Workshop and the Performance Appraisal after the successful candidate’s first year of service. In addition, our firm offers a triple guarantee for our services provided. 12 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 394  6.1.a.e CAREER NAVIGATOR: YOUR PROFILE FOR SUCCESS Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CareerNavigator™; Your Profile for Success provides clear and concise, data-driven intelligence to support hiring decision, employee development and utilization, change management, and succession planning! Developed by a team of industrial psychologist, based on The Waters Consulting Group's more than 35 years experience and research, working with candidates and organizations in the public and private sectors, CareerNavigator helps assess management styles, personal character traits and competencies, that are critical for a candidate's success as a manager in your organization. HOW IT WORKS: CANDIDATE SIDE: The CareerNavigator™ competency model measures candidate's soft-skills across seventeen distinct management characteristics - such as Visioning, Problem Solving, Decisive Judgment, Championing Change, Planning and Organizing, etc. The resulting clear and concise measurements offer an easy way to understand and compare candidates' unique personality profile and leadership BRINGING IT TOGETHER styles. CareerNavigator™ provides CLIENT SIDE: clear and concise, data-driven intelligence to support hiring Your Selection Committee, with our support, identifies, selects decisions, employee and ranks critical personality traits and leadership styles, development and utilization, arriving at a set of key criteria you believe are essential for change management, and the success of a candidate in your organization. These criteria organizational effectiveness. then become part of our recruitment brief, against which we We provide strategic solutions search for your candidates for matching people with organizational roles. TRIPLE GUARANTEE Our Triple Guarantee is defined as: (1) A commitment to remain with the recruitment assignment until you have made an appointment for the fees and tasks quoted in this proposal. If you are unable to make a selection from the initial group of Finalists, WCG will work to identify a supplemental group until you find a candidate to hire; (2) your executive recruitment is guaranteed for 24 months against termination for cause. Within the first year, the replacement Packet Pg. 395  6.1.a.e recruitment will be repeated with no additional professional fee, but only for project-related expenses. During the second year, the replacement recruitment is reduced to 50% of the professional fee plus project-related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws. (3) WCG will not solicit any candidates selected under this contract for any other position while the candidate is employed with your organization. Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) TEAM-BUILDING WORKSHOP Within 60 days after your new County Manager reports to work, WCG will develop a customized workshop based on the individual behavioral styles of the management team to strengthen the new leader and his/her team’s performance. Your new employee and each member of his/her management team will be asked to complete a questionnaire, utilizing a secure website. Following a review of the responses to the questionnaire, one of our professional consultants CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT will facilitate a three-hour workshop with the objective of assisting the team members to become a high-performance team. If you elect to use this service, there will be no professional fee charged to you, only project-related expenses. 360 DEGREE PERFORMANCE REVIEW Additional services include a performance appraisal and review of the new County Manager after 12 months, with no professional fee charged to you. If you elect to use this service, the only cost you would incur would be the reimbursement for any project-related expenses. Throughout the assignment, the WCG team will serve as technical advisors to your organization to ensure that the recruitment process is conducted in a professional manner. The objective of WCG is to generate high-quality candidates and assist you with the screening and evaluation of these candidates. Due to our extensive professional relationships with hundreds of public sector organizations and prospective candidates nationwide, WCG is positioned to confidently promote your County Manager position to prospective candidates as a positive career opportunity. With any consulting assignment, but particularly with an executive recruitment project, reliable and timely communication is fundamental to project success. At key points during the assignment, WCG consultants will communicate by phone, e-mail, or in person, with appropriate leaders from your organization to discuss the progress of the recruitment and to review subsequent steps in the recruitment process. These regular status reports are important to ensure success with the recruitment assignment. We pride ourselves in the fact that we bring a high level of personal commitment to everything that we do. We get to know our client, their concerns for success, their strategic goals and their organizational culture. But our intense professional commitment does not stop with our clients. We have candidates who were not selected for positions call to extend compliments and thanks for how they were treated during our recruitments. Many have stated that we provided the best recruitment experience in which they have ever participated. 14 Client satisfaction is important to all organizations, but to our firm, it is our chief focus. In our business, referrals and recommendations are the keys to success. © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 396  6.1.a.e ROLE OF YOUR ORGANIZATION’S STAFF We have a seasoned staff of professionals who will work with your Lead Consultants, Andrea Sims and Jim Holgersson, to deliver quality services with minimal effort required from you. However, to assist with the project, we ask that your organization designate a Project Manager Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) to serve as WCG’s primary contact for the recruitment assignment. Your Project Manager will facilitate such functions as coordinating meeting dates, times, and locations and the review of the draft recruitment brochure and related advertising copy. Packet Pg. 397  6.1.a.e SECTION | 2 INFORMATION ABOUT THE PROJECT Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 16 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 398  6.1.a.e SECTION 2 | INFORMATION ABOUT THE PROJECT a. Provide a narrative describing the firm’s project plan, methodology (including recruitment strategy and affirmative action), and recommended solutions in performing the services described in this section and describe the specific policies, plans, Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) procedures or techniques used in providing the services to be performed. TASK I RECRUITMENT BROCHURE DEVELOPMENT AND ADVERTISING The important first step in the recruitment process involves the development of a comprehensive recruitment brochure with a profile of the ideal candidate, including the required qualifications, professional experience, personal characteristics, and other factors related to success in the position of County Manager. The recruitment brochure will also have a profile of the Okaloosa County organization, recognizing any special needs of the county’s cities and towns. To prepare the recruitment brochure, the Lead Consultants will come on site to meet with your Commissioners and leadership team to discuss the required background and experiences and management characteristics for the new County Manager. We will also request organizational charts, budgetary information, operational reports, and other documentation describing the community, organization, current issues, and responsibilities of the position. We are aware of the strong reputation of the retiring Jim Curry as your County Manager and will work with the Commissioners in bringing you superior options for your next leader to work with him through the budget process so the transition can be as smooth as possible. Additionally, recognizing the commitment to a high quality of life for your community members, businesses and visitors, we would offer our services in developing a web based tool to collect from citizens and employees their input on the recruitment profile for the next County Manager. Should you choose to do the County Manager Profile Survey, we would report the results to the Board of Commissioners prior to their final approval of the profile. The draft recruitment brochure will be presented to you for review and final approval/edits prior to its publication and distribution to prospective candidates. We also know that Okaloosa County values its quality of life and commitment to excellent employees. In order to conduct an open recruitment and to encourage applications from a superior and diverse pool of candidates, WCG will work with you to develop an advertising and marketing strategy to notify potential candidates about the vacancy. WCG will provide you with the advertisements and an advertising schedule to place the ads in appropriate professional publications, websites and local print media as approved by you. WCG has a highly-accessed website, www.watersconsulting.com, and targeted e-mail (search@watersconsulting.com). We will use all available resources to communicate directly with prospective candidates. The aggressive advertising and marketing campaign for top talent will include national, state, regional, and local elements as determined during our initial meetings with your organization. Our presence at appropriate public sector conferences will be used to further promote the position. An effective advertising strategy will help to ensure that we conduct an open recruitment with appeal to a diverse array of candidates. WCG will take all necessary steps to protect against Packet Pg. 399  6.1.a.e discrimination in the screening and selection process. Experienced Candidates with relevant Florida experience as well as those with a record of success in the Southeast will be sought and included in the candidate pool. TASK II Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) EXECUTION OF RECRUITMENT STRATEGY AND IDENTIFICATION OF QUALITY CANDIDATES Using the information developed in Task I, WCG will identify individuals who would be outstanding candidates for the position of County Manager. Often, well-qualified candidates are not actively seeking new employment and will not necessarily respond to an advertisement. However, if a potential candidate is presented with the opportunity directly and in the proper manner, he or she may apply. We take pride in our ability to locate highly qualified candidates CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT across the nation based on our professional contacts and relationships. We have also established networks with minority and female leaders throughout the nation and are proud of our record of placement of minority and female candidates. WCG has adopted a corporate policy of equal employment opportunity and will not participate in any recruitment effort where these principles are not followed. In addition, we are charter members of the National Forum for Black Public Administrators (NFBPA) and its Business Advisory Committee and the Hispanic Network. We believe that one of the strengths of the WCG recruitment process is our attention to the candidates during the process. Each candidate submitting a résumé is sent a timely acknowledgement by WCG, giving an approximate schedule for the recruitment. Further communications are maintained with each candidate regarding information about the recruitment progress and their status in the process. We take pride in the many complimentary comments made by candidates regarding the level of communication and the professional manner in which they are treated during our recruitments, which is also provides a positive reflection on your organization. TASK III SCREENING OF APPLICANTS AND RECOMMENDATION OF SEMI-FINALISTS Our recruiting efforts in Task II identify a significant number of applicants, depending upon the position and the availability of candidates with the requisite experience and skills in the marketplace. Task III is where our Lead Consultant will screen the candidates against the criteria within the candidate profile and develop a list of semi-finalists for recommendation to your County Commissioners. Qualifications and experience are important criteria and so are the management characteristics and style that will help determine the “right fit” for Okaloosa County. We will have each County Manager candidate complete the “Career Navigator: Profile for Your Success” so that we can match their profile with the Okaloosa County’s County Manager profile. As the Lead Consultant screens the applications; the most promising applicants will receive a 18 candidate questionnaire to complete that will provide additional information about the candidates’ background and experience. After reviewing the responses to the questionnaire, the Lead Consultants, Jim Holgersson and Andrea Sims, will send selected resumes and questionnaire responses directly to whomever you select on your staff to assist with the © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 400  6.1.a.e screening process. In the consultation with your staff representative, we will narrow the list to a group of 10-15 semifinalists for your Commissioners review and decision. Typically, four to six finalists are selected for the on-site interviews. Throughout the process you will have access to our Master Applicant List (MAL) for this position, which will provide pertinent data about each applicant. Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) TASK IV CONDUCTING BACKGROUND CHECKS, REFERENCE CHECKS AND ACADEMIC VERIFICATIONS Once you approve the group of finalists for on-site interviews, WCG will begin the process to conduct reference checks, background checks and academic verifications. Contact is then made with selected references and sometimes with others who may know of additional accomplishments and work experiences of the candidates. The purpose of the reference interviews is to allow WCG to complete our understanding of the work experience, professional performance and personal characteristics of the Finalists. For the background checks, WCG will develop information about the candidates in the following areas:  Consumer Credit  Bankruptcy  County Criminal  State District Superior Court Criminal  County Civil Litigation  State District Superior Court Civil Litigation  Judgment/Tax Lien  Federal District Criminal  Motor Vehicle  Federal District Civil Litigation To ensure that our quality standards are maintained, we do require a minimum of ten business days between the time that you select the Finalists for on-site interviews and when we send you candidate documentation for your final interview process. TASK V FINAL INTERVIEW PROCESS Upon completion of Task IV, we will work with you to develop the final interview process. We will also send you documentation on each of the finalists, which will provide the highlights of their professional experience and leadership/management profile, and a summary of the results of the reference checks, background checks, and academic verifications. In addition, the report will include guidelines for interviewing the candidates, suggested interview questions, and a rating process for your interview panel(s). Our Lead Consultants will participate in final interviews as either an observer or active panel member at your request and will be available to answer questions and assist you in the final evaluation and selection of the successful candidate. In addition, if you request the service, we will assist you with the development of a compensation package and related employment considerations, and assist with the negotiations. Packet Pg. 401  6.1.a.e b. Provide an organizational chart showing all individuals, including job titles, who would be assigned to this project. ORGANIZATIONAL CHART Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) EXECUTIVE RECRUITMENT DIVISION CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 20 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 402  6.1.a.e c. Describe the experience, qualifications and other vital information, including relevant experience on previous similar projects, of all key individuals who would be assigned to this project. This information should include the functions to be performed by the key individuals. Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) OVERVIEW OF CONSULTING TEAM WCG places a high priority on meeting the needs of our clients. Therefore, at the outset of the recruitment process, we will tailor our approach to address the issues unique to your organization’s working environment. For each recruitment project, we assign a Lead Consultant and a team of support professionals to carry out assignments in an effective and efficient manner. The consulting team for this project is: Mr. Chuck Anderson, Chief Executive Officer Direct Phone: (817) 965-3911 Email: canderson@watersconsulting.com Percent of time on project: 10% Mr. Chuck Rohre, Senior Consultant Direct Phone: (214) 466-2436 Email: crohre@watersconsulting.com Percent of time on project: 5% Mr. Jim Holgersson, Proposed Co-Lead Consultant Direct Phone: (214) 466-2425 Email: jholgersson@watersconsulting.com Percent of time on project: 35% Ms. Andrea Sims, Proposed Co-Lead Consultant Direct Phone: (216) 695-4776 Email: asims@watersconsulting.com Percent of time on project: 40% Ms. Soni Powell Project Support Manager Direct Phone: (214) 466-2427 Email: spowell@watersconsulting.com Percent of time on project: 10% Packet Pg. 403  6.1.a.e d. Provide resumes and job descriptions and other detailed qualification information on all key personnel who will be assigned to this project. All key personnel include all partners, managers, seniors and other professional staff that will perform work and/or services on this project. CHARLES (CHUCK) S. ANDERSON|Chief Executive Officer Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) Charles (Chuck) S. Anderson is the Chief Executive Officer for the Recruitment Division within the Waters Consulting Group (WCG). In this role he also is a senior consultant within the HR Consulting Division for projects related to organizational design and development, strategic planning, and leadership/management development. Prior to joining the WCG, Chuck worked for local governments and public education, including City Manager for Dallas, Texas; Executive Director for the Dallas Area Rapid Transit (DART); and Executive Director for the Michigan Education Association. CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT Chuck also served as Director for Local Government Reform for the International City/County Association (ICMA), managing a U.S. government contract for the planning and delivery of technical assistance to local governments in Central and Eastern Europe. His last assignment in this role with ICMA was to recruit and supervise a team of technical consultants to assist in re- building local governments in Bosnia following agreement on the Dayton Accords. During his service with the Michigan Education Association, Chuck also served as Senior Consultant for Urban Planning and Management for Michigan State University’s Institute for Public Policy and Social Research. Areas of Expertise  Executive Recruitment  Leadership/Management Development  Organizational Design  Organizational Development Professional Accomplishments and Education Chuck received a Bachelor of Arts degree in political science and human resources management and a Masters of Public Administration degree from the University of Kansas. He received the prestigious L.P. Cookingham Award for Development of Young Professionals from the International City/County Management Association (ICMA) and the Minority and Women Advancement Award from the American Public Transit Association (APTA). He was also recognized as Public Administrator of the Year by the American Society of Public Administration (ASPA) and Outstanding Management Innovator (Honorable Mention) by ICMA. Chuck was recognized in 2007 with the Lifetime Achievement Award from his Public Administration Alumni Association at the University of Kansas. 22 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 404  6.1.a.e JAMES NILS HOLGERSSON/Co-Lead Consultant Director of Business Development/Senior Consultant James (Jim) Nils Holgersson is a seasoned City Manager with more than 35 years experience in the Public Sector. His record as a key executive in six very diverse communities, across five states provides Jim with invaluable insights into the management challenges modern Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) municipalities face and how to resolve them. Jim’s extensive Public Sector management experience includes: Senior Administrative Assistant with the City of Davenport, Iowa where he worked in personnel, budget and operations including labor negotiations; City Administrator of Germantown, Tennessee, a quickly growing community east of Memphis where he focused his attention on long-term planning and development, fiscal impact analysis and organizational development; City Manager of Kalamazoo, Michigan where he focused on economic development, redevelopment, and neighborhood development; City Manager of Waco, Texas where in addition to overall management responsibilities his special attention was on economic development and redevelopment, neighborhood organizing, long-term finance and organizational development including the implementation of a skill based pay plan; Executive Director of the Rapoport Foundation, a Texas based non-profit that seeks innovative solutions to intractable and persistent problems and strives to cultivate emerging talents and promising models, where he worked to connect and leverage community resources; Deputy City Manager of San Jose, California where his primary responsibility was the development of neighborhood centric city service delivery, overseeing the operating departments that provide services to the neighborhoods; and finally, City Manager of Arlington Texas where Jim oversaw the development of Cowboy Stadium and guided the organization through the 2008 fiscal crisis. Jim joined the Waters Consulting Group Inc. in 2012. Areas of Expertise  Organizational Development  Executive Recruitment  Human Resource Management  Labor Relations  Performance Management  Workforce Development  Financial Management  Long-Term Planning and Strategic Implementation Professional Accomplishments and Education M.P.A., University of Arkansas 1978; B.A., Augustana College 1973  International City Management Association, Texas City Management Association, Past President  Tennessee City Management Association, Michigan City Management Association, Iowa City Management Association, Past Chairman ICMA Center for Performance management  Board Member of The Alliance For Innovation  Past Chair of the ICMA Committee on Diversity Packet Pg. 405  6.1.a.e CHUCK ROHRE| Senior Consultant Chuck Rohre is a Senior Consultant for The Waters Consulting Group, Inc. (WCG). In this role, he is responsible for managing and conducting executive recruitment engagements for the firm to insure their integrity, timeliness and adherence to budget parameters. Chuck has more than 35 years of experience in managing and consulting in both the private and public sectors. He has Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) served as Police Chief and Director of Public Safety for North Texas municipalities with populations ranging from 9,000 to 200,000 plus. Prior to beginning his consulting career, Mr. Rohre served for three years as Police Chief of Plano, Texas. Chuck joined the firm in January 2006 following a 13-year engagement with another nationally recognized public sector search firm where he managed the Texas and Southwestern operations. He has an extensive and successful track record of completed recruitment across the nation, especially in the Midwestern and Southwestern states. Among others, he has led recruitment processes for City and Assistant City Managers, Police Chiefs, Fire Chiefs, Library CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT Directors, Chief Information Officers, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Public Works Directors. The clients range from as small as 2,500 to as large as 700,000 in population. He has also conducted management-consulting assignments in a number of areas including public safety, career development and strategic planning. He has written and presented training in a variety of subject areas including personnel assessment, leadership and management skills, and career development for public sector employees. Areas of Expertise  Executive Recruitment  Background Investigations  Assessment Centers  Career Development  Strategic Planning  Organizational Assessment Professional Accomplishments and Education Chuck received his Bachelor’s degree in Career Development from the Dallas campus of Abilene Christian University and his Master’s degree in Human Relations and Management from the same institution. He has completed advanced management training at the Institute for Law Enforcement Administration and now serves on its adjunct faculty and advisory board. Chuck completed the Federal Bureau of Investigation’s prestigious LEEDS course at Quantico, Virginia. He is a veteran of the United States Army, serving in the United States and the Republic of Viet Nam. 24 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 406  6.1.a.e ANDREA BATTLE SIMS – Co-Lead/Senior Consultant Andrea Battle Sims has been working in executive recruitment for over nine years, managing all phases of the recruitment process for public sector executives, including: City and Assistant City Managers, Human Resources Directors, Police Chiefs, Chief Information Officers, Library Directors, City/County Attorneys, Parks & Recreation Directors, Finance Directors and Workforce Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) Development Executive Directors. Andrea is an experienced professional with over twenty years of prior experience in Information Technology, IT Audit and Management experience in both the public and private sector. Her local government leadership roles include serving as the IT Director at Cleveland Public Schools with a staff of 50; Deputy Director of IT at Cuyahoga County with a staff of 70. In addition, her county experience includes creating a start-up venture to sell public computer access to the legal community. Ms. Sims has held management positions at AT&T, Progressive Insurance, and National City Bank managing IT projects as well as IT professionals, along with serving as an internal consultant/auditor. Areas of Expertise  Executive Recruitment  Recruitment and Retention Training  Diversity-based Recruitment and Retention  Information Technology Leadership  Organizational Assessment  Strategic Planning and Implementation  Project Management  Process Improvement  Change Management Professional Accomplishments and Education Andrea’s educational background includes a Bachelor of Arts in Mathematics from Spelman College, Atlanta Georgia and a Master of Science in Operations Research from The Wharton School at the University of Pennsylvania, Philadelphia, Pennsylvania. In addition, her post- graduate education includes numerous executive development seminars and certification from the Leadership Academy at Cleveland State University, the Anderson School at UCLA and the Gartner Group. Andrea’s current and past civic involvement includes the Board of Trustees at the Gathering Place; American Cancer Society, Cuyahoga Unit; Junior League of Cleveland, along with leadership positions with the Links, Inc., the Spelman Alumnae Association, and Delta Sigma Theta, Inc. Packet Pg. 407  6.1.a.e SECTION | 3 TIMETABLE Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 26 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 408  6.1.a.e a. EXECUTIVE RECRUITMENT PROJECT TIMELINE Below is an estimated Timeline for the executive recruitment process. You will be asked during the first on-site meeting to review and approve a Timeline for the recruitment project. It is our intent to conduct the recruitment expeditiously, but not at the expense of finding high-quality candidates for you. However, we commit to you to deliver a group of Finalists for your Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) consideration within 50 days from the date that we commence recruitment activities. OKALOOSA COUNTY, FLORIDA EXECUTIVE RECRUITMENT COUNTY MANAGER PRELIMINARY TIMELINE The following Timeline represents a preliminary schedule for your executive recruitment based on a commencement date of December 28, 2012. Actual target dates will be developed in consultation with and approved by the Okaloosa County. Activity Target Date  The Waters Consulting Group (WCG) Completes On-Site January 3, 2013 Interviews to Develop Candidate Profile and Recruitment Brochure; Board of County Commissioners (County) Approves Ad Placement Schedule and Timeline.(Depending on County’s holiday schedule)  WCG Sends Draft Recruitment Brochure to County. January 8 , 2013  County Returns Draft Recruitment Brochure (with edits) to WCG. January 15, 2013  WCG Commences Executive Recruitment Advertising and January 16, 2013 Marketing.  WCG Commences Formal Review of Applications and Sends February 1, 2013 Most Promising Applicants a Candidate Questionnaire to Provide Additional Information about Background and Experience.  WCG Completes Formal Review of Applications and Sends February 15, 2013 Selected Resumes and Questionnaire Responses to the County for Review.  WCG Meets with County and Recommends Semi-Finalists; Week of February 18, 2013 County Selects Finalists for On-Site Interviews.  WCG Completes Reference Checks/Background March 7, 2013 Checks/Academic Verification for Finalists.  WCG Sends Documentation for Finalists to County. March 8, 2013  County Conducts On-Site Interviews with Finalists. Week of March 11, 2013  County Extends Employment Offer to Finalist. Week of March 25, 2013  Candidate projected start time (to allow for participation in May, 2013 upcoming budget cycle) Packet Pg. 409  6.1.a.e b. What progress reports would be made, in what format, and at what stages of the project? We typically provide written progress reports at key points in the project, i.e., at the start and closing of each task/phase – profile development, direct marketing/advertising, etc, selection/recommendation of semifinalists, finalists, background checks, etc. We understand Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) the requirements in the RFP and will provide these reports on a bi-weekly basis as requested. CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 28 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 410  PROJECT COSTS SECTION | 4 6.1.a.e Packet Pg. 411 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e SECTION 4 | PROJECT COSTS a. The all-inclusive professional fee to conduct the recruitment is provided below and includes the cost of professional services by the Lead Consultants and the project support staff, and all project-related expenses such as advertising, printing, candidate background and reference checks, and travel expenses for three (3) on-site visits. Travel expenses incurred Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) by candidates for on-site interviews with the client are not the responsibility of WCG and are handled directly by the client organization. If there is a preference for separate billings for the professional services and project-related expenses, please advise us and the agreement can reflect such an arrangement. The all-inclusive professional fee will be billed in four installments; 30% of the fee will be billed at the beginning of the recruitment; 30% at the implementation of Phase I; 30% at the implementation of Phase II; and the final 10% upon acceptance of offer by the candidate. CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT If candidates from this recruitment process are selected for another position within your organization within one year of the close of the recruitment, a fee of 50% of the above mentioned proposal amount will be due to WCG Executive Recruitment. All questions regarding the professional fees and project-related expenses should be directed to Chuck Anderson, CEO of Executive Recruitment Division at canderson@watersconsulting.com or via phone at 817.965.3911. PHASE DESCRIPTION OF PROFESSIONAL SERVICES Phase I Task 1 – Candidate Profile Development/Advertising/Marketing (includes one day on site by Co- Lead Consultant) Task 2 – Identify Quality Candidates Phase II Task 3 – Screening of Applications and Submission of Recommended Finalists to Client. Task 4 – Reference Checks, Background Checks, and Academic Verifications Phase III Task 5 – Final Process/On-Site Interviews with Finalists (includes two days on site by Co- Lead Consultant) Conclusion Acceptance of offer by candidate TOTAL ALL-INCLUSIVE PROFESSIONAL FEE $23,500.00 OPTIONAL SERVICES FOR CONSIDERATION FEES Additional work related to the search process and as specifically requested by the client $1,500.00 per day that is outside of the scope of this project (i.e. additional onsite meetings) is additional. plus expenses The fixed professional fee for this recruitment anticipates no more than three onsite consulting days with one consultant. However, we would be pleased to provide additional onsite consulting visits for our standard daily rate of $1,500 plus expenses. b. Is there a cap on reimbursable costs? There are no reimbursable costs for this project as proposed. c. What are the projected travel expenses, if any? The travel expenses are for 3 consultant visits and are included in the all-inclusive fee. 30 d. Is your firm willing to provide additional services as needed at an hourly rate? If so, at what rates? Our standard daily rate of $1,500 plus expenses for additional consulting services. © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 412  GUARANTEES SECTION | 5 6.1.a.e Packet Pg. 413 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e SECTION 5 |GUARANTEES a. Describe any guarantees and the nature of the guarantees that you are willing to make with regard to the quality of your work, including any guarantee relating to any early separation of the selected candidate. Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) As previously mentioned in Section 1.q, we offer a triple guarantee for our clients. Our Triple Guarantee is defined as: (1) A commitment to remain with the recruitment assignment until you have made an appointment for the fees and tasks quoted in this proposal. If you are unable to make a selection from the initial group of Finalists, WCG will work to identify a supplemental group until you find a candidate to hire; (2) your executive recruitment is guaranteed for 24 months against termination for cause. Within the first year, the CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT replacement recruitment will be repeated with no additional professional fee, but only for project-related expenses. During the second year, the replacement recruitment is reduced to 50% of the professional fee plus project-related expenses. Candidates appointed from within your organization do not qualify for this guarantee. This guarantee is subject to further limitations and restrictions of your state laws. (3) WCG will not solicit any candidates selected under this contract for any other position while the candidate is employed with your organization. b. Describe what happens if the Board is not satisfied with the candidates presented to them? Our firm will continue to seek candidates for your organization until the Board is satisfied that they have a highly qualified and well-vetted slate of candidates for their next County Manager. This is considered part of the Triple Guarantee also. 32 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 414  SECTION | 6 SAMPLE BROCHURE 6.1.a.e Packet Pg. 415 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e SECTION 6 |SAMPLE BROCHURE Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 34 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 416  6.1.a.e Packet Pg. 417 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 36 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 418  6.1.a.e Packet Pg. 419 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e SECTION | 7 FORMS Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 38 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 420  SECTION 7 |FORMS 6.1.a.e Packet Pg. 421 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.e Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator) CITY OF SCOTTSDALE, AZ – CITY MANAGER RECRUITMENT 40 © 2012-The Waters Consulting Group, Inc. This proposal contains proprietary information and is the sole property of Dallas | Austin | Cleveland | Denver WCG, Inc. It is not to be reproduced without the written consent of WCG, Inc. watersconsulting.com Packet Pg. 422  6.1.a.e Packet Pg. 423 Attachment: Waters Consulting Group (1222 : Search Firm for Position of County Administrator)  6.1.a.f Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) OKALOOSA COUNTY, FLORIDA Executive Search Proposal for County Administrator RFP Number: 07-13 Prepared by Robert E. Slavin on December 11, 2012 3040 Holcomb Bridge Rd. Suite A-1 ! Norcross, Georgia 30071 ! (770) 449-4656 ! FAX (770) 416-0848 ! E-mail: slavin@bellsouth.net www.slavinweb.net With affiliates in Cincinnati, Dallas, Hartford, Key West, Los Angeles, Mackinac Island and Mesa Packet Pg. 424  6.1.a.f December 11, 2012 Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Board of County Commissioners Mr. Jack Allen Okaloosa County Purchasing Department 602-C North Pearl Street Crestview, Florida 32536 Re: Executive Recruitment Services for County Administrator — RFP Number: 07-13 Dear Mr. Allen: Slavin Management Consultants (SMC) is pleased to submit this proposal to conduct an executive search for Okaloosa County’s next County Administrator. The purpose of this project is to help the Okaloosa County Board of County Commissioners (Board) to develop and agree to a comprehensive position profile for County Administrator and then to identify, recruit and present outstanding candidates who meet these criteria. Once the profile has been developed and approved by the County, we will have no difficulty identifying quality prospective candidates and becoming immediately productive. It is normal for this type of search to take between sixty and ninety days to complete. As a high quality, management consulting firm, Slavin Management Consultants operates one of the most experienced and most respected national local government executive search practices in the nation. SMC is an independent corporation without subsidiaries or partnerships. SMC is incorporated in Georgia and qualified to do business in Florida. We serve the country from a network of offices comprised of our home office near Atlanta and our affiliate offices in Arizona, California, Connecticut, Florida, Michigan, Ohio and Texas. We have been in business as Slavin Management Consultants since 1991. SMC is capable and most interested in providing this critical service to Okaloosa County. SMC does not accept any payment from candidates or placements of any kind and does not offer out placement or career counseling services. The firm is not a member of the Association of Executive Search Consultant. To the professional ethics issue, all of our consultants are active members of the International City/County Management Association (ICMA) and comply ICMA’s strict Code of Ethics. Mr. Slavin assisted in drafting the International City/County Management Association’s Code of Ethics for public sector executive search firms and SMC strongly adheres to that code. SMC complies with the Fair Credit Reporting Act and SMC uses E-Verify when hiring staff. SMC has no prior or pending litigation of any kind either as defendant or plaintiff. This proposal commits the highest level of our firm's resources. As the owner and president of SMC and as director of our executive search practice, I will manage and serve as the primary consultant for this critical project. I will be assisted by an outstanding recruitment team consisting of Ms. Randi Frank, Mr. David Krings and Mr. Paul Wenbert. All of us are highly experienced local government executives and human resources consultants. This team includes some of the most experienced recruiters of governmental managers in the nation. We have a strong and proven commitment to providing exceptional recruitment services to public agencies and have received many accolades supporting our work. SMC has been privileged over the years to have recruited many executives for Florida public agencies, including many counties. We are familiar with Florida’s open records laws. We are able to recruit well- qualified candidates for our Florida clients who would otherwise not have applied for fear of premature publicity. We also comply with both the letter and intent of Florida’s laws. No member of the Board of County Commissioners, no official or employee of the County, and no member of any commission, committee, board or corporation controlled or appointed by the Board of County Packet Pg. 425  6.1.a.f Commissioners, has already received in connection with or related in any way to this contract, or has been promised, in the event this contract is awarded to the firm, any commission, finder's fee or other thing of value. To our knowledge, no member of the Board of County Commissioners and any official or employee of the County would or may be financially affected, whether affirmatively or negatively, and whether personally or through a spouse or other family member, if this contract were awarded to SMC. Upon request by the Board of County Commissioners or an authorized agent of the Board, the firm shall respond to any questions relating to this subject. Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) SMC is currently conducting six searches which are all scheduled to be completed within the next forty- five days. Thank you for the opportunity to submit this proposal. We look forward to working with Okaloosa County on this highly challenging and very important assignment. If you have questions concerning this proposal, please contact me at (770) 449-4656. Very truly yours, SLAVIN MANAGEMENT CONSULTANTS Robert E. Slavin, President RES/jf Packet Pg. 426  6.1.a.f TABLE OF CONTENTS Cover Letter PROJECT UNDERSTANDING AND APPROACH...................................................................................... 1 CONSULTANTS QUALIFICATIONS AND EXPERIENCE.......................................................................... 3 Recent Chief Executive Searches................................................................................................... 5 Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) ABILITY OF SMC PROFESSIONAL PERSONNEL.................................................................................... 8 Robert E. Slavin............................................................................................................................... 8 Randi Frank, SMC Managing Consultant........................................................................................ 8 David Krings, ICMA-CM, SMC Managing Consultant. .................................................................... 9 Paul Wenbert, SMC Western Regional Manager. ........................................................................ 10 STATEMENT OF WORK........................................................................................................................... 12 Define Position Profile. .................................................................................................................. 12 Identify Qualified Candidates......................................................................................................... 12 Evaluate Prospective Candidates. ................................................................................................ 12 Preliminary Screening and Progress Report. ................................................................... 12 Selection and Employment............................................................................................................ 13 In-depth Screening and Final Report. .............................................................................. 13 Establish Evaluation Criteria.......................................................................................................... 14 Follow-up. ...................................................................................................................................... 14 Reporting....................................................................................................................................... 14 Deliverables................................................................................................................................... 14 TIME TABLE.............................................................................................................................................. 15 GUARANTEES. ......................................................................................................................................... 16 REFERENCES. .......................................................................................................................................... 17 COST PROPOSAL. ................................................................................................................................... 18 Professional Fees.......................................................................................................................... 18 Expenses....................................................................................................................................... 18 AGREEMENT FOR SERVICES................................................................................................................. 20 EXHIBITS Completed County Forms Pro Forma Invoice Clients EEO Statement Minority and Female Placements Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 Packet Pg. 427  6.1.a.f PROJECT UNDERSTANDING AND APPROACH Slavin Management Consultants (SMC) is a high quality, independent management consulting firm which operates one of the most experienced and most respected national local government executive search practices in the nation. SMC is incorporated in Georgia and qualified to do business in Florida. We serve the country from a network of offices comprised of our home office near Atlanta and our affiliate offices in Arizona, California, Connecticut, Florida, Michigan, Ohio and Texas. We have been in business as Slavin Management Consultants since 1991. SMC is capable and most interested in providing this critical service to Okaloosa County. SMC does not offer out placement or career counseling services. The firm is not a Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) member of the Association of Executive Search Consultant. Mr. Slavin assisted in drafting the International City/County Management Association’s Code of Ethics for public sector executive search firms and SMC strongly adheres to that code. SMC has no prior or pending litigation of any kind either as defendant or plaintiff. Slavin Management Consultants (SMC) has completed many city/county executive searches over the years. We have significant local government recruitment experience in all regions of the United States. We have extensive experience working for Florida local governments. We use a "critical path" search process which allows our clients to focus attention on the selection process rather than on identifying, recruiting, screening and evaluating candidates. We understand that each client's need for key executives is different and that there is no "best" person for all situations. The best prospects are typically happily employed and not responding to advertisements. These people need to be found and encouraged to become candidates. They are understandably reluctant to apply for jobs when their interest could become a matter of public information prior to being assured that Okaloosa County is interested in their candidacy. Our approach to this assignment will reflect the unique qualities of Okaloosa County. It will honor the interests of candidates to the extent possible under Florida law. This proposal provides an indexed and easily usable document for the County to assess the qualifications of Slavin Management Consultants to handle this critical work. It contains the following sections: a Letter of Interest, Table of Contents, Project Understanding and Approach, Consultant’s Qualifications and Experience, Ability of Consultants Professional Staff, Statement of Work, Project Schedule, Guarantees, Fee Structure, and an Agreement for Services. We constructed the Fee Structure to illustrate the professional time and cost of each major phase of the project. Exhibits include the required County Forms, a sample recruitment profile, a sample invoice, a client list, references, our EEO/AA statement and a listing of women and minorities who we have helped place. In considering our proposal we point out several factors about our firm and our approach that will be of significant benefit to the County: < We are results oriented. Once the recruitment profile is approved, we lock into the criteria established and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring forward candidates whom we may already know. < Our key staff members have extensive experience in conducting executive searches for the public sector throughout the nation. < We are committed to complete client satisfaction. Our successful placement-oriented approach will ensure that the project work is practical, realistic, timely and that it has the full commitment and support of the County so that a successful placement will be facilitated. < We use discount airfares and leverage trips between clients whenever possible to reduce expenses to our clients. < We are leaders in the field of executive search in the public sector and our methodologies are state-of-the-art. We can address all aspects of your assignment. < Every search that we have conducted has resulted in a selection from our recommended group of candidates. Our experience includes large and small organizations, and chief executives and Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 1 Packet Pg. 428  6.1.a.f subordinate level positions. More than 95% of our placements have remained in our client s positions for more than five years. < Our style is interactive. That is, we strive to build a partnership with our clients. < We are experts in EEO/AA recruitment. Approximately 25% of our placements are women and/or minorities. Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 2 Packet Pg. 429  6.1.a.f CONSULTANTS QUALIFICATIONS AND EXPERIENCE This section presents our qualifications to conduct projects of this type. Slavin Management Consultants is a high quality, independent management consulting firm. SMC, originally organized in 1991, operates one of the most experienced and most respected national local government executive search practices in the nation. Approximately eighty-five percent (85%) of the firm’s total business is comprised of local government executive recruitment. We serve the country from a network of offices comprised of our home office near Atlanta and our affiliate offices in Arizona, California, Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Connecticut, Florida, Michigan, Ohio and Texas. We are capable and most interested in providing this critical service to Okaloosa County The company provides exceptionally high-quality consulting services to state and local governments, health care providers, transit authorities, utilities, special districts, and private sector clients. Specialty practice areas include executive recruitment, pay and classification, performance appraisal systems, and organization development and training. Our key consultants have conducted successful assignments for hundreds of public sector organizations nationally and offer many references as testimony of our work. This important engagement will be personally conducted by Mr. Robert E. Slavin. Mr. Slavin has conducted or assisted in the conduct of more than 750 successful executive searches throughout his career. Members of the proposed search team have conducted executive searches for Slavin Management Consultants as well as for others before joining the firm. All are professional public human resources practitioners with significant direct management experience. All are long-term, active members of a variety of professional organizations and stay abreast of new and changing laws, developments and trends by regularly attending specialized workshops, seminars and annual conferences. As indicated, this proposal commits the highest level of our firm's resources. As the owner and president of SMC and as director of our executive search practice, Robert Slavin will manage and serve as the primary consultant for this critical project. Mr. Slavin is located in SMC’s Norcross, GA headquarters office. He will be assisted by an outstanding recruitment team consisting of Ms. Randi Frank, Mr. David Krings and Mr. Paul Wenbert. All team members are highly experienced local government executives and human resources consultants. This team includes some of the most experienced recruiters of Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 3 Packet Pg. 430  6.1.a.f governmental managers in the nation. We have a strong and proven commitment to providing exceptional recruitment services to public agencies and have received many accolades supporting our work. We know Florida. We have been privileged over the years to have recruited many executives for Florida public agencies. If selected to provide these services, we are prepared to begin the project immediately. We know this field and, once the County has developed and approved the recruitment profile, we can become immediately productive. Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) We use a "critical path" search process which allows our clients to focus attention on the selection process rather than on identifying, recruiting, screening and evaluating candidates. We understand that each client's need for key executives is different and that there is no "best" person for all situations. The best prospects are typically happily employed and not responding to advertisements. These people need to be found and encouraged to become candidates. They are understandably reluctant to apply for positions when their interest could become a matter of public information prior to being assured that the County is interested in their candidacy. Our approach to this assignment will reflect the unique qualities of Okaloosa County. It will honor the interests of candidates to the extent possible under Florida law. In considering our proposal we point out several factors about our firm and our approach that will be of significant benefit to the City: We are results oriented. Once the recruitment profile is approved, we “lock” into the criteria established and carefully identify, recruit and evaluate candidates who meet your criteria. We do not simply bring forward candidates whom we may already know. Our key staff members have extensive experience in conducting executive searches for the public sector throughout the nation. We are committed to complete client satisfaction. Our successful placement-oriented approach will ensure that the project work is practical, realistic, timely and that it has the full commitment and support of the County so that a successful placement will be facilitated. We use discount airfares and leverage trips between clients whenever possible to reduce expenses to our clients. We are leaders in the field of executive search in the public sector and our methodologies are state-of-the-art. We can address all aspects of your assignment. Every search that we have conducted has resulted in a selection from our recommended group of candidates. Our experience includes large and small organizations, and chief executives and subordinate level positions. More than 95% of our placements have remained in our client’s positions for more than five years. Our style is interactive. That is, we strive to build a partnership with our clients. We are experts in EEO/AA recruitment. Approximately 25% of our placements are women and/or minorities. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 4 Packet Pg. 431  6.1.a.f Recent Chief Executive Searches CLIENT POPULATION YEAR SEARCH STILL Contact Information EMPLOYED ? Alleghany County, 13,000 2007 County Yes Mr. John R. Strutner VA Administrator (540) 863-6600 Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) jstrutner@co.alleghany.va.us Archuleta County, 13,000 2008 County Yes Mr. Gregory (Greg) J. Schulte CA Administrator (970) 264-8300 gschulte@archuletacounty.org Aurora, CO 314,000 2010 City Manager Yes Mr. Kin Shuman (303) 739-7225 Kshuman@auroragov.org Branson, MO 6,000 2008 City Yes Mr. Dean Kruithof Administrator (417) 337-8548 Dkruithof@bransonmo.gov Corpus Christi, TX 285,000 2011 City Manager Yes Mayor Joe Adame (361) 826-3100 joea@cctexas.com Cary, NC 95,000 2009 Town Yes Ms. Valiria W illis Manager (919) 469-4072 valiria.willis@townofcary.org Cass County, MI 50,500 2009 County Yes Mr. David Taylor Administrator (269) 699 -5544 gigi708@aol.com Dunedin, FL 36,000 2007 City Manager Yes Mayor Dave Eggers (727) 298-3001 deggers@dunedinfl.net Dunwoody, GA 40,000 2008 City Manager Yes Mayor Ken W right (678) 382-6700 ken.wrght@dunwoodyga.gov East Point, GA 40,000 2009 City Manager No Ms. Nina Hickson (404) 270-7152 nhickson@eastpointcity.org Escambia County, 300,000 2008 County No, left in Ms. Barbara Keyser FL Administrator 2010 (850) 595-1479 barbara_murphy@co.escambia.fl. us Fort Myers, FL 48,000 2007 City Manager Yes Mr. Billy Mitchell (239) 332-6309 wmitchell@cityftmyers.com Franklin, TN 59,000 2008 City Yes Mayor John Schroer Administrator (615) 791-3217 john.schroer@franklintn.gov Glynn County, GA 78,000 2010 County Yes Mr. Charles Stewart Administrator (912) 554-7401 cstewart@glynncountyga.gov Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 5 Packet Pg. 432  6.1.a.f CLIENT POPULATION YEAR SEARCH STILL Contact Information EMPLOYED ? Greenwood Village, 11,000 2006 City Manager Yes Mayor Nancy Sharpe CA (303) 486-5741 nsharpe@greenwoodvillage.com Greenville, NC 84,500 2012 City Manager yes Mayor Allen Thomas (252) 329-4419 Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) amthomas@greenvillenc.gov Gulf Shores, AL 9,000 2008 City Yes Mr. Steve Garman Administrator (251) 968-2205 sgarman@gulfshoresal.gov Hardeeville, SC 5,000 2012 City Manager Yes Ms. Lori Pomarico, City Clerk Phone: 843-784-2231 Independence, KS 9,800 2010 City Manager Yes Ms. Kelly Passauer (620) 332-2506 citymgr@comgen.com Iowa City, IA 63,000 2010 City Manager Yes Ms. Marian Karr (319) 356-5041 marian-karr@iowa-city.org La Plata, MD 7,000 2007 Town Yes Ms. Paddy Mudd Manager (301) 934-4804 pmudd@townoflaplata.org Longmont, CO 87,500 2012 City Manager Yes Mr. Bobby King, HR Dir (303) 651-8605 bobby.king@cilongmont.co.us Mansfield, MA 23,500 2010 Town Yes Mr. Kevin Moran Manager (508) 261-7372 selectmen@mansfieldma.com Missouri Municipal N/A 2010 Executive Yes Ms. Gerry W elsh League Director (314) 963-5307 citycouncil@webstergroves.org Newark, DE 29,000 2012 City Manager Yes Mayor Vance Funk (302) 368-2561 x12 vance3@funklawoffices.com Norwich, CT 36,000 2008 City Manager Yes Mr. Alan Bergren (860) 823-3751 ahbboss@yahoo.com Novi, MI 53,000 2006 City Manager Yes Mr. Clay Pearson (248) 347-0420 cpearson@cityofnovi.org Peoria County, IL 182,800 2011 County Yes Chair Tom O’Neill Administrator (309) 494-8886 toneill@peoriacounty.org Prince W illiam 293,000 2010 County Yes Mr. Cleil Fitzwater County, VA Executive (703) 792-6644 cfitzwater@pwcgov.org Rock Hill, SC 67,400 2010 City Manager Yes Mr. Doug Echols (803) 329-7011 cbell@ci.rock-hill.sc.us Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 6 Packet Pg. 433  6.1.a.f CLIENT POPULATION YEAR SEARCH STILL Contact Information EMPLOYED ? Seminole County, 425,000 2011 County Yes Commissioner Bob Dallari FL Manager & Phone: (407) 665-7215 County fmacdonald@seminolecountyfl.gov Attorney Snellville, GA 18,200 2012 City Manager Yes Mayor Kelly Kautz Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) (770) 985-3500 kkautz@snellville.org Saint Joseph, MO 76.107 2011 City Manager Yes Mayor Bill Falkner (816) 271-4640 bfalkner@ci.st-joseph.mo.us Statesboro, GA 26,000 2008 City Manager Yes Mayor Joe Brannen (912) 764-5468 cityhall@statesboroga.net Suwanee, GA 15,000 2008 City Manager Yes Ms. Elvira Rogers (770) 945-8996 erogers@suwanee.com Tazewell County, IL 135,000 2012 County Yes Chair David Zimmerman Administrator (309) 477-2272 dzimmerman@tazewell.com Topeka, KS 124,000 2006 City Manager No Mayor Bill Bunten (785) 368-3895 bbunten@topeka.org Urbandale, IA 38,000 2009 City Manager Yes Mayor Bob Andeweg (515) 283-3100 bandeweg@urbandale.org Venice, FL 21,500 2012 City Manager Yes Alan Bullock Adm Serv Dir (941) 486-2626 abulloc@ci.venice.fl.us Volusia County, FL 443,000 2006 County Yes Chairman Frank Bruno Manager (386) 626-6582 fbruno@co.volusia,fl.us W ichita, KS 360,000 2008 City Manager Yes Mayor Carl Brewer (316) 268-4331 Cbrewer@wichita.gov W indham, CT 24,000 2009 Town Yes Mayor Ernest Eldridge Manager (860) 465-3000 eeldridge@windham.com W inston-Salem, NC 186,000 2006 City Manager Yes Mayor Allen Joines (336) 727-2058 allenj@cityofws.org All of the above projects were accomplished within financial parameters very similar to those SMC has outlined in the Cost Proposal section of this proposal (pages 18-19). Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 7 Packet Pg. 434  6.1.a.f ABILITY OF SMC PROFESSIONAL PERSONNEL Robert E. Slavin, President and Director of Executive Recruitment Mr. Slavin is one of the pioneers in public sector and nonprofit executive search. He is among the best known and respected professional recruiters in the business. He has completed more than 650 searches for governmental and not-for-profit executives in all regions of the United States. Mr. Slavin is a frequent speaker before professional groups and he has written many articles for professional journals concerning governmental management. By special invitation, Mr. Slavin assisted the United States Office of Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Personnel Management to define and set up the Senior Executive Service for the Federal Government. Mr. Slavin began his local government career in 1967. His experience includes twelve years working directly for local governments and it includes seven years as a principal consultant with the government search practice of Korn/Ferry International, the largest private sector 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, Incorporated. Clients include state and local governments, nonprofit and private sector businesses all over the United States. His 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’s systems studies. Before 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 (Current and Past) C American Society for Public Administration C Bay Area Salary Survey Committee C Certified Professional Consultant to Management C Government Finance Officer’s Association C International City/County Management Association C International Personnel Management Association (IPMA) C IPMA - Human Relations Commission C IPMA - Professional Publications Committee C National Forum for Black Public Administrators C Society for Human Resources Management C Southern California Public Labor Relations Council C Southern California Municipal Assistants Randi Frank, SMC Managing Consultant Ms. Randi Frank is an independent local government human resources management consultant based in Wallingford, Connecticut. She is also a Managing Consultant for Slavin Management Consultants. Her varied background includes more than twenty-two years of experience working with and for governments. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 8 Packet Pg. 435  6.1.a.f This includes federal, county, and municipal experience. She has experience working as an Assistant Manager, Assistant to the Manager, Budget Analyst, Research Associate and Consultant to governments located in the Northeast, Mid-Atlantic and the Western regions of the United States. She holds a Master’s degree in Public Administration from the University of Southern California and a Bachelor’s degree in Urban Affairs from the University of Rhode Island. Ms. Frank is certified as a professional risk manager by the Insurance Institute of America. From her diverse background, Ms. Frank’s has gained first hand experience and in-depth knowledge in a wide-variety of fields and expertise in several areas. These include Human Resources , Risk Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Management, Grantsmanship, Recycling, General Management and Purchasing. Ms. Frank’s areas of expertise include: Recruitment Compensation and Classification Collective Bargaining AA/EEO, Sexual Harassment, Workplace Violence Employee Wellness Programs Drug free Work Place Programs ADA Human Resources Policies Grantsmanship Safety and Training Purchasing Risk Management Workers’ Compensation Budgeting Recycling Organizations C International City Management Association - Conference Fellow C Connecticut Town & City Manager’s Association - Board Member C International Personnel Management Association C CONPELRA C PRIMA - President, Past-President, Secretary-Treasurer David Krings, ICMA-CM, SMC Managing Consultant Mr. Krings has 35 years experience at the top levels of state, county, and municipal governments. He is internationally recognized as a state and local government management practitioner and consultant. Mr. Krings has been on the professional staff of governors in both Wisconsin and Arkansas. He served as the County Administrator in Peoria County, (Peoria) Illinois and Hamilton County, (Cincinnati) Ohio. Both Hamilton County and Peoria County received national recognition for innovative, quality management during Mr. Krings’ tenure. Mr. Krings also served as the Assistant Executive Director for Ramsey County (St. Paul) Minnesota. Mr. Krings has a M.A. in Public Policy and Administration from the University of Wisconsin-Madison and a BA from Carroll College (Waukesha, Wisconsin). He has also studied at schools in Denmark and Mexico. In 2005 Mr. Krings began his encore career, still in public service, but in a much broader capacity than in prior years. He is the part-time Administrator of Lockland, Ohio. He served as the part-time Advisor to the Mayor in Newtown, Ohio. He has had scores of consulting engagements with local jurisdictions and not- for-profits (largely through TechSolve, a not-for-profit consulting firm). He has been certified as a local government expert in litigation involving local governments. He has been on an advisory board of a company providing inmate telephone services (DC Telesystems). In 2009 he associated with the firm Good Energy to consult with local governments in the provision of cost saving electricity purchasing. He is also a managing consultant for Slavin Management Consultants. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 9 Packet Pg. 436  6.1.a.f Highlights from Mr. Krings’ 13 years as Hamilton County Administrator include: Responsible for $2.3 billion budget; Oversaw more than $1 billion in development of Cincinnati riverfront including construction of a new NFL football stadium and a MLB baseball park; Developed small, minority, and female business development program; Governing Magazine and Syracuse University gave Hamilton County fourth highest grade among America’s large urban counties for overall management; Gold Seal for Good E-Governance from National Academy of Public Administration; Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Top rated web site from National Association of Counties; Numerous Government Finance Officers Association of United States and Canada awards for Distinguished Budget Presentation; and ICMA Center for Performance Measurement Certificate of Distinction; Organizations • ICMA—Past President and Board Member • National Association of County Administrators (NACA)—Past President and Board Member • First person to be President of both ICMA and NACA • Recipient of American Society for Public Administration chapter Good Government Award • Adjunct professor for University of Cincinnati and faculty member of University of Illinois, Community Information and Education Service Paul Wenbert, SMC Western Regional Manager Mr. Wenbert has more than thirty years of professional local government experience including twenty-four years of executive level experience with thirteen of those years as a city manager. Mr. Wenbert joined Slavin Management Consultants in 2007 as Western Regional Manager. He is headquartered in Mesa, Arizona. Most recently, Mr. Wenbert completed seven years of service as Deputy City Manager of Mesa. His career highlights include nine years as City Administrator for Newton, Iowa; four years as Village Manager for Villa Park, Illinois and four years as Assistant City Manager for Ames, Iowa. Early in his career Mr. Wenbert served as an administrative intern for Fort Wayne, Indiana and as an administrative assistant for Mesa, Arizona and Marion, Indiana. Mr. Wenbert earned his Masters in Public Administration degree from Arizona State University and his Bachelor of Science degree From Indiana University. He is also an ICMA Credentialed Manager. His career highlights include: 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 more than $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, Arizona Supervised city departments with $470 million budget and 1,100 employees in Mesa, Arizona. Directed $80 million five-year Capital Improvements Program budget in Ames Served as chief negotiator on collective bargaining team for police, fire and blue collar union negotiations in Ames 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, freeway interchange decisions and allocating resources equitably to newly developed and existing areas of the community Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 10 Packet Pg. 437  6.1.a.f Designed and administered first personnel and wage classification system for City of Marion, Indiana In all positions enhanced citizen connection to city government through various methods including citizen-based strategic planning, citizen focus groups, regular community attitude surveys, citizen academies and providing highlights of items on Council agenda In all positions improved staff team-building through city-wide staff development and training and city-wide committee work assignments Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) Served as Vice-President of International City/County Management Association Served as President of Iowa City/County Management Association 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 Organizations < ICMA (Past Executive Board Member and Chair of the three ICMA Committees < Iowa City/County Management Association (Past President) Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 11 Packet Pg. 438  6.1.a.f STATEMENT OF WORK We recommend a five-step process as follows: • Define job qualifications and requirements for the position -- the "recruitment profile." • Identify and recruit qualified candidates. Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) • Evaluate prospective candidates. • Make recommendations, help in selection and facilitate employment. • Establish evaluation criteria and follow-up. Each step of this process is described below. A. Define Position Profile We will meet with the Board and others of her choosing, including Board of Supervisor members and executive staff to learn the County's needs, focus and requirements such as experience, education and training as well as preferred management style and personal traits. In developing the recruitment profile, we will spend a considerable amount of time at the beginning of the process in Crestview to gather additional information about the County and to ascertain, the unique challenges of the County Administrator job and the general environment within which it functions. Once we have gained the necessary information, we will prepare a draft recruitment profile and review it with the County to arrive at a general agreement regarding the specifications for the position. The final profile will include information about the region, Okaloosa County, the County government, major issues to be faced, the position and the selection criteria established. B. Identify Qualified Candidates We will first review our database to find those candidates whom we may already know and/or already have on file who may meet your specifications. Although the above process is valuable, we will rely most heavily on our own contacts in related fields and on our own experience. In other words, through "networking," we will conduct a professional search for the best-qualified candidates and invite them to apply for the position. In this effort, we utilize appropriate professional organizations, our established contacts, and our knowledge of quality jurisdictions and their employees. We will prepare and place advertisements in professional publications. We will acknowledge all resumes received and thoroughly screen all potential candidates. C. Evaluate Prospective Candidates Preliminary Screening and Progress Report Criteria for the preliminary screening will be contained in the approved recruitment profile. They may include such items as education, technical knowledge, experience, accomplishments, management style, personal traits, etc. Screening of candidates against those criteria will be based on data contained in the resume and other data provided by the candidates and on our knowledge of the organizations in which they work. At this stage, each must meet the minimum qualifications specified in the recruitment profile. We request that candidates provide us substantial written information about their accomplishments and their management style and philosophy. This information is verified and, at the County's option, may be further tested by having the finalists respond to a supplemental questionnaire and/or complete management and leadership style inventories. We interpret these instruments for the County as well. We will provide a progress report to the Board on a number of semifinalist candidates. These individuals will be top prospects who clearly meet the County's specifications for the position. With guidance from the Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 12 Packet Pg. 439  6.1.a.f County, we will narrow the semifinalist candidate group on the basis of refined criteria. During this meeting we will determine County’s expectations relative to interview questions that we will write as well as the candidate rating and scoring processes which will be included in our final report. D. Selection and Employment In-depth Screening and Final Report At this point, we will interview those semifinalist candidates whom the Board has the greatest interest in. Proper fit is as important as technical ability. We assess both. In order to better assess the candidates’ Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) management style and interpersonal characteristics, we personally interview each in his or her present work environment. We will closely examine each candidate's experience, qualifications, achievements, management style and interpersonal skills in view of the selection criteria and our professional expertise in evaluating the quality of such qualifications, skills and achievements. We conduct in-depth background checks on those individuals who continue to demonstrate their overall suitability for the position. Included are detailed and extensive reference checks which cover a minimum period of ten years. In conducting these, it is our practice to speak directly to individuals who are now or have been in positions to evaluate the candidate's job performance. We ask each candidate to provide us with a large number of references. We then network these references to other persons who know the candidate. In this way, we thoroughly evaluate each candidate. These references and evaluations are combined to provide frank and objective appraisals of the top candidates. As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college degrees. We also conduct criminal history, civil court records and driving record checks. At the County's option, we can arrange for assessment centers and/or psychological (or similar) testing of the candidates. (These optional items will result in extra cost.) We will then meet with the Board to present a group of well-qualified finalist candidates for interviews in Crestview. These final candidates will not be ranked because, at this point, they will all be qualified and it will then be a matter of chemistry between the candidates and yourself that should produce the final selection decision. Our final report will be presented in person. This written report is a comprehensive document. It contains our candidate recommendations, details about the search, interview tips, interview questions, candidate evaluation forms and information about legal vs. illegal inquiries. The report also includes the candidate interview schedule as well as our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews. The report contains comprehensive information about each recommended candidate. This includes educational and experience information, an evaluation of the candidate's experience relative to the criteria established by the County, a summary of reference comments and a statement of accomplishments and management style prepared by the candidate. Present compensation is also provided for each recommended candidate. We will provide information about trends in employment, employment contracts and agreements, relocation expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top candidate interviews with the County and we will coordinate the entire process. We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of Okaloosa County and that any public statement should come from the County directly. Under no conditions will we release information to the media unless specifically directed by the County to do so. We will notify all unsuccessful candidates of the final decision reached. And, finally, will continue to work for the County until a suitable candidate is recruited and hired by the County. SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or applicant for employment because of race, religion, creed, color, sex, disability or national origin. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 13 Packet Pg. 440  6.1.a.f E. Establish Evaluation Criteria Once the new County Administrator has been on board for 30 days or so, we will conduct a session with the County’s executive leadership and the new Executive Director to establish mutual performance criteria and goals for the position. F. Follow-up We will follow-up with the Board and the new Executive Director during the first year and assist in making Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) any adjustments that may be necessary. G. Reporting We will keep the County informed, involved in decisions and involved in the search process. We will provide frequent (at least bi-weekly) written progress reports to the County. H. Deliverables Deliverables include the recruitment profile (draft and final), the advertisement (draft and final), the progress report (presented in person), the final report with interview tips, interview schedule, interview questions, candidate resumes, candidate evaluations, candidate writing samples, rating sheets, ranking forms, tabulation forms and appropriate/inappropriate question list and negotiated employment agreement between the County and the selected. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 14 Packet Pg. 441  6.1.a.f TIME TABLE The search process normally takes between sixty (60) and ninety (90) days to complete and typically follows the following pattern: DAYS Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) STEPS 1-30 30-45 45-60 60-360 1. DEVELOP SEARCH PROCESS, RECRUITMENT PROFILE AND ADVERTISING PROGRAM FOR COUNTY APPRO- T VAL 2. IDENTIFY QUALIFIED CANDIDATES, REVIEW DATA BASE, NETWORK, RECEIVE AND REVIEW RESUMES T T 3. SCREEN & EVALUATE PROSPECTIVE CANDIDATES T 4. PROGRESS MEETING AND REPORT T 5. INTERVIEW AND EVALUATE PROSPECTIVE T T CANDIDATES 6. SUBMIT FINAL REPORT AND RECOMMENDATIONS, T ASSIST IN SELECTION, FACILITATE EMPLOYMENT 7. ESTABLISH EVALUATION CRITERIA AND FOLLOW-UP T Approximately twelve semifinalist candidates are presented to the County at the progress meetings. Generally, about five finalist candidates are presented for interviews with the County. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 15 Packet Pg. 442  6.1.a.f GUARANTEES We provide a comprehensive set of assurances and guarantees to out executive recruitment clients that include: • We are committed to excellence. We guarantee the highest quality of work and its success in your environment. To accomplish this, we will continue to work with the County until you are satisfied with the candidates and a satisfactory candidate is selected and accepts employment. Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) • We guarantee our work and will redo the search if the position is vacated, for any reason, within two years of the employment date of a candidate recommended by SMC and selected by the County. • We will never actively recruit any candidate who we have placed nor will we actively recruit any employee from a client organization for at least two years from the completion date of an assignment. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 16 Packet Pg. 443  6.1.a.f REFERENCES Mr. James Dinneen Mr. Dean Kruithof County Manager City Administrator County of Volusia City of Branson Thomas C. Kelly 110 W. Maddux Ave. Administration Center Branson, MO 65616 123 W. Indiana Ave. (417) 337-8548 Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) DeLand, FL 32720 Finance Director Search (2007) (386) 736-5920 Economic Development Director Search Transit Director - Greater Dayton Regional Transit (2009 Authority (2005) Community Development Director Human Resources Director - Volusia County (2007) Search (2009) Budget Director - Volusia County (2008) Public Works Director Search (2009) Convention Center Search (2009) Utilities director Search (2010) jdinneen@co.volusia.fl.us Dkruithof@bransonmo.gov Mr. Lief Ahnell Mayor Carl Brewer City Manager City of Wichita City of Boca Raton 455 N. Main Street 201 West Palmetto Park Road Wichita, KS 67202 Boca Raton, Florida 33432-3730 (316) 268-4331 (561) 393-7703 City Manager Search (2008) Police Chief Search (2006) Cbrewer@wichita.gov Fire Chief Search (2006) Assistant City Manager Search - Human Resources Focus (2000) Mayor Gerry Welsh BocaCM@ci.Boca-Raton.fl.us City of Webster Groves, MO 4 East Lockwood Street Webster Groves, MO 63119 Mr. Barry Burton (314) 963-5300 County Administrator Missouri Municipal League President Lake County Executive Director Search (2010) 18 N County Street citycouncil@webstergroves.org Waukegan, IL 60085-4350 (847)377-2250 Mayor Doug Echols Chief Information Officer Search (2005) City of Rock Hill Assistant County Administrator Search (2005) 155 Johnston Street Human Resources Director Search (2004) Rock Hills, SC 29731-1706 Lake County Partners - President Search (2009) (803) 329-7011 Assistant County Administrator Search (2010) City Manager Search (2010) Bburton@lakecountyil.gov dechols@cityofrockhill.com Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants — 2012 17 Packet Pg. 444  6.1.a.f COST PROPOSAL Professional Fees Our fees are based on a rate schedule that reflects the experience of the individual assigned. We use a flat fee rate schedule. Therefore, there are no project limitations based on annual salary. For this assignment we are proposing to use only consultants who have specific experience on similar assignments for other clients. We will use senior consultants where appropriate and to reduce the overall cost. We will use staff consultants when feasible. The following tables show the level of involvement by project step and Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) cost. SMC would be willing to negotiate a modified recruitment process. PROJECT COSTS ASSIGNED HOURS (Approximate) STEPS Project Consultant Total RATE (Hr) FEES Manager 1. Project Planning/Develop Position Profile/ 32 32 75 $2,400 Prepare and Place Advertising 2. Identify & Recruit Candidate/Acknowledge 30 30 75 $2,250 Resumes 35 35 35 $1,225 3. Preliminary Candidate Screening 12 12 75 $900 4 4 35 $140 4. Progress Report to the County/Reduce 8 8 75 $600 Candidate Pool 8 8 35 $280 5. In-depth Candidate Evaluation (Includes 38 38 75 $2,850 on-site consultant interviews with semi- finalist candidates) 16 16 35 $560 6. Arrange for & Schedule Final Interviews 4 4 75 $300 7. Prepare Final Report with Interview 8 8 75 $600 Questions and Selection Criteria 16 16 35 $560 8. Present Final Report and Attend 10 10 75 $750 Interviews 9. Assist in Employee Selection 2 2 75 $150 10. Negotiate Employment Agreement 4 4 75 $300 11. Establish Performance Goals 6 6 No Charge $0 12. Follow-up 4 4 No Charge $0 TOTAL HOURS 158 79 237 TOTAL PROFESSIONAL FEES $13,865 Expenses Consultant Travel Costs: The client pays direct cost for all necessary consultant travel using coach or, when available, lower air rates, corporate hotel rates at moderately priced properties (Holiday Inn or equivalent), rental cars, using the corporate discount and normal meals. Client controls these costs in the following ways: (1) when appropriate, consultants will accomplish multiple purposes when traveling and will Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants – 2012 18 Packet Pg. 445  6.1.a.f allocate costs to multiple clients and (2) the client pre-approves all work plans including all consultant (and candidate) travel. Office Costs Include: Telephone ($350 flat fee, billed in two installments), FAX, postage, messenger, copier, and clerical costs. Average Advertising Costs: Normally about $2,500. Client controls these costs because the advertising program will be approved by the County prior to implementation. Expenses for the executive search project described in this proposal will not exceed 55% of the Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) professional fee ($7,625.75). Therefore, the total cost for this project will not exceed $21,490.75. The cost for final candidates to travel to Crestview for interviews is not covered by this proposal. Such costs are typically paid by the County on a reimbursement basis, directly to the candidates, and controlled through the County's prior approval of the finalist candidates. These costs vary depending on candidate location, espousal involvement, time required for candidates to be in Crestview, etc. For budgeting purposes, an average cost of between $450.00 and $650.00 per candidate would be appropriate. About five candidates are normally recommended for interviews. Should the County's needs result in additional project scope that significantly increases consultant travel and/or advertising costs, it may be necessary to increase the expense budget for the project Your liability to Slavin Management Consultants for services rendered under this agreement will not exceed the agreed upon price unless an increase is authorized by you in writing. We will submit monthly invoices for fees and expenses. It is our practice to bill 30% at the start of the searches, 30% at the end of thirty days, 30% at the end of sixty days, and the remaining 10% shortly after the time the new Executive Director accepts employment with the County. Each invoice will be payable upon receipt for professional services. Expenses will be billed in addition and shown as a separate figure. Attached is a pro-forma invoice showing the level of accounting detail we will provide. We will comply with all applicable laws, rules, and regulations of federal, State, and local government entities. Our ability to carry out the work required will be heavily dependent upon our experience in providing similar services to others, and we expect to continue such work in the future. We will, to the degree possible, preserve the confidential nature of any information received from you or developed during the work in accordance with our professional standards. We assure you that we will devote our best efforts to carrying out the engagements. The results obtained, our recommendations, and any written material provided by us will represent our best judgment based on the information available to us. Our liability, if any, will not be greater than the amount paid to us for the services rendered. This proposal constitutes the agreement between us. It cannot be modified except in writing by both parties. Our agreement will be interpreted according to the laws of the State of Florida. Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants – 2012 19 Packet Pg. 446  6.1.a.f AGREEMENT FOR SERVICES This proposal is presented for Slavin Management Consultants by: SIGNATURE: Attachment: Slavin Management Consultants 1 (1222 : Search Firm for Position of County Administrator) NAME: Robert E. Slavin TITLE: President DATE: December 11, 2012 This proposal is accepted for Okaloosa County, Florida by: SIGNATURE: NAME: TITLE: DATE: Prepared for OKALOOSA COUNTY, FLORIDA by Slavin Management Consultants – 2012 20 Packet Pg. 447  SLAVIN MANAGEMENT CONSULTANTS SMC EXHIBITS 6.1.a.g Packet Pg. 448 Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator)  6.1.a.g PRO FORMA INVOICE INVOICE DATE: CLIENT: Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) ADDRESS: CITY, STATE: Progress billing for professional services rendered in connection with our agreement: $XXXX.XX (Invoice __ of __) Reimbursable expenses at cost: Airfare $ XXX.XX Hotel XX.XX Ground Transportation XX.XX Meals XX.XX Tips XX.XX Telephone XXX.XX Clerical Support XXX.XX FAX XX.XX Messenger Service XX.XX Copies XX.XX Postage XX.XX Misc. Direct Costs XX.XX Total Expenses $XXXX.XX TOTAL INVOICE $XXXX.XX SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 449  6.1.a.g CLIENT LIST BY CATEGORY The following list of clients represent organizations for which our principal Consultants performed significant project work. This client list spans thirty years of experience of SMC consultants. Please contact SMC if you desire to speak with the individuals who were project contacts. MUNICIPALITIES Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) Aiken, South Carolina Davenport, Iowa Albany, Georgia Davie, Florida Alpharetta, Georgia Decatur, Georgia Anaheim, California Decatur, Illinois Ann Arbor, Michigan Delray Beach, Florida Arlington, Texas Del Rio, Texas Arlington Heights, Illinois Denton, Texas Arvada, Colorado Destin, Florida Atlanta, Georgia Dothan, Alabama Atlantic Beach, Florida Dubuque, Iowa Asheville, North Carolina Duluth, Georgia Auburn, Maine Dunedin, Florida Aurora, Colorado Durham, North Carolina Austin, Texas Eagle Pass, Texas Bartlesville, Oklahoma East Brunswick Township, New Jersey Bentonville, Arkansas Edmond, Oklahoma Bergenfield, New Jersey Elgin, Illinois Berkeley, California Enfield, Connecticut Beverly Hills, California Escondido, California Birmingham, Alabama Evanston, Illinois Bisbee, Arizona Fort Collins, Colorado Blacksburg, Virginia Fort Lauderdale, Florida Bloomington, Illinois Fort Worth, Texas Boynton Beach, Florida Franklin, Tennessee Branson, Missouri Frisco, Colorado Brea, California Gainesville, Florida Bridgeport, Connecticut Gainesville, Georgia Broken Arrow, Oklahoma Galesburg, Illinois Brownsville, Texas Garden City, New York Bryan, Texas Glastonbury, Connecticut Burbank, California Glendale, Arizona Camarillo, California Glen Ellyn, Illinois Carson, California Grand Rapids, Michigan Cary, North Carolina Greensboro, North Carolina Casper, Wyoming Gulfport, Florida Chapel Hill, North Carolina Hardeeville, SC Charlotte, North Carolina Hemet, California Chesapeake, Virginia Hercules, California Clearwater, Florida Highland Park, Illinois Cleveland, OH Hollywood, Florida Columbia, Missouri Homestead, Florida Columbus, Georgia Huntington Beach, California Concord, New Hampshire Independence, Missouri Coral Springs, Florida Independence, Kansas Corpus Christi, Texas Iowa City, Iowa Corta Madera, California Jacksonville Beach, Florid Creedmoor, North Carolina Jupiter, Florida Culver City, California Kalamazoo, Michigan Dallas, Texas Kansas City, Missouri SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 450  6.1.a.g Lake Worth, Florida Roanoke, Virginia Lakewood, Colorado Rock Hill, South Carolina Lapeer, Michigan Rockville, Maryland Laramie, Wyoming Sacramento, California Laredo, Texas St. Louis Park, Minnesota Lenexa, Kansas Salem, Oregon Liberty, Missouri San Diego, California Lillburn, Georgia San Fernando, California Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) Little Rock, Arkansas San Francisco, California Long Beach, California San Jose, California Longmont, CO San Juan Capistrano, California Manassas, Virginia Sandersville, Georgia Mansfield, Massachusetts Santa Ana, California Miami Beach, Florida Santa Monica, California Milwaukie, Oregon Sarasota, Florida Minneapolis, Minnesota Shaker Heights, Ohio Miramar, Florida Simi Valley, California Modesto, California Sioux City, Iowa Muscatine, Iowa Snellville, Georgia Neptune Beach, Florida South Brunswick Township, New Jersey Newark, Delaware Springfield, Missouri New Smyrna Beach, Florida Stratford, Connecticut Norfolk, Virginia Storm Lake, Iowa Norman, Oklahoma Sunnyvale, California North Las Vegas, Nevada Sunrise, Florida North Miami Beach, Florida Takoma Park, Maryland Northglenn, Colorado Topeka, Kansas North Port, Florida Titusville, Florida Norwich, Connecticut Thornton, Colorado Oberlin, Ohio Traverse City, Michigan Ocean City, Maryland Topeka, Kansas Oceanside, California Turlock, California Olathe, Kansas Upper Arlington, Ohio Oklahoma City, Oklahoma Urbandale, Iowa Oxnard, California Valdez, Alaska Palm Bay, Florida Venice, FL Palm Beach Gardens, Florida Virginia Beach, Virginia Palo Alto, California Waco, Texas Panama City, Florida Warrensburg, Missouri Park Ridge, Illinois Washington, Illinois Pasadena, California West Des Moines, Iowa Peoria, Illinois West Hartford, Connecticut Phoenix, Arizona West Hollywood, California Pittsburg, Kansas West Palm Beach, Florida Pompano Beach, Florida Wichita, Kansas Portage, Michigan Windham, Connecticut Pueblo, Colorado Winston-Salem, North Carolina Richmond, California Winter Park, Florida Richmond, Virginia Worthington, Minnesota Riverside, California Ypsilanti, Michigan Riverview, Michigan COUNTIES Alameda County, California Brown County, Wisconsin Albemarle County, Virginia Buffalo County, Nebraska Arapahoe County, Colorado Chaffee County, Colorado Beaufort County, South Carolina Cass County, Michigan Broward County, Florida Chesterfield County, Virginia SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 451  6.1.a.g Clark County, Nevada Muscatine County, Iowa Cobb County, Georgia New Kent County, Virginia Dade County, Florida Orange County, New York Eagle County, Colorado Orange County, North Carolina Oklahoma Escambia County, Florida Palm Beach County, Florida Fairfax County, Virginia Peoria County, Illinois Forsyth County, Georgia Pinellas County, Florida Fremont County, Colorado Polk County, Florida Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) Fresno County, California Prince William County, Virginia Fulton County, Georgia. Ramsey County, Minnesota Glynn County, Georgia St. Louis County, Minnesota Gunnison County, Colorado Saline County, Kansas Hall County, Georgia San Diego County, California Hamilton County, Ohio San Luis Obispo County, California Ketchikan-Gateway Borough, Alaska San Mateo County, California Lake County, Florida Sarasota County, Florida Lake County, Illinois Sedgwick County, Kansas La Plata County, Colorado Seminole County, Florida Leon County, Florida Sonoma County, California Lincoln County, North Carolina Springettsbury Township, Pennsylvania Livingston County, Illinois Spotsylvania County, Virginia Los Angeles County, California Tazewell County, IL Martin County, Florida Volusia County, Florida McHenry County, Illinois Wake County, North Carolina Mecklenburg County, North Carolina Washtenaw County, Michigan Mendocino County, California Whiteside County, Illinois Mesa County, Colorado Whitfield County, Georgia Moffat County, Colorado Yolo County, California Monterey County, California OTHER ORGANIZATIONS Development Groups Peoria Housing Authority, Illinois Arrowhead Regional Development, Duluth, Libraries Minnesota Columbia Development Corporation, South Birmingham, Alabama Public Library Carolina Central Arkansas Library System Fresno Economic Development Commission, Lexington, Kentucky Library System California Metropolitan Library System of Oklahoma Fresno Redevelopment Authority, California Moline Public Library GoTopeka, Inc., Kansas Lincoln Road Development Corporation, Miami Beach, FL Non-Profits and Other Governmental Los Angeles, California, Community Jurisdictions Redevelopment Agency Mid-American Regional Council, Kansas City, California State Government Missouri CDC Federal Credit Union, Atlanta, Georgia West Palm Beach Downtown Development District of Columbia Authority, Florida Fresno Employment and Training Commission, California Housing Authorities Jefferson County Personnel Board, Alabama Local Government Insurance Trust, Maryland California Housing Finance Agency Los Angeles, California Department of Jefferson County Housing Authority, Alabama Community Public HealthLos Angeles, California Las Vegas Housing Authority Music Center Operating Company Memphis Housing Authority, Tennessee Los Angeles Olympics Organizing Committee Ocala Housing Authority, Florida Metropolitan Nashville, Tennessee Arts SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 452  6.1.a.g Commission Greater Dayton Regional Transportation Parkland Hospital, Texas Authority Southwest Florida Regional Planning Council Kalamazoo County Transportation Authority Lee County Port Authority, Florida Professional Associations Metra (Chicago Commuter Rail System) Port Everglades Authority, Fort Lauderdale, American Public Works Association Florida Association of County Commissioners, Georgia Orlando - Orange County Expressway Authority Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) Georgia Municipal Association Port of Sacramento, California International City/County Management Riverside Transit Agency, California Association San Francisco Bay Area Rapid Transit District, Iowa League of Cities California Missouri Municipal League Sarasota/Manatee Airport Authority, Florida Southern California Rapid Transit District School Districts Utility Districts Adams County School District #14, Commerce City, Colorado Columbus Water Works, Georgia Lake Sumpter Community College, Florida Metropolitan Sewer District of Greater Cincinnati, Dallas Independent School District, Texas Ohio Public Works Commission of Fayetteville, North Transportation Agencies Carolina Rivanna Solid Waste Authority, Virginia Alameda-Contra Costa Transit District, Oakland, Rivanna Water and Sewer Authority, Virginia California Sacramento Municipal Utility District, California Bay Area Rapid Transit District, Oakland, South Florida Water Management District California Spartanburg Utility District, South Carolina Dallas Area Rapid Transit District, Dallas, Texas SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 453  6.1.a.g EEO STATEMENT Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the face of the community we serve, honors and respects the differences and abilities of all our employees and residents, and provides employees with the necessary opportunities, tools, and support to achieve their maximum potential. Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing diversity is the basis for a policy of inclusion. Diversity recognizes and respects the multitude of differences which employees bring to the workplace. Diversity complements organizational values that stress teamwork, leadership, empowerment, and quality service. Diversity means striving to maintain an environment in which managers value the differences in their employees and take steps to ensure that all employees know they are welcome. To achieve workplace equity and inclusion, SMC will observe the practices outlined below: ! We will ensure that we do not discriminate in employment on the basis of race, color, religion, national origin, sex, age, disability, marital status, sexual orientation, creed, ancestry, medical condition, or political ideology. ! Our recruiting efforts will ensure that applicant pools are both capable and diverse. ! We will make employment decisions based on job-related criteria and will provide opportunities for entry and promotion into non-traditional jobs. ! We will ensure a workplace free of all forms of harassment. ! We will develop a procedure for prompt, thorough and impartial investigations of discrimination or harassment complaints and will act on appropriate measures to provide remedy or relief to individuals who have been victims of illegal discrimination or harassment. Measures to ensure accountability for managing diversity will be incorporated into the performance management system for supervisors and managers. The chief executive officer will evaluate the effectiveness of our diversity policies and programs. By creating a workplace where everyone can work towards their maximum potential, SMC will retain quality, productive employees who will provide excellent services to our clients. SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 454  6.1.a.g MINORITY AND WOMEN PLACEMENTS CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO ALACHUA COUNTY, FL County Administrator X ALBANY, GA City Manager X Police Chief X Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) Assistant City Manager X Human Resources Director X ASPEN, CO City Manager X AUSTIN, TX City Auditor X City Manager X Police Chief X BERKELEY, CA City Manager X Public Works Director X BEVERLY HILLS, CA Sanitation Director X Library Director X BOCA RATON, FL City Manager X Asst. City Manager X BOISE, ID Chief Financial Officer X BROWARD COUNTY, FL Assistant Director of Equal X X Employment BOISE, ID Chief Financial Officer S BRYAN, TX Municipal Court Judge X City Manager X CAMARILLO, CA City Clerk X CARSON, CA Planning Director X CHAPEL HILL, NC Transportation Director X Human Resources Director X CHARLOTTE COUNTY, FL County Attorney X CENTRAL CITY ASSN. OF THE Director of Security X CITY OF LOS ANGELES (CA) CHARLOTTE, NC Neighborhood Services Director X COLUMBIA, MO Police Chief X CULVER CITY, CA Finance Director X DALLAS INDEPENDENT Chief Financial Officer X X SCHOOL DISTRICT (TX) DALLAS, TX City Attorney X DECATUR, GA Chief of Police X DISTRICT OF COLUMBIA Executive Director Alcoholic Beverage Regulations X Commission SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 455  6.1.a.g CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO DURHAM, NC City Manager X City Manager X X Police Chief X Public Works Director X X ESCAMBIA COUNTY, FL Assistant County Administrator X ESCONDIDO, CA Civic Center Construction Mgr X Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) EVANSTON, IL City Manager X FRESNO, CA (PIC) Executive Director X FORT LAUDERDALE, FL Fire Chief X FORT MYERS, FL City Manager X FRESNO, CA (PIC) Executive Director X GAINESVILLE, FL Equal Employment Director X GLASTONBURY, CT Human Resources Director X X GREENBELT HOMES, INC. Executive Director X (MARYLAND) GREENSBORO, NC Assistant City Manager X GREENVILLE, NC City Manager X X HAMILTON COUNTY, OH Jobs and Family Services Director X HILLSBOROUGH COUNTY (FL) Executive Director X CHILDREN’S BOARD HOLLYWOOD, FL City Manager X JUPITER, FL Assistant to the City Manager X Public Works Director X KALAMAZOO, MI City Manager X Assistant City Manager X LAKE COUNTY, FL County Attorney X LAKE COUNTY, IL Purchasing Director X Human Resources Director X Assistant County Administrator X LAKE COUNTY, IL HEALTH Executive Director X DEPARTMENT LAKE WORTH, FL Utilities Customer Services X Manager LA PLATA COUNTY, CO Human Services Director X LEE COUNTY, FL County Administrator X Human Resources Director X LINCOLN ROAD Executive Director X DEVELOPMENT CORP. LONG BEACH, CA Police Chief X LONG BEACH, CA Executive Director, Civil Service X Commission SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 456  6.1.a.g CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO LONGMONT, CO City Manager X LOS ANGELES, COMMUNITY Sr. Project Manager X X REDEVELOPMENT AGENCY Project Manager X Project Manager X Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) LOS ANGELES COUNTY (CA) Executive Director X X HEALTH SYSTEMS AGENCY Deputy Exec. Dir. X LOS ANGELES COUNTY Public Health Director X DEPARTMENT OF PUBLIC HEALTH LOS ANGELES OLYMPICS Human Resources Director X X ORGANIZING COMMITTEE Director of Venues X METROZOO (MIAMI FL) Director of Marketing X MEMPHIS (TN) HOUSING Executive Director X AUTHORITY MIAMI (FL) OFF-STREET Finance Director X PARKING SYSTEM MIAMI VALLEY REGIONAL Executive Director X X TRANSIT AUTH. (DAYTON, OH) MIRAMAR, FL City Manager X MONTEREY COUNTY, CA Hospital Administrator X NOAH DEVELOPMENT Executive Director X CORPORATION NORFOLK, VA Human Resources Director X Senior Engineer X NORFOLK, VA Social Services Director X OCALA (FL) PUBLIC HOUSING Executive Director X AUTHORITY OBERLIN, OH City Manager X ORMOND BEACH, FL City Manager X OKLAHOMA CITY, OK City Manager X PALM BAY, FL Human Resources Director X PALM BEACH COUNTY, FL Assistant County Administrator X PALM BEACH COUNTY (FL) Executive Director X CHILDREN’S SERVICES BOARD PALM BEACH COUNTY (FL) Executive Director X HEALTH CARE DISTRICT PALM BEACH GARDENS, FL City Manager (1992) X City Manager (1999) X PALO ALTO, CA City Attorney X SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 457  6.1.a.g CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO PEORIA (IL) PUBLIC HOUSING Executive Director X AUTHORITY PHOENIX, AZ Chief of Police X PRINCE WILLIAM COUNTY, VA County Executive X Human Resources Director X X Fire Chief X X Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) RICHMOND, CA City Manager X RICHMOND, VA Director of Public Health X ROANOKE, VA Police Chief X Economic Development Director X Assistant City Manager X X Director of Human Services X ROCKVILLE, MD Assistant City Manager X SACRAMENTO, CA Human Resources Director X X SAGINAW, MI Police Chief X SAN DIEGO, CA City Manager X SAN FRANCISCO, CA Assistant City Administrator X SAN JOSE, CA Police Chief X SANTA MONICA, CA Deputy City Manager X SARASOTA, FL Human Resources Director X SARASOTA COUNTY, FL Deputy County Administrator X SELMA, AL Chief of Police X SHAKER HEIGHTS, OH City Administrator X SUNNYVALE, CA Public Information Officer X City Clerk X STRATFORD, CT Human Resources Director X TAKOMA PARK, MD City Manager X Recreation Director X X Housing and Community X Development Director Public Works Director X THORNTON, CO Public Information Officer X TOPEKA, KS City Manager X Police Chief X VENICE, FL Police Chief X VIRGINIA BEACH, VA Human Resources Director X VIRGINIA BEACH PARK Executive Director X TRUST (FL) VOLUSIA COUNTY, FL County Manager X X Budget Director X SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 458  6.1.a.g CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO WACO, TX Deputy City Manager X Exec. Dir. - Support Services X Assistant City Manager X Director of Facilities X Attachment: Slavin Management Consultants 2 (1222 : Search Firm for Position of County Administrator) WAKE COUNTY, NC Human Services Director X THE WEINGART CENTER (LOS Executive Director X ANGELES) WEST COVINA, CA Planning Director X X WEST MIFFLIN, PA Town Administrator X WEST PALM BEACH, FL Assistant City Administrator X X WICHITA, KS Human Resources Dir X X Community Services Dir X X Communications Director X Director of Libraries X Housing and Development X X Director City Manager X YPSILANTI, MI City Manager X ZOOLOGICAL SOCIETY OF Executive Director X FLORIDA (DADE COUNTY) SLAVIN MANAGEMENT CONSULTANTS Packet Pg. 459  6.1.a.h Packet Pg. 460 Attachment: Slavin Management Consultants 3 (1222 : Search Firm for Position of County Administrator)  6.1.a.h Packet Pg. 461 Attachment: Slavin Management Consultants 3 (1222 : Search Firm for Position of County Administrator)  6.1.a.h Packet Pg. 462 Attachment: Slavin Management Consultants 3 (1222 : Search Firm for Position of County Administrator)  6.1.a.i A PROPOSAL TO CONDUCT EXECUTIVE RECRUITMENT SERVICES Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) FOR COUNTY ADMINISTRATOR ON BEHALF OF OKALOOSA COUNTY, FLORIDA BOB MURRAY & ASSOCIATES CONTACT: S. RENEE NARLOCH, VICE PRESIDENT 2910 KERRY FOREST PARKWAY, D4-242 TALLAHASSEE, FL 32309-6892 (850) 391-0000; FAX (916) 735-2402 reneen@bobmurrayassoc.com Packet Pg. 463  6.1.a.i December 10, 2012 Mr. Don Amunds, Chairman and Board of County Commissioners c/o Mr. Jack Allen Okaloosa County 602-C North Pearl Street Crestview, FL 32536 Dear Chairman Amunds and Commissioners: Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) Thank you for the opportunity to submit a proposal to conduct an executive recruitment for the County Administrator position on behalf of Okaloosa County. The following proposal outlines our recruitment process, a proposed budget, and the qualifications of our firm and our staff. Also included is a list of references, a client list and a sample recruitment brochure. With respect to this recruitment for Okaloosa County you should know: Bob Murray & Associates has a national reputation for conducting quality searches that result in the placement of candidates ideally suited to our clients’ needs. With many years of experience, Bob Murray & Associates has an unmatched record of conducting successful searches for municipal executives, having completed over 800 public sector recruitments, including more than 200 County/City Administrators. Our experience and knowledge of top candidates nationwide will ensure you have an outstanding group of finalists. Bob Murray & Associates has conducted public sector recruitments on behalf of organizations throughout the State of Florida including Bay County (County Manager); Broward County (County Attorney and Assistant Economic Development Director); Sumter County (Public Works Director); Indian River County (Utilities Director); Orange County (Several Positions); Florida Association of Counties (FAC) (Executive Director); City of Lakeland (Public Works Director and Employee Relations Director); City of Ocala (City Manager); Palm Beach (Town Manager); City of Gainesville (City Attorney); City of Fort Lauderdale (City Manager and City Attorney); Miami Beach (City Manager); Florida Public Transit Association (FPTA) (Executive Director); and many others. As you may know, we are contracted with Broward County to conduct searches on an “as needed” basis and have conducted several searches on behalf of the County including the recent Port Everglades Director. We are also currently contracted with Arlington County (VA); the Metropolitan Washington Airport Authority; the Commonwealth of Pennsylvania; San Antonio Housing Authority (TX); and the Fort Worth Transportation Authority (TX) to recruit on an “as needed” basis. Packet Pg. 464  6.1.a.i Bob Murray & Associates will utilize our contacts and networks to reach qualified candidates through referrals and our aggressive outreach efforts, especially those who are not currently seeking employment. We will target the recruitment to ensure a diverse applicant pool including qualified minority and women candidates. While focusing our efforts nationally, we will also look regionally and within the State of Florida for excellent potential candidates. We understand the importance of finding candidates who are both highly qualified and the right fit for Okaloosa County. Ms. S. Renee Narloch, Vice President, will conduct the City Manager recruitment Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) for the City of Melbourne. Over the last 20 years, she has conducted hundreds of public sector recruitments on behalf of municipal organizations nationwide. Prior to joining Bob Murray & Associates, Ms. Narloch served as the Southeastern Regional Recruitment Director for MAXIMUS and David M. Griffith and Associates (DMG) with sole responsibility for executive recruitments throughout the Southeast, Mid-Atlantic and Midwestern states. Her current recruitment projects include the Children’s Board of Hillsborough County (Executive Director); The Louisiana Housing Corporation (Executive Director); City of Fort Lauderdale (City Attorney); San Antonio Housing Authority (Chief Operating Officer); City of Miami Beach (City Manager); and the El Paso Water Utilities- Public Service Board (President/CEO). Recent clients include the City of Dallas (Assistant Director, Department of Streets – Transportation Operations); City of Topeka (City Manager); and the Housing Authority of the City of Austin (President/CEO). Our extensive network of contacts and knowledge of potential candidates provides us with an advantage when recruiting on behalf of Okaloosa County. Our knowledge of what makes a candidate truly outstanding, along with our ability to assess your needs and the candidates’ abilities, skills and management styles will ensure that Okaloosa County has an outstanding group of finalists from which to select the new County Administrator. To learn first-hand about the quality of our services and our recruitment successes, we invite you to contact the references listed in our proposal. Thank you for your consideration, and we hope you find our qualifications favorable. Please do not hesitate to contact us at (850) 391-0000 should you have questions or need additional information. Sincerely, S. Renee Narloch Vice President Packet Pg. 465  6.1.a.i TABLE OF CONTENTS PROFESSIONAL QUALIFICATIONS ................................1 THE RECRUITMENT PROCESS ...................................... 3 STEP 1 DEVELOPING THE CANDIDATE PROFILE ............................................ 3 STEP 2 ADVERTISING CAMPAIGN AND RECRUITMENT BROCHURE ............. 3 Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) STEP 3 RECRUITING CANDIDATES .................................................................... 3 STEP 4 SCREENING CANDIDATES ...................................................................... 4 STEP 5 PERSONAL INTERVIEWS ......................................................................... 4 STEP 6 PUBLIC RECORD SEARCH ....................................................................... 4 STEP 7 RECOMMENDATION ................................................................................ 4 STEP 8 FINAL INTERVIEWS ................................................................................. 4 STEP 9 BACKGROUND CHECKS /DETAILED REFERENCE CHECKS.............. 5 STEP 10 NEGOTIATIONS ..................................................................................... 5 STEP 11 COMPLETE ADMINISTRATIVE ASSISTANCE ....................................... 5 ASSIGNED STAFF................................................................ 6 REFERENCES ...................................................................... 7 BUDGET, GUARANTEE AND TIMING........................... 8 STATEMENT OF PROFESSIONAL STANDARDS ........10 ADDITIONAL INFORMATION .......................................10 ENCLOSURES:  SAMPLE RECRUITMENT BROCHURE  PAST CLIENTS LIST  REFERENCE LETTERS  SAMPLE INSURANCE CERTIFICATE Packet Pg. 466  6.1.a.i PROFESSIONAL QUALIFICATIONS OUR FIRM Bob Murray & Associates is known throughout the industry as the leading public sector recruitment firm by both clients and candidates. We have a reputation for conducting quality searches that result in the placement of candidates ideally suited to meet our clients’ needs. We pride ourselves on our responsiveness to clients and candidates, and we assure Okaloosa County that the highest caliber of service will be provided throughout the recruitment process. Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) Our firm is comprised of individuals who have extensive experience in the recruitment of public sector executives. Prior to joining our firm at its inception in May of 2000, our recruiters acquired many years of public sector recruitment experience with some of the largest, corporate, public sector consulting firms. We have offices in Tallahassee, Florida and Roseville (Sacramento), California. OUR EXPERIENCE Bob Murray & Associates has extensive experience, placing more than 800 public sector professionals. Our placements include City Managers, County Administrators, City Clerks, Human Resources Directors, Finance Directors, Police Chiefs, Fire Chiefs, and many other key senior management personnel. Our experience ranges from working with large, complex organizations such as Fulton County (Atlanta), San Francisco, Los Angeles, Phoenix, Las Vegas, and Arlington County, to much smaller organizations. We have conducted searches nationwide, and we have a good understanding of municipal governments and their needs relative to leadership. Bob Murray & Associates has conducted public sector recruitments on behalf of organizations throughout the State of Florida including Bay County (County Manager); Broward County (County Attorney and Assistant Economic Development Director); Sumter County (Public Works Director); Indian River County (Utilities Director); Orange County (Several Positions); Florida Association of Counties (FAC) (Executive Director); City of Lakeland (Public Works Director and Employee Relations Director); City of Ocala (City Manager); Palm Beach (Town Manager); City of Gainesville (City Attorney); City of Fort Lauderdale (City Manager and City Attorney); Miami Beach (City Manager); Florida Public Transit Association (FPTA) (Executive Director); and many others. As you may know, we are contracted with Broward County to conduct searches on an “as needed” basis and have conducted several searches on behalf of the County including the recent Port Everglades Director. We are also currently contracted with Arlington County (VA); the Metropolitan Washington Airport Authority; the Commonwealth of Pennsylvania; San Antonio Housing Authority (TX); and the Fort Worth Transportation Authority (TX) to recruit on an “as needed” basis. BOB MURRAY & ASSOCIATES Professional Qualifications PAGE 1 Packet Pg. 467  6.1.a.i ORGANIZATIONAL CHART Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) BOB MURRAY & ASSOCIATES Professional Qualifications PAGE 2 Packet Pg. 468  6.1.a.i THE RECRUITMENT PROCESS Bob Murray & Associates’ unique, client-driven approach to executive search will ensure that Okaloosa County has a pool of high-quality candidates from which to select the new County Administrator. Outlined below are the key steps in our recruitment process. STEP 1 – DEVELOPING THE CANDIDATE PROFILE Our understanding of the Board’s requirements will be the foundation to a successful search. We will work directly with the Board, staff and others involved in the process Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) in order to learn as much as possible about what the organization expects of a new County Administrator. We can also meet with other key staff or community members to gather input. We want to learn about the values and culture of the organization, as well as to understand the current issues, challenges and opportunities that face Okaloosa County. We also want to be fully acquainted with the Board’s expectations regarding the knowledge, skills and abilities sought in the ideal candidate, and we will work with your organization to identify expectations regarding education and experience. Additionally, we want to discuss expectations regarding compensation and other items necessary to complete the successful appointment of the ideal candidate. The profile that we develop together at this stage will guide our recruitment efforts. STEP 2 – ADVERTISING CAMPAIGN AND RECRUITMENT BROCHURE After gaining an understanding of the Board’s needs, we will design an effective advertising campaign that is appropriate for the recruitment. We will focus on professional journals that are specifically suited to the County Administrator search, utilizing venues that will ensure a diverse pool of applicants including qualified minority and women candidates. We will also develop a professional recruitment brochure on the Board’s behalf that will discuss the community, organization, position and compensation. Once completed, we will mail the brochure to an extensive audience, making them aware of the exciting opportunity with Okaloosa County. A sample brochure has been included for your review. STEP 3 – RECRUITING CANDIDATES After cross-referencing the profile of the ideal candidate with our database of thousands of candidates and our contacts in the field, we will conduct an aggressive outreach effort that includes making personal calls to prospective applicants in order to identify and recruit outstanding candidates, including qualified minority and women candidates. We realize that the best candidate is often not looking for a new job, and this is the person that we actively pursue to become a candidate. Aggressively marketing the County Administrator position to prospective candidates will be essential to the success of the search. BOB MURRAY & ASSOCIATES The Recruitment Process PAGE 3 Packet Pg. 469  6.1.a.i STEP 4 – SCREENING CANDIDATES Following the closing date for the recruitment, we will screen all resumes using the criteria established in our initial meetings to narrow the field of candidates. STEP 5 – PERSONAL INTERVIEWS We will conduct personal interviews with the top 10 to 12 candidates in order to determine which candidates have the greatest potential to succeed in your organization. During the interviews, we will explore each candidate’s background and Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) experience as it pertains to the County Administrator position. In addition, we will discuss the candidate’s motivation for applying for the position and make an assessment of his/her knowledge, skills and abilities. We will devote specific attention to determining the likelihood of the candidate’s acceptance of the position if an offer of employment is made. STEP 6 – PUBLIC RECORD SEARCH Following the interviews, we will conduct a review of published articles that reference each candidate. Various sources will be consulted, including Lexis- Nexis™, a newspaper/magazine search engine, Google, and local papers from the communities in which the candidates have worked. This brings to our attention any further detailed inquiries that we may need to make at this time. STEP 7 – RECOMMENDATIONS Based on the information gathered through meetings with your organization and personal interviews with candidates, we will typically recommend three to five candidates for your consideration. We will prepare a detailed, written report on each candidate that focuses on the results of our interviews and public record searches. We will make specific recommendations, but the final selection of those to be considered will be up to you. STEP 8 – FINAL INTERVIEWS Our years of experience will be invaluable as we help you to develop an interview process that objectively assesses the qualifications of each candidate. We will adopt an approach that fits your needs, whether it is a traditional interview, multiple interview panel or assessment center process. We will provide you with suggested interview questions and rating forms, and we will be present at the interviews to facilitate the process. Our expertise lies in facilitating the discussion that can bring about a consensus regarding the final candidates. We will work closely with your staff to coordinate and schedule interviews and candidate travel. Our goal is to ensure that each candidate has a very positive experience, since the manner in which the entire process is conducted will have an effect on the candidates’ perception of your organization. BOB MURRAY & ASSOCIATES The Recruitment Process PAGE 4 Packet Pg. 470  6.1.a.i STEP 9 – BACKGROUND CHECKS/DETAILED REFERENCE CHECKS Based on final interviews, we will conduct credit, criminal, civil litigation and motor vehicle record checks for the top one to three candidates. In addition, those candidates will be the subjects of detailed, confidential reference checks. In order to gain an accurate and honest appraisal of the candidates’ strengths and weaknesses, we will talk candidly with people who have direct knowledge of their work and management style. We will ask candidates to provide the names of their supervisors, subordinates and peers for the past several years. Additionally, we will make a point of speaking confidentially to individuals known to have insight into a candidate’s abilities, but who may not be on his/her Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) preferred list of contacts. At this stage in the recruitment, we will also verify candidates’ educational backgrounds and any required certifications. STEP 10 – NEGOTIATIONS We recognize the critical importance of successful negotiations and can serve as your representative during this process. Our experience provides us with insight into current industry standards and expectations in negotiating contracts, and we will be available to advise you regarding current approaches to difficult issues such as housing and relocation. Working to secure the appointment of your chosen candidate, we will represent your interests and advise you regarding salary, benefits and employment agreements. We have the expertise to turn a very sensitive aspect of the recruitment into one that is viewed positively by both you and the candidate. STEP 11 – COMPLETE ADMINISTRATIVE ASSISTANCE Throughout the recruitment, we will provide the Board with updates on the status of the search. We will also take care of all administrative details on your behalf. Candidates will receive personal correspondence advising them of their status at each critical point during the recruitment. In addition, we will respond to inquiries about the status of their candidacy within 24 hours. Every administrative detail will receive our attention. BOB MURRAY & ASSOCIATES The Recruitment Process PAGE 5 Packet Pg. 471  6.1.a.i ASSIGNED STAFF Our team at Bob Murray & Associates is comprised of a diverse group of individuals who have extensive experience in the recruitment of public sector executives. Ms. Narloch will be the lead consultant for the County Administrator recruitment for the Board, with assistance from Mr. Bob Murray and Ms. Rachel Hanselman as needed. S. RENÉE NARLOCH, VICE PRESIDENT Ms. Narloch is the Vice President and Director of our East Coast practice which is located in Tallahassee, Florida. She is recognized as one of the nation’s leading Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) recruiters. She has more than 20 years experience conducting public sector recruitments and has participated in more than 400 searches nationwide. She was formerly employed by DMG and MAXIMUS as a Senior Recruiter with sole responsibility for the firm’s executive search practice in the Southeastern, Mid- Atlantic and Mid-Western states. Prior to her recruitment career, she was Senior Consultant for the DMG cost plan and revenue enhancement divisions. She also worked for three Fortune 500 companies in their sales, marketing and financial accounting divisions. Ms. Narloch received her Bachelor of Science degree in Information Studies, summa cum laude, from Florida State University, Tallahassee, Florida. BOB MURRAY, PRESIDENT Mr. Murray has over 25 years experience as a recruiter. He has conducted hundreds of searches for cities, counties, and special districts. Mr. Murray has conducted searches for chief executives, department heads, professional and technical positions. Mr. Murray has taken the lead on the firm’s most difficult assignments with great success. His clients have retained him again and again given the quality of his work and success in finding candidates for difficult to fill positions. Prior to creating Bob Murray & Associates, Mr. Murray directed the search practice for the largest search practice serving local government in the country. Mr. Murray has worked in local government and benefits from the knowledge of having led an organization. Prior to his career in executive search he served as the City Manager for the City of Olympia, Washington. He has also served as an Assistant City Manager and held positions in law enforcement. Mr. Murray received his bachelor’s degree in Criminology from the University of California at Berkeley with graduate studies in Public Administration at California State University at Hayward. RACHEL HANSELMAN, CONSULTANT As a consultant with Bob Murray & Associates, Ms. Hanselman is responsible for research, candidate recruitment, screening, reference checks and background verifications. She focuses on client communication and works closely with clients to coordinate candidate outreach and ensure a successful search. Ms. Hanselman has eight years of experience working as an office manager in the private sector. Ms. Hanselman received her Bachelor of Arts degree in Business Administration from Flagler College, Tallahassee, Florida. BOB MURRAY & ASSOCIATES Assigned Staff PAGE 6 Packet Pg. 472  6.1.a.i REFERENCES Clients and candidates provide the best testament of our ability to conduct quality searches. All recruitments are provided a full services executive recruitment and all contracts are under $25,000. Listed below are a few clients for whom Bob Murray & Associates’ recruiters have conducted searches. We have completed almost 250 searches within the last 3 years. We have listed some of our most recent references, and we encourage you to contact them for a first-hand account of the quality of our services. If you would like additional references, please let us know. A complete Client List is enclosed. Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) CLIENT: Broward County, FL (1,800,000 Pop.) POSITION: Assistant Director of Economic & Small Business Development/2010; County Attorney/2011; Port Everglades Chief Executive/Port Director/2012; Port Everglades Director of Business Development/2012 CONTACT: Mr. Michael Chasin, Human Resources Manager 115 S. Andrews Ave., Room 520, Fort Lauderdale, Florida 33301 (954) 954-357-6434; mchasin@broward.org CLIENT: Sumter County, FL (98,000 Pop.) POSITION: Public Works Director/2010; Fire Chief/2011; Development Services Director/2012 CONTACT: Ms. Kitty Fields, Human Resources Manager 7375 Powell Road, Wildwood, Florida 34785 (352) 689-4423; kitty.fields@sumtercountyfl.gov CLIENT: City of Fort Lauderdale, FL (169,000 Pop.) POSITION: City Manager/2011; City Attorney/2012 CONTACT: Ms. Averill L. Dorsett, Director of Human Resources 100 N. Andrews Avenue, Fort Lauderdale, Florida 33301 (954) 828-5307; ADorsett@fortlauderdale.gov CLIENT: City of Gainesville, FL (126,000 Pop.) POSITION: City Attorney/2012 CONTACT: Ms. Cheryl McBride, Human Resources Manager 222 E. University Avenue, Station 20, Gainesville, Florida 32602 (352) 393-8704; mcbridecf@cityofgainesville.org CLIENT: City of Oak Creek, WI (35,000 Pop.) POSITION: City Administrator/2010 CONTACT: Mr. Larry Haskin, City Attorney 8640 S. Howell Avenue, Oak Creek, WI 53154 (414) 762-5105; lhaskin@haskinbook.com BOB MURRAY & ASSOCIATES References PAGE 7 Packet Pg. 473  6.1.a.i BUDGET, GUARANTEE AND TIMING PROFESSIONAL FEE AND EXPENSES The professional fee for conducting this recruitment on behalf of Okaloosa County is $15,500 plus actual expenses. Services covered by the fee consist of all steps outlined in this proposal, including three (3) days of meetings on site. Expenses are estimated to not exceed $6,500 and include items such as the cost of consultant travel, clerical support, placement of ads, credit, criminal and civil checks, education verification, as well as newspaper searches. In addition, postage, photocopying, and telephone charges are included and will be allocated. Expenses related to the use of Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) audio/video conferencing equipment for interviews and candidates’ travel for interviews are the responsibility of Okaloosa County. Additional services beyond those outlined in this proposal will be billed at our hourly rate, plus expenses. Bob Murray, President $200/hr S. Renee Narloch, Director $150/hr Rachel Hanselman, Consultant $75/hr GUARANTEE We guarantee that, should the selected candidate be terminated for cause within the first year of employment, we will conduct the search again at no cost (with the exception of expenses) to the Board. We are confident in our ability to recruit outstanding candidates and do not expect the Board to find it necessary to exercise this provision. BOB MURRAY & ASSOCIATES Budget, Guarantee & Timing PAGE 8 Packet Pg. 474  6.1.a.i TIMING We are available to begin the search immediately, and our current workload is such that we can ensure the Board will receive our full attention throughout the entire recruitment process. We will be prepared to make our recommendation regarding finalists within 75 to 90 days from the start of the search. A standard recruitment can typically be completed in 16 weeks and follows an approach and schedule similar to the one below: WEEK: TASK: 1 Conduct meeting with the Board and others involved in the Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) process 2 Develop recruitment brochure and advertisements 3 Board reviews recruitment brochure and advertisements 4 Recruitment brochure printed and advertisements placed 5 Active recruitment of candidates begins 9 Closing date 10 Screen resumes 11-12 Recruiter interviews top candidates 12-13 Public records search Review recommendations with the Board and others involved in 14 the process Candidates interview with the Board, follow-up interviews, and 15 consultant reference/background checks 16 Candidate selected BOB MURRAY & ASSOCIATES Budget, Guarantee & Timing PAGE 9 Packet Pg. 475  6.1.a.i STATEMENT OF PROFESSIONAL STANDARDS Bob Murray & Associates believes in sound and ethical business practices. We understand that confidence and respect are imperative to our success. Our services to clients and candidates involve relationships which depend on good faith efforts. We conduct business forthrightly with no intentional misrepresentations which could mislead clients or candidates. We refrain from using any sourcing techniques that involve deception or falsehood. We do not engage in activities which violate antitrust laws. Communication between us, our clients and candidates are impartial and accurate, and we make a concerted effort to see that the position, our clients, and candidates are represented Attachment: Bob Murray 1 (1222 : Search Firm for Position of County Administrator) honestly and factually. We honor the confidentiality of proprietary information received from clients and candidates and will disclose any knowledge of potential conflicts of interest to client agencies and candidates. ADDITIONAL INFORMATION LITIGATION Bob Murray & Associates has no prior or pending litigation either civil or criminal, involving a governmental agency in which the firm, any of its employees, subcontractors or sub-consultants is or has been involved within the last three (3) years. CANDIDATE FEE Bob Murray & Associates does not receive a fee from any candidates it recommends nor does it receive a fee from any successfully placed candidate. E-VERIFY Bob Murray & Associates utilizes E-verify. FAIR CREDIT REPORTING ACT Bob Murray & Associates complies with the Fair Credit Reporting Act changes effective January 1, 2013 as outlined by the Consumer Financial Protection Bureau (CFPB). ASSOCIATION OF EXECUTIVE SEARCH CONSULTANTS (AESC) Bob Murray & Associates is not a current member of (AESC); however, we abide by/adhere to the Professional Guidelines and Ethics of this association. BOB MURRAY & ASSOCIATES Professional Standards PAGE 10 Packet Pg. 476  6.1.a.j BOB MURRAY & ASSOCIATES CLIENT LIST SINCE 2000 (ALPHABETICAL BY CATEGORY) The following list is a partial representation of projects completed by our recruitment staff and serves to provide an overview of the depth of our experience. Furthermore, many of our clients are repeat customers, which is a testament to the quality of our services. CITY MANAGER Hollister, CA Airway Heights, WA Imperial, CA Albany, CA (City Administrator) Ione, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Albany, OR Irwindale, CA Antioch, CA Kirkland, WA Apple Valley, CA (Town Manager) La Mesa, CA Arcadia, CA La Palma, CA Arcata, CA Laguna Beach, CA Arvada, CO Lake Elsinore, CA Barstow, CA Lakeport, CA Benicia, CA Lancaster, CA Campbell, CA Lathrop, CA Capitola, CA Lemon Grove, CA Carmel, CA Loomis, CA (Town Manager) Castle Rock, CO (Town Manager) Los Alamitos, CA Centennial, CO Manteca, CA Chico, CA Marina, CA Chino, CA Martinez, CA Chino Hills, CA Menifee, CA Chowchilla, CA (City Menlo Park, CA Administrator) Merced, CA Chula Vista, CA Miami Beach, FL Claremont, CA Millbrae, CA Concord, CA Mill Valley, CA Coos Bay, OR Milwaukie, OR Corcoran, CA Monrovia, CA Corona, CA Montebello, CA (City Coronado, CA Administrator) Corte Madera, CA (Town Manager) Monterey Park, CA Dixon, CA Mountain View, CA Dublin, CA Needles, CA Elk Grove, CA Newberg, OR Escalon, CA Newcastle, WA Eugene, OR Novato, CA Fairfield, CA Oak Creek, WI (City Fort Lauderdale, FL Administrator) Fortuna, CA Oakdale, CA Fremont, CA Oakley, CA Goleta, CA Oceanside, CA Grover Beach, CA Ojai, CA Half Moon Bay, CA Orinda, CA BOB MURRAY & ASSOCIATES Client List PAGE 1 Packet Pg. 477  6.1.a.j Pacifica, CA Yuba City, CA Palo Alto, CA Pasadena, CA ASSISTANT/DEPUTY CITY Patterson, CA MANAGER Phoenix, AZ Alameda, CA Pittsburg, CA Arlington, TX Pico Rivera, CA Arvada, CO Pismo Beach, CA Barstow, CA Pittsburg, CA Beverly Hills, CA Poway, CA Carlsbad, CA Rancho Cordova, CA Dublin, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Rancho Santa Margarita, CA Lancaster, CA Red Bluff, CA Monterey, CA Rio Vista, CA North Las Vegas, NV Roseville, CA Orange, CA Salem, OR Pasadena, CA Salinas, CA Peoria, AZ San Antonio, TX Petaluma, CA San Carlos, CA Pomona, CA San Clemente, CA Rancho Cordova, CA San Marcos, CA Reno, NV San Pablo, CA Rocklin, CA San Rafael, CA San Diego, CA (Asst. COO) San Ramon, CA Stockton, CA Santa Ana, CA Ventura, CA Santa Paula, CA West Hollywood, CA Santa Rosa, CA Woodland, CA Shoreline, WA Yuba City, CA Sonoma, CA South Lake Tahoe, CA COUNTY ADMINISTRATOR South Pasadena, CA Butte County, CA Springfield, OR Clackamas County, OR St. Helena, CA Clark County, NV (Assistant) Stanton, CA Deschutes County, OR Stockton, CA Marion County, OR Temple City, CA San Benito County, CA Thousand Oaks, CA Tehama County, CA Topeka, KS Washington County, OR Tracy, CA Truckee, CA (Town Manager) ADMINISTRATIVE SERVICES Tualatin, OR DIRECTOR Tucson, AZ Garden Grove, CA Turlock, CA Los Alamitos, CA Vallejo, CA Oakland, CA Ventura, CA Ontario, CA Walnut Creek, CA Placer County Water Agency, CA Westminster, CA Pleasanton, CA Woodland, CA San Carlos, CA BOB MURRAY & ASSOCIATES Client List PAGE 2 Packet Pg. 478  6.1.a.j Stockton, CA Sunnyvale, CA Yucca Valley, CA COMMUNITY DEVELOPMENT ANIMAL SERVICES DIRECTOR DIRECTOR Oakland, CA Benicia, CA Rancho Cucamonga, CA Beverly Hills, CA Sacramento County, CA (Director Capitola, CA of Animal Care and Regulation) Chino Hills, CA Concord, CA AVIATION/AIRPORT Cotati, CA Big Bear Airport, CA Daly City, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Bob Hope Airport, CA Dublin, CA Clark County, NV-McCarran Fremont, CA International Airport Fullerton, CA Dallas/Fort Worth, TX Inglewood, CA San Jose, CA Los Banos, CA Maple Valley, WA BUILDING Marin County, CA OFFICIALS/INSPECTION Modesto, CA Arroyo Grande, CA Moreno Valley, CA Bakersfield, CA Morgan Hill, CA Centre City Development Newark, CA Corporation, CA Newcastle, WA El Segundo, CA Oakland, CA Grants Pass, OR Oceanside, CA Marin County, CA Palo Alto, CA (Assistant Director) Modesto, CA Pleasanton, CA Palo Alto, CA Redlands, CA Sacramento, CA Salem, OR San Francisco, CA San Antonio Housing Authority, Stockton, CA TX Tehama County, CA San Carlos, CA Yuba City, CA Santa Cruz, CA Stockton, CA CITY CLERK Sumter County, FL (Development Central Contra Costa Sanitation Services Director) District, CA (Secretary to the Vacaville, CA District) Vallejo, CA Chino Hills, CA Walnut Creek, CA Dublin, CA Yuba City, CA (ACM for Fremont, CA Development Services) Menlo Park, CA Yucca Valley, CA Monterey County, CA (Clerk to the Board) CONVENTION AND VISITOR’S Napa, CA BUREAU DIRECTOR Rio Vista, CA Los Angeles, CA Santa Clara Valley Transportation North Lake Tahoe Visitors Bureau, Authority, CA (Board Secretary) CA BOB MURRAY & ASSOCIATES Client List PAGE 3 Packet Pg. 479  6.1.a.j Mammoth Lakes, CA Imperial Irrigation District, CA San Antonio, TX Los Banos, CA Steamboat Springs, CO Needles, CA Nevada County, NV ECONOMIC DEVELOPMENT/ Nye County, NV REDEVELOPMENT Oceanside, CA Broward County, FL Omnitrans, CA Chula Vista, CA Pico Rivera, CA Concord, CA Pismo Beach, CA Daly City, CA Pomona, CA Fresno, CA Richmond, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Fullerton, CA Reno, NV Milpitas, CA Stockton, CA Modesto, CA San Luis Obispo County, Morgan Hill, CA Nacimiento Project, CA New Orleans Redevelopment South Pasadena, CA Authority, OR Tiburon, CA Oakland, CA Tracy, CA Peoria, AZ Port of Los Angeles, CA EXECUTIVE DIRECTOR Port of San Diego, CA Association of Monterey Bay Area Redlands, CA Governments, CA Roseville, CA Arizona Municipal Water Users Sacramento, CA Association, AZ Salinas, CA Bay Area Air Quality Management San Antonio Housing Authority, District, CA TX Broward County, FL (Port Scottsdale, AZ Everglades Chief Executive/Port Stockton, CA Director) Taft, CA California Peace Officers Tracy, CA Association, CA Upland, CA California State Association of Vancouver, WA Counties, CA California School Boards ENGINEERING Association, CA Bakersfield, CA Central Contra Costa Solid Waste Barstow, CA Authority, CA Bob Hope Airport, CA Chula Vista Redevelopment Central Contra Costa Sanitary Agency, CA District, CA Early Learning Coalition of Chino Hills, CA Broward County, Inc (CEO) Clark County, NV – McCarran Elk Grove-Rancho Cordova-El Airport Dorado Connector JPA, CA Corona, CA El Paso Water Utilities-Public Damascus, OR Service Board, TX Dublin San Ramon Services (President/CEO) District, CA Florida Public Transportation Elk Grove, CA Association (FPTA), FL BOB MURRAY & ASSOCIATES Client List PAGE 4 Packet Pg. 480  6.1.a.j Housing Authority of the City of FINANCIAL Austin, TX (President/CEO) Alameda County Congestion Housing Authority of the City of Management Agency, CA Los Angeles, CA Aurora, CO Housing Authority of the County Baldwin Park, CA of Butte, CA Barstow, CA Housing Authority of the County Boulder, CO of Santa Cruz, CA Boulder City, NV Hub Cities Consortium, CA Calaveras County Water District, Kings Community Action CA Organization, CA Campbell, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Mammoth Lakes Visitors Bureau, Chino Hills, CA CA Clark County, NV March Joint Powers Authority, CA Corona, CA Metro, Portland, OR Cotati, CA Oregon Cascades West Council of Damascus, OR Governments, OR D.C. Government, DC Palos Verdes Library District, CA East Bay Municipal Utility District, Sacramento Area Flood Control CA Agency, CA (Executive & Deputy) Elk Grove, CA San Bernardino Associated Grants Pass, OR Governments, CA Half Moon Bay, CA San Diego Association of Healdsburg, CA Governments, CA Hercules, CA Children’s Board of Hillsborough Housing Authority of the City of County (Executive Director) Los Angeles, CA Louisiana Housing Corporation Imperial Beach, CA (Executive Director) Imperial Irrigation District, CA San Francisco Estuary Institute, CA Inglewood, CA San Joaquin Council of Ione, CA Governments, CA Lancaster, CA Santa Clara Valley Water District, Los Altos, CA CA (CEO) McCarran International Airport- SOS Children’s Villages – Florida Clark County, NV (CEO) Menlo Park Fire Protection South Bayside Waste Management District, CA Authority, CA Modesto, CA Southern California Association of Norfolk, VA (Assistant Director) Governments (Deputy) Oakland, CA Vancouver Housing Authority, WA Palmdale Water District, CA (Executive & Deputy) Pleasanton, CA West Contra Costa Integrated Sacramento County, CA Waste Management District, CA San Carlos, CA West Contra Costa Transportation San Diego, CA Advisory Committee, CA San Francisco, CA Yolo Emergency Communications San Leandro, CA Agency, CA San Jose, CA Santa Monica, CA BOB MURRAY & ASSOCIATES Client List PAGE 5 Packet Pg. 481  6.1.a.j Sparks, NV Sumter County, FL Stockton, CA Sunnyvale, CA (Public Safety Thornton, CO Director) Union City, CA University of California, Davis Wayne County, MI Union City, CA (Assistant & Chief) West Hollywood, CA Upland, CA West Wendover, NV Vacaville, CA White Pine County, NV Walla Walla, WA Yolo County, CA GENERAL MANAGER FIRE CHIEF Big Bear City Community Services Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Alameda, CA District, CA Arroyo Grande (Director of Calaveras County Water District, Building & Fire) CA Aurora, CO Central Contra Costa Sanitation Chino Valley Independent Fire District, CA District, CA Central Marin Sanitation Agency, Chula Vista, CA CA Eugene, OR Coachella Valley Mosquito Vector Fremont, CA Control District, CA Folsom, CA Cordova Recreation and Park Fullerton, CA District, CA (District Glendale, CO Administrator) Hillsboro, OR East Bay Dischargers Authority, Lodi, CA CA Livermore – Pleasanton Fire Fallbrook Public Utilities District, District, CA CA Milpitas, CA Hilton, Famkopf, and Hobson Monrovia, CA LLC, CA Montebello, CA Joshua Basin Water District, CA Mountain View, CA Jurupa Community Services Newark, CA (Assistant & Chief) District, CA Oceanside, CA Kennewick Irrigation District, WA Peoria, AZ (District Manager) Petaluma, CA Los Angeles Convention Center, Poudre Fire Authority, CO CA Rancho Cucamonga, CA (Deputy Monterey Peninsula Regional Park & Chief) District, CA Rancho Santa Fe Fire Protection Monterey Regional Waste District, CA Management District, CA Sacramento County, CA Monterey Regional Water Pollution Salinas, CA Control Agency, CA (Assistant) San Mateo, CA Oro Loma Sanitary District, CA San Miguel Fire Protection District, Public Agency Risk Sharing CA Authority of California, CA Santa Cruz, CA Pleasant Valley Recreation & Park Sonoma Valley Fire & Rescue District, CA Authority, CA BOB MURRAY & ASSOCIATES Client List PAGE 6 Packet Pg. 482  6.1.a.j Reclamation District 1000, CA North Las Vegas, NV (District Engineer) Oceanside, CA Ross Valley Sanitary District, CA Orange, CA Salinas Valley Solid Waste Palo Alto, CA Authority, CA Sacramento Area Flood Control Sanitary District No. 5 of Marin Agency, CA County, CA Sacramento County, CA Santa Cruz Consolidated Salinas, CA Emergency Communications San Benito County, CA Center, CA San Bernardino Associated Sewer Authority Mid-Coastside, Governments, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) CA San Mateo, CA South Placer Municipal Utility Santa Ana, CA District, CA Stockton, CA Sweetwater Springs Water District, Sunnyvale, CA CA Thousand Oaks, CA Union Sanitary District, CA Ventura, CA Valley of the Moon Water District, Walnut Creek, CA CA Yolo County, CA (Assistant Walnut Valley Water District, CA County Counsel) HOUSING LIBRARY Housing Authority of the City of Corona, CA Austin, TX (President/CEO) Folsom, CA Housing Authority for the City of Monterey Park, CA Los Angeles, CA Palos Verdes Library District, CA Housing Authority for the County Stockton-San Joaquin County of Butte, CA Public Library, CA Housing Authority for the County of Santa Cruz, CA PARKS/RECREATION/ Louisiana Housing Corporation COMMUNITY SERVICES (Executive Director) Anaheim, CA Milpitas, CA Arlington, TX San Antonio Housing Authority, Bakersfield, CA TX El Segundo, CA Vancouver Housing Authority, WA Emeryville, CA (Executive Director & Deputy) Half Moon Bay, CA Lemoore, CA LEGAL COUNSEL Long Beach, CA Aurora, CO Lynwood, CA (Director & Broward County, FL Assistant Director) Cupertino, CA Maple Valley, WA Gainesville, FL Milpitas, CA Hayward, CA Monterey County, CA Lathrop, CA Pleasanton, CA Monterey, CA Pleasant Valley Recreation and Morgan Hill, CA Park District, CA Newport Beach, CA Pomona, CA BOB MURRAY & ASSOCIATES Client List PAGE 7 Packet Pg. 483  6.1.a.j Sacramento County, CA Redlands, CA Sacramento, CA Rocklin, CA San Carlos, CA Roseville, CA San Jose, CA (Director & Assistant San Antonio Housing Authority, Director) TX Santa Clarita, CA Scottsdale, AZ Stockton, CA Stockton, CA Ventura, CA Tehama County, CA Whittier, CA Wayne County, MI White Pine County, NV PERSONNEL/HUMAN Yucca Valley, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) RESOURCES Alameda County, CA PLANNING Anaheim, CA Alameda, CA Apple Valley, CA Beverly Hills, CA Barstow, CA (Assistant to the City Centre City Development Manager/Human Resources) Corporation, CA Bellevue, WA Corona, CA Benicia, CA Chula Vista, CA Colusa County, CA Damascus, OR Commerce, CA El Segundo, CA Corona, CA Elk Grove, CA Desert Water Agency, CA Healdsburg, CA Fremont, CA Los Banos, CA Inland Empire Utilities Agency, CA Madera, CA Glendale, AZ Milpitas, CA Grants Pass, OR Modesto, CA Judicial Council of California – Needles, CA Administrative Office of the Oceanside, CA Courts, CA Palo Alto, CA Las Virgenes Municipal Water Pacifica, CA District, CA Pleasanton, CA Moreno Valley, CA Reno, NV Monterey Park, CA Riverside, CA Napa, CA Robson Homes, CA Newark, CA Roseville, CA Norfolk, VA (Assistant Director) Sacramento, CA North Las Vegas, NV Santa Clara County, CA Oakland, CA San Benito County, CA Oceanside, CA Santa Cruz, CA Ontario, CA Santa Monica, CA Patterson, CA (Human Resources Stockton, CA Manger/Assistant to the City Sumter County, FL (Development Manager) Services Director) Palmdale Water District, CA Tracy Unified School District, CA Petaluma, CA Washington County, OR Pomona, CA Rancho Cordova, CA POLICE CHIEF/SAFETY BOB MURRAY & ASSOCIATES Client List PAGE 8 Packet Pg. 484  6.1.a.j Arroyo Grande, CA Sheriff for the Custody Operations Ashland, OR Bureau) Aurora, CO Morgan Hill, CA Bay Area Rapid Transit, CA North Las Vegas, NV Bellevue, WA Novato, CA Berkeley, CA Oakdale, CA California State University, Oceanside, CA Sacramento Orange County, CA (Sheriff- California State University, San Coroner) Francisco Palm Springs, CA Capitola, CA Palo Alto, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Carlsbad, CA Pasadena, CA Chico, CA Pasadena City College, CA Concord, CA Peoria, AZ Corona, CA Petaluma, CA Culver City, CA Piedmont, CA El Cerrito, CA Pismo Beach, CA Eugene, OR Pittsburg, CA Fairfield, CA Placentia, CA Folsom, CA Pleasanton, CA Fullerton, CA Port of Long Beach, CA Glendale, AZ (Chief & Assistant Port of San Diego, CA Chiefs) Port of Seattle, WA Glendora, CA Redlands, CA Half Moon Bay, CA Reno, NV Hayward, CA Rio Vista, CA Irvine, CA Rocklin, CA Irwindale, CA Roseville, CA La Mesa, CA Sacramento, CA Lake Oswego, OR Salinas, CA Littleton, CO San Bernardino, CA Livingston, CA San Diego State University, CA Lodi, CA San Fernando, CA Los Angeles, CA San Francisco, CA Los Angeles World Airports, CA San Jose State University, CA Los Banos, CA San Rafael, CA Mammoth Lakes, CA (Interim) Sausalito, CA Manhattan Beach, CA Seaside, CA Maywood, CA Signal Hill, CA Menlo Park, CA South Gate, CA Merced, CA Sunnyvale, CA (Public Safety Mesa, AZ Director) Modesto, CA Tulsa, OK Monrovia, CA Turlock, CA Montebello, CA University of California at Davis, Monterey, CA CA Monterey County Sheriff’s University of California, Santa Department, CA (Chief Deputy Barbara, CA BOB MURRAY & ASSOCIATES Client List PAGE 9 Packet Pg. 485  6.1.a.j University of Oregon, OR San Jose, CA Vacaville, CA Santa Cruz Consolidated Virginia Commonwealth Emergency Communications University, VA Center, CA Walla Walla, WA Washington County Consolidated Whittier, CA Communications Agency, OR Yolo Emergency Communications POLICE COMMAND STAFF Agency, CA Atascadero, CA Bay Area Rapid Transit, CA PUBLIC WORKS California State University, Belmont, CA Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Sacramento Chandler, AZ California State University, San Clark County, NV Francisco Dallas, TX (Assistant Director Menlo Park, CA Water Utilities) Pleasanton, CA Elk Grove, CA Santa Rosa, CA Fresno, CA Port of San Diego, CA Galt, CA University of California, Merced, Grants Pass, OR CA Half Moon Bay, CA University of Oregon, OR Healdsburg, CA Huntington Beach, CA POLICE OVERSIGHT Inglewood, CA Bay Area Rapid Transit, CA Lathrop, CA (Independent Police Auditor) Los Banos, CA San Francisco, CA (Director of Mammoth Lakes, CA Office of Citizen Complaints) Maple Valley, WA San Jose, CA (Independent Police Monrovia, CA Auditor) Morro Bay, CA Needles, CA (Utilities Director) PUBLIC AFFAIRS/ Pico Rivera, CA INTERGOVERNMENTAL Pismo Beach, CA RELATIONS DIRECTOR Pomona, CA (Director & Deputy Beverly Hills, CA Director) Rancho Cordova, CA Poway, CA Thornton, CO Provo, UT San Diego Regional Airport Redlands, CA Authority, CA Roseburg, OR West Basin Municipal Water Roseville, CA District, CA San Benito County, CA San Carlos, CA PUBLIC SAFETY San Diego, CA (Utilities Director) COMMUNICATIONS San Jose, CA (Deputy Director and Aurora, CO Director) Clackamas County, OR Santa Cruz, CA Heartland Communications Facility South Pasadena, CA Authority, CA Stockton, CA (Deputy Director) San Francisco, CA Sumter County, FL BOB MURRAY & ASSOCIATES Client List PAGE 10 Packet Pg. 486  6.1.a.j Tehama County, CA Elk Grove-Rancho Cordova-El Tiburon, CA Dorado County Connector Joint Upland, CA Powers Authority, CA Woodland, CA Omnitrans, CA Yuba City, CA (Deputy Director- San Diego Association of Water Utilities) Governments, CA San Joaquin Council of PURCHASING Governments, CA Central Contra Costa Sanitary Santa Clarita, CA District, CA (Purchasing & Washington County, OR Materials Manager) West Contra Costa Transportation Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Housing Authority of the City of Advisory Committee, CA Los Angeles (Director of General Services) WASTE WATER/SANITATION/ Tacoma, WA (Purchasing Manager) SOLID WASTE Central Contra Costa Sanitation RISK MANAGEMENT District, CA Central Contra Costa Sanitary Central Contra Costa Solid Waste District, CA (Safety & Risk Authority, CA Management Administrator) Central Marin Sanitation Agency, Central Marin Sanitation Agency, CA CA (Director of Safety and Dublin San Ramon Services Training) District, CA Riverside Transit Agency, CA (Risk East Bay Dischargers Authority, Manager) CA Monterey Regional Waste TECHNOLOGY Management District, CA Clark County, NV Monterey Regional Water Pollution Durham, NC Control Agency, CA Fresno, CA Oro Loma Sanitary District, CA Hayward, CA Redlands, CA Hillsboro, OR Richmond, CA Inland Empire Utilities Agency, CA Roseville, CA Modesto, CA Ross Valley Sanitary District, CA Oakland, CA Salinas Valley Solid Waste San Antonio Housing Authority Authority, CA (SAHA) (Director of Technology Sanitary District No. 5 of Marin and Telecommunication) County, CA San Francisco, CA San Jose, CA State Bar of California, CA Sewer Authority Mid-Coastside, Tucson, AZ CA South Bayside Waste Management TRANSPORTATION Authority, CA Association of Monterey Bay Area Stockton, CA Governments, CA Union Sanitary District, CA Dallas, TX (Assistant Director of West Contra Costa Integrated Transportation Operations) Waste Management Authority, CA BOB MURRAY & ASSOCIATES Client List PAGE 11 Packet Pg. 487  6.1.a.j WATER Housing Authority of the City of Arizona Municipal Water Users Los Angeles (Director of General Association, AZ Services) Aurora, CO Imperial Irrigation District Bakersfield, CA (Assistant Manager of Construction Calaveras County Water District, Operations and Maintenance) CA Hilton, Farnkopf, and Hobson Joshua Basin Water District, CA LLC (Manager/Vice President) Kennewick Irrigation District, CA Las Vegas Convention and Visitors Phoenix, AZ Authority, NV (Director of Facility Reclamation District 1000, CA Projects) Attachment: Bob Murray 2 (1222 : Search Firm for Position of County Administrator) Redlands, CA Monterey Bay Unified Air Roseville, CA Pollution Control District, CA (Air Sacramento Area Flood Control Pollution Control Officer) Agency, CA Peoria, AZ (Community Services San Diego, CA San Jose, CA Director) San Luis Obispo County, CA Port of Long Beach, CA (Managing Santa Clara Valley Water District, Director) CA Port of Los Angeles, CA South Placer Municipal Utility (Executive Director of Port District, CA Technologies Development Stockton, CA Center) Sweetwater Springs Water District, Port of San Diego, CA (Senior CA Director of Real Estate) Valley of the Moon Water District, Redlands, CA (8 Mid-Level CA Managers) Walnut Valley Water District, CA Robson Homes (Forward Planner Yuba City, CA and Land Acquisition Manager) Sacramento, CA (Preservation OTHER Director) Bay Area Air Quality Management Sacramento, CA (Urban Design District, CA (Deputy Air Pollution Manager) Control Officer) San Jose, CA (Assistant Director of Benton County, OR (Health Environmental Services and Director) Environmental Services Director) Broward County, FL (Port San Manuel Band of Tribal Indians, Everglades Director of Business CA (Tribal Manager) Development) State Bar of California, CA (Chief Bureau Veritas, CA (Vice President Information Officer) – Operations) Superior Court of California, Central Contra Costa Sanitary County of San Luis Obispo, CA District (Director of Collection (Assistant Court Executive Officer) System Operations and Director of Washoe County, NV (Senior Plant Operations) Services Director) Cordova Recreation & Park Washoe County, NV (Social District (District Administrator) Services Director) Government Services Group, Inc. (Municipal Services Manager) BOB MURRAY & ASSOCIATES Client List PAGE 12 Packet Pg. 488  6.1.a.k Packet Pg. 489 Attachment: Bob Murray 3 (1222 : Search Firm for Position of County Administrator)  6.1.a.l OakCreek OFFICE OF THE CITY ATTORNEY December 21, 2010 Lawrence J. Haskin, City Attorney Melissa L. Karls, Assistant City Attorney Bob Murray & Associates Attention: S. Renee Narloch Attachment: Bob Murray 4 (1222 : Search Firm for Position of County Administrator) 6753 Thomasville Road #108-242 Tallahassee, FL 32312 Re: City of Oak Creek, Wisconsin Dear Renee: On behalf of the City's Interim Administrative Team I wanted to thank you for all of your hard work and diligence in assisting the City of Oak Creek in hiring a new City Administrator. I also want to report to you that Jerry Peterson has proven to be a real gem and a great addition to the City of Oak Creek. Jerry has hit the ground running and has provided outstanding leadership on a number of significant issues facing the City of Oak Creek. He clearly has a grasp of the major strategic issues that the City faces as it moves forward in 2011. I believe that the Mayor, Common Council and department heads are impressed with Jerry's work ethic, leadership skills and knowledge of government administration. Consider your search efforts a huge success. Thanks once again for your efforts and best wishes over this holiday season. LJH:ldb cc: Pamela Bauer, City Clerk 7300 S. 13th St., Suite 104 Oak Creek,WI 53154 Tel: (414)762-5105 Fax: (414)762-6340 Packet Pg. 490  6.1.a.m Packet Pg. 491 Attachment: Bob Murray 5 (1222 : Search Firm for Position of County Administrator)  6.1.a.n CONFLICT OF INTEREST DISCLOSURE FORM For purposes of determining any possible conflict of interest, all firms, must disclose if any Okaloosa Board of County Commissioner, employee(s), elected officials(s), of if any of its agencies is also an owner, corporate officer, agency, employee, etc., of their business. Attachment: Bob Murray 6 (1222 : Search Firm for Position of County Administrator) Indicate either “yes” (a county employee, elected official, or agency is also associated with your business), or “no”. If yes, give person(s) name(s) and position(s) with your business. YES______________ NO______________ NAME(S) POSITION(S) FIRM NAME: _____________________________________ BY (PRINTED): _____________________________________ BY (SIGNATURE): _____________________________________ TITLE: _____________________________________ ADDRESS: _____________________________________ _____________________________________ PHONE NO. _____________________________________ Page 14 Packet Pg. 492  6.1.a.n DRUG-FREE WORKPLACE CERTIFICATION THE BELOW SIGNED FIRM CERTIFIES that it has implemented a drug-free workplace program. In order to have a drug-free workplace program, a business shall: 1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against employees for violations of such prohibition. 2. Inform employees about the dangers of drug abuse in the workplace, the business’s policy of Attachment: Bob Murray 6 (1222 : Search Firm for Position of County Administrator) maintaining a drug-free workplace, any available drug counseling, rehabilitation and employee assistance programs, and the penalties that may be imposed upon employees for drug abuse violations. 3. Give each employee engaged in providing the commodities or contractual services that are under quote a copy of the statement specified in subsection 1. 4. In the statement specified in subsection 1, notify the employees that, as a condition of working on the commodities or contractual services that are under quote, the employee will abide by the terms of the statement and will notify the employer of any conviction of, or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the United States or any state, for a violation occurring in the workplace no later than five (5) days after such conviction. 5. Impose a sanction on, or require the satisfactory participation in, drug abuse assistance or rehabilitation program if such is available in employee’s community, by any employee who is convicted. 6. Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section. As the person authorized to sign this statement, I certify that this firm complies fully with the above requirements. DATE: _______________________ SIGNATURE: _______________________ COMPANY: _______________________ NAME: _____________________________ (Typed or Printed) ADDRESS: _______________________ TITLE: _____________________________ _______________________ _______________________ PHONE NO.: _______________________ Page 15 Packet Pg. 493  6.1.a.n INDEMNIFICATION AND HOLD HARMLESS To the fullest extent permitted by law, CONTRACTOR shall indemnify and hold harmless COUNTY, its officers and employees from liabilities, damages, losses, and costs including but not limited to reasonable attorney fees, to the extent caused by the negligence, recklessness, or Attachment: Bob Murray 6 (1222 : Search Firm for Position of County Administrator) intentional wrongful conduct of the CONTRACTOR and other persons employed or utilized by the CONTRACTOR in the performance of this Agreement. ____________________________ __________________________ Firm’s Company Name Authorized Signature – Manual ____________________________ __________________________ Physical Address Authorized Signature – Typed ____________________________ __________________________ Mailing Address Title ____________________________ __________________________ Phone Number FAX Number ____________________________ __________________________ Cellular Number After-Hours Number(s) ____________________________ DATE (REVISED: JANUARY 12, 2001) Last Revised – 02/23/2010 Page 16 Packet Pg. 494  6.1.a.o • Interpret and apply state and federal statutory law, case TO APPLY law, the City Charter and Code of Ordinances. If interested in this outstanding oppor- CITY OF • Negotiate, draft and review contracts, bonds and other legal instruments for approval of form and legality. tunity, please visit our website at: GAINESVILLE, FL www.bobmurrayassoc.com • Stay current on court decisions, administrative decisions, legislation and follow the prompt to apply online and problems relevant to local government and related matters. by creating an applicant profile. INVITES YOUR The City Attorney position is open due to the voluntary retirement of the incumbent after many years of service to the City of Gainesville. Applications will be INTEREST IN received until April 30th. THE POSITION OF THE IDEAL CANDIDATE Attachment: Bob Murray 7 (1222 : Search Firm for Position of County Administrator) Resumes will be screened according The ideal candidate will possess a thorough knowledge of legal principles to the qualifications outlined above. and concepts related to local government law and have the ability to apply them properly. Candidates should have thorough knowledge of federal, Screening interviews with the most qualified applicants will be conducted CITY state, and local laws and judicial decisions of federal and state courts as they by Bob Murray & Associates in order ATTORNEY relate to local government and municipal utilities rights, privileges and respon- to determine a select group of finalist sibilities. Ability to handle administrative, trial and appellate work is needed. A candidates who will be asked to pro- successful candidate must communicate effectively verbally and in writing, handle vide references; references will be several assignments concurrently, maintain security and confidentiality, develop contacted only following candidate and maintain effective working relationships, and supervise others’ work through consent. Final interviews will be held at planning, review, and management. The City Attorney should be confident, the City of Gainesville with the Mayor accessible, and work well with other departments and agencies, both internal and Commissioners. Candidates will and external to the organization. A strong leader who promotes teamwork and be advised of the status of the recruit- encourages and mentors staff is desired. ment following the selection of the Graduation from an accredited college of law and a license to practice law in the City Attorney. State of Florida is required, along with eight years of progressively responsible Questions regarding this recruitment may legal experience of which at least five years shall be in the area of public sector be directed to Ms. Renee Narloch, and local government law; public utilities and union experience a plus. Vice President, Bob Murray & Associates COMPENSATION at reneen@bobmurrayassoc.com or call 850-391-0000. The salary range is open and dependent upon qualifications. The starting salary will be based upon the knowledge and experience of the individual selected. The The City of Gainesville is an City offers a competitive benefits package. For additional information on benefits, Equal Opportunity/AA/DFWP Employer. please visit: www.cityofgainesville.org. PURSUANT TO FLORIDA OPEN The State of Florida does not have RECORDS LAW, APPLICATIONS AND RESUMES ARE SUBJECT TO a state income tax. DISCLOSURE. Packet Pg. 495  6.1.a.o The award-winning City of Gainesville is THE consistently ranked in THE City Attorney is to protect the • Advise the City Commission, all legal interests of the City in the Charter Officers, and senior manage- COMMUNITY “Best of” categories ORGANIZATION for quality of life. conduct of its day-to-day ment through review of organizational The City of Gainesville is located in the The City of Gainesville was originally business and in the prose- goals and objectives as they relate to North Central Florida region and is the county established in 1869 and re-established cution and defense of legal current laws and judicial decisions. seat of Alachua County. It spans approximately under Charter in 1927 to enable it to challenges. The Office is • Retain special counsel on behalf of 62 square miles and is home to more than 124,000 conduct municipal government, per- currently staffed by nine the City as authorized by policy or residents. Named the Top Tech City in Florida, Gainesville is a form municipal functions and render attorneys, six legal assistants, the City Commission. national hub for Green and Health technologies and home to one of the municipal services. The City has a Mayor/ and an office manager. The nation’s leading research universities, as well as one of the nation’s premier Commission form of government. The • Plan, organize, administer, direct, Transactional Division of the Attachment: Bob Murray 7 (1222 : Search Firm for Position of County Administrator) healthcare systems. The City of Gainesville is known for having an innovative City Commission is comprised of seven and supervise the activities of the City Attorney’s Office: interprets municipal government and for being an innovative city, receiving numerous members, four elected by the qualified Office of the City Attorney. and applies state and federal statutory awards and recognitions. voters of four City districts, with the • Attend personnel actions within the and case law and the City Charter and The City of Gainesville is home to the University of Florida, Florida’s largest remaining two and the mayor seats office of the City Attorney. Code of Ordinances; researches legal authority in and oldest university, and one of the state’s centers of education, medicine, elected by all qualified voters of the • Develop the annual departmental order to provide guidance to the City; prepares ordinances and resolutions; cultural events and athletics. The City has a vibrant public school system, high- City for three-year terms. The Com- budget. negotiates, drafts and reviews contracts, bonds, and other legal instruments; lighted by innovative gifted and magnet programs including Eastside High School’s mission appoints six Charter Officers: and sits as Commission, Board and Committee Counsel. The Litigation Division • Attend meetings of the City Com- two magnet programs – the Institute of Culinary Arts and the International the City Manager, the City Attorney, of the City Attorney’s Office prosecutes, defends and settles all legal challenges mission, its agencies, boards, and Baccalaureate Program. The University of Florida and Shands Hospital at UF are the General Manager for Utilities, the filed on behalf of or against the City, in State and Federal courts and before committees, as appropriate. the leading employers in Gainesville and provide jobs for many residents of the City Auditor, the Equal Opportunity administrative agencies. This includes challenges to City ordinances, development • Participate in and attend professional city and surrounding counties. Director and the Clerk of the Commis- approvals, employment actions, civil rights actions, torts, tax liability issues, the organizations and seminars to expand sion, as well as board and committee Known for its preservation of historic buildings and the beauty of its natural foreclosure of City liens and mortgages, the prosecution of municipal ordinances proficiency in law and practice. members. surroundings, Gainesville’s numerous parks, museums and lakes provide recreation and adjusting claims made. The City of Gainesville is a full-service • Prosecute and defend all suits, to thousands of visitors. Patrons can choose from a variety of venues such as city and owns a regional transit system, THE POSITION complaints, and controversies for Curtis M. Phillips Center for the Performing Arts, the historical Hippodrome State and on behalf of the City includ- a 72-par championship golf course and The City Attorney is the chief legal advisor to and attorney for the Theatre, the Gainesville Community Playhouse, H.P. Constans Theatre, the ing: challenges to City a multi-service utility which provides City, its elected and appointed officers and employees. The Dance Theatre of Santa Fe, the Acrosstown Repertory Theatre and live music in ordinances; development electric, natural gas, water, wastewater City Attorney is appointed by the City Commission and The City Attorney downtown Gainesville. The City of Gainesville’s Department of Parks, Recreation & exercises considerable approvals; employment and telecommunications services. The serves at their will. The City Attorney has overall responsi- Cultural Affairs maintains a year-round schedule of events, recreational activities initiative and independent actions; civil rights ac- City has approximately 2,200 employees, bility for the Office of the City Attorney and is expected to and competitive sports for all ages. Gainesville’s outdoor enthusiasts regularly professional judgment, acting tions; torts; tax liability a general fund budget for FY2012 of exercise considerable initiative and independent profes- head for any of the 40 nature parks within 50 miles of Gainesville to picnic, with the highest level of issues; the foreclosure $103 million and a utility budget of sional judgment in all legal matters affecting the City boat, swim, hike, camp, bike, hunt or fish. Other attractions include the Santa professionalism, ethics and of City liens and mort- $393 million. government. dedication in service to Fe College Zoo, the only community college teaching zoo in the nation. With gages; and the prose- the City of Gainesville. mild winters, warm summers, and popular attractions THE CITY Responsibilities of the City Attorney include: cution of municipal ordi- within a two-hour drive including ATTORNEY’S • Provide legal counsel to the City Commission, the charter nances. Disney World, Universal Studios offices, all City departments including Gainesville Regional Util- and Busch Gardens, Gaines- OFFICE • Evaluate claims made against ities, the Gainesville Community Redevelopment Agency and City the City and advise management or ville is an ideal location to The mission of the Office of the City boards and committees. the City Commission on recom- visit and live. Attorney is to protect the legal interests and assets of the City, with the highest • Recommend policy or procedure changes and coordinate imple- mended plan of action to address level of professionalism and ethics and mentation strategies in compliance with the law. cases and claims. dedication to serving the City of • Prepare ordinances, resolutions, policy regulations and pro- • Conduct legal research, provide legal Gainesville for the benefit of its citizens. cedures to be adopted by the City Commission and senior opinions and memoranda, and render The primary role of the Office of the management. legal advice and assistance. Packet Pg. 496  6.1.a.o The award-winning City of Gainesville is THE consistently ranked in THE City Attorney is to protect the • Advise the City Commission, all legal interests of the City in the Charter Officers, and senior manage- COMMUNITY “Best of” categories ORGANIZATION for quality of life. conduct of its day-to-day ment through review of organizational The City of Gainesville is located in the The City of Gainesville was originally business and in the prose- goals and objectives as they relate to North Central Florida region and is the county established in 1869 and re-established cution and defense of legal current laws and judicial decisions. seat of Alachua County. It spans approximately under Charter in 1927 to enable it to challenges. The Office is • Retain special counsel on behalf of 62 square miles and is home to more than 124,000 conduct municipal government, per- currently staffed by nine the City as authorized by policy or residents. Named the Top Tech City in Florida, Gainesville is a form municipal functions and render attorneys, six legal assistants, the City Commission. national hub for Green and Health technologies and home to one of the municipal services. The City has a Mayor/ and an office manager. The nation’s leading research universities, as well as one of the nation’s premier Commission form of government. The • Plan, organize, administer, direct, Transactional Division of the Attachment: Bob Murray 7 (1222 : Search Firm for Position of County Administrator) healthcare systems. The City of Gainesville is known for having an innovative City Commission is comprised of seven and supervise the activities of the City Attorney’s Office: interprets municipal government and for being an innovative city, receiving numerous members, four elected by the qualified Office of the City Attorney. and applies state and federal statutory awards and recognitions. voters of four City districts, with the • Attend personnel actions within the and case law and the City Charter and The City of Gainesville is home to the University of Florida, Florida’s largest remaining two and the mayor seats office of the City Attorney. Code of Ordinances; researches legal authority in and oldest university, and one of the state’s centers of education, medicine, elected by all qualified voters of the • Develop the annual departmental order to provide guidance to the City; prepares ordinances and resolutions; cultural events and athletics. The City has a vibrant public school system, high- City for three-year terms. The Com- budget. negotiates, drafts and reviews contracts, bonds, and other legal instruments; lighted by innovative gifted and magnet programs including Eastside High School’s mission appoints six Charter Officers: and sits as Commission, Board and Committee Counsel. The Litigation Division • Attend meetings of the City Com- two magnet programs – the Institute of Culinary Arts and the International the City Manager, the City Attorney, of the City Attorney’s Office prosecutes, defends and settles all legal challenges mission, its agencies, boards, and Baccalaureate Program. The University of Florida and Shands Hospital at UF are the General Manager for Utilities, the filed on behalf of or against the City, in State and Federal courts and before committees, as appropriate. the leading employers in Gainesville and provide jobs for many residents of the City Auditor, the Equal Opportunity administrative agencies. This includes challenges to City ordinances, development • Participate in and attend professional city and surrounding counties. Director and the Clerk of the Commis- approvals, employment actions, civil rights actions, torts, tax liability issues, the organizations and seminars to expand sion, as well as board and committee Known for its preservation of historic buildings and the beauty of its natural foreclosure of City liens and mortgages, the prosecution of municipal ordinances proficiency in law and practice. members. surroundings, Gainesville’s numerous parks, museums and lakes provide recreation and adjusting claims made. The City of Gainesville is a full-service • Prosecute and defend all suits, to thousands of visitors. Patrons can choose from a variety of venues such as city and owns a regional transit system, THE POSITION complaints, and controversies for Curtis M. Phillips Center for the Performing Arts, the historical Hippodrome State and on behalf of the City includ- a 72-par championship golf course and The City Attorney is the chief legal advisor to and attorney for the Theatre, the Gainesville Community Playhouse, H.P. Constans Theatre, the ing: challenges to City a multi-service utility which provides City, its elected and appointed officers and employees. The Dance Theatre of Santa Fe, the Acrosstown Repertory Theatre and live music in ordinances; development electric, natural gas, water, wastewater City Attorney is appointed by the City Commission and The City Attorney downtown Gainesville. The City of Gainesville’s Department of Parks, Recreation & exercises considerable approvals; employment and telecommunications services. The serves at their will. The City Attorney has overall responsi- Cultural Affairs maintains a year-round schedule of events, recreational activities initiative and independent actions; civil rights ac- City has approximately 2,200 employees, bility for the Office of the City Attorney and is expected to and competitive sports for all ages. Gainesville’s outdoor enthusiasts regularly professional judgment, acting tions; torts; tax liability a general fund budget for FY2012 of exercise considerable initiative and independent profes- head for any of the 40 nature parks within 50 miles of Gainesville to picnic, with the highest level of issues; the foreclosure $103 million and a utility budget of sional judgment in all legal matters affecting the City boat, swim, hike, camp, bike, hunt or fish. Other attractions include the Santa professionalism, ethics and of City liens and mort- $393 million. government. dedication in service to Fe College Zoo, the only community college teaching zoo in the nation. With gages; and the prose- the City of Gainesville. mild winters, warm summers, and popular attractions THE CITY Responsibilities of the City Attorney include: cution of municipal ordi- within a two-hour drive including ATTORNEY’S • Provide legal counsel to the City Commission, the charter nances. Disney World, Universal Studios offices, all City departments including Gainesville Regional Util- and Busch Gardens, Gaines- OFFICE • Evaluate claims made against ities, the Gainesville Community Redevelopment Agency and City the City and advise management or ville is an ideal location to The mission of the Office of the City boards and committees. the City Commission on recom- visit and live. Attorney is to protect the legal interests and assets of the City, with the highest • Recommend policy or procedure changes and coordinate imple- mended plan of action to address level of professionalism and ethics and mentation strategies in compliance with the law. cases and claims. dedication to serving the City of • Prepare ordinances, resolutions, policy regulations and pro- • Conduct legal research, provide legal Gainesville for the benefit of its citizens. cedures to be adopted by the City Commission and senior opinions and memoranda, and render The primary role of the Office of the management. legal advice and assistance. Packet Pg. 497  6.1.a.o • Interpret and apply state and federal statutory law, case TO APPLY law, the City Charter and Code of Ordinances. If interested in this outstanding oppor- CITY OF • Negotiate, draft and review contracts, bonds and other legal instruments for approval of form and legality. tunity, please visit our website at: GAINESVILLE, FL www.bobmurrayassoc.com • Stay current on court decisions, administrative decisions, legislation and follow the prompt to apply online and problems relevant to local government and related matters. by creating an applicant profile. INVITES YOUR The City Attorney position is open due to the voluntary retirement of the incumbent after many years of service to the City of Gainesville. Applications will be INTEREST IN received until April 30th. THE POSITION OF THE IDEAL CANDIDATE Attachment: Bob Murray 7 (1222 : Search Firm for Position of County Administrator) Resumes will be screened according The ideal candidate will possess a thorough knowledge of legal principles to the qualifications outlined above. and concepts related to local government law and have the ability to apply them properly. Candidates should have thorough knowledge of federal, Screening interviews with the most qualified applicants will be conducted CITY state, and local laws and judicial decisions of federal and state courts as they by Bob Murray & Associates in order ATTORNEY relate to local government and municipal utilities rights, privileges and respon- to determine a select group of finalist sibilities. Ability to handle administrative, trial and appellate work is needed. A candidates who will be asked to pro- successful candidate must communicate effectively verbally and in writing, handle vide references; references will be several assignments concurrently, maintain security and confidentiality, develop contacted only following candidate and maintain effective working relationships, and supervise others’ work through consent. Final interviews will be held at planning, review, and management. The City Attorney should be confident, the City of Gainesville with the Mayor accessible, and work well with other departments and agencies, both internal and Commissioners. Candidates will and external to the organization. A strong leader who promotes teamwork and be advised of the status of the recruit- encourages and mentors staff is desired. ment following the selection of the Graduation from an accredited college of law and a license to practice law in the City Attorney. State of Florida is required, along with eight years of progressively responsible Questions regarding this recruitment may legal experience of which at least five years shall be in the area of public sector be directed to Ms. Renee Narloch, and local government law; public utilities and union experience a plus. Vice President, Bob Murray & Associates COMPENSATION at reneen@bobmurrayassoc.com or call 850-391-0000. The salary range is open and dependent upon qualifications. The starting salary will be based upon the knowledge and experience of the individual selected. The The City of Gainesville is an City offers a competitive benefits package. For additional information on benefits, Equal Opportunity/AA/DFWP Employer. please visit: www.cityofgainesville.org. PURSUANT TO FLORIDA OPEN The State of Florida does not have RECORDS LAW, APPLICATIONS AND RESUMES ARE SUBJECT TO a state income tax. DISCLOSURE. Packet Pg. 498  6.2.a BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Greg Donovan SUBJECT: Legal Action Against Vision Airlines for Non-Payment DEPARTMENT: Airport BCC DISTRICT: All STATEMENT OF ISSUE: Vision Airlines is delinquent in paying Okaloosa County $146,973.70 from previous operations at the Northwest Florida Regional Airport (VPS) and has not been responsive to recent collection attempts. A deadline of December 31, 2012 has been communicated to the airline seeking resolution or guarantee of a payment plan to satisfy the debt. Airport staff is seeking authorization to proceed with legal actions if the airline is unresponsive. BACKGROUND: Vision Airlines is delinquent in paying Okaloosa County $146,973.70 from previous operations at the Northwest Florida Regional Airport (VPS) and has not been responsive to recent collection attempts. The airline entered into a signatory airline operating agreement and terminal building lease with Okaloosa County in 2011 and has a fiduciary responsibility to pay this expense per the contractual agreement. The amount owed has been verified and has been repeatedly communicated to the airline. Of this amount, $117,659.98 is for Passenger Facility Charges (PFC) collected from passengers on behalf of the airport, $9,042.92 is for fuel consumed by airline ground support equipment, and $20,270.80 is for other station expenses such as employee backgrounds, ticket stock, and penalties for unreturned credentials. The airport has cooperatively offered to resolve Vision Airlines’ indebtedness by allowing incremental payments, however; this accommodation has reached a stalemate. The company CFO agreed to pay $25,000 a week, but a few payments quickly became sporadic and no payments have been received since July 23, 2012. By federal statute, PFC funds are the undisputed property of the airport to be held in trust by the airline. Vision Airlines has been given a deadline of December 31, 2012 to provide payment or guarantee a payment plan. If resolution is not achieved by this date, airport staff regrettably requests the Board of County Commissioners authorize legal counsel to pursue recovery of the County’s PFC property and other sums owed plus interest, penalties and attorney fees as defined within the operating agreement by seeking judgment in court. Packet Pg. 499  6.2.a OPTIONS: Approve, Table, Modify, Reject RECOMMENDATIONS: Authorize airports director to work with the county attorney and contractual attorneys in filing legal action to collect Vision Airlines debt if not resolved by December 31, 2012. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 500  6.3.a BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Daniel O'Byrne SUBJECT: Okaloosa Island and Western Destin Dune Vegetation RFP DEPARTMENT: Tourist Development BCC DISTRICT: All STATEMENT OF ISSUE: The existing Okaloosa Island dunes are largely un-vegetated and without extensive sand fencing. These conditions leave the dunes subject to erosion with the diminished sand volume leaving upland structures more vulnerable to storm damage. In addition, the lack of a healthy dune system can imperil the nesting success of native, endangered marine turtles. The Okaloosa Island Dune Flora Restoration and Beach Access Management Project would remedy this condition. Although different in scope from the Okaloosa Island project, an integral component to the upcoming Western Destin Beach Restoration Project includes vegetation of the newly created dunes. This Request For Proposals (RFP) would solicit bids for both projects to be constructed within the same time frame. BACKGROUND: The Board of County Commissioners has previously approved Task Order #13 (C10-1813-TDC) for Taylor Engineering for the design, permitting and construction administration of the Okaloosa Island Dune Flora Restoration and Beach Access Management project. The cost for the planting and design work for the Western Destin project is included in the previously approved interlocal agreement (C12-1950-TDC - total project cost not to exceed $8 million) and this requested RFP for that project is not an additional cost. It is requested that these projects be bid together in order to realize an economy of scale. The Okaloosa Island Project is funded by the State and by the Tourist Development Tax. The Western Destin Project is funded by the Tourist Development Tax and the Okaloosa Municipal Services Benefit Unit for Beach Restoration. OPTIONS: Approve/Disapprove RECOMMENDATIONS: Approve the issuance of a Request for Proposals for the Okaloosa Island Dune Flora Restoration and Beach Access Management project and the dune planting of the Western Destin Beach Restoration Project. Packet Pg. 501  6.3.a RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 502  6.3.a.a SCOPE OF WORK BID #: To Be Determined PROJECT: WESTERN DESTIN DUNE VEGETATION PROJECT & OKALOOSA ISLAND DUNE FLORA RESTORATION and BEACH ACCESS MANAGEMENT PROJECT Attachment: SCOPE OF WORK (1079 : Okaloosa Island and Western Destin Dune Vegetation RFP) The purpose of this request for bids is to secure sealed bids for the furnishing of labor, materials, equipment, and performing all operations in connection with dune vegetation, sand fencing, signage, and post and rope installation as described in the Construction Drawings and Specifications. Attachments A and B include the construction drawings and specifications for both the Western Destin and Okaloosa Island projects. Bidders desiring consideration should provide an original and two (2) copies of their proposal, which should include a description of the bidders organization, key personnel, experience and approach to the project. Bidders must also provide all the required submittals as outlined in this solicitation and the Specifications to be considered responsive. The County reserves the right to disqualify any Bidder who does not provide the required documentation or does not provide clear and descriptive information. The Western Destin Dune Vegetation Project includes installation of native dune vegetation, sand fencing, post and rope access enhancements, and educational signage. The materials will be installed along the constructed dune feature of the Western Destin Beach Restoration Project, scheduled for completion by March 15, 2013. The constructed dune feature will have a crest elevation of +14 ft-NAVD and a width of 30 feet. The constructed dune will have a 4:1 (H:V) seaward dune face slope and a varying landward slope. The project area extends from FDEP Reference Monument R-17 to R-20.6 and R-23.5 to R-25.5 in Okaloosa County. Dune planting is anticipated to occur shortly following completion of the Western Destin beach nourishment project, in the spring of 2013. The West Destin beach restoration and dune vegetation work is permitted under FDEP Joint Coastal Permit 0286575-001-JC and U.S. Army Corps of Engineers permit SAJ-2008-00895. The Contactor shall familiarize himself with these regulatory documents and the conditions within pertaining to the proposed work. The Okaloosa Island Dune Flora Restoration and Beach Access Management Project includes installation of native dune vegetation, sand fencing, post and rope access enhancements, and educational signage. The materials will be installed along the existing, largely unvegetated Okaloosa Island dune system. The project area extends from FDEP reference monument R-1 to R- 16 in Okaloosa County. The project will occur on Okaloosa County property with the exception of 6 private properties within this area. The County is currently pursuing temporary construction easements for these 6 properties. Prospective Bidders are informed that Okaloosa County has made a request to the Florida Department of Environmental Protection (FDEP) for a Coastal Construction Control Line (CCCL) Permit exemption as the project does not cause an adverse impact to the coastal system. Bidders shall be aware that the FDEP may require additional permitting requirements beyond those stated in the attached construction documents. Bidders shall familiarize themselves with FDEP permitting requirements for dune restoration and beach access management as they relate to the proposed work. Both projects aim to restore a diverse dune flora community and enhancement of public beach access to minimize human impacts to this dune community. The projects intend over time to create a self-sustaining dune ecosystem that the public can understand and appreciate via non- Packet Pg. 503  6.3.a.a damaging access routes. Of note, neither project includes any structural improvements, placement of fill materials, or removal/relocation of existing vegetation. Project construction for both projects is scheduled for April 2013. The selected contractor will be allowed to construct during sea turtle nesting season, however, this shall be avoided if possible. Prospective Bidders are required to provide bid prices for all components of the project. In addition, Prospective Bidders are required to provide bid prices for both two-inch AND four-inch planting units in accordance with the construction drawings and specifications. It shall be the Attachment: SCOPE OF WORK (1079 : Okaloosa Island and Western Destin Dune Vegetation RFP) County’s discretion to select the preferred alternative. Prospective Bidders are required to attend a MANDATORY pre-bid meeting on January 8-9, 2013 at 9:00 a.m. local time (C.S.T) at the Emerald Coast Visitors Bureau Office, 1540 Miracle Strip Parkway, Fort Walton beach, FL 32548. Packet Pg. 504  1 2 3 4 5 6 7 8 PLANTING RATIOS VARY ROPE CONNECTING POSTS (TYP) GENERAL NOTES LANDWARD DUNE TOE (SEE SPECIFICATIONS) 10.0'' MAX TIMBER POSTS (TYP) A EXISTING BOARDWALK B 1. THE CONTRACTOR SHALL NOT ENCROACH INTO EXISTING C,D (SEE DETAIL I, THIS SHEET) VEGETATION LANDWARD OF THE PLANTING AREA. C-4 C-4 C-4 SAND FENCE 2. PLANTING SHALL BE DONE BY HAND. EXISTING DUNE PATH 3. PLANTS SHALL BE PLANTED 12" ON CENTER IN ROWS SPACED H 12" APART FOR OPTION 1 AND 18" ON CENTER IN ROWS SPACED H EXISTING DUNE 18" APART FOR OPTION 2. TIMBER POST (SLOPES VARY) 4. THE PLANTING DEPTH SHALL BE AT LEAST 6" MEASURED FROM THE TOP OF THE ROOT BALL. SIGNAGE TO BE PLACED ATOP (TYP) LANDWARD TOE SEAWARD TOE 5. IT IS THE CONTRACTOR'S RESPONSIBILITY TO DETERMINE THE TAYLOR ENGINEERING INC. DUNE CREST FACING BOTH ROPE EXACT QUANTITIES NEEDED. 10151 DEERWOOD PARK BLVD. LANDWARD AND SEAWARD AT CONNECTING 6. SEE SPECIFICATIONS FOR ADDITIONAL PLANTING AND BLDG. 300, SUITE 300 EACH DUNE WALKOVER OR POSTS MAINTENANCE REQUIREMENTS. JACKSONVILLE, FLORIDA 32256 PATHWAY (TYP) (904)-731-7040 1221 AIRPORT ROAD, SUITE 210 DESTIN, FL 32541 PLANTING ZONE II S S EXISTING B EXISTING DUNE FOOTPATH ELEVATION (850) 460-7040 DUNE C-4 NOT TO SCALE CERTIFICATE OF AUTHORIZATION # 4815 SEAL G G EACH OF THE FOUR LINES SHALL HAVE NOT LESS THAN 2 APPROXIMATE STRANDS 14 GAUGE GALV. STEEL WIRE TWISTED TIGHTLY DUNE CREST TOGETHER BETWEEN PICKETS. FOR EACH LINE, ONE PLANTING ZONE I STRAND OF WIRE SHALL PASS ON FRONT SIDE OF AND ONE STRAND ON BACK SIDE OF PICKET IN ORDER TO BIND PICKETS TOGETHER 10' S S S S S SPACING BETWEEN PICKETS SAND FENCE PICKETS SHALL BE SHALL NOT BE GREATER THAN 2-3/8" 45° ATTACHED TO 2X4 POSTS WITH 1/4" THICK X 1" TO 1-1/2" FOUR (4) NO. 12 GALV. STEEL OR 14.1' 7.0' ROPE CONNECTING 10.0' WIDE WOOD PICKETS NO. 16 SS STAPLES OR MATTHEW TRAMMELL P.E.# 69244 7.1' SIGNAGE SAND FENCE (SEE EQUIVALENT (TYP) DETAIL F, THIS SHEET) SIGNAGE TO BE PLACED SEAWARD SAND FENCE CONNECTING PROJECT TITLE (SEE DETAIL G, THIS SHEET) F SAND FENCE ROPE CONNECTING ON BOTH EAST AND WEST DUNE TOE TO EXISTING PATHWAY OKALOOSA ISLAND DUNE F SIDE OF ACCESSES ROPE CONNECTING SAND (SEE DETAIL E, THIS SHEET) EXISTING BOARDWALK FACING SOUTH (TYP) FENCE TO PATHWAY FLORA RESTORATION AND (SEE SPECIFICATIONS) ~ 3'-6" BEACH ACCESS 2"X4" X 6' LONG MANAGEMENT UNTREATED PINE OR EXISTING BEACH OKALOOSA COUNTY, FLORIDA EQUIVALENT EL. VARIES Call (2) Business Days Before you Dig. It's the Law!!! TYPICAL DUNE PLANTING PLAN 22X34: 1" = 20' 0 20' 40' WOOD PICKETS SHALL BE POPLAR, SPRUCE, 11X17: 1" = 40' ~2'-6" SOUTHERN YELLOW PINE, HEART CYPRESS, OR EQUIVALENT AS APPROVED BY THE ENGINEER. E SAND FENCE SHALL BE INSTALLED WITH THE E PLANTING ZONE II PLANTING ZONE I BOTTOM 4" TO 6" INTO EXISTING GRADE SEE DUNE PLANTING OPTION DETAILS, THIS SHEET SEA OATS GULF OF MEXICO SAND FENCE DETAIL DIVERSE SPECIES E NOT TO SCALE Sunshine State One Call of Florida, Inc. TIMBER POSTS FOR PATHWAYS ROPE CONNECTING SAND FENCE, POSTS 1-800-432-4770 12" UNIFORM SAG BETWEEN POSTS (TYP) ALONG PATHWAYS, OR BOARDWALKS SHALL BE 3"Ø X 7' LONG (MIN) SHALL BE THREAD THROUGH A HOLE ROPE ALONG SEAWARD 3" (TYP) EDGE OF SAND FENCE TIMBER POSTS OF PATHWAYS DRILLED 3" FROM TOP OF POST AND PANIC GRASS 3'-6" UNIFORM ACROSS OR SAND FENCING (SEE ROPE LOOPED AROUND POST. ROPE SHALL BE PLANTING RATIOS VARY SAND FENCE PROJECT AREA DETAIL F, THIS SHEET) STAPLED OR NAILED ON BACKSIDE TO (SEE SPECIFICATIONS) PROHIBIT TAMPERING DATE D EXISTING DUNE D LANDWARD DUNE SLOPE (VARIES) THE ROPE SHALL BE TWISTED ROPE ~2'-6" OR BRAIDED NATURAL FIBER ~ 3'-6" ROPE SUCH AS HEMP OR SISAL AND BE NATURAL IN REVISIONS / SUBMISSIONS SEAWARD DUNE SLOPE (VARIES) TOP OF EXISTING BEACH COLOR (TAN, BROWN, ETC). 3'-6" THE ROPE SHALL BE 1/2" DIAMETER, MINIMUM ANTON FLEWELLING , 12/7/2012 10:42:18 AM , X:\sys\Projects\p2012-072 Okaloosa Island Dune Planting\Construction\p2012-072-C-Planting Details.dwg SEAWARD DUNE TOE TIMBER POST TYP DETAIL ROPE DETAIL I F C A TYPICAL DUNE PLANTING AND SAND FENCE SECTION NOT TO SCALE NOT TO SCALE C C-4 NOT TO SCALE EXAMPLE ALUMINUM SIGN OR EQUIVALENT. SIGN PLEASE TO BE PLACED ON SEAWARD SIDE OF POST KEEP (FACING GULF) AT THE TOE OF THE DUNE AND OFF BOTH THE LANDWARD AND SEAWARD SIDE OF DUNES POST (FACING GULF AND UPLAND) ON THE DUNE DUNE RESTORATION IN PROGRESS CREST. (SEE DETAIL H) DUNE VEGATATION PROTECTED BY FLORIDA STATUTE CH. 181 20.1" ZONE 13.4" TREATED PINE POST OR EQUIVALENT. NO 3"Ø X 8' LONG (MIN) INSTALLED WITHIN - - - - - - 5 FT NEWLY PLANTED ZONE PROJECT NO C2012-061 EXISTING DUNE (EL. VARIES) PLEASE DATE DEC 2012 B B 12" 18" KEEP DESIGNED DRAWN MAT AF OFF CHECKED REVIEWED SCALE MAT MET/CBE AS SHOWN DUNES DUNE RESTORATION IN DRAWING TITLE 12" 18" PROGRESS PLANTING DETAILS 3 FT DUNE VEGATATION PROTECTED BY FLORIDA STATUTE CH. 181 A DUNE PLANTING DETAIL DUNE PLANTING DETAIL A C OPTION 1: 12" SPACING D OPTION 2: 18" SPACING EXAMPLE SIGNAGE C-4 NOT TO SCALE C-4 NOT TO SCALE SIGNAGE INSTALLATION DETAIL TEXT AND LAYOUT C-4 G H Packet Pg. 505 NOT TO SCALE NOT TO SCALE SHEET 4 OF 10 6.3.a.b 1 2 3 4 5 6 7 8 Attachment: Planting Details (1079 : Okaloosa Island and Western Destin Dune Vegetation RFP)  6.3.b BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Daniel O'Byrne SUBJECT: Tourist Development Recommendations Update DEPARTMENT: Tourist Development BCC DISTRICT: All STATEMENT OF ISSUE: On June 19, 2012 Greg Stewart of the law firm Nabors, Giblin & Nickerson made a presentation to the Board in which he made a wide variety of recommendations for Okaloosa County in conjunction with the fraud issues that had occurred in the Tourist Development Department. Staff will provide the Board with an update on these issues and seek further direction accordingly. BACKGROUND: In late April and early May of 2012, it was brought to the Board’s attention that unethical and illegal activities had taken place at the Tourist Development Department. The Board responded to this discovery by engaging special counsel Greg Stewart to review the circumstances surrounding the theft of county funds. Stewart’s report to the Board included recommendations on how to best prevent other instances of fraud, deception and theft in the future. Stewart presented his recommendations to the Board on June 19, 2012. Since this time, several updates have been provided to the Board and the public indicating the status of these changes, and staff continues to seek further direction/guidance concerning their implementation. RECOMMENDATIONS: Discuss status of recommended changes that govern the Tourist Development Department and Council, and provide additional direction as determined necessary. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 506  6.3.b.a Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development Special Counsel, Okaloosa County Commissioners Gregory T. Stewart Update to BCC – December 18, 2012 by Dan O’Byrne Packet Pg. 507 1  6.3.b.a Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development Previous Recommendations REPORTING AUTHORITY  The Director of the Tourist Development Department will report directly to the County Administrator as any other County Department Head. The Policy adopted by the Board on November 6, 2005 is rescinded. [APPROVED BY THE BOARD MAY 15, 2012]  Improved management continuity and focus on running a department.  Direct accountability.  Day-to-day consistency with county / BCC leadership objectives. Packet Pg. 508 2  6.3.b.a Operating Procedures Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development  All contracts and expenditures made by the Director on behalf of the Tourist Development Council will be made in conformity with the County’s Contract, Leases & Non-Grant Agreements, Policies & Procedures and the County’s Purchasing Manual. [APPROVED BY THE BOARD MAY 15, 2012]  The operating policies and procedures of the Tourist Development Council shall be revised to eliminate inconsistent provisions of the County policies. [APPROVED SEPTEMBER 18, 2012]  Extensive revision to tourist development operating policies and procedures manual to incorporate requirements of the County’s Contract, Leases & Non-Grant Agreements, Policies & Procedures and the County’s Purchasing Manual.  Formal presentation to council made on Aug 6, 2012. Council voted to recommended adoption.  Amendments to the Operations & Procedure Manual and TDC Ordinance were adopted on September 18, 2012.  Broaden contract reviews by multiple levels vs. a single person.  Structured financial management at the department level.  Corrections made to inaccuracies.  Action taken on non-conforming items such as leases or unauthorized services. Created review process for special events & sponsorships Packet Pg. 509 3  6.3.b.a Operating Procedures continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development APPROVAL OF PROMOTIONAL ACTIVITIES Project activities of the Advertising Agencies shall only be allowed utilizing the written task order procedures of the County’s Contract Policy. A written task order will be required for the engagement of any promotional activity or any expenditure.  A task order for services up to $25,000 requires approval by the Department Head (Director) and Purchasing Director.  A task order for services above $25,000 and up to $50,000 approval by the Department Head (Director), Purchasing Director and County Administrator.  A task order for services over $50,000 by the Board of County Commissioners. [APPROVED BY THE BOARD MAY 15, 2012]  Past authorized promotional or advertising activities that are ongoing shall not be allowed to proceed without the issuance of a task order. [APPROVED BY THE BOARD MAY 15, 2012 AND JUNE 5, 2012]  Top to bottom review of existing TDD campaigns. All projects have been vetted with approval, modified to meet standards, or have been cancelled.  Task Order system has been fully implemented. Worked with other departments and agencies to achieve better consistency. Improved level of communication, presentation of specifics to Council –use of IQM2 video meeting and minutes system implemented. Campaign development underway, commenced with hiring of new director August 27, and advertising agency on Dec. 4, 2012. Packet Pg. 510 4  6.3.b.a Operating Procedures continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development APPROVAL OF PURCHASES No purchases for real or tangible personal property shall be made by the Advertising Agencies, the Tourist Development Council or Director unless written authorization accompanies that request. Such authorizations shall be in advance. The scope of the written authorization will be as follows:  Purchases Acquisitions up to $25,000, approval by the Department Head (Director) and Purchasing Director  Purchases and Acquisitions above $25,000 and up to $50,000 approval by the Department Head (Director), Purchasing Director and County Administrator.  Purchases and Acquisitions over $50,000 by the Board of County Commissioners. [APPROVED BY THE BOARD MAY 15, 2012]  The Advertising Agencies will be required to confirm in writing their understanding and acceptance of these requirements. [APPROVED BY THE BOARD MAY 15, 2012 – both Zimmerman and Lewis complied]  Task Order procedure has been implemented and consistently applied.  Greater detail provided to Council – particularly expense of projects. Packet Pg. 511 5  6.3.b.a Additional Recommendations- Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development Operating Procedures  Advancement of funds should be limited and additional guidelines and procedures prepared to restrict this activity.  Widespread prepayment for services has been stopped.  Funds being held by agency ($305,484.20) returned.  Limitations on the advancement of funds has been incorporated into both the Operations & Procedures Manual and within the new ad agency contract. Packet Pg. 512 6  6.3.b.a Operating Procedures continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development DOCUMENTATION  No invoice will be processed through the Clerk’s Office without the executed task order and/or purchase order approved by the respective County officials. No invoice will be approved unless the actual invoice from the vendor accompanies the form.  The County should attempt to make media purchases whereby the vendor is paid directly by the County rather than through the advertising agency.  Operational procedures manual and new ad agency contract agreement mandate the invoice and back up be provided prior to payment. County has the right and ability to direct pay on media buys. Packet Pg. 513 7  6.3.b.a Operating Procedures continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development PLANNING  Annually, the Director will be required to prepare a detailed Strategic Marketing Plan which will set forth the proposed marketing expenditure for the upcoming fiscal year. That Plan will be reviewed by the TDC and presented to the Board for final approval. Expenditures during the upcoming year shall be in conformity with the Plan. Amendments to the Plan shall be reviewed by the TDC and subject to the Board for final approval.  Establishing a Strategic Marketing Plan is a top priority for new director and advertising agency. Packet Pg. 514 8  6.3.b.a Operating Procedures continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development DEVELOPMENT OF ADEQUATE STANDARDS  The Tourist Development Department (TDD) shall develop stricter standards for the evaluation of Special Event and sponsorship funding.  The TDD shall prepare detailed rules and restrictions to govern any contest or sweepstakes program.  The payments for the funding of Special Events and sponsorships should be directly to the entity applying for the funding and the payment should not be paid through the advertising agency.  Tourist Development operating standards have been rewritten.  Subjectivity of award levels to special events and sponsorships have been incorporated into the Operations & Procedures Manual to be more objective and will be further refined in the future.  Prerequisites and applied standards from other tourism development groups.  Detailed after action reports and impact calculations will be required. Packet Pg. 515 9  6.3.b.a Operating Procedures continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development FINANCIAL REPORTING  At a minimum, quarterly expenditure reports shall be provided to the TDC and to the Board for their review. These reports shall reconcile all payments that have been made and provide the extent of funding that remains available.  Council members provided monthly expense reports.  List of all checks written in the past 30 days.  Comparative analysis of outflow to budget timeline.  Improved financial management at the department level. Board to be provided quarterly expenditure report beginning in January. Packet Pg. 516 10  6.3.b.a Additional Recommendations Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development ACCREDITATION AND CERTIFICATION  The International Association of Convention and Visitors Bureau has partnered with Purdue University to develop an accreditation program for official destination marketing organizations. The County should explore possible accreditation of the TDD.  There is also a Certified Destination Management Executive Program. The County should encourage any future TDD Director to complete this program.  Director has established a relationship with Florida Association of Destination Marketing Organizations, National Destination Marketing Association International and U.S. Travel Association.  Future peer reviews and industry assessments.  Staff goal to become accredited – both individually and as an organization. Packet Pg. 517 11  6.3.b.a Additional Recommendations Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development continued REVIEW OF ADVERTISING CONTRACTS AND CONTRACT EMPLOYEES  The County should review the existing contracts with the advertising agencies and require conformity with the County’s purchasing policies and operations manual.  New contract now conforms with county purchasing requirements and TDC policy manual.  New Ad agency contract as of Dec. 4, 2012.  Uniformity with existing policy – such as per diem limits – have been included in the new Ad Agency contract. Packet Pg. 518 12  6.3.b.a Additional Recommendations continued Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development  Current Advertising Agency Contract  Any work performed under New Product Development Services will require a task order, which shall contain a detailed scope of services and an estimated not-to-exceed costs.  No invoice will be approved unless a copy of the actual invoice from the vendor accompanies the invoice and reflects the acquisition of goods/services.  The county has the discretion to pay vendors directly for paid media and pass through costs  Article IV, Section 4.1 of the contract deems Peter Mayer to be an independent contractor, rather than an agent of the county. Packet Pg. 519 13  6.3.b.a Additional Recommendations Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development continued ADOPTION OF A CODE OF ETHICS  The County should consider the preparation of an ordinance adopting a Code of Ethics for the Board, County employees and all appointed committees and boards.  Board direction on Aug. 21, 2012 meeting to consider after new commissioners take office. Packet Pg. 520 14  6.3.b.a Future Updates Attachment: TDD Status Report to BCC Dec 18 -2 (1248 : Tourist Development  Recovery of expended funds from sale of unauthorized purchases in progress; report in January.  Public Documents available on website on the Tourist Development Department page at www.okaloosafl.com  TDC Policy Manuals  County Ordinance  Penny Distribution  Tourist Tax Collections  Meeting Schedule  TDC members & application Packet Pg. 521 15  6.3.b.b Packet Pg. 522 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 523 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 524 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 525 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 526 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 527 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 528 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 529 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 530 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 531 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 532 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 533 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 534 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 535 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 536 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 537 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 538 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 539 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 540 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 541 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 542 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 543 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 544 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 545 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 546 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.3.b.b Packet Pg. 547 Attachment: Stewart TDD Recommendations 6-19 (1248 : Tourist Development Recommendations Update)  6.4.a BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: John Hofstad SUBJECT: Promotional Fund Grant Agreement DEPARTMENT: Public Works BCC DISTRICT: All STATEMENT OF ISSUE: Board approval is required to enter into the attached Grant Agreement from the Gulf Coast Seafood and Tourism Promotional Fund. The award represents the cost of the work required to generate an estimate of the biomass on the Okaloosa County reef system. The Grant award is $450,000. BACKGROUND: Okaloosa County citizens and visitors are subject to State regulations restricting the number and types of marine species harvested from reef ecosystems during a defined season. The regulations are restrictive enough to cause resource users to travel to less restrictive states to harvest affected species and thus the County experiences a negative economic impact. The methodology utilized to evaluate the marine resources is complex and includes many assumptions that critics believe skew the results and misrepresent resource populations. The technologies to be implemented in this study will provide an empirical database that can be utilized to challenge and compare to resource estimation model assumptions. The data will be useful for other purposes as well such as defining the density of reefs in the County Large Area Reef Sites, A, B and C and the identification of natural reef systems existing in the survey area. Some Grant Agreement highlights are as follows: - Grant Performance Period - December 1, 2012 - November 30, 2013. - Grant Amount - $450,000 paid in equal increments of $112,500 at project milestones. - Grant Project Task 1 - Provide a detailed scientific study of relative biomass and estimates of species on up to 100 publicly known artificial reefs. - Grant Project Task 2 - Develop a web-based application for the purpose of educating and communicating to the public the findings of the hydroacoustic survey effort. - Grant Project Task 3 - Final Report - Submit a final report that provides for a description of the activities performed, provides an analysis of the data gathered, and provides ways in which this information can be easily translated and conveyed to the non-scientific visitor to highlight the importance of maintaining a healthy eco-system. OPTIONS: Approve/Disapprove Packet Pg. 548  6.4.a RECOMMENDATIONS: Staff recommends the Board approve of the contract and the Chairman signs the document in the indicated location on Page 7. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 549  6.4.a.a ÐÎÑÓÑÌ×ÑÒßÔ ÚËÒÜ ÙÎßÒÌ ßÙÎÛÛÓÛÒÌ Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) This Promotional Fund Agreement • • • •• • • • • • • • •• • • • • Grantee • • • • • • • •• • • •• • • • •• • •• • • • ; Patrick Juneau, as Trustee Settlement Trust Claims Administrator of the Court Supervised Settlement Claims Administrator solely for the purposes of taking cognizance and approving the terms of this Agreement, BP Exploration BP Exploration RECITALS BP been named as defendants in on April 20, 2010 MDL Litigation WHEREAS, BP and the Economic Class Representatives, individually and on behalf of the Economic and Property Damages Settlement Class, by and through Lead Class Counsel entered into an Economic and Property Damag Settlement Agreement amended May 1, 2012, for the purpose of settling all Released Claims against the Released Parties, including BP; WHEREAS, the United States District Court of the Eastern District o Court Preliminary Approval Order WHEREAS, on May 4, 2012, BP, Lead Class Counsel, the Trustee and J.P. Morgan Trust Company (the Directed Trustee Deepwater Horizon Economic and Property Damages Trust Trust Agreement WHEREAS, the Settlement Trust is intended to meet the requirements of a qualified settlement fund within the meaning of section 468B of the Internal Revenue Code of 1986, as amended from time to time, and section 1.468B-1(c) of the Treasury Regulations promulgated thereunder; to pay Settlement Payments (as defined in the Settlement Agreement) and the costs of administering the Settlement Program (as defined in the Settlement Agreement) in accordance with the terms of the Settlement Agreement and the Trust Agreement. WHEREAS, the Trustee has the power, pursuant and subject to the terms of the Settlement Agreement and the Trust Agreement, to make distributions from the funds held by the Settlement Trust subject to the terms and conditions thereof; and WHEREAS, Grantee desires to obtain funds for promotional services as described on attached Schedule ; NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree to the terms and conditions set forth herein. 1 {00194230-1} Packet Pg. 550  6.4.a.a AGREEMENT Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) 1. Definitions. The following words and phrases have the meanings indicated. Other words and phrases appearing in capital letters throughout this Agreement shall have the meanings they are given with their first operative use. Terms not otherwise defined herein shall have the same meanings ascribed to them in the Settlement Agreement and/or the Trust Agreement. 1.1 Applicable Law: means all applicable local, state and federal laws, rules and regulations. 1.2 Claims Administrator: has the meaning ascribed to it in the Settlement Agreement. 1.3 Individual: means a natural person. 1.4 Lead Class Counsel: means the lawyers appointed by the Court to represent the Class of Claimants. 1.5 Settlement Trust: means the qualified settlement trust fund established pursuant to that certain Deepwater Horizon Economic and Property Damages Trust Agreement, dated May 4, 2012, among BP, Lead Class Counsel, the Claims Administrator, and the Directed Trustee. 1.6 Parties: means the Settlement Trust, the Claims Administrator, Grantee, BP and Lead Class Counsel. BP and Lead Class Counsel are only made Parties to this Agreement for the purposes of taking cognizance and approving the terms of this Agreement. 1.7 Preliminary Approval Order: means the Order entered by the Court on May 2, 2012 granting preliminary approval of the Settlement Agreement. 2. Scope of Services. 2.1 Services. The general scope of the services to be furnished by Grantee shall be those 2.2 The Services shall be provided in strict accordance with the terms of the Settlement Agreement, the Preliminary Approval Order, a final approval order (if one is entered) and in compliance with Applicable Law. 3. Grant Award. 3.1 Amount of Grant. Subject to the terms and conditions of this Agreement, and contingent upon sufficient funding of the Settlement Trust by BP, the Settlement Trust agrees to award to Grantee up to $450,000.00 for the period December 1, 2012 to November 30, 2013. The Grant shall be payable as follows: $112,500.00 after signing and processing of the contract. $112,500.00 upon receipt and approval of the first quarter report. $112,500.00 upon receipt and approval of the second and third quarter reports. $112,500.00 upon receipt and approval of the final report and submission of all of the 2 {00194230-1} Packet Pg. 551  6.4.a.a deliverables as outlined in Schedule 1. Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) 3.2 Documentation. Grantee shall submit to the Claims Administrator all documentation as further described in Paragraph 3.3 within ten (10) days before the beginning of each calendar quarter, or more frequently as the Claims Administrator may require. The Claims Administrator shall review Grantee acceptable, authorize the next Grant payment. In the event that any documentation is deemed not acceptable by the Claims Administrator, Grantee shall be notified in writing of such deficiencies within ten (10) days of submission of the documentation. 3.3 Reporting. Grantee will provide reports to the Claims Administrator at least quarterly, within ten (10) days before the beginning of each quarter, or more often as the Claims Administrator may require, in which it will report, for the preceding quarter the following: a updated list of services and deliverables as outlined on Schedule 1. The Claims Administrator may distribute such reports as it deems appropriate. In addition, Grantee may be required to provide additional reports as may further be defined by the Claims Administrator in writing. 3.4 Ownership of Documentation. All records, reports, documents and other material delivered or transmitted to Grantee by the Claims Administrator shall remain the property of the Claims Administrator, and shall be returned by Grantee to the Claims Administrator, at Grantee's expense, at termination or expiration of this Agreement. All records, reports, documents, or other material related to this Agreement and/or obtained or prepared by Grantee in connection with the performance of the Services contracted for herein shall become the property of the Claims Administrator, and shall, upon request, be returned by Grantee to the Claims Administrator, at Grantee's expense, at termination or expiration of this Agreement. 3.5 Audit Rights. Grantee will provide to the Claims Administrator copies of its audit reports, if and when requested to do so by the Claims Administrator. In addition, the Claims Administrator or its authorized representatives may, at any time on reasonable notice, audit the operation of Grantee in relation to the activities undertaken pursuant to this Agreement. 3.6 Payment in Full. The Grant payments made hereunder are and shall be deemed to consti ervices performed by Grantee. 4. Term. 4.1 This Agreement is effective as of 12:01 a.m. Eastern Standard Time on December 1, 2012 ( Effective Date November 30, 2013 (the Expiration Date 4.2 or as otherwise agreed by the Parties. 4.2 Grantee shall be authorized to perform the Services as further defined to this Agreement starting on the Effective Date, through and including the earlier of the date that: (1) the Court denies the P of the Settlement Agreement; (2) the reversal on appeal of a Court order granting final approval of the Settlement Agreement; (3) the Court enters an Order closing the proposed Court Supervised Settlement Program; (4) Grantee is terminated by the Claims Administrator with at least thirty (30) days written notice before the end of any 3 {00194230-1} Packet Pg. 552  6.4.a.a quarter, which the Claims Administrator shall have the right to do with or without Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) Termination Events As used herein, : (i) the failure of Grantee to perform the Services in accordance with the requirements of this Agreement, (ii) the breach by Grantee of any other obligations under this Agreement, which breach is not cured within ten (10) days of written notice thereof, (iii) the commission of any act or any omission involving gross negligence, fraud, or other intentional or willful misconduct by Grantee, and (iv) any other violation of a statute, regulation, order, decree or court requirement or other Applicable Law by Grantee. 5. [Intentionally Omitted] 6. Representations and Warranties. Grantee represents, warrants and covenants that: (i) it has the power and authority to enter into this Agreement and to perform all of its obligations hereunder; (ii) the execution, delivery and performance of this Agreement does not violate or conflict with any other agreement to which Grantee is a party or by which it is bound; (iii) Grantee has not previously entered into any agreement that would restrict Grantee in the performance of the Services; (iv) Grantee shall comply with all Applicable Law in performing its obligations under this Agreement; (v) Grantee shall use commercially reasonable efforts to verify that each of its employees performing Services is legally entitled to work in the United States and has all necessary visas and work permits; (vi) Grantee has the capacity and resources to perform the Services; (vii) all Services shall be performed by qualified personnel in a timely, professional and workmanlike manner in accordance with generally accepted industry practices; (viii) Grantee is either a governmental entity political subdivision of a governmental entity, or is recognized by the Internal Revenue Service IRS a public charitable organization under sections 501(c)(3) and 509(a)(1), (2) or (3) of the Internal Revenue Code, and will inform the Claims Administrator immediately of any changes in, or IRS proposed or actual revocation (whether or not appealed) of such tax status; and (ix) all Grant funds shall be used only for the purposes described herein. 7. [Intentionally Omitted] 8. [Intentionally Omitted] 9. Miscellaneous. 9.1 Successors and Assigns. The terms and conditions of this Agreement shall be binding upon the Parties and inure to the benefit of the Parties and their respective successors and permitted assigns; provided, however, that, unless otherwise provided in this Agreement, the obligations of the Parties under this Agreement may not be delegated nor shall any rights be assigned or transferred, including by merger, reorganization, change of control, acquisition or sale of all or substantially all of its assets or business Sale Transaction prior written consent. 9.2 Compliance with Laws. Grantee and its respective employees and agents shall comply with all Applicable Law in performance under this Agreement. 4 {00194230-1} Packet Pg. 553  6.4.a.a 9.3 Tax Responsibility. Grantee shall be responsible for the payment of any taxes that Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) might be due from or assessed on any of the Grant funds received under this Agreement. 9.4 Maintenance of Books and Records. In order to implement and effectuate the audit rights of the Claims Administrator as described in Paragraph 3.5, Grantee shall maintain its books and records and other documents pertaining to the use and disposition of the grant funds received and to the Services rendered under this Agreement, for a period of at least three (3) years after the Termination Date. 9.5 Dispute Resolution. Any and all claims, disputes and controversies arising under or relating to this Agreement that cannot be resolved by the Parties shall be determined solely in the Court, under Louisiana law without regard to its conflicts of law provisions. All P prevailing Party in any dispute arising from this Agreement may be awarded reasonable 9.6 Complete Agreement. This Agreement and any exhibits, together with any addenda, set forth the entire agreement of the Parties with respect to Services hereunder, and any prior or contemporaneous promises, conditions or understandings are superseded and/or replaced with this Agreement. 9.7 Modification. No provision of this Agreement may be changed unless the change is set forth in a written amendment to this Agreement signed by the Parties. 9.8 No Waiver. If a Party waives compliance with any term or condition of this Agreement, it shall be not deemed a waiver of any other right, nor to permit less than strict compliance with any term or condition on any future occasion. 9.9 Governing Law; Severability. This Agreement shall be governed by and construed in accordance with the law of the State of Louisiana without reference to its conflict of laws principles. To the extent that any provision is found to be unenforceable or invalid, then such provision shall be ineffective only to the extent of such unenforceability or invalidity, and shall not affect the enforceability or validity of any other provision of this Agreement. 9.10 Notices. All notices and correspondence required to be given by this Agreement shall be delivered by hand or certified mail, return receipt requested and postage pre-paid, or by a nationally recognized courier service, or by facsimile transmission, and be addressed as follows: 5 {00194230-1} Packet Pg. 554  6.4.a.a Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) If to Claims Administrator and/or Settlement Trust: Patrick Juneau 935 Gravier St. Suite 1905 New Orleans, LA Phone: 504-264-9740 Fax: 504-264-9746 Email: mjj@dheclaims.com If to Grantee: • •• • • • • • • • ••• • • • • • ••• • •• • • •• • •• • • • • • • • • • • • • • • •• • • •• • • • •• • •• • • ••• • • • • • •• • • ••• • • • • • • • • •• ••• • • • • • • Phone: •• • • • • • • •• • • • • • • • • • • • Fax: •• • • • • • • •• • • • Email: • •• • •• • • •• •• • •• • • ••• •• • 9.12 Counterparts. This Agreement may be executed in one or more counterparts which taken together shall constitute one single agreement between the Parties. 9.13 Independent Contractors. Grantee is an independent contractor. No Party to this Agreement is an agent, representative, joint venturer, or partner of any other Party. No Party shall have any right, power or authority to enter into any agreement for or on behalf of, or incur any obligation or liability of, or to otherwise bind, any other Party. Each Party shall bear its own costs and expenses in performing the Agreement. Grantee shall be responsible for the payment of all fees, wages and/or salaries payable to Grantee personnel and for providing Grantee personnel with any fringe benefits to which they are entitled by reason of being an employee or contractor of Grantee. Grantee shall comply, at its compensation laws, unemployment compensation laws, federal social security law, the Fair Labor Standards Act and all other applicable federal, state and local laws and regulations relating to terms and conditions of employment required to be fulfilled by employers. Grantee shall comply with all applicable occupational health and safety laws, standards and requirements pertaining to the Services, including, but not limited to, OSHA standards and analogous state standards for work performed under this Agreement. [SIGNATURE PAGE FOLLOWS] 6 {00194230-1} Packet Pg. 555  6.4.a.a IN WITNESS WHEREOF, the Parties have caused this Agreement which shall be effective on the date Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) first above-written, to be executed on their behalf by the undersigned duly authorized individuals. Settlement Trust Grantee: By: Signature Signature Patrick Juneau • •• • •• • •••• Printed Name Printed Name Trustee • • • ••• • • • • • • • Printed Title Printed Title Date Date Claims Administrator By: Signature Patrick Juneau Printed Name Claims Administrator Printed Title Date 7 {00194230-1} Packet Pg. 556  {00194230-1} 8 6.4.a.a Packet Pg. 557 Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement)  6.4.a.a Schedule 1 Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement) Description of Services The Okaloosa Board of Commissioners will perform two project tasks: 1. Provide a detailed scientific study of relative biomass and estimates of species on up to 100 publically known artificial reefs. 2. Develop a web-based application for the purpose of educating and communicating to the public the findings of the hydroacoustic survey efforts. Final Report 1. Submit a final report that provides for a description of the activities performed, provides an analysis of the data gathered, and provides ways in which this information can be easily translated and conveyed to the non-scientific visitor to highlight the importance of maintaining a healthy eco-system. 9 {00194230-1} Packet Pg. 558  6.4.a.a Packet Pg. 559 Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement)  6.4.a.a Packet Pg. 560 Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement)  6.4.a.a Packet Pg. 561 Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement)  6.4.a.a Packet Pg. 562 Attachment: Gulf Coast Seafood and Tourism Promotional Fund Contract (1226 : Promotional Fund Grant Agreement)  6.4.b BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: John Hofstad SUBJECT: Waste Management Final Proposal 1-1-1 DEPARTMENT: Public Works BCC DISTRICT: All STATEMENT OF ISSUE: Waste Management, Inc (WMI) has provided a final proposal on expanding enhanced recycling services (1+1+1) throughout the franchised areas of Okaloosa County which includes approximately 30,000 homes. BACKGROUND: At the Board’s direction earlier this year, WMI implemented a 1+1+1 pilot (Feb - Aug 2012) in the service areas encompassing approximately 2,400 homes in the Shalimar and Poquito Bayou areas. Results were positive in that the data showed a significant decrease in garbage disposal as well as a significant increase in the volume of recyclables collected at the curb. Additionally, a survey of participating residents was conducted during the latter stages of the pilot program, which also affirmed a positive perception of the benefits of the program. For the past few months, staff personnel from the county and WMI have been involved in negotiations to expand enhanced recycling throughout all of the unincorporated franchise areas. A number of different proposals have been submitted that did not meet the long-term program needs of the county resulting in county staff asking WMI for a best and final offer. In response, WMI provided a letter dated December 10, 2012 (attached) outlining conditions for implementing enhanced recycling (1+1+1). In summary, WMI is offering:  WMI to purchase carts at an estimated cost of $1.5M  WMI will offer a reduced rate of $9.45 per month per dwelling for 1+1+1 service  County to retain ownership of the carts upon termination of the contract  County to automatically honor the 5-year extension term of the existing collection and transfer station agreements thereby extending WMI’s contract to March 2021. Based on WMI’s response, residential customers will experience the following savings:  Current rate is $18.01 per dwelling per month ($10.93/WM+.68/OCrem+6.40/OCdis)  Proposed rate would be $9.45 (WM) + .68 (OC) + 6.40 (OC) = $16.53 per month  Savings to customer = $1.48 per month  This represents a rate reduction to the customer of 13.5% The benefit to the County is: Packet Pg. 563  6.4.b  Collection Fee Reduction (30,000 units x $1.48 x 12) $532,800  Disposal Fee Reduction (2,750 TPY @ $38.26/ton)estimated $105,215  Recycling Revenue Increase (2,750 TPY @ $40/ton)estimated $121,000  ESTIMATED ANNUAL SAVINGS $759,015 Some discussion has been given to the County contributing to the rate reduction offered to the customer. With the County contributing up to $0.35 to the customer’s the rate reduction, the following would apply:  Proposed rate would be $9.45(WM) + .33 (OC) + 6.40(OC) = $16.18 per month  Savings to customer = $1.83 per month  This represents a rate reduction to the customer of 16.7% The benefit to the County is reduced to:  Collection Fee Reduction (30,000 units x $1.48 x 12) $532,800  Disposal Fee Reduction (2,750 TPY @ $38.26/ton)estimated $105,215  Recycling Revenue Increase (2,750 TPY @ $40/ton)estimated $121,000  Revenue reduction from County’s contribution ($126,000)  ESTIMATED ANNUAL SAVINGS $633,015 It bears mentioning again that all 67 Florida counties must meet the State imposed 75% recycling goal by the year 2020. The 1+1+1 recycling program will better position Okaloosa County to meet this goal at the end of the decade. At the current time, the County has two options to move this program forward: 1. Implement a 1+1+1 service level (enhance recycling) within both County solid waste franchise areas during the first quarter of 2013 based on the terms outlined above, or 2. Defer implementation of 1+1+1 enhanced recycling service until such time as the current contract with WMI expires in March 2016, at which time the County will competitively bid out solid waste services through the RFP process OPTIONS: Approve/Disapprove implementation of enhanced recycling services (1+1+1) within the County’s two franchise areas through the first quarter of 2013 based on the terms and conditions outlined by the County’s solid waste provider, Waste Management, Incorporated. RECOMMENDATIONS: Staff requests Board consideration to either implement enhanced recycling services (1+1+1) within the County’s two franchise areas through the first quarter of 2013 based on the terms and conditions outlined by the County’s solid waste provider, Waste Management, Incorporated; or defer implementation until such time as the current contract with WMI expires in March 2016. Packet Pg. 564  6.4.b RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 565  6.4.b.a Packet Pg. 566 Attachment: WM Letter 12-10-12 (1231 : Waste Management Final Proposal 1-1-1)  6.4.b.b Packet Pg. 567 Attachment: Summary of WMI 1-1-1 Proposal (1231 : Waste Management Final Proposal 1-1-1)  6.4.b.c Board of County Commissioners State of Florida Annotated Residential Recycling Survey Attachment: Survey 1-1-1 Pilot Survey Results[1] (1231 : Waste Management Final Proposal 1-1-1) 2,234 Surveys Mailed, 447 qualified surveys received 16 Surveys were disqualified for no name and/or no address 20% of the Piloted Area Responded 1) During the pilot, what day is your garbage, yard waste, and recycling collected? 279 Monday 162 Thursday 6 No Response 2) Prior to the pilot, how often did you usually set out the following items for collection? Garbage Cart: (mark one) Recycling Bins: (mark one) 74% Twice per week 70% Every week 19% Once per week 11% Every other week 4% Every other week 4% Once per month 0% Once per month 11% Never 0% Never 4% No Response 2% No Response 3) During the pilot, how often did you usually set out the following items for collection? Garbage Cart: (mark one) Recycling Bins: (mark one) 90% Once per week 66% Every week 7% Every other week 20% Every other week 1% Once per month 8% Once per month 0% Never 4% Never 2% No Response 2% No Response 4) What concerned you most about switching to once per week garbage collection? (Some checked more than one box, percentage based on the 447 qualified surveys) Concerns prior to the pilot: Concerns after 5-month pilot: 55% No concerns 61% No concerns 17% Generating an overflow of garbage 28% Generating an overflow of garbage 26% Odors 9% Odors 16% Missing a collection day 17% Missing a collection day 3% Other Comments 8% Other Comments 5% No Response 3% No Response See reverse side for more survey questions. Packet Pg. 568  6.4.b.c Okaloosa County Board of County Commissioners Recycling Pilot Survey 5) What concerned you most about switching from recycling bins to a recycling cart? (Some checked more than one box, percentage based on the 447 qualified surveys) Concerns prior to the pilot: (mark one) Concerns after 5-month pilot: (mark one) 69% No concerns 70% No concerns 13% Cart too large for amount of recyclables 14% Cart too large for amount of recyclables Attachment: Survey 1-1-1 Pilot Survey Results[1] (1231 : Waste Management Final Proposal 1-1-1) 11% Storing the cart 13% Storing the cart 3% Other 3% Other 4% No Reponse 6) How would you describe the educational materials that accompanied the pilot program? 64% Very informative 3% Not informative 22% Somewhat informative 6% Never received any materials 5% No Response 7) When compared to your pre-pilot disposal and recycling habits, during the pilot, did you: Dispose of: (mark one) Recycle: (mark one) 4% More garbage 64% More materials 42% Less garbage 2% Less materials 53% Aboutthe same amount 31% About the same amount 2% No Response 3% No Response 8) What is your overall opinion of the pilot program? 55% Excellent 27% Good 5% Fair 11% Don’t like it 2% No Response 9) Do you want to continue the enhanced recycling program? 81% Yes 10% No 6% Don’t care 3% No Response 10) Should the expanded recycling program be expanded to all County customers? 74% Yes 8% No 13% Don’t care 18% No Response 84 Ready Avenue, Fort Walton Beach, FL 32548 Office (850) 651-7395 Fax (850) 651-7397 Packet Pg. 569  6.5.a BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Jeff Littrell SUBJECT: EPA Numeric Nutrient Criteria (NNC) Status Update DEPARTMENT: Water and Sewer BCC DISTRICT: All STATEMENT OF ISSUE: OCWS staff would like to give an update on the status of the EPA's Numeric Nutrient Criteria (NNC). BACKGROUND: The United States Environment Protection Agency (EPA) was the defendant in a lawsuit from environmental advocacy groups, including Earth Justice. The legal action alleged that the EPA had failed to enforce the Clean Water Act in Florida and that new, more strict limits on nutrients should be created and enforced in order to protect the surface waters of the state. The judge in Federal court ruled in favor of the plaintiffs in the lawsuit and directed EPA to promulgate new limits on nutrients in surface waters in the State of Florida. The nutrients in question are Nitrogen and Phosphorous. The proposed NNC limits only applied to the State of Florida and were not mandatory in any other states. The NNC limits in the proposed EPA rules were not based on sound scientific principles and were so strict that it would have been nearly impossible for any existing treatment facilities in the State of Florida to comply without extremely expensive upgrading of treatment processes. If the proposed rules had been adopted, the financial consequences for wastewater utilities and their customers would have been catastrophic. The EPA proposed a set of draft NNC rules for Florida in 2009. The proposed rules raised a storm of opposition among public and private entities which may be subject to them. The EPA conducted a series of public meetings in Florida in 2010 and solicited written comments from affected parties. OCWS staff, along with consultants and Commissioner John Jannazo attended one of the public meetings in Tallahassee. OCWS staff and consultants have submitted written comments to EPA on three different occasions. Members of the NW Florida Utility Managers Council, as well as the Florida Section of the American Waterworks Association (FSAWWA) and Florida Water Environment Association (FWEA) initiated legal action against the EPA. The Florida Attorney General and the Florida Secretary of Agriculture also initiated legal action against the EPA. On December 14, 2010, the Board of County Commissioners approved the Joint Agreement for Legal Representation with the law firm of Oertel, Fernandez, Cole & Bryant, P.A. The panhandle utilities involved in the Joint Agreement were Destin Water Users, South Walton Utility, Okaloosa County Water & Sewer System, Emerald Coast Utility Authority Packet Pg. 570  6.5.a and the City of Panama City. The purpose of the agreement was to initiate legal action to challenge the validity of the proposed EPA NNC rules regarding Water Quality Standards for the State of Florida's lakes and flowing waters as they affected wastewater utilities. While the matter was being litigated, FDEP proposed their own set of NNC rules and those rules were adopted by the Florida legislature. On November 30, 2012, EPA issued a statement that it had determined to accept the FDEP Numeric Nutrient rules. EPA's statement also indicated it was, "...prepared to withdraw or not move forward with its Federal Rules for any waters that become covered by State law ..." Because the FDEP rules do not yet cover all waters, EPA proposed two new Federal nutrient rules; one for numeric limits allowed in Florida's estuaries and coastal waters and one for streams in South Florida, which have not been covered by the FDEP rules as of this time. The net result of the above is that EPA rules for the vast majority of Florida's inland waters (except for South Florida) will not be regulated by the EPA rules, but will be covered by the State rules. While these State rules will be more rigorous than the new existing narrative standard, they are far more reasonable, realistic and workable than what EPA proposed and which we successfully challenged. OVERVIEW: It appears that EPA has approved the water quality standards that FDEP has formulated and that have been adopted as law by our legislature. At this moment, no standards for NNC are in effect for panhandle estuaries and probably will not be until summer 2013 at the earliest. There is speculation that EPA will eventually accept all standards proposed by FDEP and adopted by the Florida State Legislature. We must remain vigilant, as we expect the environmental advocacy groups to continue to litigate these issues and force the EPA's hand to stop cooperating with FDEP and go back closer to the original, unscientific NNC rules that were proposed in 2009. There is a document attached with talking points from Richard Griswold, who is the Director of Destin Water Users and also serves as the President of the NW Florida Utility Managers Council. The document also presents comments from Ken Oertel, the lead attorney hired by the panhandle utilities to challenge the EPA rules in federal court. RECOMMENDED BY: Packet Pg. 571  6.5.a APPROVED BY: James D. Curry, County Administrator Packet Pg. 572  6.5.a.a US Environmental Protection Agency Numeric Nutrient Criteria TALKING POINTS – December 3, 2012 Thoughts from Richard Griswold, Director, Destin Water Users & President, NW Florida Utility Managers Council: Attachment: EPA NNC TALKING POINTS 12-10-2012 (1229 : EPA Numeric Nutrient Criteria (NNC) Status Update)  Attorneys from all over Florida are studying the EPA documents now.  The media seems to be reporting all this based on their individual bias so believing anything from the media at this point is difficult.  It appears that EPA has approved the water quality standards that FDEP has formulated and that have been adopted as law by our legislature.  Since standards for the panhandle estuaries have been approved but not yet adopted by our legislature, then EPA will develop those standards in their estuary rule.  At this moment, no standards for NNC are in effect for panhandle estuaries and probably will not be until summer 2013 at the earliest.  The federal judge’s ruling on the freshwater rule was appealed by the environmental activist groups and that appeal is still alive. EPA has not yet responded to the appeal and only has a few days in which to do so.  Speculation on behalf of FDEP is that EPA will eventually accept all standards proposed by them and adopted by the Florida State Legislature.  The entire issue at this time is still confusing for all. It may take some time for all to be fully understood. Summary Statement from attorney Ken Oertel, representing the panhandle utilities (December, 2012):  After business hours on Friday, November 30, EPA issued a statement that it had determined to accept the FDEP Numeric Nutrient rules. EPA’s statement also indicated it was, “…prepared to withdraw, or not move forward with its Federal Rules for any waters that become covered by State law…” Because the FDEP rules do not yet cover all waters, EPA proposed two new Federal nutrient rules; one for numeric limits allowed in Florida’s estuaries and coastal waters; and, (2) for streams in South Florida, which have not been covered by the FDEP rules as of this time.  The net result of the above is that the EPA rules for the vast majority of Florida’s inland waters (except for South Florida) will not be regulated by the EPA rules, but will be covered by the State rules. While these State rules will be more rigorous than the now existing narrative standard, they are far more reasonable, realistic and workable than what EPA proposed and which we successfully challenged. Packet Pg. 573  6.5.a.a  These State rules are the same which we supported when challenged by the Earthjustice, which attempted to invalidate them so the EPA rules would remain on the books.  We prevailed in having the Administrative Law Judge determine the FDEP rules were valid. You should expect that EPA will, in the future, withdraw the rules it adopted for lakes, rivers Attachment: EPA NNC TALKING POINTS 12-10-2012 (1229 : EPA Numeric Nutrient Criteria (NNC) Status Update) and streams, etc. and will probably wait for FDEP to adopt additional standards for estuaries and South Florida’s freshwater areas. I think it is a safe bet to say that eventually the State rules will all be accepted by EPA and that it will rescind the rulemaking efforts we have objected to so vigorously.  With this action, EPA may file a notice with the Court of Appeal to have our appeal of Judge Hinkle’s decision dismissed as being moot. If EPA can persuade the Court of Appeal that the rules in question will not go into effect, the Court may be persuaded to dismiss our appeal. I would be disappointed if this occurs, as our appeal raises important legal issues regarding EPA’s powers. However, it will be unusual for the Court to entertain an appeal on rules which will not go into effect.  Last week (December 2012), EPA met with the Department of Environmental Protection officials to discuss the present status of the EPA rules. At the meeting, EPA outlined actions it took in regard to the Court imposed deadline of November 30, 2012. It specifically approved the DEP State rule; amended its necessity determination and indicated that it re-proposed the stream provisions invalidated by Judge Hinkle but indicated it may not go forward with those rules should it reach an agreement with the State. It proposed additional rulemaking for coastal and estuary waters, but indicated in recognition that DEP is on track for those rules; it may approve the State rules and not go forward with its own rules.  Additionally, the U.S. Court of Appeals for the 11th Circuit, extended the time for EPA to respond to briefs. The Court set a deadline of March 7, 2013 for EPA to respond. The way the Order is worded, it’s not clear whether EPA has until March 7 to answer all the briefs or just the Water Management District briefs; we will have to get clarification on that. Packet Pg. 574  6.5.b BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Jeff Littrell SUBJECT: Contract for the Transportation and Removal of Biosolids DEPARTMENT: Water and Sewer BCC DISTRICT: All STATEMENT OF ISSUE: OCWS staff requests approval by the Board of County Commissioners for the Chairman to execute a contract with Crook Creek Farms for the transportation and removal of biosolids from our Arbennie Pritchett Water Reclamation Facility (APWRF). Biosolids from our other two plants (Bob Sikes & Russell F. Stephenson) are trucked to APWRF and then transported from there to the permitted disposal site. BACKGROUND: Historically, the Florida Department of Environmental Protection (FDEP) has held wastewater treatment plants responsible for their biosolids from production through final disposal, even if the final disposal is located offsite and handled by a separate entity. On August 29, 2010, FDEP changed rule 62-640, F.A.C., to require all biosolids land application sites in the state of Florida to be permitted directly with FDEP. This change reduces unnecessary risk for OCWS, because the biosolids contractors are now the point of responsibility for the final disposal of biosolids. The biosolids contractor’s documentation that was once submitted through OCWS to FDEP will now be submitted directly from the permitted biosolids disposal contractor to FDEP. Under the current APWRF operating permit, condition VI (1) (b) requires the facility to begin using a land application site permitted in accordance with 62-640, F.A.C., for disposal of biosolids by January 1, 2013. Biosolids contractors have been working with FDEP throughout 2012 to obtain permits for their sites. The first biosolids land application permits in Northwest Florida were only issued in November 2012. Currently, the OCWS primary biosolids contractor, R & E Farms, is still working in cooperation with FDEP to complete its first permit application. Fortunately, a potential backup biosolids contractor, Crook Creek Farms, now holds three permits. All indications were that R & E Farms was working with FDEP to have their permit by January 1, 2013. As of December 10, 2012, R & E Farms still has not obtained their FDEP permit. We have a responsibility to the public, and our customers, to ensure that we have a permitted land application site where we can dispose of our biosolids. Therefore, OCWS staff and consultants feel it would be most prudent to enter into a contract with a second contractor, Crook Creek Farms, in order to provide a backup if R & E Farms does not have their permit by January 1, 2013. The contract with Crook Creek Farms can also serve in the event of a future emergency Packet Pg. 575  6.5.b that may arise with the primary contractor. The existing R & E Farms' contract (attached) is for services through September 30, 2013. Therefore, we are proposing to enter into identical contract with Crook Creek Farms with the same prices as R & E Farms contract. This contract will provide the same services and duration as the existing R & E Farms contract. OCWS staff and consultants have been in regular communication with R & E Farms, inquiring about the status of their FDEP permit and we have been told repeatedly that the permit approval would occur within a short time. However, time is now running out and the County Contract Review process has not been completed at the time of this agenda request being written (Dec. 10). We are proposing that BCC approval for the Chairman to execute this contract be contingent upon the successful completion of the County Contract Review process and after Crook Creek Farms has executed it. OPTIONS: Approve or deny. RECOMMENDATIONS: Staff recommends BCC approval for the Chairman to execute the contract with Crook Creek Farms for the transportation and removal of biosolids from APWRF contingent upon the successful completion of County Contract Review and after execution by Crook Creek Farms. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 576  6.5.b.a CONTRACT This agreement executed in __________, Florida this ______ day of ____________ 2012 between the County of Okaloosa, Florida, the Owner, hereinafter called the Party of the First Part, and Crook Creek Farms, Laurel Hill, FL or its successors, executors, administrators and assigns, hereinafter called the Party of the Second Part. Attachment: Crook Creek Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids) WITNESSETH: That for and in consideration of payments, hereinafter mentioned, to be made by the Party of the First Part, the Party of the Second Part agrees to furnish all equipment, machinery, tools and labor; to furnish and deliver all materials required to be furnished and delivered in about the improvement and to do and perform all work related to Providing transportation and removal of biosolids from the Okaloosa County Wastewater Treatment Plant as per the attached bid pricing in strict conformity with the provisions of this Contract, the Notice to Contractors, the Specifications and the Plans approved by the Owner. The said Plans, Specifications, the Notice to Contractors, and the Proposal are hereby made a part of this agreement as fully and to the same effect as if the same had been set forth at length in the body of this agreement. In consideration of the foregoing promises, the Party of the First Part agrees to pay to the Party of the Second Part such unit prices for the work actually done as are set out in the accompanying proposal in the manner provided in the said Specifications. The Contractor shall be prepared to begin work to be performed under the contract as he set forth in his proposal, but will not proceed until he receives official notice to begin. This contract will start January 1, 2013 and shall continue through September 30, 2013. Terms and conditions, such as insurance requirements, of Okaloosa County Bid # WS 71-08 “Water & Sewer Biosolids Removal & Transportation” apply to this contract. REPRESENTATIVES: The authorized representative of the County shall be: Jeff Oglesby, Interim Wastewater Operations Manager 250 Roberts Blvd. Fort Walton Beach, FL 32547 850-978-0018 Email: joglesby@co.okaloosa.fl.us The authorized representative for Crook Creek Farms shall be: Gabe Bowdoin, General Manager PO Box 38 4209 Millside Road Laurel Hill, FL 32567 Packet Pg. 577  6.5.b.a 850-546-1545 Email: crookcreekfarms@gtcom.net All notices required by this agreement shall be in writing to the representative listed above with a courtesy copy to the following: Jack Allen Contracts & Leases Attachment: Crook Creek Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids) Okaloosa County Purchasing Department 602-C North Pearl Street Crestview, FL 32536 850-689-5960/850-689-5998 (fax) Email: jallen@co.okaloosa.fl.us IN WITNESS WHEREOF, the Chairman of the Board of County Commissioners, by authority vested in him, has hereunto subscribed his name on behalf of the County of Okaloosa, Florida, the Owner, and the said Gabe Bowdoin has hereto fixed signature, the day and year above written. WITNESS: ________________________ Crook Creek Farms Contractor BY ____________________ TITLE STATE OF FLORIDA COUNTY OF OKALOOSA This contract is accepted this _______day of ________________, 2012 and is effective on the 1st day of January 2013. ATTEST: COUNTY OF OKALOOSA, FLORIDA _______________________ BY __________________________ Gary Stanford Don R. Amunds, Chairman Deputy Clerk of Court Packet Pg. 578  6.5.b.b CROOK CREEK FARMS To: Okaloosa County Water and Sewer Purchasing Department Attachment: Crook Creek Farms Price (1230 : Contract for the Transportation and Removal of Biosolids) Crook Creek Farms agrees to accept Class B biosolids from Okaloosa County Water and Sewer for the amount of $5.50 per cubic yard (delivered) or $15.50 per cubic yard picked up. Thank You, Gabe Bowdoin Manger Crook Creek Farms Crook Creek Farms PHONE (850)-546-1545 PO Box 38 FAX (850) 652-2901 Laurel Hill, FL 32567 E-MAIL crookcreekfarms@gtcom.net Packet Pg. 579  6.5.b.c Packet Pg. 580 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 581 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 582 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 583 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 584 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 585 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 586 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 587 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 588 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 589 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 590 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 591 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 592 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 593 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 594 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 595 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 596 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 597 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 598 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 599 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 600 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 601 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 602 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 603 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 604 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 605 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.c Packet Pg. 606 Attachment: R & E Farms Contract (1230 : Contract for the Transportation and Removal of Biosolids)  6.5.b.d Packet Pg. 607 Attachment: R & E Farms Letter (1230 : Contract for the Transportation and Removal of Biosolids)  6.6.a BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Elliot Kampert SUBJECT: Approval of Gulf Coast Marine Life Center Site Plans DEPARTMENT: Growth Management BCC DISTRICT: Two STATEMENT OF ISSUE: To review plans for Gulf Coast Marine Life Center, a proposed 102,500 square foot fish hatchery and research facility as submitted by Henderson Engineering & Consulting on behalf of the lessee, Aquagreen, Inc. The property is currently zoned B-3 (Light Commercial and Concession Areas) & B-4 (Parks, Beaches and Freeways) with a Future Land Use Map designation of Okaloosa Island (OI). Lease area contains 4.57 acres more or less and it is located east of the Emerald Coast Conference Center. BACKGROUND: The lease area is owned by the Okaloosa County Board of County Commissioners and the lease agreement was signed by the Board at their regular meeting held on July 17, 2012. OPTIONS: Approve or Disapprove RECOMMENDATIONS: The proposed development as presented complies with the Okaloosa County Comprehensive Plan, Land Development Code and Okaloosa Island Covenants & Restrictions. Staff recommends that the Board of County Commissioners approve the proposed Gulf Coast Marine Life Center site development plans as presented. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 608  Parcel Lines Legend Aerial Photo 00-2S-24-2185-0018-0000 SUBJECT PROPERTY : 6.6.a.a Packet Pg. 609 Attachment: Gulf Coast Marine Life Center A - Aerial Photo Map.pdf (1245 : Approval of Gulf Coast Marine Life Center Site Plans)  GLIN B-4 B-3 REC Legend B-3 B-4 REC Zoning Map 00-2S-24-2185-0018-0000 SUBJECT PROPERTY WATER : 6.6.a.b Packet Pg. 610 Attachment: Gulf Coast Marine Life Center B - Zoning Map.pdf (1245 : Approval of Gulf Coast Marine Life Center Site Plans)  ISLAN Legend SUBJECT PROPERTY ISLAN Future Land Use Map 00-2S-24-2185-0018-0000 WATER 6.6.a.c Packet Pg. 611 : Attachment: Gulf Coast Marine Life Center C - FLU Map.pdf (1245 : Approval of Gulf Coast Marine Life Center Site Plans)  6.6.a.d Packet Pg. 612 Attachment: Gulf Coast Marine Life Center - OILA's Recommendation Letter.pdf (1245 : Approval of Gulf Coast Marine Life Center Site Plans)  Packet Pg. 613 C:\HENDERSON ENGINEERING\PROJECTS\12-00 Marine Life Center\MASTERPLAN3.dwg Printed: Dec 11, 2012 - 3:06pm Printed By: john 119.93 81.00' 5' INTEGRAL CURB/SIDEWALK 2' OVERHANG 18.00' 44.00' 88.05' 22.15' 64.00 64.00 24.00 10.00' 2.00' 12.00' 12.00' 12.00' 12.00' 18.00' 20.00' 2.00' 12.00' 12.00' 20.00' 20.00' 20.00' 20.00' 12.00' 12.00' BUILDING STEM WALL 20.00' 10.00' 10.00' 64.00 37.00 2.00' 24.00 18.00' 41.84 58.00' 12.00' 25.83' INTEGRAL CURB/SIDEWALK 40.65' 25.00' RETAINING WALL 35.00' Attachment: Gulf Coast Marine Life Center - Geometry Plan.pdf (1245 : Approval of Gulf Coast Marine Life Center Site Plans) GULF COAST MARINE LIFE CENTER GEOMETRY DEVELOPER: AQUAGREEN, INC 155 CRYSTAL BCH DR, STE 1A PLAN DESTIN, FL 32541 6.6.a.e  6.6.b BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Elliot Kampert SUBJECT: Approval of Wild Willy's Adventure Park Site Plans & Variance DEPARTMENT: Growth Management BCC DISTRICT: Two STATEMENT OF ISSUE: To review plans for Wild Willy’s Adventure Park, a proposed 3,980 square feet restaurant, zip line, frozen yogurt, kiosk & mini golf course and a variance request from the minimum 50’ front setback requirement as specified in the Okaloosa Island Covenants & Restrictions for the proposed zip line structure from 50’ to 25’ as submitted by John Henderson with Henderson Engineering & Consulting on behalf of the lessee, Dominion Capital, LLC. The property is currently zoned B-3 (Light Commercial and Concession Areas) & B-4 (Parks, Beaches and Freeways) and the Future Land Use Map designation is Okaloosa Island (OI). Lease area contains 2.83 acres more or less and it is located east of the Emerald Coast Conference Center, Fort Walton Beach. BACKGROUND: The lease area is owned by the Okaloosa County Board of County Commissioners and the lease agreement was signed by the Board at their regular meeting held on July 17, 2012. OPTIONS: Approve or Disapprove RECOMMENDATIONS: The proposed development complies with the Okaloosa County Comprehensive Plan, Land Development Code and Okaloosa Island Covenants & Restrictions. Staff recommends approval of the proposed development as presented and the variance request from the minimum 50’ front setback requirement for the proposed zip line structure, from 50’ to 25’ as noted on the site development plan. RECOMMENDED BY: Packet Pg. 614  6.6.b APPROVED BY: James D. Curry, County Administrator Packet Pg. 615  Parcel Lines Legend SUBJECT PROPERTY Aerial Photo 00-2S-24-2185-0018-0000 : 6.6.b.a Packet Pg. 616 Attachment: Wild Willy's Adventure Park A - Aerial Photo Map.pdf (1246 : Approval of Wild Willy's Adventure Park Site Plans & Variance)  GLIN B-4 B-3 REC Legend B-3 B-4 SUBJECT PROPERTY REC Zoning Map 00-2S-24-2185-0018-0000 WATER : 6.6.b.b Packet Pg. 617 Attachment: Wild Willy's Adventure Park B - Zoning Map.pdf (1246 : Approval of Wild Willy's Adventure Park Site Plans & Variance)  ISLAN Legend ISLAN SUBJECT PROPERTY Future Land Use Map 00-2S-24-2185-0018-0000 WATER 6.6.b.c Packet Pg. 618 : Attachment: Wild Willy's Adventure Park C - FLU Map.pdf (1246 : Approval of Wild Willy's Adventure Park Site Plans & Variance)  6.6.b.d Packet Pg. 619 Attachment: Wild Willy's Adventure Park - OILA's Recommendation Letter.pdf (1246 : Approval of Wild Willy's Adventure Park Site Plans &  Packet Pg. 620 C:\HENDERSON ENGINEERING\PROJECTS\12-00 Marine Life Center\MASTERPLAN3.dwg Printed: Nov 19, 2012 - 11:16am Printed By: john 2' OVERHANG 18.00' 44.00' 88.05' 22.15' 64.00 64.00 24.00 10.00' 2.00' 12.00' 12.00' 12.00' 12.00' 18.00' 20.00' 2.00' 12.00' 12.00' 20.00' 20.00' 20.00' 20.00' 12.00' 12.00' 20.00' 10.00' 10.00' 64.00 37.00 2.00' 24.00 18.00' 58.00' 25.83' 40.65' INTEGRAL CURB/SIDEWALK 25.00' RETAINING WALL 35.00' WILD WILLY'S Attachment: Wild Willy's Adventure park - Geometry Plan.pdf (1246 : Approval of Wild Willy's Adventure Park Site Plans & Variance) ADVENTURE ZONE GEOMETRY DEVELOPER: DOMINION CAPITAL, LLC & UTILITY 155 GRAND BLVD, B105-214 MIRAMAR BEACH, FL 32550 PLAN 6.6.b.e  7.1 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Commissioner Dave Parisot SUBJECT: Application for the Gulf Coast Consortium Executive Committee At the Nov. 28 meeting of the Gulf Consortium, the Directors in attendance unanimously approved the criteria for selection of the first year Executive Committee, consisting of the Chairman, Vice-Chairman, Secretary-Treasurer, plus two additional Director Members per the Interlocal Agreement. The criteria include self-nomination for one or more of the offices sought, notification to the Interim Manager by December 21st, and approval of the Director's candidacy by the respective Board of County Commissioners via a letter or resolution to the Interim Manager stating its support of the candidacy for an officer of the Gulf Consortium. The election of the Executive Committee of the Gulf Consortium will be held at the meeting on January 18, 2013 in Pinellas County. Packet Pg. 621  7.1.a Subject: Self-Nomination for the 1st Year Executive Committee of the Gulf Consortium (Chairman, Vice- Chairman, Secretary-Treasurer, or as one of two other Directors) Attachment: Dave Parisot Self-Nomination Gulf Consortium2 (1238 : Application for the Gulf Coast Consortium Executive Committee) Submitted by: Commissioner Dave Parisot, Director of Gulf Consortium for Okaloosa County I hereby request your consideration to perform on the Executive Committee of the Gulf Consortium in any of the five positions. I have been actively involved with both the Natural Resource Damage Assessment (NRDA) program since November 2010 and with the enactment of the RESTORE Act federal legislation since “Day 1”as Okaloosa County’s designated representative. In both of these programs, I have interfaced with commissioners and other representatives of the “8 Disproportionally Affected Counties” in coordinating with various State agencies for NRDA and, for RESTORE, with FAC staff and our Florida Congressional Delegation in crafting the legislation. I have participated in every meeting of these groups. I am also Okaloosa County’s representative on the Governor’s Oil Spill Commission (post-Deepwater Horizon) to document lessons learned and make recommendations going forward, and was elected Vice-Chairman by the Commission members. Education: MBA in Management; B.S. in Psychology; A.A. in Real Estate; CCC Graduate with FAC; enrolled in ACC course with FAC; various leadership schools with the U.S. Air Force (Squadron Officer School; Air Command and Staff College; Squadron Commander Course), among others. FAC Involvement: During Florida’s 2011 Legislative session, I made multiple trips to Tallahassee to testify before multiple Senate and House committees and sub-committees in support of the FAC legislative priorities. Of particular note are the Pretrial Services, Internet Lodging Reservations, and the Septic Tank legislation. In June 2011, I received FAC’s Marlene Young Award, primarily for my actions and testimony in helping the defeat of the Pretrial Services legislation. In June 2012, I received the FAC President’s Award. I have participated in every FAC conference since being elected a county commissioner in 2010, particularly in recommending new legislative agenda items and participating in discussion of multiple agenda items. I was elected as the Senate District 2 member of the FAC Board of Directors in June 2012, and am currently an Ambassador to two new commissioners. On Dec. 11, 2012, I was one of only two Florida County Commissioners to attend the initial meeting of the Gulf Coast Ecosystem Restoration Council in Mobile, AL. Prior Leadership Experience: I spent 21 years active duty in the U.S. Air Force, including two tours as a Squadron Commander, a Division Chief at 9th Air Force Headquarters, the Officer-in-Charge of a 300 person F-15 Aircraft Maintenance Unit, and my final three years with the Air Force Inspector General, retiring from active duty in 1989. A successful military career requires teamwork to get the mission accomplished. I have owned and operated two successful businesses, one as a licensed sub-contractor in housing construction and the other in retail sales. I am a full-time County Commissioner with no other employment and will dedicate the time needed as a member of the Gulf Consortium Executive Committee. Packet Pg. 622  7.1.b Packet Pg. 623 Attachment: Parisot Ex Committee Approval ltr.pdf (1238 : Application for the Gulf Coast Consortium Executive Committee)  7.2 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Commissioner Dave Parisot SUBJECT: Update Concerning the RESTORE Act Funding Formula At the 8-county meeting in Walton County on Dec. 7, the counties unanimously voted to revise the formula for subject. The counties which will take a slight decrease are Escambia, Okaloosa, Bay and Walton. The counties which will receive an increase are Santa Rosa, Gulf, Franklin, and Wakulla. The attachments show the "old" or Nelson Amendment formula which was removed from the Act by Congressman Southerland during House/Senate conference and the new formula voted by the Gulf Consortium Directors from the applicable counties on Dec. 7. What we actually voted on and approved was the percentages to be allocated to each County for "Pot 1" funds, i.e.,(from West to East) Escambia @ 25.33%; Santa Rosa @ 10.50%; Okaloosa @ 15.23%; Walton @ 13.71%; Bay@ 15.10%; Gulf @ 6.74%; Franklin @ 8.44%; and, Wakulla @ 4.94%. Attachment 1 is a comparison of the "old" 8-counties formula with the "new" formula voted on at the Gulf Consortium 8-County meeting on Dec. 7 at Walton County. Attachment 2 shows the application of the formula factors for each of the 8 counties with varying amounts of the BP civil fine as examples (fine not set yet). The distribution percentages in the column labeled "20% + 80%" shows the percentages adopted by the 8-County Consortium sub- group. Attachment 3 shows the factors used to compute the percentages for each county in Attachment 2. We opted to adopt the percentages shown rather than the paragraph on the explanation to eliminate any differing interpretation by the U.S. Treasury Department. By adopting the percentages, it will be clear and simple for Treasury to merely multiple the 8-County "Pot 1" fine amount to do the allocation for each county. The proposed Resolution prepared by Sarah Bleakley of Nabors, Giblin & Nickerson is attached, as well as an update from the Florida Association of Counties. Packet Pg. 624  7.2.a Packet Pg. 625 Attachment: Attachment 1 - Comparison (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.b Packet Pg. 626 Attachment: Attachment 2 - Percentages (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.c (iii) DISPROPORTIONATELY IMPACTED COUNTIES.—The total amounts made available to coastal political subdivisions in the State of Florida under clause (i)(I) of the RESTORE Act shall be distributed according to the following weighted formula: (I) Twenty (20%) percent of the total funds shall be distributed equally to the eight (8) counties. (II) Of the remaining eighty (80%) percent of the total funds distributed according to the following weighted formula: Attachment: Attachment 3 - Factors (1240 : Update Concerning the RESTORE Act Funding Formula) (aa) Thirty (30%) percent based on the weighted average of the county shoreline oiled. (bb) Thirty (30%) percent based on the weighted average of the county per capita sales tax collections estimated for fiscal year 2011-12. (cc) Twenty (20%) percent based on the weighted average of the population of the county. (dd) Twenty (20%) percent based on inverse proportion of the weighted average distance from the Deepwater Horizon oil rig to the nearest and farthest point of the shoreline. Packet Pg. 627  7.2.d Packet Pg. 628 Attachment: RESTORE New Formula Resolution (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.d Packet Pg. 629 Attachment: RESTORE New Formula Resolution (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.d Packet Pg. 630 Attachment: RESTORE New Formula Resolution (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.d Packet Pg. 631 Attachment: RESTORE New Formula Resolution (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.d Packet Pg. 632 Attachment: RESTORE New Formula Resolution (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.d Packet Pg. 633 Attachment: RESTORE New Formula Resolution (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.e Packet Pg. 634 Attachment: FAC Consortium Newsletter (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.e Packet Pg. 635 Attachment: FAC Consortium Newsletter (1240 : Update Concerning the RESTORE Act Funding Formula)  7.2.e Packet Pg. 636 Attachment: FAC Consortium Newsletter (1240 : Update Concerning the RESTORE Act Funding Formula)  7.3 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: Commissioner Dave Parisot SUBJECT: Report on Gulf Coast Ecosystem Restoration Council Meeting Report concerning the December 11, 2012 Gulf Coast Ecosystem Restoration Council Meeting attended by Commissioner Parisot. Packet Pg. 637  7.3.a Subject: Trip Report to Gulf Coast Ecosystems Restoration Council (GCERC) Meeting, Dec. 11, 2012 at the Renaissance Mobile Riverview Plaza Hotel, 64 Water St., Mobile AL Attachment: Trip Report to GCERC Mtg Dec 11 2012 (1242 : Report on Gulf Coast Ecosystem Restoration Council Meeting) Submitted By: Commissioner Dave Parisot 1. Subject meeting was opened at 1:00PM by Alabama Governor Robert Bentley. Members of the Gulf Coast Ecosystem Restoration Council are: A. U.S. Dept. of Commerce: Dr. Rebecca Blank, Acting Secretary (Chair) B. U.S. Dept. of Agriculture: Harris Sherman, Under Sec’y for Natural Resources and Environment C. Dept. of the Army: J. Andrew Hagelin (sub for Jo Ellen Darcy, Asst. Sec’y for Army—Civil Works) D. U.S. Envir. Prot. Agency: Ken Kopocis, Asst. Administrator for the Office of Water, Designate (Lisa Jackson, EPA Administrator also participated) E. U.S. Dept. of Homeland Security: Rear Admiral Roy Nash, USCG (sub for VADM John Currier, Vice Commandant of the Coast Guard) F. U.S. Dept. of the Interior: Rachel Jacobson, Asst. Sec’y for Fish and Wildlife and Parks G. State of Alabama: Designee is David Perry, Chief of Staff to the Governor H. State of Florida: Designee is Mimi A. Drew, NRDA Trustee and Former Sec’y of FDEP I. State of Louisiana: Designee is Garret Graves, Chair, Coastal Protection and Restoration Authority of Louisiana J. State of Mississippi: Designee is Trudy Fisher, Exec. Dir., Mississippi Dept. of Environmental Quality K. State of Texas: Designee is Toby Baker, Commissioner, Texas Commissioner on Environmental Quality 2. GCERC Chair Dr. Rebecca Blank, Acting Sec’y of U.S. Dept. of Commerce, stated that RESTORE planning at all levels needs to move forward even though the civil fines have not yet been assessed. The money should be used to get the Gulf Coast back on its feet. She also commented that President Obama wants the plan to come from the Gulf Coast, not from Washington, DC. Packet Pg. 638  7.3.a 3. Lisa Jackson, EPA Administrator, reiterated that the President wants the planning to come from the Gulf Coast regions. She also commented on the significant impacts of stormwater runoff on coastal waters. Attachment: Trip Report to GCERC Mtg Dec 11 2012 (1242 : Report on Gulf Coast Ecosystem Restoration Council Meeting) 4. Rachel Jacobson, U.S. Dept. of Interior, commented on the Four Strategic Pillars established by the Gulf Coast Ecosystem Task Force (now defunct and replaced by the GCERC by Presidential order) and that these will be part of the guidelines of the GCERC. These four Pillars are: Restore and Conserve Habitat; Restore Water Quality; Replenish and Protect Living coastal and Marine Resources; and, Enhance Community Resilience (Discussion of these can be found in the Task Force’s Report “Gulf of Mexico Regional Ecosystem Restoration Strategy”, December, 2011). 5. Harris Sherman, U.S. Dept. of Agriculture, also commented on the importance of containing stormwater runoff on water quality and especially from croplands and the impacts of nutrients. 6. Trudy Fisher, Exec. Dir., MS Dept. of Environmental Quality, commented that we must be prepared when the RESTORE Act funding appears. The GCERC Comprehensive Plan is due by July 6, 2013. The GCERC plans to publish its proposed plan draft by the end of December 2012 and to hold public meetings in the 5 Gulf States in late January and February of 2013. After this, they will publish the Draft GCERC Comprehensive Plan in March 2013 with the Final Plan in July 2013. Her comments also indicated that the GCERC will be primarily involved with “Pot 2” (30%) of the RESTORE Act, not “Pot 3” (30%) States allocation. 7. Dr. Paul Sandifer, Chief Science Advisor, National Oceanic and Atmospheric Administration (NOAA) gave a power-point presentation on the Gulf of Mexico Coordinated Ecosystem Restoration Research, Monitoring, Observations, Science, and Technology Program (CERRMOST). This will be funded by one of the 2.5% “pots” plus 25% of the interest from the Treasury on RESTORE funds. This program is addressed in Section 1604 of the RESTORE Act. 8. The above was followed by a 2-hour scheduled period of public comment (which I did not attend). Packet Pg. 639  7.4 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: James D. Curry SUBJECT: Crestview Courthouse Task Force Update DEPARTMENT: County Administrator BCC DISTRICT: All STATEMENT OF ISSUE: Discussion concerning Crestview Courthouse Task Force Committee representatives, and authorization to present an updated list of representatives for approval at the next Board meeting. BACKGROUND: On April 19, 2011 the Board approved creation of a task force for future planning purposes for the Crestview Courthouse. Representatives of this group have not met since its creation, in part due to a lack of funds for courthouse projects. Interested parties would like this group to meet to begin some long range planning, but believe it necessary to update some of the representatives on the committee. RECOMMENDATIONS: Request discussion and staff direction concerning updating some of the representatives of the Crestview Courthouse Task Force Committee, and authorization to present an updated list of representatives for approval at the next Board meeting. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 640  7.4.a VISITOR - JUDGE WILLIAM STONE, TASK FORCE FOR RENOVATION OF OKALOOSA COUNTY COURTHOUSE IN CRESTVIEW Judge William Stone, Administrative Judge, referred to the valuable Attachment: 4-19-2011 Minutes - Crestview Courthouse Task Force (1247 : Crestview Courthouse Task Force Update) insight and recommendations of the task force for the construction of the Courthouse Annex Extension in Fort Walton Beach. He suggested the same type planning be used for short-term, mid-term, and long-term planning for the Okaloosa County Courthouse in Crestview. Judge Stone felt input from all stakeholders and private citizens for renovation of the Courthouse will be valuable and productive. Judge Stone stated the meetings of the task force will be advertised and recorded, ensuring absolute transparency. He noted there are some challenges in the renovation which must be overcome. Judge Stone noted there are three full-time judges (Judges Flowers, Ketchel, and Ward) in Crestview. Upon inquiry by Mr. Amunds, Judge Stone stated Family Court cannot be moved to South County. Continuing, he explained the history of the Administrative Directive designating that cases are filed based on the individual’s residency or where the event took place. Mr. Harris volunteered to serve as the Board’s representative on this task force. Mr. Amunds made motion, seconded by Mr. Roberts, to approve the formation of a task force for renovation of the Crestview Courthouse with Mr. Harris serving as the Board’s representative. Mr. Curry pointed out a list has been submitted of the officers or their representatives to serve on this committee: Judiciary Growth Management Court Administration Risk Management State Attorney’s Office Public Works Public Defender’s Office Purchasing Sheriff’s Office County Administrator’s Office Facilities Maintenance Property Appraiser’s Office Corrections Supervisor of Elections Clerk’s Office Tax Collector Information Systems The vote was taken on the motion to approve--5 yeas. April 19, 2011 Minute Book 65 Okaloosa County Board of County Commissioners Packet Pg. 641  7.4.b List of Representatives - Crestview Courthouse Task Force (April 2011) 1. Judiciary – Judge Stone Attachment: Crestview Courthouse Task Force Representatives (1247 : Crestview Courthouse Task Force Update) 2. Court Administration - Robin Wright 3. State Attorney’s Office - William Bishop 4. Public Defender’s Office – Karen Crinklaw & Scott Miller 5. Sheriff’s Office - Lt. Eric Aden 6. Facility Maintenance – Don Turner 7. Corrections - Paul Lawson (will likely bring other members of Corrections Staff) 8. Clerk’s Office - Don Howard & Kathy Henley 9. Information Systems – Don Vanderhoek 10. Growth Management - Purl Adams 11. Risk Management - James Taylor 12. Public Works - John Hofstad a/o Jason Autrey 13. Purchasing - Richard Brannon 14. County Administrator’s Office – Jim Curry 15. Property Appraiser’s Office – Keith Hilton 16. Supervisor of Elections - Paul Lux & Shirley Young 17. Tax Collector – (Not participating) 18. BCC – Commissioner Wayne Harris 19. Law Library – Deborah Angerman Packet Pg. 642  8.1 BOARD OF COUNTY COMMISSIONERS AGENDA REQUEST DATE: December 18, 2012 TO: Honorable Chairman and Members of the Board FROM: James D. Curry SUBJECT: Scheduling of Upcoming BCC Workshops DEPARTMENT: County Administrator BCC DISTRICT: All STATEMENT OF ISSUE: Request consideration and discussion concerning scheduling of various workshops for the Board for January - June 2013 BACKGROUND: The Board gave previous approval for the January - March 2013 calendar, which is attached. However, with the new Board in place, it has been suggested there may be additional workshops desired during the first quarter of 2013 such as Strategic Planning and a second RESTORE Act Workshop. Additionally, the Board approves meeting calendars for April - June at the first meeting in January which will include the Board’s Budget Policy Workshop in April. Staff requests Board discussion and direction on workshop topics for the first two quarters of the year (January - June 2013). Workshop dates/times and locations will be presented to the Board for final approval during the January 8, 2013 meeting. RECOMMENDATIONS: Discussion and direction by the Board concerning workshops for January - June 2013. RECOMMENDED BY: APPROVED BY: James D. Curry, County Administrator Packet Pg. 643  8.1.a Packet Pg. 644 Attachment: Jan - Mar 2013 Approved Calendars (1224 : Scheduling of Upcoming BCC Workshops)  8.1.a Packet Pg. 645 Attachment: Jan - Mar 2013 Approved Calendars (1224 : Scheduling of Upcoming BCC Workshops)  8.1.a Packet Pg. 646 Attachment: Jan - Mar 2013 Approved Calendars (1224 : Scheduling of Upcoming BCC Workshops)  8.1.b Packet Pg. 647 Attachment: Apr - June 2013 Proposed Calendars (1224 : Scheduling of Upcoming BCC Workshops)  8.1.b Packet Pg. 648 Attachment: Apr - June 2013 Proposed Calendars (1224 : Scheduling of Upcoming BCC Workshops)  8.1.b Packet Pg. 649 Attachment: Apr - June 2013 Proposed Calendars (1224 : Scheduling of Upcoming BCC Workshops)