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<br />TECHNICAL APPROACH <br /> <br />. Conduct thorough reference and background checks of the most qualified applicants. When <br />we conduct our background checks, we tell the candidate to whom we want to speak and do <br />not accept just "their" references. The people we ask for include all the elected officials from <br />the candidates' current governing body, the City Attorney, the City's external auditor, the <br />director of the chamber of commerce, the local press, community activists and subordinate <br />employees. We also conduct criminal, civil, driver's license, media and credit checks as well <br />as verifying employment history and education. We believe these should be done at this <br />time in order to avoid embarrassment after the City announces its finalists. <br /> <br />. Finalize our recommendations concerning whom the Commission should interview, discuss <br />the candidates with the Commissioners individually and present our recommendation <br />formally to the Commission at a scheduled City Commission meeting. <br /> <br />. Coordinate and attend the interview process. We recommend the elected officials see the <br />candidates in three settings: informal (such as a cocktail reception on a Friday evening which <br />would be typical of a function wherein they might be representing the City), one-on-one <br />interviews with the Commissioners (on Saturday morning) and formal interviews (one <br />candidate at a time) before the full Commission in a public meeting (on Saturday afternoon). <br />We also recommend, as part of the interview weekend, that the candidates' spouses be <br />invited to attend the reception and that local realtors provide the candidates and spouses with <br />a tour ofthe City (Friday afternoon prior to the reception). <br /> <br />· Several days after the interviews are conducted, after the Commissioners have had the <br />opportunity to consider their decision ("sleep on it"), we will coordinate the voting where the <br />officials select the City's next Manager. We have found a relatively simple approach that <br />seems to avoid problems that complicating ranking systems can create. <br /> <br />· Work with the designated City official and/or the City Attorney on an advisory basis to <br />assure that the City and the Manager negotiate a fair and reasonable contract. We <br />recommend that these negotiations proceed quickly but deliberately so that both parties can <br />become comfortable with the contract and its terms. We do have a standard contract that we <br />have developed over the years that we can offer if the City desires. <br /> <br />· Notify those not selected. We typically contact everyone who applied by telephone to inform <br />them of their status in the process. We also use e-mail and frequently offer suggestions to <br />improve their resumes. Hence, even if they are not selected, they do receive some benefit <br />from going through the process. <br /> <br />· Stay in touch with the City and the Manager on an on-going basis and provide any assistance <br />necessary to ensure that the relationship between the Manager and the Commission is a <br />strong one. If requested, approximately six months later, we will perform, at no additional <br />charge, a team building workshop between the Manager and the Commission to strengthen <br />that relationship. <br /> <br />Communication with the City. We will provide bi-weekly reports to the City concerning the <br />status of the search. These reports may be presented verbally and/or written and will be provided <br />in person, via telephone, in a report form, bye-mail or fax, depending on what is the most <br />effective means to communicate with the Commission. <br /> <br />-1 I- f": ~ ~J <br />~-.] ~,) <br /> ~":,,c <br />