Okaloosa County BOCC — November 4, 2012 — Colin Baenziger

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…  PROPOSAL TO PROVIDE COUNTY ADMINISTRATOR SEARCH SERVICES TABLE OF CONTENTS SECTION PAGE LETTER OF TRANSMITTAL 1 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 December 10, 2012 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 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, 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 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 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- 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 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- 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 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- 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. 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- Some of CB&A’s Clients… 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- 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 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- 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.  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- 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 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- 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 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- 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 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- 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 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- 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 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- 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, 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- 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 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- 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. 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- 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 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- 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 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- More CB&A Clients… 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- 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. 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- 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:  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- 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. 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- 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. 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- 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. 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- 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 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- 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 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 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. 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- COLIN BAENZIGER & ASSOCIATES – SOME OF OUR PLACEMENTS 2002 – Palm Bay, FL 2003 – Lauderdale Lakes, FL 2004 – Destin, FL 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-  Appendix A CB&A Comparable Governmental Searches  City/County Manager Search Assignments in 2012 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  City/County Manager Search Assignments in 2012 (continued) 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  City/County Manager Search Assignments in 2011 2011 City / County Manager Searches Completed (in chronological order by completion date). 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  City/County Manager Search Assignments in 2011 (continued) 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  City/County Manager Search Assignments in 2010 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  City/County Manager Search Assignments in 2009 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  City/County Manager Search Assignments in 2009 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  City/County Manager Search Assignments in 2009 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  Appendix B Searches by Colin Baenziger & Associate’ Staff  Governmental Search Assignments Performed by the Staff of Colin Baenziger & Associates Current Searches City Manager, Doraville, GA (population 8,500) 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  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 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  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 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  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 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  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 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  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 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  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) 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  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 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  Appendix C Sample Brochure: County Administrator - Hernando County C-1 C-2 C-3 C-4 C-5 C-6 C-7 C-8  Appendix D Sample Candidate Report  Sample Candidate Report [Note: The following materials are provided with the permission of the candidate.]  TABLE OF CONTENTS PAGE RESUME 1 CB&A INTERVIEW 5 BACKGROUND CHECKS 11 REFERENCE NOTES 13 INTERNET SEARCH 28 Christopher Morrill Resume -1- -2- -3- Christopher Morrill CB&A Interview -4- Christopher Morrill Education Master of Public Administration, University of North Carolina Bachelor of Arts, College of the Holy Cross Experience 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- 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 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- 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 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- 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. 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- 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 Colin Baenziger & Associates -9- Christopher Morrill Background Checks -10-  Background Check Summary for Christopher P. Morrill Criminal Records Checks: Nationwide Criminal Records Search No Records Found 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- Christopher Morrill Reference Notes -12-  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 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-  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 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-  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 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-  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 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-  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. 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-  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. 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-  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 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-  Reference Notes Christopher Morrill Strengths: People skills. Weaknesses: None identified. Dick Evans - CFO, City of Savannah, GA (912) 651-6440 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-  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 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-  Reference Notes Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill:  Knowledgeable,  Resourceful,  Efficient,  Possessing integrity,  Professional, and  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-  Reference Notes Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill:  Sincere,  Involved in the community,  Professional,  Articulate,  Genuine, and  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-  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 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-  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 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-  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 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- Christopher Morrill Internet Research -27-  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 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-  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, 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-  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 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-  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 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-  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 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-  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. 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-  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 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-  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 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-  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 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-  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 pedestrian traffic problems at the busy intersection. -37-  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 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-  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 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-  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, 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-  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 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-  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 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-  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 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-  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.' " 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-  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. "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-  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 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-  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. 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-  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. 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-  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. 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-  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 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-  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 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-  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 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-  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 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-  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 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-  Appendix E St. Johns County Resolution Thanking CB&A for Its Outstanding Service E-1 E-2  Appendix F Required Forms  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. 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  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 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  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. ___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