89-0614 Paul Reaume LTD S9— 06 I&+
RESOLUTION
ACCEPTING THE PROPOSAL OF PAUL A. REAUME, LTD.
FOR PROFESSIONAL SERVICES
WHEREAS, Paul A. Resume, Ltd. has submitted its written proposal to provide
professional services incident to the recruitment of candidates for the position of city
manager; and
WHEREAS, the city has determined that it is in its best interest to accept said
proposa I.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ELGIN, ILLINOIS,
that George VanDeVoorde, Mayor, be and is hereby authorized and directed to accept the
proposal on behalf of the City of Elgin of Paul A. Reaume, Ltd. for professional services,
a copy of which is attached hereto and made a part hereof by reference.
George VanDeVoorde, Mayor
Presented: June 14, 1989
Adopted:
Vote: Yeas Nays Ar
Recorded: nt h� 1
Attest:
Marie Yearman, City Clerk
1111
-- THE PAR GROUP CHICAGO
Paul A.Reaume, Ltd. Executive Office Cen:re
100 Waukegan Rcae
Public
— Management Consultants May 16, 1989 Lake Bluff. Illinois 60044
g AC 312'234-0005
The Honorable George VanDeVoorde, Mayor,and
Members of the City Council
City of Elgin
150 Dexter Court
Elgin, Illinois 60120
Dear Mayor VanLeVoorde and Council Members:
We are pleased to respond to your request to propose our services and explain how we can assist
the City of Elgin in the successful recruitment,screening,interviewing and selection of Candidates from
which the City Council may appoint a City Manager to succeed Jim Cook.
Principals of The PAR Group have successfully carried out executive search consulting services
for over sixteen years for hundreds of local government clients throughout the United States. The
firm's Principals and the quality of work and sensitivity to Client's needs and concerns are recognized
hallmarks- our firm is considered a leader in the public management consulting field.
Our executive search process is highly professional and personalized. We assist our Clients
from commencement to conclusion of the assignment - assisting the Client until a completely acceptable
Candidate is appointed to the position. We also stand ready to be supportive beyond selection, toward
facilitating effective relationships between the Council and Manager, as desired.
We handle all of the administrative details of the entire recruitment process, so the Client
may limit their involvement to the significant, decision-making aspects of the selection process, thus
minimizing interruption of their attention to other on-going concerns and responsibilities.
Our initial effort in assisting the City of Elgin would be to develop a Recruitment Profile that
sets forth detailed qualifications for the City Manager position, reflecting both current and longer
range organizational expectations relating to the position. The Profile serves as a key instrument for
recruiting and screening Candidates in accordance with the unique needs identified as particularly
desirable for Elgin's City Manager position.
Generally, our executive search process is as follows, subject to mutually agreed upon
modification:
1. Interview Members of the City Council, City Manager, key Staff and other individuals, as
appropriate, all toward achieving clarity and consensus concerning the specific nature of
duties, responsibilities and expectations of the City Manager position. Interview data will be
used in preparation of the Recruitment Profile for approval by the City Council.
2. Conduct an intensive independent professional search and recruitment effort, utilizing our
extensive national contact network, seeking out qualified Candidates who may not otherwise
have an interest in Elgin's position. . .
3. Place announcements in appropriate professional publications to provide maximum exposure of
the position opportunity and to ensure an open recruitment process; if desired, specialty
advertising will be placed on a cost-only reimbursement.
4. Process all applications received from recruitment and announcement efforts, including timely
acknowledgments to all Applicants on behalf of the City Council.
Assisting in the Achievement of Excellence in the Public Service
City of Elgin, Illinois May 16, 1989 Page 2
5. Screen ail applications received, matching all Applicant's credentials with the specific
criteria qualifications stated in the Recruitment Profile.
6. Inform all Applicants who clearly do not meet the City Council's established_criteria-for the
position.
7. Pre-interview prospective Final Candidates and make background inquiries and reference
checks with current and past employers and verify claimed educational achievement.
8. Submit a report on applications received, including resumes and background information on
those individuals considered to be most qualified and best suited for the City Manager position,
recommending approximately 8-10 such persons to the City Council for personal interview
consideration.
9. Facilitate the City Council's selection of approximately five persons to be invited for personal
interview and appointment consideration.
10. Prepare interview questions and procedures for use by the City Council, developing a process
which will ensure that the same questions are asked of each Candidate and that each
interview is thoroughly and consistently evaluated.
11. Handle arrangements for Candidate's travel to Elgin for interviews, be present during
interview sessions to facilitate effective discussion and deliberation toward the Council's
selection of a Final Candidate, and also assist in employment negotiation between Final
Candidate(s) and the City Council, as desired.
12. Arrange to have pertinent court records and credit files examined regarding Final
Candidate(s)considered for appointment,on a cost-only reimbursable basis.
We are prepared to undertake this assignment promptly upon your approval of our proposal
and to meet your target date of having a new Manager on board in mid-September.
All services in connection with this assignment will be performed by individuals who possess
recognized municipal experience and broad executive selection judgment. Our Principals and Associates
offer over 100 years cumulative operations and consulting experience in local government and related
agencies. Paul Reaume will serve as Recruitment Director of your assignment. Biographies of those
persons who will participate in your recruitment process are enclosed.
Our Principals have conducted a large number and variety of local government searches
throughout the United States. We have conducted more local government searches in the Midwest
than any other recruitment firm, including numerous city management recruitments for Illinois
municipalities,including, of course, the City of Elgin. A representative Midwest Client List is enclosed
your your review. National clients have included municipalities of under 5,000 to cities over 1,000,000
with budget responsibilities well over a billion dollars.
Our fee for the comprehensive services outlined above would be a fixed fee of $14,000 for
professional services, plus reimbursement for expenses related directly to your recruitment process, such
as for travel, communications and printing, approximating $4,000. The foregoing expense
reimbursement does not include the cost of Candidate travel and other expenses associated with
interview of Candidates in Elgin. The professional fee is payable in three equal payments, billed
during the course of the recruitment. Reimbursable expenses will also be billed and indicated
separately on our statements. The first payment for professional services is due upon acceptance of our
proposal.
City of Elgin, Illinois May 16,1989 Page 3
This letter of proposal, when approved and signed, shall constitute an Agreement between us
and it may not be modified except in writing by both parties. Our liability, if any, shall not be greater
than the amount paid to us for professional services rendered. •
Elgin City Council Members can be assured of our responsive and personalized professional
attention throughout the recruitment assignment. We very much enjoyed working with you in 19$5 and
enthusiastically look forward to having the opportunity to again assist the City Council in the very
important responsibility of selecting a qualified, appropriately experienced professional to serve as its
next City Manager. We will be pleased to provide further information upon request and meet with you
personally,as you may desire.
V sincerel
...44
tHE PAR OUP
Paul A. Reaume, Ltd.
ACCEPTED t THE CITY OF ELG N,ILLINOIS
BY:
TITLE: N1 iA LA Lam%(`.-
DATE: ♦V;LlE I 4 r 1 C1
Enclosure
THE PAR GROUP
Paul A. Reaume, Ltd.
CONSULTANT BIOGRAPHICAL PROFILE
PAUL A. REAUME
Mr. Reaume is President of The PAR Group - Paul A. Rgaume, Ltd., a Chicago area firm
providing executive search and management consulting services to government, non-profit and
related organizations throughout the United States.
He holds a Bachelor of Science degree in Business Administration; he also achieved a Master of
Public Administration degree from the University of Kansas.
Mr. Reaume served for ten years in two cities, principally as a City Manager. He is a corporate
member of the International City Management Association, the American Society for Public
Administration, and previously was a Board Member of the Illinois City Management
Association, and President of the Chicago Metropolitan Chapter of the Illinois City Management
Association, including active participation in a variety of committees and task forces involving
issues of public policy nationally and intergovernmental concerns in the Chicago metropolitan
area.
Mr. Reaume served in 1986-88 as a Vice President and Partner of Korn/Ferry International in
the firm's government services and non-profit specialty practice, providing executive search
services on a national basis. He previously headed Paul A. Reaume Associates - PARA, Inc. from
1977 to 1986, providing management consulting services to local governments nationwide,
specializing in executive search. From 1972-1977, Reaume served as a Corporate Vice
President - Administration of Callaghan & Company, law publishers, as well as serving as
Director of the firm's Urban Affairs Division which provided management consulting,
municipal codification, training and seminars, and executive search services to local
governments. He concurrently served as Editor of Callaghan's national quarterly publication,
Current Municipal Problems. He has also served as consultant to a Municipal League
organization comprised of over 35 municipalities.
Mr. Reaume's professional involvement in government, business, and related fields involves
over 30 years of public service activity. He is a frequent speaker and presenter before local,
state, national and international professional groups, including the National League of Cities,
International City Management Association, International Personnel Management Association,
American Society for Public Administration, and American Public Works Association.
THE PAR GROUP
Paul A. Reaume, Ltd.
CONSULTANT BIOGRAPHICAL PROFILE
DUANE W. OLIVIER —
Mr. Olivier has over 25 years' experience in local government as an administrator and
consultant, including professional involvement as a city-county Senior Planner, Assistant City
Manager, City Administrator, Director of Local Government Training at the college level, and as
a consultant specializing in management assistance to local governments, and specialty
recruitment for a variety of government professionals.
He holds a Bachelor of Arts degree in Political Science from Augustana College and a Master of
Arts degree in Public Administration from Northern Illinois University. Olivier has also
participated and attended additional specialized courses, seminars and workshops in community
planning and zoning, labor-management relations and collective bargaining, and management
development.
Mr. Olivier's consulting expertise is in the areas of local government management and
administration and employee relations, organizational analysis, and administrative procedures
as well as being a specialist in local government recruitment. Olivier is a Senior staff member
with The PAR Group and participates in all areas of consulting activity undertaken with the
firm.
GERALD R. PLOCK
Mr. Plock has over eight years experience in local government operations and public
management consulting. He graduated with honors with a Bachelor of Science Degree in Political
Economy from the University of Wyoming and holds a Master of Public Administration from the
University of Kansas.
Mr. Plock served for several years in the City of Phoenix Management and Budget Department
where he gained extensive experience in public budgeting and applied research and was involved
as a principal staff member in the analysis of numerous public policy and management issues.
Plock also served as Phoenix's liaison to Public Technology, Inc., a not-for-profit research and
technology organization serving local government. While with the City of Phoenix, he served as
an Adjunct Professor in public administration at Arizona State University.
Mr. Plock recently has been a management consultant to local governments and other
institutions, including providing advisory services in a design-build competition to construct a
new $144 million dollar Chicago Central Library. Mr. Plock has also served as a Special
Consultant to Public Administration Service, a not-for-profit consulting organization serving
governments worldwide. Mr. Plock currently serves as a Principal Consultant with The PAR
Group where he has significant involvement in executive search assignments as well as other
consulting services provided by the firm.
THE PAR GROUP
Paul A. Reaume, Ltd.
CITY OF ELGIN - CITY MANAGER
RECRUITMENT TIMETABLE
Activity Elapsed Weeks from Approval of Recruitment Profile
1 2 3 4 5 6 7 8 9 10 11 12
On-site Interviews with Client;Development and
Approval of Recruitment Profile
Candidate Identification,Search,Screening,Interview
and Evaluation
Consultant Report and Recommendation of
Qualified Candidates �■
Client Selection of Candidate Finalists,Final Back-
ground Checks;Report Preparation and Presentation
Client Interviews of Selected Finalist Candidates
Client Selection of Final Candidate,Negotiation of
Compensation and Employment Conditions,Offer,
Acceptance and Appointment
THE PAR GROUP
Paul A. Reaume, Ltd.
•
REPRESENTATIVE CLIENT LIST - MIDWEST UNITED STATES
(Clients Served Personally by Paul A. Reaume)
ARKANSAS
City of Little Rock City Manager
COLORADO
City of Arvada City Manager
City of Aurora City Manager
City of Boulder City Manager
City of Colorado Springs City Manager
City of Englewood Downtown Development Director
City of Lakewood City Manager (2)
Director of Public Works
Director of Public Safety
Town of Winter Park Town Manager
JLLINOIS
Village of Barrington Chief of Police
Director of Public Safety
City of Carbondale City Manager
Village of East Hazel Crest Village Manager
City of Elgin City Manager
City of Elmhurst Chief of Police
City of Evanston City Manager
Village of Flossmoor Village Manager (2)
Village Engineer
Village of Glencoe Village Manager
Director of Public Saftey
Village of Glendale Heights Village Manager
Director of Finance
Village of Hazel Crest Village Manager
City of Highland Park City Manager (2)
Director of Community Development
Director of Public Works (2)
Village of Hinsdale Director of Public Works
Village of Homewood City Manager
Director of Public Works
City of Joliet City Manager
Village of Lake Bluff Village Manager (2)
Village of Lincolnshire Village Manager
Director of Public Works
THE PAR GROUP
Paul A. Reaume, Ltd.
Representative Client List - Midwest United States Page 2
ILLINOIS (continued)
City of Moline City Manager
Chief of Police
City of Naperville City Manager (2) —
Village of Oak Park Village Manager (2)
Chief of Police
Village of Orland Park Chief of Police
Village of Palatine Village Manager
Village of Park Forest Chief of Police
Village of University Park Village Manager (2)
City of Park Ridge City Manager
Director of Public Safety (2)
Director of Community Preservation
Village of Schaumburg Village Manager
South Suburban Mayors and
Managers Conference Executive Director
City of Sterling City Manager (2)
Village of Vernon Hills Village Manager
Director of Building and Zoning
Village of West Dundee Director of Public Works
MINNESOTA
City of Brooklyn Park City Manager
City of Burnsville City Manager
City of Coon Rapids City Manager (2)
City of Fridley • City Manager
City of Minnetonka City Manager
Chief of Police
City of Moorhead City Manager
MICHIGAN
City of Brighton City Manager
City of East Lansing City Manager
City of Grand Haven City Manager
City of Grand Rapids Director of Personnel
City of Muskegon City Manager
City of Niles City Manager
City of Owosso City Manager
City of Saginaw City Manager (2)
Director of Economic Development
City of Southfield City Manager
Assistant City Manager
City of Sterling Heights City Manager
THE PAR GROUP
Paul A. Reaume, Ltd.
Representative Client List - Midwest United States Page 3
MISSOURI
City of Ferguson City Manager (2)
City of Independence City Manager
OHIO
City of Cincinnati City Manager
City of Dayton City Manager
City of Delaware City Manager
City of Kent Finance Officer
City of Worthington City Manager
OKLAHOMA
City of Bartlesville City Manager (2)
City of Enid City Manager
SOUTH DAKOTA
City of Yankton City Manager
TEXAS
City of Abilene Director of Public Works
City of Arlington City Manager
City of Austin City Manager
City of Dallas City Manager
Assistant City Manager
Director of Planning
Dallas Housing Authority Executive Director
City of Denton City Manager
City of Fort Worth City Manager (2)
Human Rights Director
City of Garland City Manager
City of Grapevine City Manager
City of Hurst Chief of Police
City of Lubbock Assistant City Manager
City of Wichita Falls City Manager
Director of Public Works
Fire Chief
Director of Parks and Recreation
WISCONSIN
City of Eau Claire City Manager
City of Fond du Lac City Manager
City of Janesville Director of Planning
City of Madison City Assessor
Director of Public Works
THE PAR GROUP
Paul A. Reaume, Ltd.
A Professional Process
Benefiting Councils,
Candidates, and the
Profession
by Paul A. Reaume
Paul A. Reaume Associates—PARA, Incorporated
Chicago, Illinois
Local government concerns and urban complexities require the attention of a committed
and compatible council-manager team. The wedding of that team together is the ulti-
mate goal of the executive search process. Executive search provides a process with spe-
cific activities to help a city council or county board select a city manager. City councils and
city manager candidates increasingly recognize the important role a responsible and experi-
enced executive search firm can serve in providing an open, definable structure to address
their interests.
The following are the key activities involved in an ex- Position Vacancy Announcement. The position is
ecutive search process. These steps help a city coun- listed in the ICMA Newsletter and is often included in
cil find a fully qualified group of candidates from the appropriate municipal league publication and in
which to select its next city manager. other professional journals and publications. Al-
though the recruitment responsibility of the consul-
Development of Qualification Criteria and Position tant does not rely solely upon receiving applications
Expectations. This initial step is one of the most im- from such announcements, their publication ensures
portant in the recruitment process. Assumptions that all persons from local, regional, and nationally
about the next city manager should be carefully ex- located jurisdictions know of the position and have an
amined. Questions which go beyond the traditional opportunity to compete. Similarly, the city enjoys the
requisites of education and experience need to be benefit of broad exposure of their position in the pub-
raised. By assessing the organization's strengths and lic management marketplace.
weaknesses, the council can better determine the
kinds of qualifications and technical expertise it most Consultant Research and Candidate Solicitation.
needs. Specific expectations for the next manager Armed with the council's specific criteria and expec-
should be defined, outlining problems and identifying tations as outlined in the approved recruitment pro-
major goals for the organization and the community. file, the consultant seeks out individuals who have the
These criteria should be based on both current and specific qualifications the council has identified. The
long-range considerations. Some councils make the consultant reviews resumes on file,does research,
mistake of concentrating upon only visible and imme- contacts knowledgeable municipal officials, govern-
diate needs. Most councils expect the new manager to mental organizations, academicians, city managers,
give at least five years to the job; the criteria should and others who might be aware of the talent, achieve-
address that time frame. ment,and interests of prospective candidates. Those
identified in the initial search effort, generally a rela-
Recruitment profile data are gathered from individ- tively small number who best "fit" the profile, are in-
ual and group interviews with the mayor and city vited by the consultant to consider the position. The
council, key department heads and staff, the outgoing consultant is careful not to indiscriminately invite
city manager, and other municipal officials or corn- large numbers of candidates to apply.
munity leaders. These interviews capture the unique Acknowledgment of Applications. This step, which is
qualities of the organization and community. They often overlooked by councils, is important from corn-
address issues and goals, as well as the professional munications, courtesy, and confidentiality stand-
achievement,experience, management style, and per-
points. All applications should be acknowledged. Fur-
sonal traits the community feels its manager should thermore, whenever an individual is eliminated from
have.
have. Attention is given also to the organization and consideration, he or she should be notified. It is gen-
structure of the council to provide data regarding erally the responsibility of the consultant to receive
terms of office and expected turnover, and council resumes and handle these communications on behalf
statutory power and roles that may affect the city of the council, thus affording greater confidentiality.
manager's office. The city council approves the pro-
file collectively. The recruitment profile is prepared Screening Credentials. In reviewing candidate cre-
for distribution to everyone who has expressed an in- dentials against the criteria described in the profile,
terest in the position, to prospective candidates whose the consultant carefully evaluates background in-
interest is solicited by the consultant,and to staff of formation. It is important for candidates to under-
the municipal organization being served. stand that this narrowing-down process requires nu-
merous individuals to be eliminated from active dates are planned for a compact time period, usually
consideration, not because they are "unqualified," a weekend. This practice best utilizes the time of all
but because they may not "fit" this particular recruit- participants and shortens the time between inter-
ment. Should questions arise in reviewing resumes, views and selection.
the consultant calls for elaboration and/or clarifica- Candidate Interviews and Council Evaluation of
tion. The consultant also contacts appropriate refer- Candidates. A precise schedule is prepared for the
ences, maintaining confidentiality when necessary. weekend interview session. Candidates are scheduled
This review process normally is conducted jointly by to be hosted on individual tours of municipal facili-
several members of the consultant firm. Generally, a ties and community points of interest by a staff mem
group of approximately 20 individuals who best ber prior to their interviews. The council is provided
match the stated desires and expectations of the an interview guide of suggested questions, based on
council are assembled. The consultant may initiate recruitment profile interviews. These questions are
another round of personal and telephone conversa designed to both stimulate open discussion on impor-
tions with the candidates or undertake further refer- tant and crucial issues in the community and forge
ence checks if necessary. This narrowing process re the eventual council-manager team at this point. Ev-
duces the group of candidates to a smaller number ery attempt is made to candidly get all "issues"on
who are then personally interviewed by the consul-
tant. It is important at this time to secure each candi the interview table to avoid or minimize "surprises"
date's genuine inlet ebt and commitment toward the at later dates. Each candidate is asked the same ques-
position—sightseeing trips and "practice interviews" tions to ensure fairness in evaluation.
are not in anyone's best interests. At the point of interview,candidates are well in-
Reviewing Candidates for Interviews. A report is formed on the position requirements and existing
prepared for the city council summarizing applies conditions in the municipality, and councilmembers
tions received in the recruitment, and giving specific are well briefed on each candidate. The stage is set
recommendations and background information on 8 for a straightforward, informed interview,with a full
to 10 individuals who are considered to best meet the exchange of views between the council and the candi-
date. The consultant's role at the interview is that of
council's previously established profile criteria. The
consultant prepares a brief summary of each candi- facilitator,not principal participant.
date's credentials and reference recommendations When initial interviews with each candidate are corn-
and comments. It is important that the original re- pleted, the council, with the consultant's assistance
sume material submitted by each candidate also is en- when necessary, evaluates the candidates,again us-
closed,ensuring that the council has the opportunity ing a consensus model as much as possible. Because
to review and evaluate the originality and resume ap- all candidates are close at hand and available, the
proach of each candidate. The council is then urged council is encouraged to reinterview candidates if ad-
to select at least five from that group for personal in- ditional information is desired. Through a consensus
terviews. This approach allows more professionals to approach, the group of candidates is narrowed to the
be included in final selection activities, and is de- two or three most acceptable to the council, with one
signed to initiate a council commitment to candidates. finalist's being selected as the primary candidate to
Candidates selected for interviews become the "coun- whom an offer of the position is made, ideally before
cil's candidates," rather than the "consultant's candi- the close of the weekend. If acceptable to both the
dates." (This is a variation of the standard consultant council and the candidate, the consultant often assists
practice of directly recommending five or so candi- the two parties in arriving at an acceptable employ-
dates for council interview.) ment agreement and strongly recommends that the
The report to the city council includes other informa- appointment be a unanimous action by the council.
tion important for the council to review at this time: Final Background Inquiries and Appointment Con-
another copy of the recruitment profile to keep the firmation. Early background inquiries may not have
previously agreed-upon qualification criteria clearly involved the candidate's current council or staff be-
in mind during interviews; information regarding cause of a request to preserve confidentiality. Should
current practices concerning salaries, benefits, re- certain matters arise during final interviews which
location assistance alternatives, employment agree- evoke the council's interest in specific areas of a can-
ment considerations, ICMA-RC orientation, as well as didate's background, final appointment is offered
a summary of the conditions of employment pertain- contingent on the candidate's being subjected to a fi-
ing to the council's last manager (most councils are nal, thorough background investigation. This activity
unaware of these details). usually is undertaken by the consultant; however,
All councilmembers should participate in selecting some councils wish to be personally involved in this
the candidates. Their decisions should be based on final phase of the executive search process. From the
consensus rather than a majority vote. recruitment profile interviews to the appointment of
a manager, the executive search process usually takes
Interview Arrangements. The consultant sends pack- 75 to 90 days.
ets of information on the city organization, including With all parties conscientiously assuming and carry-
the charter, budget, land use and street maps, orga-
nization chart, special studies,council and staff bio-
graphical sketches, and other appropriate informa- the executive search process, a successful appoint-
ment and tenure of council-manager interaction and
tion, to all candidates invited for interviews. Materials achievement can be accomplished. Conscientious at-
pertaining to the community at large also are pro-
tendon,careful and sensitive evaluation, detailed de-
housing
for example, church, school, recreation, and liberation,and determined decision-making by all,
housing information. blended together in such an executive search process
Arrangements are made for the candidates' visits to as outlined here, will prove to serve the council and
the city or county for interviews. In most instances, candidates well.
and strongly recommended, interviews of all candi-
Reprinted from PUBLIC MANAGEMENT magazine, March 1983,by special permission,a 1983,the International City
Management Association, Washington, D.C.
THE PAR GROUP CHICAGO
Paul A.Reaume,Ltd. Executive Office Centre
Public 100 Waukegan Road
Lake Bluff, Illinois 60044
Management Consultants AC 312/234-0005
June 15,1989
i
The Honorable George VanDeVoorde,Mayor and
Members of the Elgin City Council
150 Dexter Court
Elgin, Illinois 60120
Dear Mayor VanDeVoorde and Council Members:
Attached is a draft of the Recruitment Profile for Elgin's City Manager recruitment - for your
review prior to our collective meeting to finalize the Profile language and determine recruitment
timetable dates.
Our interviews with you and Staff were candid and constructive. We have attempted to
capture all input from interviews with no intention of censoring. It is important that the final Profile
represent Council's consensus on qualification criteria.
The International City Management Association Newsletter announcement will appear in the
June 19 issue.
Please inform us of a convenient time to have our Profile discussion meeting.
incerely
/ a.4
The PA (i....x_____________
Group
Paul A.Reaume, Ltd.
PAR/am
3- C - /
Assisting in the Achievement of Excellence in the Public Service
AGREEMENT
THIS AGREEMENT made and entered into this 30th day of
May , 1985 , by and between the City of Elgin , a municipal
corporate oon of the State of Illinois , with offices at the Civic
Center, 150 Dexter Court (hereinafter referred to as the "City")
and PAUL A. REAUME ASSOCIATES - PARA Incorporated, 100 Waukegan
Road, Lake Bluff, Illinois 60044 (hereinafter referred to as the
"Consultant" ) ;
WITNESSETH :
WHEREAS , the Consultant has submitted its proposal to
the City which is incorporated herein as "Exhibit A," for its
providing services incident to the recruitment of Candidates for
the position of City Manager; and,
WHEREAS, the City has determined to accept said proposal
and both parties desire to enter into an Agreement incident
thereto; and,
WHEREAS, those parties executing this Agreement on be-
half of both the City and the Consultant have the necessary
authority to do such.
NOW , THEREFORE, for the considerations herein expressed,
it is agreed by and between the City and the Consultant as fol -
lows :
FIRST: The contractual documents , in addition to this
Agreement, shall be the proposal submitted to the City by the
Consultant, which are attached hereto as "Exhibits A" and "B" and
which are incorporated herein.
SECOND: On the date of execution of this Agreement ,
the Consultant shall undertake to provide the services incident
to the recruitment of Candidates for the position of City Manager
as further specified in "Exhibit A" ; the Consultant to perform
said recruitment services in accordance with the terms and provi -
sions of this Agreement.
THIRD: The professional fee payable to the Consultant
will be an amount equaling 25% of the appointed Candidate' s
initial annual salary (including deferred compensation , if any),
with an agreed upon minimum fee of $ 10 , 000 and maximum fee of
$12 ,000 , regardless of Candidate compensation .
The City shall also reimburse Consultant for all travel ,
lodging, meals, postage, stationery, printing, photocopy, local
and long distance telephone and related incidental expenses
incurred in behalf of the City throughout the recruitment assign-
ment. Expense reimbursement is estimated to approximate $3,500.
Such professional fee and expense reimbursement shall be
paid Consultant by the City in the following manner : Based
upon an estimated professional fee of $12,000, one-third shall be
payable upon Consultant' s completion and the City' s approval of
the Recruitment Profile; one-third shall be payable upon Consul -
tant's presentation of Candidates recommended for personal inter-
views ; the final billing for the balance of the total profes-
sional fee due shall be submitted following the City's appoint-
ment of a Candidate to the position of City Manager. Billings for
expense reimbursement shall be submitted on a similar schedule,
detailing costs and expenses incurred. Said billings shall be
paid by the City within thirty days after receipt.
FOURTH: This Agreement shall remain in full force and
effect until such time as a Candidate , acceptable to the City is
found, unless terminated in accordance with Paragraph FIFTH.
FIFTH: The City may terminate this Agreement by pro-
viding a written notice of termination to the Consultant at least
ten ( 10) days in advance of the effective date of said termina-
tion. Should this Agreement be terminated, the City shall reim-
burse Consultant for actual time and expenses ( as described in
"Exhibit B" ) incurred as of the effective date of termination ,
such reimbursement to be paid within thirty days of Consultant's
submission of detailed fee and expense invoice to the City.
It is agreed that termination reimbursement responsibility
of the City shall be limited to a total not-to-exceed profes-
sional fee charge of $12 ,000 and the actual amount of expense
incurred to effective date of termination.
SIXTH : This Agreement is not assignable by either
party hereto.
SEVENTH: The legal status of the parties hereto is that
Consultant is an Independent Contractor.
EIGHTH: The Consultant will not discriminate against
any Candidate for the City Manager position because of race ,
color, age, religion , sex, physical handicap or national origin.
NINTH: The maximum liability of Consultant pertaining
to provision of recruitment services in behalf of the City shall
be limited to the amount of the maximum professional fee paid by
City under the terms of this Agreement.
EXECUTED this 30th day of May
198 5 .
PAUL A. REAUME ASSOCIATES -
PARA, Incorporated
Presidert
EXHIBIT "A"
Services of PAUL A. REAUME ASSOCIATES - PARA, Incorporated (Con-
sultant) incident to recruitment of a City Manager for the City
of Elgin, Illinois (City).
1 . Interview appropriate municipal officials to achieve a
degree ofconsensus and agreement concerning the specific
nature of duties, responsibilities and expectations of the
City Manager position, developing a recruitment profile for
approval by the City.
2 . Place no-fee announcements of the position in recognized
professional publications and, if desired, place other, paid
advertisements at City expense.
3 . Conduct an independent professional search for qualified
Candidates apart from normal announcement and advertising
efforts .
4. Process all applications received and solicited, including
timely acknowledgements to all Applicants in behalf of the
City .
5 . Screen all applications received from announcement and re-
cruitment efforts , matching Applicants ' credentials with
qualification criteria established and approved by the City
for the position.
6 . Inform all Applicants who do not clearly meet the City's
ab s c criteria for the position.
7 . Submit to the City a report on applications received, in-
ETua�ng resumes of those Candidates recommended and con -
sidered to be most qualified and best suited for the posi -
tion .
8 . Assist the City in reviewing resumes and qualifications of
recommended Candidates toward the Council 's selection of a
number of Candidates for final interview.
9 . Provide assistance in the final interview process , as de-
sired, with final selection and appointment to be made by
the Council .
10 . Maintain regular contact with the Personnel Director
throughout the recruitment assignment.
EXHIBIT "B"
In the event the Agreement attached hereto , between PAUL A.
REAUME ASSOCIATES - PARA, Incorporated (Consultant) and the City
of Elgin , Illinois (City) which this Exhibit "B" is a part there-
of, is terminated as described in Paragraphs FOURTH and FIFTH.
The following rates shall be used to compute the reimbursement
due Consultant for professional services and expenses incurred on
behalf of the City from the effective date of said Agreement
through the termination date:
Professional Services of Consultant's $75.00 Dollars Per Hour
Principal Associates
Professional Services of Senior Staff $90.00 Dollars Per Hour
Associates and Paul A. Reaume
Automobile Mileage ( private auto ) $ . 22 Cents Per Mile
All other expenses , including meals ,
travel , lodging, telephone , postage ,
etc . , outlined in Paragraph THIRD of
the Agreement on a cost basis .
•
alloa PAUL A. REAUME ASSOCIATES
INCORPORATED
Paul A Reaumeeeza M P A //'7{Lt c/ // �Z �� LOal
Robert A Beezat,M P A c(/l�/ �///(/� �(,(J�
C A Christ,Ed.D
Steven P Hoffner,M P A
John H Holmgren,FACHA CHICAGO
James C Lyons 100 Waukegan Road • Lake Bluff, Illinois 60044
Duane W Olivier MAP A AC 312/234-0005
RECRUITMENT PROFILE
for the position of DRAFT COPY
CITY MANAGER Ear Reieese
with the
CITY OF ELGIN , ILLINOIS
This Recruitment Profile was developed following personal
interviews with the Mayor , Members of the City Council ,
Department Heads, and key professional Staff.
The Profile presents information relative to the City
Manager's position and outlines factors of qualification and
experience which are considered necessary and desirable
traits for Candidates , and expectations of the City
Manager's role in Elgin's municipal government.
Importantly, the Profile will be used as a key guide in the
City Manager recruitment process , providing specific
criteria by which applications will be screened and indivi -
duals selected for final interview and appointment
consideration .
All inquiries relating to the recruitment and selection
process for the Elgin City Manager position are to be
directed to the attention of the Consultant working with the
Mayor and City Council :
Paul A. Reaume Associates -
PARA, Incorporated
100 Waukegan Road
Lake Bluff, Illinois 60044
ASSISTING IN THE ACHIEVEMENT OF EXCELLENCE IN THE PUBLIC SERVICE
„.4 Of E(C
C.` `:� iy
QitØiIqtu�� t
"A TIME TO MOVE AHEAD . . .”
The time has come for the City of Elgin to aggressively move
forward and successfully meet the many positive opportunities
facing the municipality and community . . . such is the consensus
of Elgin 's seven -member City Council and professional Staff.
Although diverted in recent years by factionalized Council activ-
ity , declining staff morale , and citizen frustration , a strong
commitment now exists by Elgin government and community leadership
to join together to meet and confront the many opportunities as
well as several lingering issues facing the community. As stated
in a local promotional piece , "Elgin has it all . . . a construc -
tive past . . . good living for all . . good planning and zoning
processes . . . and is looking confidently to the future." The
current City Council , mandated by a recent referendum where 76% of
the votes cast supported retention of council -manager government,
is truly ready to get on with it . . . to move ahead on City
issues, challenges, and opportunities.
Elgin ' s next City Manager will be a critical catalyst in
accomplishing the above, providing a strong administrative leader-
ship role in assisting the Council and community in achievement of
community goals, in perhaps one of the most vital eras of Elgin's
history. The responsibility to establish municipal public policy
which serves the best interests of the overall community , to
provide effective and cohesive public and political leadership
remains , properly, with the City Council . Excellent administra-
tion and leadership abilities, seasoned and successful municipal
executive experience, orchestration and support of a capable and
committed group of Staff, Department Heads and Employees will be
the chief responsibility of the City Manager. Interpersonal
skills capable of facilitating positive and enthusiastic inter-
action between all who serve Elgin's government - Council , Boards,
Commissions , Staff, employees and citizenry will be essential .
The City Manager is clearly expected to be a key participant in
the City government' s concerted, comprehensive, commitment to
move ahead a City that is more richly blessed than generally
recognized and a community which is on the threshold of potential
growth and economic opportunity of magnitude.
The City Council seeks a proven , innovative , enthusiastic , "can -
do" City Manager who is capable of providing basic municipal
services in a cost-effective manner while using state-of-the-art
methods and continually searching for "better ways" to meet the
dichotomous demand: "lower taxes - maintain services" They seek a
person who can provide sound counsel and support to the Council ,
Staff, and community and continue to assist in the enhancement of
the image of the community toward development of supportive and
positive attitudes and responsibility among leadership groups and
citizenry of Elgin. It is vital that government and community
leadership be focused on the pursuit of positive and highly poten-
tial areas of opportunity - economic and commercial development,
transportation improvements , balanced community development,
neighborhood and historic preservation , new and rehabilitated
housing, upgrading of public and private facilities , and more -
while still coping with downtown revitalization and municipal
capital needs which have tended to dampen an upbeat "good feeling"
that Elgin does have it all . The opportunities today in Elgin far
outweigh the negatives - the City Manager will play a key role in
constantly reviewing and illustrating this fact to all .
RECRUITMENT PROFILE
In addition to the considerable skills , experience and
professional style suggested above , Elgin City Manager Candidates
should meet the standards and expectations set forth below -
criteria established by Members of the City Council , Department
Heads, and key Staff.
Experience and Education
Have a successful record of broad-based municipal management
experience at the executive level in a full -service city and
possess superior interpersonal and communicative skills to provide
professional expertise and guidance to enable the City Council to
make policy decisions in an informed, anticipatory, and timely
manner, addressing the best interests of the overall community.
Possession of a baccalaureate degree is required with achievement
of a graduate degree in public administration or related field
highly desirable .
A record of successful interaction and municipal leadership in a
mature , multi -racial , growth-oriented community with personal
familiarization with modern land use concepts , annexation
practices, urban design and construction standards, transportation
planning, and the financial strategies and implications of urban
expansion is important.
Possess financial management skills and insights with the ability
to present accurate , current and long range fiscal analyses and
policy alternatives relating to provision of balanced government
services together with implementation of needed and affordable
capital improvements programs .
Have interpersonal skills sufficient to develop a "climate of
trust" and facilitate a Council -Manager-Staff "team approach"
toward municipal problem solving and provision of responsive muni -
cipal programs .
•
Have experience in both commercial and industrial economic devel -
opment activities , including representation of the City ' s
interests with Chamber of Commerce leaders, corporate executives
and business owners, and educational and institutional representa-
tives .
Keep the City Council informed of major activities and operations
of the City organization with particular sensitivity toward
keeping the City Officials abreast of managerial activities which
have policy or community-wide exposure implications, with special
attention given toward avoiding "surprises."
Have experience in , and be committed to the principles of,
Council -Manager government, working openly and positively with
elected officials , staff and community leaders to support the
continued success of that form of government in service to all
interests and citizens of the community.
Be a good listener as well as possess excellent communications
skills with the sensitivity and ability to maintain a climate in
which information is shared openly and equally among all members
of the governing process .
Have experience in intergovernmental relations working with appro-
priate local and regional jurisdictions and agencies in a
constructive and cooperative manner while representing City
Council policies tactfully and firmly.
Have sufficient familiarity with computer technology to ensure
effective use of computer applications by all appropriate
activities of the City government.
Be experienced and confident in broadly delegating authority to
Department Heads and Staff, while remaining accountable for the
acts of all .
Possess solid personnel management and labor relations skills ,
including a record of sensitivity to all employees, collectively
or individually.
Personal Traits and Management Style
Have a high level of personal and professional integrity .
Be a decisive , supportive , sharing , "take charge, " results -
oriented administrator.
Be a humanistic, "people person," sincerely personable and access-
ible, and one who can relate with persons and problems involving a
wide variety of human and community needs and concerns.
Be a strong "hands-on" administrative leader , able to clearly
interpret and responsively implement Council decisions and direc-
tion through a well -informed, motivated and effective management
team.
Project an open style and attitude which encourages a
participatory approach toward problem solving, discouraging a "we
- they" climate between the several parties involved in local
governmental processes .
Believe in and practice "team management" in relations with both
Staff and Council .
Be able to function and manage effectively in a climate of
individual and diverse opinions and viewpoints and not be overly
sensitive to nor personally offended by comments, suggestions or
criticisms offered by others .
Be conscientious in administering an organizational communications
system which provides timely information and recommendations to
the City Council , allowing problem solving and policy determina-
tion to be accomplished in a goal -setting, prioritized manner.
Have particular capability for organizing and utilizing the
resources and talents of all participants in local government
processes toward development of creative and effective responses
which address urban problems and opportunities.
Possess maturity , self-confidence and strength of professional
convictions sufficient to be comfortable in making strong
recommendations to the City Council , diplomatically disagreeing
and offering differing perspective when appropriate , and always
informing Council of professional concerns over potential implica-
tions or consequences relating to proposed policy actions.
CITY GOVERNMENT
The City of Elgin operates under the Council -Manager form of
government. The Mayor and six Council Members comprise the
elected governmental body and are elected at- large on a non -
partisan basis to four-year overlapping terms , with elections held
every two years. The Mayor and City Council also serve as the
Board of Local Improvements , and the Mayor and two Members of the
City Council comprise the Liquor Control Commission. The City is
also served by over 15 Mayor and Council -appointed Boards and
Commissions .
The City Manager serves as the chief administrative officer of the
City and is responsible to the City Council for all day-to-day
activities , operations , and programs of the City. The Manager
appoints all Department Heads and has full administrative author-
ity over municipal employees who are appointed by a Civil Service
Commission and a Board of Fire and Police Commissioners.
The 1985 Budget projects expenditures of $38 ,798 ,885 , including •
$4 ,583 ,345 for capital improvements and authorizes a work force of
424 full -time employees. The City Departments comprise the City's
operational team, ranging from traditional services to activities
involving the performing arts , golf courses, cemetery, and a zoo.
Most municipal offices are located in a modern civic center
complex comprised of an administrative building, police department
and a 1200-seat civic auditorium.
The Elgin community and City Council have recently reaffirmed
their support of Council -Manager government by public referendum.
COMMUNITY BACKGROUND
Elgin had its beginnings in the early 19th century westward migra-
tions , being named Elgin in 1835 , after a storied Scottish city
which was once the home of Scottish kings. Al most immediately ,
Elgin became an important regional trading center for agricultural
products and lumber. Located in the heart of what was once one of
the world' s great dairy regions , Elgin grew rapidly as a hub for
the production of butter, cheese and milk , as well as dairy-
related industry. Paralleling the development of Elgin's trade
and agricultural activities was the establishment of the City' s
industrial base. A small furniture and woodworking shop, estab-
lished in 1842, ultimately became a pioneer Elgin industry. Also,
the once famous Elgin National Watch Company was established in
1864 , and just a few years later the Elgin Packing Company came
into being. During the past several recent decades, the City has
enjoyed significant but orderly growth as an urban residential
community, becoming increasingly important as a focal point in the
area for general business and varied manufacturing activity.
Elgin is located in the heart of Chicago' s rapidly expanding
northwest corridor, just 38 miles west of Chicago and within easy
commuting distance, yet maintains its own distinct identity as a
regional center in the Fox River Valley. Elgin , a community of
65,000, serves a total area population of 250 ,000.
Elgin enjoys a modern river front civic center complex and
continues to work toward complete revitalization of its downtown
and adjacent business areas . New business areas have been
successully developed outside of the central business district in
numerous areas throughout the community. Elgin continues to
support over 600 retail outlets in addition to numerous manufac-
turing and industrial activities.
Citizens enjoy all the amenities of good living, enjoying parks,
churches, clubs, cultural centers, nearby forest preserves, a game
refuge and a scenic river. Hundreds of acres of park land provide
residents with every kind of leisure activity from golf to visits
to the zoo. Two first-rate hospitals are located in Elgin , and
quality educational opportunities are offered by public and
private elementary and secondary schools , as well as two local
colleges and nearby institutions of higher learning.
• Elgin offers an ideal environment in which to raise a family , is
compact enough to move around with ease and small enough for
neighbors to become friends, while still large enough to provide
urban conveniences and services. Finding stability through diver-
sity , Elgin is a community that is both old and new , large and
small , urban and rural , bustling and quiet. Elgin truly has it
all .
INTERNATIONAL CITY MANAGEMENT ASSOCIATION
Newsletter Announcement
ELGIN, IL (65,000) - Salary negotiable, depending upon
qualifications and experience. City Manager. Three
persons holding position since ICMA recognition in
1955 . Appointed by seven - member City Council ,
comprised of Mayor and Council Members elected at-large
on non-partisan basis for four-year overlapping terms.
Manager or Assistant experience in full -service mature
urban city required. Strong leadership , financial ,
growth management, commercial development and interper-
sonal skills important. Resume to Paul A. Reaume
Associates - PARA, Incorporated, 100 Waukegan Road,
Lake Bluff, IL 60044
para
INCORPORATED
CITY OF ELGIN
1985 PROPOSED BUDGET
FUND GROUPS
I . GENERAL FUND III . DEBT SERVICE FUND
Mayor 8 City Council $ 47,665 Corporate Bond Fund 5 1 ,776,245
Administration:
City Manager 150,745 IV. CAPITAL IMPROVEMENT FUNDS
Purchasing 90, 130
Personnel 126,065 Park Development ( EMHC) 5 230,000
Legal 182,790 Downtown Redevelopment Fund 55,235
Human Relations 42,090 Otter Creek Project 795,000
Boards & Commissions 54,500 Old Main Project 11 ,065
Finance: Tyler Creek Project 168,790
Finance Department 731 ,040 1983 Bond Issue Fund 15 ,000
City Clerk' s Office 47,815 1984 Bond Issue Fund 726,795
Building Department 311 ,655 1985 Bond Issue Fund 1 , 125,000
Community Develoment 314,140 Capital Improvement Fund 1 ,456,460
Police Department 5,359,185 $ 4,583,345
Civil Defense 4,485
Fire Department 3,274,350 V. ENTERPRISE FUNDS
Bureau of Inspection Ser. 431 ,680
Public Works Department: Water Funds:
Administration 113, 155 Water Operating Fund $ 5,399,040
Engineering 430,105 Water Improvement Fund 553,000
Electrical 490,410 Parking Fund :
Sanitation 826,270 Parking Operating Fund 173,910
Streets 869,745 Spring Street Parking 415,635
Sewers 289,030 ; Cemetery Fund 265,025
Construction 108,985 Golf Funds:
Public Property & Recreation: Golf Operating Fund 474,510
Administration 80,675 Golf Improvement Fund 65,200.
Recreation 323, 110 Transportation Fund 1 ,893,690
Mall Coordinator 43,955 $ 9,240,010
Parks Maintenance 718,195
Hemmens Auditorium 227,760 VI . TRUST FUNDS
Non-Departmental 826,260 .
Contingencies 270,000 'Police Pension Fund $ 1 ,679,700
$16,785,990 Fire Pension Fund 1 ,792,500
$ 3,472,200
II . SPECIAL REVENUE FUNDS VII . INTERNAL SERVICE FUNDS
Public Benefit Fund $ 299,025 Risk Management Fund $ 1 ,835,945
Road & Bridge Fund 224,000 Ann Street Garage 417,015
Community Dev. Grant 1 ,903,415 Crystal Street Garage 534,725
Spring St. Parking Dist. 392,110 $ 2,787,685
Federal Revenue Sharing 731 ,380 '
I .M.R.F. Fund 1 ,471 ,990 TOTAL - ALL FUNDS $44,880,685
Motor Fuel Tax Fund 1 ,213,290 . LESS INTERFUND TRANSFERS 6,081 ,800
$ 6,235 ,210 TOTAL 1985 BUDGET $38,798,885
•
CITY OF ELGIN
1985 TOTAL MEANS OF FINANCING
$ 38,798,885 (Excluding Interfund Transfers )
PROPERTY TAXES (NET)
$ 7,496,805 SALES TAX
I9.3% $ 4,500,000
II.6% \
•
•
•
UNEN •CUMBERED INVESTMENT •
INCOME gla
' $ 3,113,055 8.0% ;
OTHER SOURCES411
$ 1,280,485 •
3.3% •
CHARGES FOR •
SALE OF BONDS SERVICES AND •
COMMODITIES •
$
1,355,000 $ 8,771,750 �,
3.5% �•
INTERGOVERNMENTAL 22.6%
EMPLOYEE PENSION REVENUE •
WITHOLDINGS $ 5,638,775
$ 1,240,390 14.6% LICENSES, PERMITS, FINES 9
3.2% �```� OTHER````` TAXES
$ 975,065 LOCAL 2.5%
1985 TOTAL BUDGET EXPENDITURES
$ 38,798,885 (Excluding Interfund Transfers)
PERSONAL SERVICES
$ 15,889,770
40.9% •
•
•
•
•
CAPITAL •
OUTLAYS •
$ 2,007,640 52••;
SERVICES •
$ 3,995,615CCES
$ 15,889,7
10.3% $ 3,516,965 t
•
9.1% ,�
•
DEBT PENSION `�
$4,422,995 $ 3,550,935 ���•
COMMODITIES 11.4% 9.1% •
$ 1,626,975
4. 2%
\\`N'S~..%•�•••%!• MISCELLANEOUS
CONTINGENCIES $ 2,224,400
$ 1,573,590 4.I % 5.7%
May 28, 1985
MEMORANDUM
TO: Robert 0. Ma1m, Acting City Manager
FROM: Erwin W. Jentsch, Corporation Counsel
SUBJECT: City'Mdnager Search
Several questions have been posed concerning the application of the Open
Meetings Act, Ill. Rev. Stat., 1983, Ch. 102, Par. 41, et seq., on the search
for a city manager. Relevant parts of the Act permit, but do not require,
closed sessions to establish a salary schedule and to consider information
regarding the appointment of particular candidates. The establishment of
criteria for the selection of candidates does not appear to be permitted in a
closed session. "'
EWJ
nr
cc: James Aydt