HomeMy WebLinkAboutNB01-City Administrator
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. Septembe~ 27, 1985
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P~oposal To Conduct An
Executfve Rec~ftment
Fo~ A Polfc Chfef
CITY OF SAN BERNARDINO
CALIFORNIA
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Hughes, Hefss & Assocfates
San Mateo, Calffo~nfa
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HUGHES. HEISS & ASSOCIATES
MANAGEMENT CONSULTANTS
675 Me.lne.. Islend Blvd. I Suite 108
Sen Meteo. CeUlomle 94404
415157o.Bll 1
Septembe~ 27, 1985
Ms. Evelyn Wilcox
Mayo~
City of San Be~na~ino
300 N -D- St"et
San Be~na~dino, CA 92418
Dea~ Mayo~ Wilcox:
We app~eciate the opportunity to submit ou~ proposal to conduct an
executive "cruitment fo~ the Police Chief of San Berna~ino. .
The proposal which follows has been designed to accomplish several
imponant objectives:
To provide you an ove~iew of Hughes, Heiss & Associates'
philosophy fo~ conducting executive recruitments. Ou~ intent
is to outline how ou~ firm is diffe"ntiated from othe~ organ-
T- _ :.=__jzatiol\,S~approaches providing ex~uJ:ive recruitment se~ices
to public secto~ agencies in the Western States.
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To provide you a detailed review of how we would conduct the
executive ~ruitment to include time schedule by specific
recruiting and selection task.
To provide you several ex~les of materials which we have
employed to support our recruitment efforts for other clients.
HUGHESt HEISS & ASSOCIATES' PHILOSOPHY FOR CONDUCTING RECRUITMENTS
FOR PO ICE CHIEFS.
1.
Hughes, Heiss & Associates have developed a philosophy and technique
for executive recruitment which is based on a variety of key cornerstones.
These a" summarized below.
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(1)
We firmly believe that the image of the job, client organization,
and its people as projected to the marketplace is a critical component
of the executive recruitment process from several perspectives:
To catch the eye of as many people as possible to include
those who are not actively involved in a Job search. Attrac-
ting such individuals is critical to the generation of a
broad based and quality candidate pool.
Through media advertising and printed brochures, provide not
only basic information about the job, candidate requirements
and position compensation, but also try to catch the flavor
of the job, the type of person desired, and the client
organization. ---
To achieve these objectives, a major first step of our executive
recruitment process is the design and implementation of an integrated
media campaign which reflects the following:
During the earliest stages of the recruitment effort, members
of our project team meet with the Mayor and City Council to
develop a series of "ideal candidate" specifications which will
provide the basis for subsequent recruitment efforts to include
advertising, candidate screening, and candidate evaluation.
Based on in-depth discussions with.the Mayor and City Council,
T--*='-bUr jll'ojiCt 'team:
Identifies key organizational, operating, and
planning issues which the successful candidate
will need to address once he or she is on board.
Isolate important professional and personal
qualifications which the successful candidate
will need to have.
Determine performance expectations from the
client's perspective.
Based on these initial discussions, a draft "ideal" candidate
specification will be developed by our project team and reviewed
in detail with the client. Once completed, this specifica-
tion will provide a common basis of understanding for subsequent
recruitment efforts.
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Once developed, the contents of the candidate specification
will be incorporated into an integrated print media advertising
campaign designed to catch the eye of people not contemplating
job changes, and to attract people already actively involved in
the job search market. Usually, the integrated print media
campaign consists of two complementary components including:
A creative advertisement, placed in professional journals
which target on audiences in which top level candidates
are likely to be found. Attachment A to this lette~
shows sample print media advertisements recently developed
and placed to support executive recruitment completed by
Hughes, Heiss and Associates.
An informative, corporate type brochure which more
fully addresses the job and the characteristics of the
client organization. This brochure is an integral part
of ou~ mail marketing program which is implemented in
support of print advertising, telephone sourcing to
identify candidates and other comparable activities.
The brochure is employed to generate interest by:
Being sent to people identified as poten-
tial candidates through a telephone sourcing
program.
Sent to people who respond to print media
advertising and other public notices of
the job availability.
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Attachment B to this letter provides examples of typical
brochures recently designed and produced in support of executive
recruitment effons by the staff of Hughes, Heiss & Associates.
(2) An A ressive Sourcin Pro ram Is Undertaken To Generate A
ua e an ate 00.
Advenising and print media campaigns provide only a portion
of a successful executive recruitment program. It is critical
that the executive recruiter personally source the marketplace and
identify top practitioners in the given field; through telephone
contact, either attract them as potential candidates o~ get their
ideas on individuals who might be candidates and are ideally suited
fo~ the job; and conduct follow-up telephone conversations to gener-
ate interest among these people as potential job applicants. The
overall goal of the aggressive sourcing program is to develop as
broad a candidate pool as possible. To generate a broad candidate
pool, .embers of our project team accomplish the following:
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Conduct a broad scale telephone sourcing survey to identify
the top practitioners in the field. This is usually comple-
mented by a literature search which is targeted at identifying
innovative thinkers and top managers in the field.
Conduct personal telephone conversations with these top practi-
tioners to explain the job, the qualities of the client organi-
zation, and get their ideas on potential candidates. We have
often found that these conversations have generated interest in
jobs among these top practitioners who, at the time of the
call, were not seriously considering a jOb change o~ we" too
busy in thei~ current job to take the time necessary to inquire
about a job change.
Once a preliminary l15t of potentfalcandidates 15 developed,
follow-up with a man marketing program which includes the
corporate style brochure and a personal letter inviting
application.
Complement the mail marketing program with rifle shot tele-
phone calls to solicit candidate interest involving top
priority individuals.
Video Technology is Used To Interest Key Candidates in Both
The Job and The Client Organization.
Concurrent with the preparation of media advertising and
brochures, our project team prepares a video tape program designed
to heighten candidate interest and acquaint them with the City
of San Bernardino lind-the- key~haracteMstics of the Pol ice Chief-jOb.
Hughes, Heiss & Associates is currently among the leading practitioners
in the country in the use of video technology for executive recruiting
purposes. Currently, we are the only firm employing video technology
in public sector recruitment and are among the leaders in the field
in terms of applying video technology when the entire executive
recruitment discipline is considered. We have found that this
introductory video tape provides an ideal opportunity to acquaint a
broad number of potential candidates with the client organization and
the Mayor and Council's views of the position and the issues facing the
city -- providing a perspective which is virtually impossible to
duplicate with printed material.
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(3)
The introductory video tape which we prepare for display
to potential candidates usually contains the following components:
A visual depiction of the City to include such key' elements
as housing stock, lifestyle amenities, and overall environment.
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Specific highlights of the organization to include facilities,
working environment, and other characteristics which lend
themselves to visual display.
Interviews with the Mayor and members of the City Council. In
this taped interview, each will discuss hiS/her perceptions of
the needs of the job, strengths of the organization, challenges
to be faced by the new Police Chief and personal characteristics
which She/he views as high priority in potential candidates.
This video tape presentation is used to inform candidates
about the job, and sell them on the client organization during the
application, screening, and inte~iew process. Our experience has
clearly shown that this approach has heightened candidate interest by
illustrating the potential of the City/job and resulted in applica-
tions from individuals who were only marginally interested at first
contact.
(4)
Too often executive recruitments are characterized by limited
personal involvement with candidates until the very end of the
process when a final inte~iew list is developed. Only limited
numbers of candidates are actually interviewed by executive recruiters,
and earlier screening decisions are based on reviews of resumes and
other secondary sources. We believe this approach has two weaknesses:
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It is easy to lose good candidates who have qualifications
and characteristics which are not easily presented on paper.
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Such a screening process provides little opportunity to sell
candidates on the job and organization.
As a result, we have developed and implement an integrated
personnel evaluation and selection process which includes the
following key components:
The "ideal candidate" specification developed early in the
search provides the basis for development of a set of imponant
criteria for preliminary screening of the broad candidate pool.
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These criteria are employed to screen resumes and applications
which are received as a result of our multi-facet advert15ing,.
sourcing, and other rec~itment efforts. Employing the basic
contents of the "ideal candidate" specification, members of our
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project team develop a telephone interview guide which is
designed to explore strengths and weaknesses of individual
candidates not readily apparent from printed resumes. Attach-
ment C to this letter contains a sample interview guide developed
during a recent search. As resumes are screened and key
candidate criteria employed, this interview guide is used to
flesh out information lacking on resumes through personal
interviews with candidates via telephone.
Based on the results of this initial screening process,
members of our project team narrow the candidate pool down to
a range of 20 to 30 individuals. This group represents the
candidate pool which will receive intense evaluation through
the use of a variety of instruments and approaches.
We prepare a supplemental questionnaire/personnel profile
which is distributed to these top 20 to 30 candidates. Attach-
ment D to this letter contains a sample self-assessment question-
naire which was developed and used during a recent recruitment.
The self-assessment questionnaire is designed to elicit responses
from top candidates in a number of important areas including self
evaluation of strengths and weaknesses; detailed exploration of
the major challenges faced in the candidate's current job; and
personal views and opinions related to all the key criteria
related to the position. Self-assessment questionnaire are
distributed to the top candidates and responses reviewed in
detail once candidates have completed them.
Completed self-assessment questionnaires~re,u5ed as a basis
for extensive in-person inte~iews with the top 20 to 30
candidates. The purpose of these interviews, conducted by
telephone and in person where possible, is to further explore
key candidate characteristics. During all in-person interviews,
our project team again employs video technology to capture a
portion of our interviews with each candidate. In general, the
last ten minutes of each inte~iew is taped with the purpose of
providing the client access to observe candidates during the
inte~iew process beyond those limited to the final interview
list video tapes. It provides the client the opportunity to
review candidate presence, reactions in a stress situation, and
strengths and weaknesses in the interview situation.
These 20 to 30 interviews provide the basis to screen the
candidate field to the more qualified 10 to 15 applicants.
As we approach this development of a final inte~iew list, we
encourage our clients to participate in the final screening
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process of the 10 to 15 top candidates. In the past, we
have used a variety of approaches to ensure objectivity in
candidate evaluation and screening. This has included the
following:
Jointly reviewing interview results to include video
taped interviews to thoroughly explore the reasons be-
hind our recommendations for placement of candidates on
the final inte~iew list. These sessions also provide
an opportunity to review the "second level" candidates
who have not been selected for final inte~iew by members
of our project team. we have found the video tape inter-
views to be an invaluable tool in involving the City
in narrowing the list to the five to eight candidates who
will ultimately be inte~i~wed as finalists.
Alternatively, we have established a panel of top Police
Chiefs. A panel could be employed to "quality control-
ou~ screening and final inte~iew recommendations.
Again, the video tape inte~iews provide a valuable tool
for use with such a panel.
In addition to providing the City with a list of five to
eight final candidates for interview resulting from the steps noted
above, we are prepared to provide additional services to assist in
the successful conclusion of the selection process. These services,
which are available at the City's option, include:
Development.of interview guides and a rating proees~~f.or ~s. ~. .
during final inte~iews.
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Having a member of our project team serve as a facilitator
during the final interview process, such as with a community
panel.
Negotiating compensation and job conditions with the candidate
ultimately selected as a result of the final selection process.
We have found this a valuable service for some organizations.
By having a member of our project team serve in a negotiating
role, potential animosity related to salary negotiation and
other employment conditions is shifted away from the Mayor
and City Council and provides the optimum situation for the
new Police Chief to start work.
Our se~ices always include detailed reference checking of the
top candidate(s) upon completion of the interview process, but prior
to an appointment being made. Background investigati9ns often impact
the decision on the "right" candidate among the top two or three
selected from the inte~iews.
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We are also prepared to design and conduct an assessment center
as part of the final selection process if desired by the client.
Design and conduct of an assessment center is at the client's option,
and we are prepared to discuss these services in greater depth depend-
ing on your wishes.
Our AP~roach Also Focuses On Providing All Candidates Feedback
On The r Performance During The Selection Process.
While it has no immediate impact on the candidate ultimately
selected by the client organization, we feel that candidate feedback
is a part of the selection process which is too often ignored during
public sector executive recruitment activities. Too often, feedback
is limited to a "thanks for your application- letter which provides
Tittle valuable information to a candidate who has invested substan-
tial portions of his or her time in inte~iews. completion of self-
assessment questionnaire and other selection related activities.
More personal post-selection feedback to unsuccessful candidates
generates substantial "good will- for the client organization. As a
result, members of our project team are prepared to provide personal
feedback to the top candidates who have completed self-assessment
questionnaires and have been interviewed for potential inclusion in
the final inte~iew list. For these 5 to 8 individuals, a member of
our project team will provide feedback information on strengths and
weaknesses evidenced by the candidate during the selection process
and provide suggestions for improved performance in future recruit-
ment and selection efforts. We firmly believe that such personal
feedback provides a professional conclusion to a recruitment and
selection effort, and indicates that the client "cares." This can
, ..JImsl p!.l$Uiy~_effl!.c1:. on future recruitments Of, your City.
(5)
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The points noted above describe the philosophic "core" of our recruitment
and selection approach. The section which follows provides a summary outline
of the tasks, and the time required to accomplish each, to complete the
rec~itment and selection for the San Bernardino Police Chief.
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The paragraphs which follow provide summary and sequential descrip-
tions of the work, steps required to conduct the executive recruitment
for the Police Chief of San Bernardino. Timing of each task, stated
in terms of weeks following the contract start date is also presented. Both
the task plan and timing can be adjusted depending on your specific wishes.
Tentative
Schedule
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2. OUR PROPOSED RECRUITMENT WORK PLAN
Work Tasks
1. Develop a .candidate ~rofile. for the
position of Police en et.
Inte~iew Mayor and each City
Council Member to determine
the type of person needed, and
specific issues the Police Chief
will ~ddress once selected and
on the job; resolve recruitment
strategies and timetables.
. Review police department opera-
tions and identify community
information relevant to the
recruitment.
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Responsi bfl i ty
Consultant!
City
. Formalize these decisions into a
written candidate proffle and ~=--~ =--~.- -
circulate to the City for
further reaction and comment,
if approprfate.
2. Develot and tlaCe -eye catChing.
advert semen s in selected
publications.
. Prepare advertisements for such
publications as Western Cities;
Job Available; JOb Finder; and
other prOfessional jOurnals
as appropriate.
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Consultant
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Week 1
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Week 2
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Tentative
Work Tasks Responsibfl ity Schedule
. Place these advertisements, where
possible, so they appear no later
than the end of October/November 1st.
3. pre~are and send a brochure to candi- Consultant! Week 2-3
da sources and prospective candidates.
. Prepare brochure that sells the
position and describes the -ideal-
candidate, issues the Police Chief
will address, compensation, timing
of the search plus infon.ation
about the City of San Bernardino.
. Prepare initial list of organi- . Consul tant
zations and candidates to which
brochure should be sent.
. Print brochure and distribute. Consul tant
4. Prepare video ta~rogram to Consultant Week 2-3
ne1ghten candida es interest and
acquaint them with the City ot
San Bernardino.
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. Video tape interviews with the
Mayor/Councfl .
. Film examples of housing stock and
neighborhoods, parks and other
representative community
attributes in San Berna~ino.
5. Conduct tele~hone sOUrCing~rOgram
to turther i ent1ty and in rest
highly qualified candidates. Consul tant Weeks 3-6
. Contact organizations like
the California Police Chief's
Association, CPOA and other
professional organizations.
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. Tentative
Work Tasks Responsibflity Schedule
. . Contact other comparable Consultant
cities.
. Send additional Ita 11 ers , Consul tant
. as required.
. 6. Closing deadline for receiving resumes. Consul tant Week 7
. 7. Devel~ a Personal Profile Question- Consul tant WeekT-8
naire 0 be c:Sleted by the more
qual1fied can ates.
. . Prepare interview guide; conduct
telephone fnte~iew to flesh out
resumes; tentatively identify
. strengths and weaknesses based on
resume review and preliminary
telephone inte~iews.
. . Prepare the format for a 5 to 7 page
personal profile to obtain more
information from the more qualified
. candfdates on his/her perceived skills,
. strength~,.weaknesses, reasons for
interest in the City of San Bernardino
. future career plans, past accomplish-
ments and how he/She feels job per-
formance should be evaluated.
. . Screen candidate pool to top 20
to 30 candidates.
. . Mail profile to most qualified
candidates.
. 8. Closing deadline for receiving self- Consultant Week 7
assessment questionnaires.
9. Screen a~Plications to identify the Consultant Weeks 7 - 8
. top ten 0 fifteen candidates.
. Analyze personal profile/self-
. assessment questionnaires completed
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Work Tasks
by top candidates. Identify key
issues to be resolved in follow-up
personal inte~iews.
Responsibfl ity
Utilize information gained through
telephone sourcing/preliminary tele-
phone inte~iews.
10. C lete ersonal interviews with selected Consultant
sem - na s s 0 ass s n e screen ng
process .
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Conduct hour-long inte~iews (in
person wherever possible or by
phone) with up to 30 candidates.
Put final 10 minutes of each inter-
view on video tape where personal
inte~iew possible.
11. ~a" a profress repon on top
~o 15 cand dates and thelr
backgrounds and qualifications.
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Consultant
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L15t of candidates and summary
of qualifications.
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Detailed resume/biographical
sketches.
12. Meet with the Mayor to screen candi-
dates further to develop finalist
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Consultant
and Mayor
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Utilize resumes, Personal PrOfiles/
supplemental questionnaires and
video inte~iews to acquaint the
Mayor with the candidates. Develop
final 5 to 8 candidates inte~iew list.
13.
Develop possible ~uestions and
aProach For The ity
use in inte~iewing Finalists.
Consul tant/
City
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Develop interview guide and
rating process if desired.
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Tentative
Schedule
Weeks 8 - 9
Week 9
Week 10
Week 11
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Work Tasks
14. Interview 5 to 8 finalists and make a
selection.
Consultant, if City desires, will
participate in all final inte~iews
in a facilitating role rather than
as an active participant.
15. Conduct Reference Checks of Top
Candidatelsl.
16. Negotiate c~ensation and appoint
new Police eft
Responsibfl ity
Tentative
Schedule
Mayor, Councfl As Soon As
assisted possibly Possible
by Communi ty
Patrol.
Consul tant
Afte~ Fi nal
Inte~iews
Mayor
or Consul tant
As Soon As
Possible
17. Notif~ all candidates.
Provi e feedback on performance during
recruitment and selection process.
Consultant
As Soon As
Possible
3. ~UALIFICATIONS AND EXPERIENCE OF OUR FIRM AND RECRUITMENT TEAM.
Hughes, Heiss & Associates was established 11 years ago by a vice
president and senior associate from a la~e. international consulting
firm, Booz, Allen & Hamilton. The firm's four goals continue to be:
To provide governmental clients, primarily local and State
agencies, wit~ high quality and creative consulting assistance.
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To make certain that our work is practical and usable in the
wreal worldw of governmental operations.
To provide personalized attention to assignments by experienced
consulting staff.
To provide these services at reasonable cost to public sector
clients.
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Since its establishment, the firm has se~ed over 175 client organi-
zations on more than 350 consulting assignments.
Over the last four years, the firm has increased its commitment to
assisting local government clients with executive recruitment and selection.
Developing and'refining the recruitment philosophy and technique described
earlier in this proposal, we have completed a wide range of recruitment and
selection assignments since we broadened our scope of se~ices in this area.
As a broad scope management consulting and training finn, we feel this expo-
sure makes us better executive recruiters. Through our analytical experience
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with staff and operations, we develop improved understanding of the
specific needs and demands faced by managers in various local government
disciplines. We firmly believe this provides our firm and recruiting staff
a better app"ciation of important personal and experience characteristics
most highly related to successful candidate recruitments.
(11
We Would Conduct the Recruitment With A Team of Senior
ProfessionalS Who Have In-De~th Experience in Executive
Search and Candidate Evaluat on.
We approach executive recruitments with a two person team
with each member being involved in each step of the recruitment
process. We do not use junior, less experienced staff to accom-
plish such important tasks as telephone sourcing and potential
candidate identification. For this assignment, Richard Hughes
and Christine Cavanaugh, both senior members of our firm, would
comprise our recruiting team. Mr. Hughes would be taking the lead
role in this recruitment.
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Richard Hughes has se~ed as a consultant to cities and
countles tor zl years, as a Vice President of Booz, Allen and
partner of Hughes, Heiss & Associates. He has been involved in
over 60 recruitments and selection processes, including 10 for
Police Chief. These include Police Chief recruitments and
selections in Inglewood, Santa Rosa, Reno, Nevada, Beverly
Hills, Redwood City, Belmont, Pacifica, Pittsburg and Capitola.
In addition, he has participated in management audits and
training projects with over 100 law enforcement agencies,
including the management study of the San Bernardino Police
~ _Department. He al so has designed and conducted a large number
of assessment centers for the position of Captain, Lieutenant
and Sergeant in various policing agencies.
Christine Cavanaugh has over 10 years experience as a manage-
ment consultant and Director of Training and Personnel. As the
Director of Training and Personnel for a chain of 35 retail
stores, Ms. Cavanaugh was responsible for statewide recruitment
and selection of all management positions. Ms. Cavanaugh has
been working for Hughes, Heiss & Associates for the last year.
She has worked on a variety of recruitments such as Housing and
Community Development Director, Finance Director of Hayward,
Budget Officer and Tax Collector/Treasurer for San Mateo
County, Traffic Engineer for Santa Rosa and City Manager of
Chino. Recently, Ms. Cavanaugh designed and conducted an
Assessment Center for the Novato Police Department and has
assisted on rec~itments for City Manager of the Cities of Half
Moon Bay and Saratoga. She is currently completing recruitments
for Utilities Directors for the City of Santa Rosa and the
Union Sanitary District.
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(2) The Firm Has Extensive Knowledge In The Area of Police Services
While Hughes, Heiss & Associates has been involved in many
facets of the executive recruitment process for approximately four
years, the finD has provided management analysis se~ices to local
government since 1974.
A major focus of the analytical experience of our firm and
its staff has been in the police se~ices area. Studies conducted in
recent years have covered a wide range of issues of critical impor-
tance to the management of modern police se~ices. including:
Evaluation of management, staffing and operations for City and
County police agencies in California and the Western United States.
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Analysis of the feasibility of establishing consolidated police
se~ices agencies.
Evaluation of police se~ice contracts between juriSdictions
and alternative cost allocation formulas and se~ice levels.
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In addition, many training programs have been conducted in law
enforcement agencies for managers and supe~isors.
Listed below are some agencies for which our firm has recently
completed analytical and training projects in the police se~ices
area.
-.-- Management and Operations Audits
Anchorage PD
San Bernardino PD
Snohomish County
Sheriff
Escondido PD
Capi to la PO
Mountain View PO
Westfield PD
San Rafael PD
Butte County Sheriff
San Diego PD
San Jose PD
Solano County Sheriff
Albuquerque PO
Bernalillo County
Sheriff
. Management Training of Command Staff
.
Lincoln, Nebraska PD
Sunnyvale Public Safety -
Department
California Commission on
Peace Officers Standards
and Training
Police Se~ices Consolidation/Contract Services
Long Beach PD
Fresno PD
Piedmont PD
Contra Costa County
Los Angeles County
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Over The last Four Years We Have C leted Numerous Executive
ecru en s n e ec ons or a roa ar e you c ec or
Executive Positions at the ~ity and County level.
As noted above, Hughes. Heiss & Associates began to emphasize
the finn's se~ices in the executive recruitment area approximately
four years ago. In the inte~ening years, we have served numerous
clients involving full scale executive recruitments, assistance with
candidate screening and evaluation, and have designed and implemented
numerous assessment centers. The exhibit which follows this page
shows a comprehensive listing of rec~itment and selection assignments
completed by the firm over the last three years.
We believe the most effective testimony to the quality of our
executive recruitment services comes from our previous clients and
people who have participated in our executive recruitment and selection
process. Listed below are elected officials and appointed managers
who have been recent clients on executive recruitment and selection
projects. Most of them have had exposure to multiple executive recruit-
ment and selection firms. You are encouraged to contact them to get
their reactions to the quality of our work and to how our approaches
and techniques are differentiated from many other executive recruit-
ment fi rms .
.
Kenneth Blackman, Cfty Manager, City of Santa Rosa -- numerous
recruitments including a Police Chief, Personnel Services Directo~,
two City Attorneys, two Assistant City Managers, and a Traffic
Engineer.
-,.- . :z..=z._~;.. ~ _ __ .
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(707) - 576-5361
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Jane Reed, Councfl Member (Search Coordfnator) Town of Los
Altos, recruitment of a Town Manager
(415) - 948-1491
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Anne Wool iver, Councfl Membe~ (former Mayor, Town of San
Anselmo, recruitment of a Town Manager
(415) - 453-0392
.
Robert Holmes, Mayor, Town of Corte Madera, Assessment
Center for a City Manager
(415) - 924-1700
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Paul Eckles, City Manager, City of Inglewood, California _
recruitment of a Police Chief.
(213) - 412-5280
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Chris Cherches, City Manager, City of Reno. Nevada _
Assessment Center for Police Chief.
(702) - 785-2285
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Rick Wykoff, City Manager, Foster City, California _
Recruitment of a Police Chief and Public Works
Director
(415) - 349-1200
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Larry Mulryan, Mayor, City of San Rafael, recruitment of
. City Manager
(415) 453-2832
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Ann Evans, Mayor, or Dave Rosenburg, Vice Mayo~, City of Davis,
recruitment of . City Manager
(916) 756-3740
.
Florence Rhodes, Mayor, City of San Mateo, recruitment of
a Ci ty Attorney
(415) 377-3423
.
Ted Gaebler, Former City Manager, Visalia -- recruitment of
a Human Resources Director and Assistant City Man,ger.
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(415) 485-3070
Jay Gellert, Director of Health Services, San Mateo County __
recruitment of a Mental Health Director and recruitment of a
Director of Environmental Heal tho
(415) - 573-2582
David Janssen, Assistant County Administrative Officer, San Diego
County -- recruitment of a Director of Employee Services
(619) - 293-6030
Omawale Satterwhite, Council Member, City of East Palo Alto __
Recruitment of a City Manager
(415) 324-1308
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Bruce Liedstrand, City Manager. City of Mountain View -- several
recruitments including a Finance Director, Revenue Officer and
Shoreline Park Project Manager and Economic Development Director.
(408) - 967-7211
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Izetta Birch, Personnel Director, City of Sunnyvale _
recruitment of an Assistant City Manager and City Attorney.
(408) - 738-5433
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If you desire additional references, please contact us.
4. CONSULTING CHARGES
The fee to the City of San Bernardino for recruiting a Police Chief
would be.$9.500.oo for professional time as outlined in our work program.
Reimbursable expenses including travel, advertising, and telephone would be
billed to you at cost and will be in the $3.000.00 to $4 500.00 range,
'depending on the extent of advertising desired. We would be pleased to
adjust these estimated costs should the City desire to modify the scope of
work outlined in this prqp=o,liaJ.!H-"~_ = _ . _ ,
We view the assignment to recruit the City of San Bernardino Police
Chief as an important and challenging project. We hope we have the oppor-
tunity to p"sent our ~ruitment team and discuss our philosophy and
approach with you.
Sincerely yours,
Richard A. Hughes
Partner
a
HUGHES,
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