n∙focus, inc - town of southern shores, nc€¦ · developmental associates is not a traditional...

COMPANY PROFILE

N∙Focus, Inc., with its corporate offices

located on Main Street, Kannapolis, serves local governments throughout the state of North Carolina. Primarily catering to small towns, N∙Focus operates as a professional toolbox for Managers, Administrators and Directors, supplying the skills and knowledge they need to best serve their citizenry.

Our Staff, consisting of highly experienced

professionals, provides a full spectrum of services, including Land Use Planning, Comprehensive Planning, Plan Implementation, Urban Design, Growth & Development Ordinances, Public Involvement Facilitation, Zoning Administration, Code Enforcement, GIS & Mapping, Training for Boards & Staff, and Administration & Management

Our Approach to providing public service

is simply organizing a team who function as interim, part-time, flexible, support staff to the jurisdictions we serve. We call it an

“Elastic City Hall”. Local Governments can share professionals, reducing their staff costs and maximizing their budgetary resources thereby –

Accomplishing More for Less

MISSION STATEMENT

“N∙Focus is committed to serve the public, to help local governments do their best at local government, and to provide the client jurisdiction with affordable experience and a sense of confidence in our company’s capability through the employment of qualified individuals who share a common goal and motivation.”

CONTACT:

Patti Rader, Manager / COO [email protected]

N∙Focus, Inc. 315 South Main Street, Suite 200

Kannapolis, NC 28081 NFocusPlanning.org

704.933.0772

© 2019 N∙Focus, Inc.

Local Government Services

PLANNING

SERVICES & ACTIVITIES

➢ City & Regional Planning

➢ Downtown & Small Area Planning

➢ Analysis . . . Forecasts . . . Visioning

➢ Comprehensive Planning

➢ Land Use & Land Development Planning

➢ Strategic Planning

➢ Parks & Recreation Plans

➢ Implementation Services

➢ Interim & Part-time Staffing

➢ Planning Board & Board of Adjustment Training

➢ Annexation (policies, processes and procedures)

➢ Geographic Information System/Mapping Functions

➢ Special District Planning – Historic & Waterfront District Plans

GROWTH ORDINANCES

➢ Growth & Development – including

Unified Development Ordinances, Zoning Ordinances & Subdivision Ordinances

➢ Property Maintenance Codes

➢ Watershed and Flood Damage Prevention

CODE ADMINISTRATION & ENFORCEMENT

➢ Code Administration and Enforcement

Staffing

➢ Housing & Nuisance Regulations Enforcement

➢ Non-Residential Structures & Buildings Standards Enforcement

➢ Development Regulation Administration

➢ Civil Process Enforcement

➢ Staff Training and Technical Assistance

PUBLIC ADMINISTRATION & MANAGEMENT

➢ Interim & Part-time Administrator

➢ Interim & Part-time Manager (call for details on Statutory employment compliance)

➢ Operations, Finance, and Personnel Consultations

➢ Professional Personnel Search & Placement

➢ Process Improvements

➢ System Development Fee Analysis

➢ Public Involvement & Facilitation

➢ Board Orientation and Training

➢ Retreat Facilitation

GRANTS & FUNDING

➢ Applications & Administration

➢ HUD Services & Consolidated Plans

➢ Parks, Recreation & Trail Grants

Leamon B. Brice Leamon B. Brice is a professional municipal manager with 37 years of experience in North Carolina, including 25 years in Davidson before he retired. He managed public involvement while spearheading Davidson’s smart growth policies, including 12.5% affordable housing in all new developments, an Adequate Public Facilities Ordinance, and a 50% open space requirement. Policies put in place under his direction have resulted in Davidson’s new growth reflecting the characteristics of the old town. Internally, he led the way for Davidson employees to utilize learning organization techniques for better communication. City of Atlanta Commissioner of Planning and former Davidson Town Planner, Tim Keane said of Brice, “Leamon is committed to the highest quality management practices and was constantly improving the way we worked as an organization. He would never let red-tape get in the way of serving citizens. Leamon brings humanity to government better than anyone.” Brice was instrumental in creating a culture of regional cooperation resulting in regional transit management groups, co-operative economic development agreements and regular meetings of elected officials from neighboring communities. Mr. Brice has facilitated many governing board retreats including Waxhaw, Chapel Hill and Union County and provided group facilitation for numerous planning projects. He was active in the NCCMA and ICMA, until retiring in December 2015. He participated in the inaugural Public Executive Leadership Academy and many other classes through the School of Government at The University of North Carolina – Chapel Hill. He currently is Vice President of Public Administration with Nfocus providing management and administration services in the areas of leadership and supervision of municipal teams, board orientation, and organizational structure to local governments across North Carolina.

Planning • Public Administration • Urban Design

N∙Focus, Inc. 315 South Main Street, Suite 200

Kannapolis, NC 28081 Tel: (704) 933-0772

www.nfocusplanning.org

Steps for Manager recruiting Phase I

• Interview elected officials, department heads and board chairs and/or key citizens • Create a Candidate Profile • Create job advertisement (Ad to be placed and paid directly by town )

Phase II

• Prepare the process schedule • Develop phone interview questions • Review/screen applications • Create letter to passed over candidates (to be sent directly by Town) • Create letter to selected candidates • Conduct phone interviews • Prepare written assignment (town option) and forward semi finalists • Review written assignment submittals • Narrow to five (5+-) semi-finalists • Prepare & send report to the commissioners • Present and discuss candidates with commissioners

Phase lll

• Prepare questions for commissioners • Notify candidates and schedule interviews with commission and one for staff • Make arrangements for candidates (hotel, etc.)town? • Arrange back ground checks (to be paid directly by the Town – $1,850+- each) • Notify candidate(s) and schedule 2nd interview(s) with commissioners • Make arrangements for candidate(s) (hotel, etc.)town? • Set up social for commissioners and candidate(s) • Set up 2nd social for commissioners and candidate • Help commissioners create & negotiate an offer • Assist with employment contract

Proposed Wording for Recruiting Proposals Nfocus approaches manager and department manager level recruiting based on the many years of manager experience of our Public Administrative team and recruiting and hiring hundreds of upper level employees. The team is made up of very experienced retired managers who are employed by NFocus. All recruiting projects are managed by a retired manager with access to a team of retired managers for support if needed. Nfocus always has a manager available to manage a recruitment process. Based on this experience and after conducting recruiting projects in Black Mountain, Pineville, Lowell and Andrews the team has decided that time spent on actual face to face interactions with candidates is more valuable than time spent on the popular assessment center. After using assessment centers for many years, we all agree there is a better and less expensive process. This proposal does not include an assessment center as part of the selection process. We have found from personal experience that the information generated by running candidates through an assessment center process does not justify the additional time and expense required to do so. While an assessment center is generally described as an exercise that places candidates in “real life” situations, we find that there remains an artificiality to the process that belies its stated purpose. In place of an assessment center, we recommend that additional interactions with candidates that are less formal and more of a social nature will provide greater insight into the candidates’ personalities and communications skills. These interactions can include such options as having candidates meet with department heads and other appropriate staff and be given tours of your facilities. For additional interaction with the elected officials, selected candidates could be invited to have lunch or dinner with the governing body, which could also include spouses. A tour for selected candidates and their spouses of local neighborhoods and schools can also help give the final candidate a stronger comfort level in deciding to accept the position in your community. We find that candidates become comfortable in these less formal settings and governing bodies have the opportunity to see the real candidate. Resumes’, written exercises and reference checks let you know if a candidate is qualified and possesses the skills you feel your community requires but you must spend some time with the candidates to determine if they fit in your organization and community. Nfocus will provide a template for carrying out face to face activities if chosen for the project. Communities can carry out the activities themselves to save money or Nfocus can help as needed.

Experts in Emotional Intelligence to Develop Individuals and Organizations 1

November 21, 2019

Mayor Tom Bennett Town of Southern Shores 5375 N. Virginia Dare Trail Southern Shores, NC 27949 Dear Mayor Bennett and the Southern Shores Town Council: Less than two years ago, I was dismayed when a city announced the hiring of a new Manager. That municipality used a well-known national search firm to recruit candidates. I was aware of some strong candidates in their pool. Yet, the candidate they selected lacked significant skills in managing staff, community engagement, budget analysis and writing. Eighteen months later, he was terminated by the same Council that had hired him. Why could the Council not see the limitations of this candidate? The Council thought they could evaluate the competencies of the top candidates by relying on a traditional interview approach. The interview is a very limited tool for evaluating candidates for such a critical position. In this case, the Council and Mayor were impressed with the technical knowledge, the depth of experience and the personable nature of this candidate – competencies that an interview can elicit. But, the interview is incapable of providing the opportunity to directly observe more critical managerial competencies, such as leadership, interpersonal, presentation, writing, supervisory, and community meeting facilitation skills. Employers/boards often assume that a personable, knowledgeable and experienced candidate has these other competencies – all too often, that is not the case. We knew about this candidate’s limitations because he had participated in one of our processes for another municipality. We could observe these limitations because we use a more rigorous approach to assess candidates. In the last three-four years, we have partnered with several municipalities to hire managers, including the following larger communities:

• Town of Wake Forest • City of Burlington

Stephen K. Straus, Ph.D. Heather A. Lee, Ph.D. SPHR

Korrel W. Kanoy, Ph.D. www.developmentalassociates.com

8125 Kennebec Drive • Chapel Hill, NC 27517 (919) 812-0132 • [email protected]


• Town of Morrisville • City of High Point • Town of Clayton • City of Concord • Town of Holly Springs • Town of Chapel Hill • City of Williamsburg, Virginia • City of Statesboro, Georgia

And, the following smaller communities:

• The Town of Mills River • The Town of Rutherfordton • Town of Rolesville • Town of Angier • Town of Youngsville • Town of Wendell • Town of Zebulon • The Town of Waxhaw (in process)

We have also assisted several municipalities in hiring Assistant Managers, including Apex, Greensboro, Charlotte, Southern Pines, Garner, Wilmington and Morrisville. We hope you will check on our work with any board members or Managers of these organizations (references for these and other processes are listed on pages 17 and 18). We think you will receive glowing references on our effectiveness and the quality of these hires including from Mayor Matheny in Zebulon and retired Mayor Ronnie Wall from Burlington, both of whom have recently served as President of the NCLM. Developmental Associates is not a traditional “headhunting” firm. Instead, we rely on more objective, systematic, and accurate methods to recruit, screen, and evaluate candidates that we call Talent Identification and Assessment. You will note as you review our proposal, that this approach reduces guesswork, and provides you with more complete and reliable information about the candidates. In short, we provide you with more detailed and in-depth information about the candidates to enable you, as Council, to make the most informed decisions possible. We have a proven track record of performance. During the last eight years, we have partnered with clients to fill over 150 executive positions. The majority of these hires occurred in North Carolina and range from municipalities the size of Charlotte, Durham, Greensboro, and Winston Salem to smaller ones, such as Brevard, Rutherfordton, Waynesville, Weaverville, and Zebulon.


Our approach has three goals with respect to recruitment, screening, and selection. After explaining those goals in this cover letter, we are attaching a Menu of Offerings that details each of our services on pages 7-10. First, we provide high quality candidates from a national and statewide recruitment base. We provide four methods of recruitment.

1. We target individuals with whom we have worked directly. Having worked with thousands of managers through our consulting and training, we are well connected to leading local government managers in the region. Moreover, during the last few years we have conducted numerous searches for local government executives and have established national and regional contacts through those processes. We have placed candidates with our North Carolina clients from a variety of locations, such as Georgia, California, Arizona, New York, Illinois, Florida, and Massachusetts. Furthermore, there are no search firms that know candidates in the North Carolina region better than Developmental Associates. North Carolina has been our home base for thirty years.

2. We make individual contacts through social media. We maintain lists of hundreds of local government managers that we can contact with email blasts, Facebook, and LinkedIn notices.

3. We know how to make the best use of the most widely referenced professional journals and websites. We can enhance the information provided to those sites by relying on a comprehensive study of the position and the organization that enables us to craft attractive, realistic, and comprehensive postings.

4. We have established a national network through our contract with NEOGOV, the number one HR application to governments nationwide. This service enables us to provide recruitment and applicant tracking solutions on a national level. We supplement that through our long-term affiliations with the International City Managers Association, and the North Carolina City and County Managers Association.

Our success in identifying and hiring diverse candidates was on national display last year. Several television stations and news outlets recognized that North Carolina now has five female - African-American Chiefs of Police in mid to large municipalities.

https://www.newsobserver.com/news/local/article175431651.html

Developmental Associates placed four of those Chiefs. Second, many clients tell us that they based previous selection decisions on less information that we provide through our screening process. We can provide such comprehensive information by using a multi-method screening approach that includes four components, as follows:

1. We develop a customized application that candidates must complete on-line. This application would be tailored to the specific challenges facing the Town of Southern




Shores. In comparison to the traditional cover letter and resume, we are then able to match candidates with the specific needs of the Town. Moreover, we are then able to make “apples-to-apples” comparisons of candidates rather than trying to piece together disparate information from resumes that are each designed differently. As an additional bonus, we can then determine whether candidates are sufficiently motivated to fill out this unique application and whether they are tech-savvy.

2. We conduct intensive interviews with each of the top candidates (up to 15). We conduct these interviews using structured questions based on the needs of Southern Shores along with a detailed scoring system. The responses of each candidate are recorded and available to the Council for review.

3. Independent of the interview, we have one of our psychologists administer a psychological inventory called the Emotional Intelligence Inventory (EQi 2.0) – see page 10. This inventory, which is validated for employment, provides us with information on critical skills of the candidate, such as problem solving, assertiveness, interpersonal relations, and teamwork. This inventory is administered independent of the interview; in other words, the psychologist administers the EQ without knowing the interview results.

4. We have a third staff member administer an in-depth survey assessing candidate written challenges they would face as Southern Shores Town Manager. This survey is also independently scored. You then have the opportunity to view all of the above information on a spreadsheet prior to deciding which candidates to invite to the Town for even more in-depth assessment.

Third, we provide you the most in-depth and accurate information possible about the top candidates for this position to enable you to make the most informed decisions possible. It is essential to rely on three common and very comfortable methods as a part of the selection process: 1) reviews of resumes, 2) reference and background checks, and 3) interviews. Nevertheless, these are the three least accurate methods for determining the true competencies of candidates and they are the key methods used by our competition! One of many reasons for the limitations of these methods is that they rely mostly on indirect or inferential data. For example, resumes tell us what the candidate has done, but not how well he/she has performed. References rely on third-party observations that have often been shown to be unreliable and based more on familiarity than skills assessment. Interviews, when conducted in a systematic and behavioral-based fashion, can reveal certain key attributes: knowledge, verbal communication skills, and judgment (when situational questions are included). Interviews, however, are not able to directly verify other critical skills, such as budget analysis, conflict resolution, project planning, meeting or group facilitation, leadership style, problem solving, writing, or even presentation skills. Assessment center processes and certain psychometric tests are of greater validity (almost twice as accurate) than the traditional three methods alone. Developmental Associates


promotes the use of assessment centers in conjunction with other methods. In these processes, we design exercises that simulate the responsibilities of the position, such as making budget presentations, developing written project plans, facilitating staff meetings, conducting performance-based role plays, and resolving HR issues with individual departments to directly observe the skills of candidates. We independently supplement this first-hand assessment with the Emotional Intelligence Inventory (EQi 2.0) to validate what we have observed in the assessment center process. This additive combination of two highly valid methods, coupled with traditional methods, greatly enhances the accuracy and depth of information we can provide you. Please keep in mind, that these methods do not limit the discretion of the Council; instead they enhance the quality of information you would have at your discretion in making screening, assessment and in final interview decisions. Thank you for considering our services. We would be pleased to partner with the Southern Shores Town Council to find an outstanding Town Manager. Sincerely,

Stephen K. Straus, Ph.D. President - Developmental Associates, LLC


PROPOSAL: THE TOWN OF SOUTHERN SHORES RECRUITMENT, SCREENING, AND SELECTION PROCESS:

TOWN MANAGER

November 21, 2019

PROPOSAL CONTENTS PAGES

SECTION I: PROPOSED SERVICES, SCHEDULE, AND FEES A. Scope of Work pages 7-10

• Emotional Intelligence Factors page 11 • Our Fees for this Project page 12

SECTION II: WHO WE ARE A. Our Recent Clients page 13 B. A New Approach to Executive Assessment pages 14-15 C. Firm History and Experience pages 15-16 D. References pages 17-18 E. The Values of Developmental Associates page 19 F. Assurance of Compliance with Applicable Laws page 20

SECTION III: Resume of Lead Consultant pages 21-25

HIRE WITH CONFIDENCE PLEDGE

If Developmental Associates is responsible for recruiting and screening candidates, we guarantee that the client will find a candidate that it can hire with confidence. If the selected candidate does not continue employment for at least two years of service, Developmental Associates pledges to provide all of the services originally agreed upon with the client for no additional charge other than expenses, such as administering the Emotional Intelligence Inventory (EQi) to candidates approved by the client. Developmental Associates would continue to provide these services until the client selects a candidate it can "hire with confidence". Developmental Associates does not maintain this pledge if it is not responsible for the recruitment and screening for the position.

The information provided herein by Developmental Associates, LLC. is proprietary and confidential, offered to the recipient solely for the purpose of evaluating its service proposal. This information should not be disclosed to anyone outside the decision-making group without the company’s prior authorization.


SECTION I: SCOPE OF WORK TOWN OF SOUTHERN SHORES

TOWN MANAGER

RECRUITMENT AND SELECTION Menu of Offerings

Directions: Below are the steps identified in the proposed Scope of Services, the dates when we could complete each step. This plan includes three meetings with the Town Council.

STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION

PROCESS

PURPOSE OF THE PROPOSED STEPS

TIMELINE Steps 1: Conduct job and organizational analyses to identify expectations and competencies for the position by meeting with the following groups: The Town Council Members Department Directors Others (such as community

members) if identified by the Council

1) Provides a foundation for defining the competencies sought in recruitment and in designing the selection process.

2) Builds stakeholder buy-in and perspective into the selection process.

3) Conducting a job analysis is essential for legal defensibility.

4) Conducting the organizational analyses identifies future challenges for a proactive Town Manager

Day 1 (Requires

Meeting with Council)

Step 2: Build a candidate profile and post written job advertisements in leading professional journals, newspapers, and websites.

1) Written ads for both print and online publications will typically generate the largest number of applications.

2) As the employing agency, the Town would need to post the ads after they have been developed for any member-based organizations. (DA can also post ads and charge the Town for those expenses.)

3) If the Town would like an electronic brochure, Developmental Associates can also develop that.

Day 4

Step 3: Conduct targeted recruitment of leading candidates

1) We have direct access to several thousand local government executives across the country. We will send out a mass email to all of these executives, but also make direct contact with a number of those that we think would be a particularly good fit with the Town of Southern Shores.

2) By targeting candidates and making individual contacts, Developmental Associates can supplement the candidate pool with managers with excellent credentials, especially from NC and the region.

Through Day 35



PROCESS


TIMELINE Step 4: Conduct initial (first) level screen of candidate applications/resumes

• A media (Google) search (mentions of candidates in the news media) of the top candidates at this stage of the screening process

1) First level screening involves a structured process for evaluating resumes and supporting documents. We require all candidates to post their applications through NEOGOV to ensure they are responding to the specific requirements of the position and not just submitting a general resume.

2) The job analysis provides the basis for developing a structured screening guide to ensure consistent application of the selection criteria to each resume.

3) Narrow the field of candidates to a number that can be screened more intensively (through the secondary screening process described below).

4) Provides detailed and uniform information to the Council to enable you to make an informed decision about which candidates proceed in the process.

Day 38

(Requires closed meeting with Council)

Step 5: Conduct second level screening of candidates for the position. We employ four methods in the secondary screen. To ensure objectivity, a different member of our staff would conduct each method, and we keep a “firewall” between these methods. These four methods are as follows: Telephone interviews Emotional Intelligence (EQi)

testing Electronic survey questions

(short essays on accomplishments)

1) Such advanced screening methods are useful when there is a large group of qualified candidates or the Town is unfamiliar with many of the candidates.

2) The screening method would be driven by the job analyses (Step 1).

3) Upon completion the Council would be ready to identify the finalists (up to 6) to invite to the final assessment process.

4) Provides detailed and uniform information to the Council to enable you to make an informed decision about which candidates proceed in the process.

Day 50

(Requires closed meeting with

Council)

Step 6: Design hiring process 1) The hiring process should be valid (job related) to identify the best candidates.

2) The hiring process should provide an opportunity to assess the most critical competencies required for the position including the ability of the candidate to meet the primary challenges facing the Town.

3) The hiring process should assess Emotional Intelligence (EI) as well as Cognitive Intelligence (IQ) and technical skills.

By Day 50



PROCESS


TIMELINE Step 7: Recruit assessors to evaluate the candidates (Assessors can be identified and approved by the Council)

1) The types of assessors recruited depend upon the types of exercises the candidates would perform. Assessors might include local government managers and community members.

2) Assessors must complete a Statement of Confidentiality. Moreover, no single assessor will know the overall outcome of the process. That information is provided to the Council only.

3) Assessors will be trained on how to apply behavioral-based rating systems when rating candidates.

By Day 50

Step 8: Conduct selection exercises to evaluate the (up to 7) finalists Analyze EQI in-depth

1) The exercises will be valid, reliable, and unbiased. 2) The candidates will be sent preparatory information

and given thorough explanations in advance of the process.

3) The exercises should enable the Town to assess the strengths and weaknesses of each candidate and to determine those candidates that have the skills to fill the position.

4) The rating criteria will be premised on the job analysis and designed using objective, behavioral-based rating criteria.

Days 64-65 (Requires closed

meeting with Council)

Step 9: Facilitate final evaluation process by assisting the Council in developing final evaluation strategies and structuring the panel interviews: Develop interview questions

and evaluation process with the Council

1) Assists the Council in developing a systematic approach for evaluating the final candidates.

2) Provides expertise to the Council in making your evaluations and hiring decision.

3) Developmental Associates can provide certain interview questions to ask candidates as well as clarify rating criteria.

Day 65

Step 10: Facilitate thorough background investigations

1) Both legally and due to the sensitive and highly public nature of the position of Town Manager, we recommend thorough reference checks and background investigation.

2) Someone outside the Town should conduct the background investigation to ensure confidentiality.

3) We would coordinate the investigations and report detailed findings to the Town Council.



PROCESS


Step 11: Provide executive coaching to the successful candidate Review the challenges facing

the community and organization

Analyze the results of the selection process

Analyze the findings of the EQi Develop a plan of action Developmental feedback

provided to internal candidates who are not selected. This includes a review of EQi and assessment center results

1) The assessment process provides rich information suitable for executive coaching.

2) The new Manager will be facing exciting but formidable new challenges. He/she can benefit from professional guidance in developing a plan of action to meet those challenges successful.

3) Feedback to internal candidates not selected often helps in their personal development and acceptance of the decision. This also paves the way for greater support of the selected candidate by incumbents.

TBD


A.1: EMOTIONAL INTELLIGENCE FACTORS*

SELF-PERCEPTION REALM EQ-i Scale The EI Competency Assessed by the Scale

1. Emotional Self-Awareness Ability to be aware of and understand one’s feelings and their impact 2. Self-Regard Ability to respect and accept one’s strengths and weaknesses 3. Self-Actualization Ability to improve oneself and pursue meaningful objectives

SELF-EXPRESSION REALM

EQ-i Scale The EI Competency Assessed by the Scale 4. Emotional Expression Ability to express one’s feeling verbally and non-verbally 5. Independence Ability to be self-directed and free of emotional dependency on others 6. Assertiveness Ability to express feelings, beliefs, and thoughts in a nondestructive way

INTERPERSONAL REALM

EQ-i Scale The EI Competency Assessed by the Scale 7. Interpersonal Relationships Ability to develop and maintain mutually satisfying relationships 8. Empathy Ability to recognize, understand and appreciate the feelings of others 9. Social Responsibility Ability to contribute to society, one’s social group, and to the welfare of others

DECISION MAKING REALM EQ-i Scale The EI Competency Assessed by the Scale

10. Impulse Control Ability to resist or delay and impulse, drive, or temptation to act 11. Reality Testing Ability to remain objective by seeing things as they really are 12. Problem Solving Ability to solve problems where emotions are involved

STRESS-MANAGEMENT REALM

EQ-i Scale The EI Competency Assessed by the Scale 13. Flexibility Ability to adapt one’s feeling, thinking, and behavior to change 14. Stress Tolerance Ability to effectively cope with stressful or difficult situations 15. Optimism Ability to remain hopeful and resilient, despite setbacks

EQ-i 2.0, Multi-Health Systems (2011), All Rights Reserved

Adapted from The EQ Edge Steven J. Stein, Ph.D. and Howard E. Book. M.D.

Third Edition (2011)


PROPOSED FEES FOR THIS PROJECT

BASIC FEE ADDITIONAL OPTIONS (Including Maximums) $17,000 • EQi – Screen @ $70 per candidate (up to 15)

• EQi- Analysis @ $100 per candidate (up to 6) • Coaching and Feedback @ $250 for the successful

candidate • Background @$2250 per candidate*

*This fee would be paid directly to Chief Tom Younce. The maximum total fee would be $18,650 (excluding coaching). We charge no other fees or expenses (unless the Town wants DA to post and pay for the recruitment ads) Litigation support, expert witness testimony, and depositions would be billed at an hourly rate of $250.00 per hour unless Developmental Associates is responsible for losing a grievance or legal case. In that event, there would be no charge for litigation support.


SECTION II: WHO WE ARE

1. Our Recent Clients North Carolina counties and municipalities are quickly recognizing the benefits of the new approach offered by Developmental Associates. During the last eighteen months we have either completed or are in the process of working with the following local governments and universities:

• The City of Wilmington • The Town of Stallings • The Town of Matthews • The Town of Garner • The City of Raleigh • Durham County • The City of Durham • The City of Greensboro • The City of Wilson • Duke University • NC State University • East Carolina University • Go Triangle Transit Authority • Triangle J Council of Governments • The Town of Morrisville • The Town of Zebulon • Wake County • Onslow County • Cumberland County • Sampson County • Triangle J Council of Governments • Cleveland County • The Town of Waynesville • The Town of Chapel Hill • The Town of Apex • The University of North Carolina at Chapel Hill • UNC School for the Arts • The City of Fayetteville • The Town of Mills River • Transylvania County • The City of Asheboro • The City of Concord • The City of Statesboro, Georgia • The City of Savannah, Georgia • The City of Williamsburg, Virginia • The City of Danville, Virginia • Suffolk, Virginia


A New Approach to Executive Assessment – Talent Identification and Assessment

These and many other clients are recognizing that Developmental Associates has developed a new, more thorough, accurate, and comprehensive model for executive processes – which we call Talent Identification and Assessment. The old “Search Model” makes four outdated assumptions. First, it assumes that the search firm is in close contact with top candidates that will only apply for the position if contacted by the firm. This model fails to take into account the use of modern technology to recruit. There are now many more ways to reach out candidates than has been traditionally the case. Developmental Associates uses multiple recruitment methods including targeting individuals, placing ads in leading professional websites and journals, relying extensively on social media, and connecting with our national network through NEOGOV – the leading public sector technology solution for recruitment and selection in the United States. Second, it also assumes that search firms can actually evaluate the quality of candidates because they know how each candidate is performing in their current position. That is a myth. Knowing a manager, even befriending a manager, does not mean that the search firm can actually assess that candidate’s performance in day-to-day activities. The search firm does not directly observe how the candidate develops budgets, deals with staff, plans, organizes, or deals with conflicts. Developmental Associates uses an extensive, multi-method screening approach that provides you with a more sound understanding of the skills and competencies of each candidate. Because this process is standardized it enables fair comparisons across candidates. Third, it presumes that candidates can be evaluated comprehensively through interviews. This is simply not the case. We all like to lay our eyes on the top candidates and see how they present themselves and think. Nevertheless, interviews, at best, can only directly determine how well the candidate can communicate, his/her knowledge, and judgment. The interview is too limited to assess other essential management and leadership skills, such as writing, developing budgets, problem solving, dealing with staff, managing projects, and so on. All that can be learned from the interview about these essential skills is what the candidates say they do. We provide intensive assessment of candidate skills that other firms do not offer before the board begins its interview process. This assessment center process enables you to directly observe the skills of candidates performing a variety of executive skills, such as managing staff, budgeting, dealing with the media, making presentations, facilitating staff meetings, and so on. Fourth, many firms will also tout their national networks which will bring candidates from all corners of the country. We find that, all things being equal, most of our clients are more interested in a candidate with regional or North Carolina experience. North Carolina has a more professional approach to local government than do most states and is committed to the Council-Manager form of government. No firm has better statewide connections than does Developmental Associates. We have been focused specifically on NC local government for twenty-five years. Despite focusing our services primarily in NC, we have recruited candidates from all over the United States – from California to New York and Florida.


2. Firm History and Experience

Developmental Associates has extensive background in human resources, and management consulting for more than twenty-five years with over fifty local governments in North Carolina and with the leading North Carolina universities including Duke, Wake Forest, UNC-Chapel Hill, and NC State. Developmental Associates provides cutting edge services that go beyond typical human resource consulting firms at a reasonable cost. We are a fourteen-member organization that combines strong academic and practitioner experiences into the services we provide to public and not-for-profit organizations. Below are some of the distinctive advantages we offer:

• We are a North Carolina-based firm specializing in public sector, nonprofit and educational organizations. We operate in North Carolina predominantly, and have done so for over 25 years. Steve Straus has been a long-time member and frequent presenter with the NC City and County Managers Association. For 26 years he has taught in the Masters of Public Administrative Programs at NC State University and UNC Chapel Hill and has served on the faculty at the School of Government at UNC-Chapel Hill. He has published in the leading public sector journals. Heather Lee has served as a faculty member and administrator at the NC Center for Women in Public Service as well as for the William Peace University Human Resources degree program. She is a former Vice-President for Human Resources with the NC Easter Seals Society. Heather has consulted extensively with local governments and is the co-designer of and a faculty member in the North Carolina Public Managers Program. Mark Williams retired in 2017 as Wake Forest Town Manager. Mark has substantial experience (over 30 years) and connections in NC local government. We employ a multi-disciplinary team on each project with each of us specializing in recruitment, selection, training, background investigations, and executive coaching.

• The lead consultant on this project would be Stephen K. Straus, Ph.D. He would team

with Heather Lee, Ph.D. SPHR, and Mark Williams. We have included Steve’s resume at the end of this proposal.

• Our screening methods are multi-method and comprehensive. Search firms often

develop a negative reputation and take advantage of local governments by parading a group of close contacts through the selection process. Moreover, they allow applicants, particularly those who only have a passing interest in a position, to submit a non-standardized cover letter and resume. Developmental Associates insists on a more objective and thorough screening approach that demands a certain level of motivation from all candidates. We develop a set of filtering questions through our job and organizational analyses. These questions focus more on accomplishments than on the traditional resume-focus of positions held. Candidates must respond to questions tailored for the specific needs of the position and the Town. As a result, we are able to


compare candidates on similar criteria and make more objective determinations of which ones should be advanced in the process.

Those candidates that pass the initial screen undertake a secondary screen. We tailor this secondary screen to the position, but typically we require responses to more in-depth survey questions, conduct recorded telephone/Skype interviews, and administer the EQi 2.0, an emotional intelligence inventory (a validated employment test described below), to all candidates in the secondary screen. This multi-method approach provides a rich basis for the Council to evaluate and determine which candidates should be invited to the selection process.

• We are experts in the field of selection. We provide a frank assessment of typical

selection approaches particularly including the traditional search firm approach of relying extensively on the weakest of predictors of job performance: resumes, references, and interviews. We, instead, tailor a multi-method and behavioral approach to develop real world simulations. These simulations, commonly called an "assessment center", provide more in-depth and accurate information about the candidate than do the traditional methods.

We are also experts in the field of Emotional Intelligence (EI). Research finds that EI contributes substantially to managerial success. A list of EI factors is included with this proposal on page 14. While EI factors are commonly understood to be instrumental for effective leadership, most employers find it difficult to evaluate factors accurately, such as self-regard, independence, social responsibility, stress tolerance, impulse control, and empathy. Moreover, it is the rare client that understands how to connect the relationship among these factors to produce an overall understanding of the candidate. Developmental Associates is able to make these connections. We are able to test for EI (through the EQ 2.0 Inventory – a validated employment test) and integrate it into a variety of selection methods, such as behavioral-based interviews, presentations, role plays, and even written exercises. Our selection methods far surpass common methods in producing an in-depth understanding of the technical skills, interpersonal skills, job knowledge, and Emotional Intelligence of each candidate. This allows the organization to make the most informed decision possible on the competencies of candidates. Dr. Heather Lee is a Certified Trainer and has conducted certification programs on EI that have drawn international participation.


REFERENCES City of Greensboro Manager David Parrish (336) 373-2002 [email protected] DA has assisted in Greensboro in hiring several assistant managers, department directors and higher-level staff. We helped hire Mr. Parrish as an Assistant and the Council valued his work enough to appoint him as Manager.

Town of Matthews Manager Hazen Blodgett [email protected] (704) 708-1230 We have worked with Mr. Blodgett to hire an outstanding Assistant Town Manager and several key department heads.

City of Burlington Manager Hardin Watkins (336) 222-5022 [email protected] DA assisted Burlington in hiring two Police Chiefs, the Planning and Economic Development Director, City Engineer, and City Manager Hardin Watkins. Feel free to contact any other member of the Burlington City Council.

Town of Chapel Hill Town Manager Maurice Jones (919) 968-2743 [email protected] Also feel free to contact Mayor Pam Hemminger or any one of the Town Council members. Mayor Hemminger’s phone is: (919) 968-2714 DA has helped the Town hire several department head positions and also with succession planning. We recently work with the Town to hire Maurice Jones as Manager.

The City of Charlotte Police Chief Kerr Putney (704) 336-2338 [email protected] DA helped Charlotte hire two Assistant City Managers, and Corporate Communications Director. Moreover, we conduct the promotional processes for the Charlotte-Mecklenburg Police Department.

Cumberland County County Manager Amy Canon (910) 678-7723 [email protected] DA recently assisted Cumberland County in hiring two Assistant Managers and several other department directors including Health Director. Cumberland County is one of our clients that uses us for all their executive search processes.

City of Durham City Manager Tom Bonfield (919) 560-4222 [email protected] DA assisted Tom in hiring a Deputy Manager and Assistant Directors in Parks and Recreation. We have also helped them hire outstanding chief of police and fire..

City of Fayetteville Manager Doug Hewitt [email protected] (910) 309-0284 DA assisted Fayetteville in hiring its Police Chief, Director of Engineering and Infrastructure, and a Human Relations Director.

Town of Garner City Manager Rodney Dickerson (919) 218-3764 [email protected] Feel free to contact any of the Town Council. The Town contracted with DA to hire its Town Manager. We have also helped them hire the Police Chief, HR Director, and Economic Development Director.

City of Williamsburg, Virginia Manager Andrew Trivette [email protected] (757) 220-6100 Mayor Paul Freiling [email protected] (757) 220-6101 DA partnered with Williamsburg to hire a Manager in 2018 and a Police Chief in 2017.

City of Concord Manager Lloyd Payne [email protected]

City of High Point Manager Greg Demko 336-883-8556

mailto:[email protected]























(740) 920-5215 DA worked with the City of Concord to hire Mr. Payne in 2018..

[email protected] DA assisted High Point in hiring its City Manager in 2014 and Chief of Police in 2017.

Town of Morrisville Manager Martha Paige (919) 463-6150 [email protected] DA worked with a split Council to arrive at an enthusiastic and unanimous decision to hire its City Manager – Martha Paige in 2014. We have recently assisted Morrisville in hiring a Finance Director, Chief of Police, and Fire Chief

Onslow County Assistant Manager Sheri Slater [email protected] (910) 389-1851 DA has assisted Onslow County in hiring several department directors including Health and Social Services Director. DA conducts all executive selection processes for Onslow County.

Cleveland County Manager Brian Epley [email protected] (704) 484-4800 DA partnered with Cleveland County to hire its Emergency Services Manager, Social Services Director and Health Director (current)

Transylvania County Chair Mike Hawkins (828) 553-2863 [email protected] DA assisted the County in hiring a Manager in 2014 and Social Services Director in 2015

City of Winston Salem Manager Lee Garrity (336)747-7380 [email protected] DA assisted Winston Salem in hiring its Chiefs of Police and Fire. We are currently working with Winston Salem to hire a CIO.

Town of Zebulon Mayor Bob Matheny (919) 302-1933 [email protected] (919) 302-1933 DA assisted Zebulon in hiring its Manager as well as its Police and Fire Chiefs in previous years.

City of Statesboro, Georgia Manager Charles Penny [email protected] (912) 764-0683 DA worked with the City of Statesboro to hire a Chief of Police in 2016 and to hire a City Manager in 2019. We are currently working with the City to hire a Director of Human Resources.

City of Danville, Virginia Manager Ken Larking [email protected] (434) 799-5100 DA worked with Mr. Larking to hire a Chief of Police in 2017.










mailto:[email protected]?subject=WEB_INQUIRY

mailto:[email protected]?subject=WEB_INQUIRY








The Values of Developmental Associates

We believe in the importance of governments and educational institutions as fundamental to an effective society.

Developmental Associates operates according to the following values:

Providing accurate and in-depth information by which clients can make informed decisions Working with organizations that are service based and mission driven Working as a partner with the organization and its key stakeholders Maintaining confidentiality in all our work - especially given the local government context Providing services that are both transparent to all participants and legally defensible Customizing our work to fit the organization’s culture and the issues Establishing a reputation as fair, credible and trustworthy Using emotional intelligence concepts and research to ground our work


STATEMENT OF COMPLIANCE WITH FEDERAL AND STATE OF NC LAW

Developmental Associates, LLC complies with all Federal laws and regulations of the United States as well as all State of North Carolina laws and regulations including safety regulations as specified by OSHA and the NC Department of Labor. It is the policy of Developmental Associates, LLC that no person on the basis of race, color, religion, national origin or ancestry, age, sex, marital status, handicap, or limited English proficiency shall be discriminated against, excluded from participation in, denied the benefits of, or otherwise be subject to, discrimination in any form.

Principals: Stephen K. Straus, Ph.D. Heather A. Lee, Ph.D. Thomas M. Moss, MPA Korrel Kanoy, Ph.D.


STEPHEN K. STRAUS, Ph.D.

BUSINESS ADDRESS: 8125 Kennebec Drive Chapel Hill, NC 27517

e-mail: [email protected] phone: (919) 812-0132

EDUCATION: Ph.D. in Political Science, December 1986

Duke University, Durham, North Carolina Masters in Public Administration, 1980

The University of North Carolina at Chapel Hill, Chapel Hill, North Carolina Honors and Awards

- Title IX Fellowship for Academic Excellence, 1980 B.S. in Economics, 1972

The Wharton School of Business and Finance, Philadelphia, Pennsylvania B.A. in Sociology, 1972

The University of Pennsylvania, Philadelphia, Pennsylvania PROFESSIONAL EXPERIENCE: Founder and President - Developmental Associates, LLC, Chapel Hill, NC (Client List Available on Request) - Developmental Associates is an organizational development company specializing in nonprofit, public and educational sectors (1991 to present): Projects include: Executive recruitment and selection Emotional intelligence assessment 360 assessment and coaching Results Based strategic planning Goal setting retreats for boards, managers and staff Team building Executive coaching Organizational development Training needs analysis Selection and promotional systems Performance appraisal systems Organizational evaluation Customer service Total Quality Management Assessment centers and interview panels Outcome-Based Performance Management Systems

http://www.developmentalassociates.com/about/

http://www.developmentalassociates.com/about/


Training with North Carolina state and local agencies, nonprofit organizations and private businesses (1991 to present)

Courses include: Supervision Conflict management Leadership Role of the personnel department Interviewing and selection Training and development Board and manager relationships Applied Systems Management

FACULTY APPOINTMENTS Masters of Public Administration Program, North Carolina State University, 1990 to present Courses Taught:

Public Administration (PA 511): Introductory course for graduate students in public administration, including lectures and experiential learning exercises in public management, organization theory, budgeting, personnel management, and administrative behavior.

Problem Solving for Public and Not-for-Profit Managers (PA 535):This course focuses on the unique environment that managers in public and not-for-profit organizations face. Based on this environment, managers need to develop appropriate problem solving skills that are distinctive from the private sector. The course teaches students how to apply this model both strategically and in day-to-day decision making. Team Building for Public Managers (PA 618): Course based on experiential learning techniques including special projects with public agencies. Topics include group and organizational skills, such as action research, problem solving, decision making, conflict resolution, group development, and evaluation. Organizational Behavior (PA 617): First half of course emphasizes management functions, such as problem solving, communications, leadership, motivation, and organizational change. Second half focuses on organizational systems and organizational trends in the public sector such as TQM, service excellence, and reinventing government.


Faculty Member (1991 to present) and Administrator (1991-1993), Administrative Officers’ Management Program, Sponsored by the Masters of Public Administration Program and Office of Continuing Education, North Carolina State University. Taught courses in Management Skills to law enforcement managers from across the

Southeast United States Director, North Carolina Legislative Internship Program, Sponsored by North Carolina State University, Raleigh, NC and the North Carolina General Assembly (7/96 to present)

Publicized program throughout the state Developed and implemented statewide intern selection process Liaison with leaders of the General Assembly over internship issues Faculty supervisor of internships Facilitated internship class

Training Coordinator, Masters of Public Administration Program North Carolina State University, Raleigh, NC (7/91 to present). Coordinating or conducting training: for public and nonprofit managers on the following topics: Developmental Supervision Employee Selection and Promotion Total Quality Management for Public Managers

Extension Assistant Professor, Masters of Public Administration Program North Carolina State University, Raleigh, NC (7/91 to present). Faculty of International City Managers Association (ICMA) University: (1992 and 2005 to present). Taught courses in New Hampshire, Tennessee, and North Carolina. Developer and Administrator of the Assessment and Development Program for Local Government Management Excellence, Masters of Public Administration Program North Carolina State University, Raleigh, NC (7/92 to 7/97). Designed for local government managers, assistant managers and department heads

- Assessment of each manager's skills - Workshops tailored to the specific needs of each manager - Skills-based workshops (behavioral modeling) - Application to the work place (work-based assignments)


Assistant Professor, Institute of Government, University of North Carolina, Chapel Hill, North Carolina (7/88 to 6/92).

Taught management courses to local government officials Consulted on management and personnel issues with State of North Carolina officials,

and city and county managers Facilitated retreats with boards and managers and with managers and their staffs Conducted research on local government management practices

Adjunct Professor, Department of Political Science and Public Administration, North Carolina State University, Raleigh, NC (9/83 to 7/88).

Taught Undergraduate classes in American Government and Public Administration Taught Masters of Public Administration Classes in Organizational Behavior and

Organizational Design

Graduate Instructor, Department of Political Science, Duke University, Durham, N.C. (9/81 to 7/84) Teaching Assistant in American Government Teaching Assistant in International Relations Instructor in Public Administration

OTHER WORK EXPERIENCE Account Manager, Management Improvement Corporation of America (Summer, 1981). Consulted with several Fortune 500 companies in developing targeted jobs programs.

Assistant City Manager, Southern Pines, North Carolina (1976-1980). Executive responsibility for personnel, and finance administration and a variety of related

duties. Research Coordinator, Asheville-Buncombe Community Relations Council, Asheville, North Carolina (1973-1976). Researched social and economic conditions in the city and county relating to discrimination

in housing and employment for minorities and women. PUBLICATIONS: Dissertation: Public Organizational Effectiveness and Decision-Making: An Empirical Application of the Internal Systems Approach to North Carolina Municipal Personnel Departments. Ann Arbor; University Microfilms International, 1986; 409 pages. Articles: James E. Swiss and Stephen K. Straus (2005). Implementing Results-Based Management in Local Government. Popular Government, 70(3), Spring-Summer. Straus, Stephen (1993). Still Unresponsive After All These Years? The Intra-organizational Role of Public Personnel Departments, Public Administration Quarterly, 23(4), December,385-402. Straus, Stephen (1992). The Multiple Constituencies Activities and Standards Model (MCAS) for Evaluating Public Personnel Departments, Review of Public Personnel Administration, June, 55-70.


Straus, Stephen (1989). Decision Making in Personnel Departments, Popular Government, 55(2), Fall. Straus, Stephen (1988). Selecting Employees Through Systematic Interviewing, Popular Government, 53(4), Spring. Straus, Stephen (1987). Municipal Personnel Departments: Management Tool or Employee Advocate? Popular Government, 52(2), Fall. Straus, Stephen (1980). Selecting Employees Through Job Sample Tests, Popular Government, 55(3), Winter. Co-authored book chapter: Straus, Stephen and Stewart, Debra (1994). Assuring Equal Employment Opportunity in the Organization with Debra Stewart in The Handbook of Public Personnel Administration and Labor Relations, Jack Rabin (editor).

Town of

Southern Shores,

North Carolina

Town Manager

November 19, 2019

Proposed Lead Consultant and Project Manager:

S. Ellis Hankins

Senior Vice President

The Mercer Group, Inc.

Raleigh, NC

[email protected]

Cell & text: 919-349-8988


2

Reply to:

Raleigh Office

S. Ellis Hankins

Senior Vice President 1201 Little Lake Hill Drive

Raleigh, NC 27607

[email protected] Cell & text: 919-349-8988

November 19, 2019

VIA E-MAIL: [email protected]

The Honorable Tom Bennett

Mayor

c/o Ms. Bonnie Swain, Finance & Personnel Officer

Town of Southern Shores

5375 North Virginia Dare Trail

Southern Shores, NC 27949

Re: Proposal for Consultant Services – Town Manager Recruitment

Dear Mayor Bennett, Council Members and Ms. Swain:

We are pleased to submit this proposal to assist the Mayor and Town Council in recruiting

nationally and actively, with a primary focus within North Carolina and Virginia, and attracting

strong candidates for consideration for the position of Town Manager. We are recommending a

sound timeline to ensure a professional, confidential, timely and successful process.

The Mercer Group, Inc. has extensive experience in conducting city and town manager searches

in North Carolina and nationally. We have assisted with more city and county manager searches

in North Carolina, from large cities and urban counties to small towns and rural counties, than

any other firm, with successful results. We also have assisted with fourteen state municipal

league executive director searches, including the NC League of Municipalities search in 2013,

and several county association and statewide public risk pool searches.

Late last year and into this year, we assisted the Town of Emerald Isle Board of Commissioners

and the Town of Manteo Board of Commissioners with their Town Manager searches. Ellis

Hankins, who we propose as the Lead Consultant and Project Manager to assist the Southern

Shores Town Council with your Town Manager search, served in that capacity in both cases. So

in addition to our successful record with manager searches across the nation, we have recent

experience assisting coastal communities in Dare County and Carteret County, with successful

results.



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Page Two

Engaging the services of an executive search firm enables the Council to seek out and recruit

experienced candidates who might not otherwise apply, and select a highly qualified professional

manager who meets the carefully developed profile and identified needs. Beyond strengthening

and diversifying the field of applicants, there are intangible benefits from placing the

coordination and administration of the manager search outside Town Hall. We have conducted

recent manager searches for small and medium-size towns in several states, including many

coastal communities. We are familiar with the potential candidate pool and local needs.

We are the largest and most active nationwide public sector search firm, but our firm started in

North Carolina. James L. Mercer, the firm’s founder and President/CEO, started his career as an

assistant city manager with the City of Raleigh in the late 1970’s. Jim Mercer is a Certified

Management Consultant (CMC), the preeminent designation earned in the management

consulting profession. The CMC designation represents that the individual has met world-class

standards of management consulting competence, ethics and professionalism.

Our corporate headquarters is located in Atlanta (Georgia Corporation) and we have offices in

Arizona, California, Florida, Georgia, Maryland, Michigan, Minnesota, New Mexico (home of

the President/CEO), North Carolina, Texas and Washington. Please visit our website at

www.mercergroupinc.com for more information about our firm and current searches.

We offer an experienced lead consultant and project manager who is very familiar with North

Carolina and the public management profession: S. Ellis Hankins, Senior Vice President,

Raleigh; assisted by other members of the firm as necessary and appropriate.

We believe we are particularly able and well qualified to assist with this search, since the work

will be performed primarily from our Raleigh office in close proximity, and because our

proposed lead consultant’s 35 years of work experience and close association with municipal

elected officials and managers as a staff member with the N.C. League of Municipalities, an

attorney in private practice working primarily on local government issues, a visiting professor

teaching in public policy and management programs at three North Carolina universities, and a

public sector consultant, have given him valuable insights into municipal operations and needs,

and allowed him to develop strong relationships with many professional city and county

managers in North Carolina and other states.

Our summary proposal includes all costs of advertising and other expenses, and is valid for

ninety (90) days from receipt. There are no hidden costs or additional fees. We will be happy to

provide more detailed and specific information about the nuts and bolts of the search process,

beyond the following executive summary, upon request.

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Page Three

We also will be pleased to present and discuss our summary proposal, and answer any questions.

We thank you all for your consideration, and we would be very pleased to assist the Council with

this important Town Manager search.

Sincerely yours,

THE MERCER GROUP, INC.

Ellis Hankins

S. Ellis Hankins


5

Reply to:

S. Ellis Hankins


1201 Little Lake Hill Drive

Raleigh, NC 27607

[email protected]

Cell & text: 919-349-8988

EXECUTIVE SUMMARY

SOUTHERN SHORES TOWN MANAGER SEARCH

We propose an interactive and confidential search process, with abundant time early in the

process for us to assist the Mayor and Town Council in defining the background, qualifications,

experience and characteristics that you desire in the next Southern Shores Town Manager, to

guide the search.

Work Plan

We recommend a seven-step search process:

Position Analysis – We will work closely with the Mayor and Council, with individual

interviews followed by a Council meeting in open session, to define work relationships,

job qualifications and requirements, and desired characteristics and experience (the

“position profile”). One work product will be a detailed, attractive recruitment brochure

to be sent to potential candidates. Please see the attached copy of the recruitment

brochure that our proposed lead consultant developed for the Manteo and Emerald Isle

Town Manager searches.

Recruitment Process – We will recruit regionally and nationally; place position

announcements in cost-effective print media and on several relevant websites to make the

availability of the position widely known to managers and potential applicants; and

employ the firm’s extensive network and professional relationships to identify well

qualified, potentially suitable candidates and encourage them to consider applying for the

position. For example, our experience is that working closely with the career

advancement offices of the several excellent MPA programs in North Carolina tends to

yield strong candidates, especially for manager positions in small towns.

Resume Review – By careful analysis of resumes, other available information and

telephone conversations, we will identify the applicants with the strongest apparent

qualifications, in terms of background and experience, consistent with the desired

qualifications and characteristics identified earlier.

Candidate Screening – We will screen the strongest candidates thoroughly, using

telephone interviews, additional information requested from selected candidates, and

several other techniques, against the stated criteria and minimum requirements.


6

Background Investigation – We will screen top candidates thoroughly (reference

checks, credit and criminal record checks, verification of educational credentials, etc.).

Interview and Decision-Making Process – We will present a recommended list of

approximately eight to 12 candidates (or more, depending on the quality of the candidate

pool) to be considered for an interview, with comprehensive information on each from

the resume review, screening and background investigations, in a convenient and useful

format. We will assist the Council in narrowing the field to approximately five to seven

semifinalists for interviews. We will provide potential questions and rating forms (see

attached sample), additional information about semifinalists (see the attached

supplemental questions we often send to candidates) and coordinate the Council’s

interview process. So far as desired, we will help facilitate Council evaluation of the

interviewed finalists, provided that the selection will be made by the Council.

Lack of viable candidate – If the process does not produce a desirable candidate

acceptable to the Town Council (a rare occurrence, in our experience), and if it is the

Council’s wish that we do so, we will re-open the search process and initiate a more

vigorous and creative recruitment process to identify and encourage other well qualified

candidates to consider applying for consideration.

Negotiation and Follow-up – We will use our extensive experience and available

information (such as salary and benefits comparisons and analysis) to assist in negotiating

an employment agreement with the selected candidate (if desired by the parties), and

otherwise facilitate and assist with the employment, orientation and transition. We will

notify other applicants, although the Mayor might wish to notify finalists who were not

selected, with our assistance.

Primary Mercer Group staff dedicated to this search project:

S. Ellis Hankins, Senior Vice President, Raleigh; and other members of the firm as necessary and

appropriate. We will work on this search project primarily from our Raleigh office.

Timetable: The proposal contains a detailed proposed timetable, to be agreed upon between the

Council and us. The process will require about 120 days after award of the contract, to the final

selection and completed negotiations with the selected candidate. The timeline cannot be

shortened much, without running the risk of some well-qualified potentially interested candidates

learning about the opening after the deadline. We also need adequate time to thoroughly vet the

strongest candidates, with reference and background checks. The process also could require more

time if there is difficulty scheduling meetings and interviews, if the Council conducts second

interviews, if no desirable candidate is found in the initial candidate pool, or if negotiations

require more time or are unsuccessful. If the selected candidate is currently employed, probably

he or she would not be able to begin work for another 30 days, or more, after execution of an

employment agreement.

Fees and Expenses: We propose a fee of $17,500 for professional services, plus actual expenses

not to exceed $3,500 (which we expect to be less, given our office proximity; includes mileage,

cost of job ads, preparation of brochure and other materials, background check vendor fees, etc.).

We will bill the professional fee in one-third increments, with the final invoice at the time of

initial interviews, and bill actual incurred expenses at the end of each month.

7

I. FIRM BACKGROUND, QUALIFICATIONS AND CAPACITY

The Mercer Group provides executive search and management consulting services to local

governments, state and national associations of local governments, and other public sector clients

nationwide. The firm has operated under The Mercer Group, Inc. name for 30 years. James L.

Mercer, the firm’s founder and President/CEO, was the principal of predecessor firms for a

previous nine years.

Our corporate headquarters is located in Atlanta, GA, and we have offices in many states:

Arizona, California, Florida, Georgia, Maryland, Michigan, Minnesota, New Mexico (home of

the President/CEO), North Carolina, Texas, Virginia and Washington. Our firm includes 17

professional consultants with extensive experience over many years. Firm membership has been

relatively stable and consistent.

Please see Appendix A for an extensive partial client list, including many in North Carolina.

Our firm’s extensive work for state municipal leagues has broadened our understanding of

municipal issues and operations and enhanced our qualifications. We have assisted with more

state municipal league executive director searches (14) than any other firm, by far, with

successful results: California (2016), Connecticut (2014), Georgia (2017), Kansas (2014),

Kentucky (2010), Maine (2015), Michigan (2008), Minnesota (2015), New Hampshire (2014),

North Carolina (2013), Oregon (2017) Rhode Island (2016), Texas (2010) and Utah (2017). We

also have assisted two state county associations with executive director searches, including

California in 2018 (Ellis Hankins and our California partner). We also have conducted

organization and management or pay and classification studies, or provided other consulting

services, to several other state municipal leagues and county associations.

Many of our senior consultants are former or retired city managers, two are retired state league

directors, and others came from law enforcement, human resources, public works or other

specialized local government fields. We have a thorough understanding of municipal

government, local government issues, and the job responsibilities of city managers. We will

work on the Town of Southern Shores search project, if awarded, primarily from our offices in

Raleigh.

Firm Headquarters:

5579B Chamblee Dunwoody Road

Suite 511

Atlanta, Georgia 30338

Phone: 770-551-0403

Website: http://www.mercergroupinc.com/

The firm is incorporated as an S Corporation in the State of Georgia (1990)

Federal Tax ID No.: 58-1877068

http://www.mercergroupinc.com/

8

A. City Manager Searches in Past Five Years

Our firm assists with an average of about 65 public sector searches across the nation each year,

which equates to about 325 in the past five years. Typically about two-thirds of those are city or

county manager searches, and most of the others are closely related to local government. In

addition, we provide a range of other public sector consulting services, such as organization and

management studies and pay and classification studies.

Representative list of city manager searches (in addition to a host of county manager and other

public entity searches) with which members of our firm have assisted in the past five years

(partial list, not all-inclusive):

Augusta, GA

Avondale Estates, GA

Beacon, NY

Berwyn Heights, MD

Billings, MT

Bowie, MD

Bristol, TN

Cartersville, GA

Chesapeake, VA

Chesapeake Beach, MD

Cheverly, MD

Clarkston, GA

Cleveland, TN

Clinton, NC (successful limited scope

engagement, after unsuccessful search by

another firm)

College Park, GA

College Park, MD

Coventry, RI

Covington, GA

Creedmoor, NC

DeBary, FL

Delray Beach, FL

Delta, CO

Deltona, FL

Des Moines, IA

Dunedin, FL

East Point, GA

Emerald Isle, NC

Fairburn, GA

Forest Lake, MN

Forsyth County, GA

Franklin, NH

Goldsboro, NC

Great Falls, MT

Hallandale Beach, FL

Hartford, VT

Indian River Shores, FL

Joplin, MO

Key Biscayne, FL

Kiawah Island, SC

Largo, FL

Las Cruces, NM

Lebanon, NH

Manteo, NC

Marco Island, FL

Milliken, CO

New Carrollton, MD

New Shoreham, RI

Oneonta, NY

Oxford, NC

Petoskey, MI

Pinehurst, NC (limited scope assistance)

Pittsburg, KS

Plant City, FL

Pocomoke City, MD

Port Orange, FL

Portsmouth, VA

Poughkeepsie, NY

Powhatan County, VA

Red Springs, NC

Richland County, SC

Rocky Hill, CT

Rosenberg, TX

Roswell, GA

Scottsdale, AZ

Seabrook Island, SC

South Kingstown, RI

9

St. Cloud, FL

Sun Valley, ID

Takoma Park, MD

Taos, NM

Temple Terrace, FL

Troy, MI

Wentzville, MO

West St. Paul, MN

Westminster, MD

White House, TN

Yankton, SD

B. Key Personnel

Proposed Lead Consultant/Project Manager for the Southern Shores Town Manager

search:

S. Ellis Hankins


1201 Little Lake Hill Drive

Raleigh, NC 27607

Cell & Text: 919-349-8988

[email protected]

Mr. Hankins is authorized to commit the firm to binding contractual obligations, and will be the

primary contact person.

Recent searches and consulting engagements by Ellis Hankins, Senior Vice President, The

Mercer Group, Inc. (most as lead consultant and project manager, all completed search

engagements resulted in successful placements):

County Manager, Cumberland County, NC (2014)

Village Manager, Village of Pinehurst, NC (limited engagement, 2014)

General Manager, Greensboro (NC) Alcoholic Beverage Control Board (2014)

Director of Engineering and Environmental Services, Durham County, NC (2015)

Executive Director, Connecticut Conference of Municipalities (2015)

Executive Director, League of Minnesota Cities (2015)

Executive Director, Maine Municipal Association (2015)

City Manager, Creedmoor, NC (2015)

Executive Director, League of California Cities (2016)

Executive Director, Rhode Island League of Cities and Towns (2016)

Executive Director, Utah League of Cities and Towns (2017)

Executive Director, League of Oregon Cities (with Jim Miller, Senior VP, Minneapolis area

office, 2017)

City Manager, Clinton, NC (limited scope engagement, 2017)

Town Manager, Town of South Kingstown, RI (2017)

Town Manager, Red Springs, NC (limited scope engagement, 2017)

Executive Director, California State Association of Counties (2018)

Deputy Executive Director/ED Designate, CityCounty Insurance Services (CIS), OR

(2018)


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Colorado Intergovernmental Risk Sharing Agency (CIRSA): Executive Director and Chief

Financial Officer (2018)

Executive Director, Arkansas Municipal League

(limited scope engagement—salary analysis for Executive Director position, 2018)

Assistant Chief Executive Officer for Legislative Affairs and Intergovernmental Relations, Los

Angeles County, CA (with Clark Wurzburger, Senior VP, Sacramento, as project manager,

2018-2019)

City of Charlotte: City Attorney and Risk Manager (2018)

Town Manager, Manteo, NC (2018-2019)

Town Manager, Emerald Isle, NC (2018-2019)

Director of Public Works & Utilities, Ayden, NC (2019)

Deputy Executive Director for Advocacy & Public Affairs, League of California Cities (2019)

Roles:

Ellis Hankins will perform the majority of the work with and on behalf of the Mayor and

Council, and will have overall responsibility within the firm for timely and successful

completion of the process. He will be the principal contact and liaison, and will attend and

participate in Council meetings. Other senior members of the firm will assist with preparation of

the recruitment brochure and informing well qualified potential candidates of the availability of

the position and encouraging them to consider applying for consideration. Ellis Hankins will

speak with the strongest candidates and evaluate their respective strengths and weaknesses. Ellis

Hankins or other senior members of the firm will speak with all references personally. Another

member of our firm will oversee background checks of semifinalists, working with reputable

contract vendors with whom we have long-established relationships and high levels of

confidence. Ellis Hankins will assist in negotiating terms of employment with the selected

candidate, in accordance with the Council’s directions. Ellis Hankins will be available to assist

with the transition as provided in our agreement.

Resume of our Proposed Lead Consultant and Project Manager:

S. Ellis Hankins, Senior Vice President – Raleigh Office

11

Ellis Hankins has served as a Senior Vice President with The Mercer Group, Inc. since early

2014. He also is a Visiting Professor (adjunct faculty member) in the Master of Public

Administration program at the UNC-Chapel Hill School of Government; the Master of Public

Administration and Roads Scholar (Local Technical Assistance Program, Institute for

Transportation Research and Education) programs at N.C. State University; and the Master of

Public Policy program and Center for International Development, Sanford School of Public

Policy, Duke University. He teaches public law and ethics, state and local government, and

intergovernmental relations. He also is a senior attorney with The Brough Law Firm, PLLC,

which specializes in representing local governments and litigation, with offices in Chapel Hill,

Raleigh and Concord. He is the Town Attorney for the Town of Spring Lake (Cumberland

County).

He served from 1997 until his retirement in early 2014 as Executive Director of the North

Carolina League of Municipalities, the statewide municipal association. The League represents

and assists 540 municipalities and related entities on state legislative and regulatory issues, on

federal issues in partnership with the National League of Cities, and on a broad range of

intergovernmental issues, often working with other local government associations, private sector

trade associations, and state and federal agencies. The League provides legal, policy research,

communications and consulting services, and management advice on operations, public finance

and personnel issues, to municipalities and associate members and professional affiliate

organizations. It has a staff of 80, an operating budget of $13.5 million, and professional services

contracts with several firms. The League also operates three local government insurance and risk

management programs with assets of $250 million—property and liability, health benefits and

workers compensation.

Ellis has moved between private law practice and the League staff during his career. He served

previously as the League’s General Counsel and chief state legislative lobbyist, and was ranked

consistently among the most influential lobbyists in biennial surveys by the N.C. Center for

Public Policy Research. He has represented municipalities and other public and private sector

entities and associations in state and federal trial and appellate courts and before congressional

committees. He is a former member of the National League of Cities Board of Directors; the

NLC Mutual Insurance Company Board of Directors and executive committee (reinsurance

company with assets of $300 million); the NCLM Risk Management Services Board of Trustees

(oversees the three public risk pools sponsored and administered by the League); the UNC

School of Government Foundation Board of Directors; the Wake County Parks and Recreation

Commission; and has served on numerous other non-profit, public and private sector boards,

commissions and committees.

He assisted with the transition of North Carolina Governor-Elect Roy Cooper in late 2016-early

2017, leading the assessment team that evaluated the Governor’s Office, Department of

Administration and Office of State Human Resources. He serves as a volunteer guardian ad

litem, advocating in court for children in need. He is a member of the NC League of

Conservation Voters Board of Directors, and a former member of the Wake County Board of

Education Advisory Committee.

12

Ellis is a member of the Order of the Long Leaf Pine, bestowed by Governor McCrory for

exemplary service to the State of North Carolina. He is a lifetime honorary member of the NC

City-County Management Association and the NC Municipal Attorneys Association, and

received the Grainger Barrett Award for Excellence from the NC Bar Association Government

and Public Sector Section.

He is a native of North Carolina, attended UNC-Wilmington, and earned Bachelor of Arts,

Master of Regional Planning and Law degrees from UNC-Chapel Hill. He is licensed to practice

law in North Carolina and in federal courts, and completed the Fundamentals of Municipal Bond

Law Seminar offered by the National Association of Bond Lawyers, and the Municipal

Administration course at the UNC School of Government.

Ellis is married to Leanne Winner, who serves as Director of Governmental Relations with the

North Carolina School Boards Association. Their family lives in Raleigh, North Carolina.

C. Current Workload/Firm Capacity

We can begin work immediately on this important search project and work expeditiously under

the timeline approved by Council, to timely and successful conclusion, and have plenty of time,

capacity and professional expertise to do so. Mr. Hankins has completed recent search projects

and has no others scheduled. He is scheduled to teach one half-semester course in the UNC MPA

program, beginning in January. Other members of our firm are available to assist with the search

as needed. We would not take on a project if we lacked capacity to fulfill our contractual

obligations in a highly professional and ethical manner.

D. References

We are proud of our work and are pleased to offer this extensive list of references. We encourage

you to contact our references and hear their assessment of our work with them, and the culture,

work ethic and professionalism of our firm generally.

1. Town of Manteo:

The Honorable Bobby Owens

Mayor

[email protected]

Cell: 252-256-0668

Commissioner Hannon Fry (leaving office December, 2019)

Work Email Address: [email protected]

Cell: 252-305-7035



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Mr. Kermit Skinner

Former Town Manager (Retired Early 2019)

[email protected]

Cell: 252-305-5501

Mr. James Ayers

Town Manager (appointed early 2019)

[email protected]

Office: 252-473-2133

(Ellis Hankins—Town Manager search, 2018-2019)

2. The Honorable Eddie Barber

Mayor, Town of Emerald Isle

[email protected]

Cell: 252-241-7719

(Ellis Hankins—Town Manager search, 2018-2019)

3. The Honorable Darryl Moss

Former Mayor, City of Creedmoor, NC

[email protected]

Cell: (919) 349-5443

(Ellis Hankins—City Manager search, 2015)

4. The Honorable Lew Starling

Mayor, City of Clinton, NC

[email protected]

Cell & text: 910-990-3654

(Ellis Hankins—Limited scope assistance, successfully recruited the selected City

Manager candidate after unsuccessful initial search process by another firm, 2017)

5. Dr. Jeannette Council

Member (former chair), Cumberland County, NC Board of Commissioners

[email protected]

Cell: 910-273-4585

Ms. Amy Cannon

County Manager

Cumberland County

[email protected]

Office: 910-678-7740

(Ellis Hankins—County Manager search, 2014; Special Counsel to Cumberland County,

2019)





https://hangouts.google.com/?action=chat&pn=%2B19193495443&hl=en&authuser=0




14

6. Mr. Antoine Ensley

Talent Acquisition Program Manager, Human Resources Department

City of Charlotte

[email protected]

Cell & text: 704-891-7209

(Ellis Hankins—City Attorney & Risk Manager searches, 2018)

E. Sample Work Products:

Please see the following sample work products, sent as attachments to the electronic copy.

Manteo and Emerald Isle Town Manager Recruitment Brochures (2018)

Supplemental Questions to Semifinalists

Sample Summary of Strongest Candidates (for the meeting to select semifinalists for

initial interviews)

Interview Evaluation Forms

F. Insurance

The Mercer Group, Inc. carries professional liability insurance with limits of Two Million

Dollars ($2 Million), and other appropriate coverages. We will provide a Certificate of Insurance

Coverage upon request.

G. Equal Employment Opportunity, Compliance With Law

The Mercer Group policy is to assure equal opportunity based on ability and fitness for all

employees or applicants considered for our client organizations regardless of race, color,

religion, sex, age, marital or veteran's status, national origin, sexual orientation or the presence of

any sensory, mental or physical disability. Such policy shall apply, but not be limited to, hiring,

placement, job classification, transfer or promotion, demotion, recruitment, advertising or

solicitation for employment, rates of pay or other forms of compensation, selection for training,

career development, layoff or termination. We will inform all potential applicants that the Town

of Southern Shores values diversity across the work force, in order to serve all citizens well.

We will comply with all applicable federal, state and local laws, ordinances, rules and

regulations.

This policy will be disseminated to clients, subcontractors, suppliers and potential applicants.

This policy also will apply to internal operations, recruitment and consulting activities conducted

by our firm.


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H. No Conflicts of Interest

We have no conflicts of interest, including relationships with any current or former Town of

Southern Shores personnel, and know of nothing that could reasonably be viewed or perceived as

a conflict of interest. In the rare instance in which a conflict or potential conflict arises, all of us

associated with the firm first consult the attached Code of Ethics, which addresses several areas

of potential conflicts of interest, and consult with our firm’s President and CEO, Jim Mercer,

who always has sound advice based on years of professional and productive consulting

experience with high ethical standards.

II. PROPOSED SEARCH TIMELINE

Ms. Swain indicated that the Mayor and Council prefer to begin the search process in early

February, 2020, so this proposed timelines incorporates that start date. But the timeline can be

adjusted as the Council wishes.

Our search process normally takes about 120 days from award of the contract to the final

decision to appoint the new manager. That gives us abundant time to advertise availability of the

position, recruit actively, and conduct thorough evaluation and background checks on finalist

candidates. Several factors could extend the search time and work start date—difficulty

scheduling Council meetings at key decision points, need to re-advertise and reopen the

application process if an inadequate number of well qualified candidates apply initially, inability

to negotiate a mutually acceptable employment agreement with the selected candidate, selected

candidate’s need to provide a longer than normal notice period to his or her current employer,

etc.

TOWN OF SOUTHERN SHORES

TOWN MANAGER SEARCH PROPOSED/DRAFT TIMELINE FOR SEARCH PROCESS (Highlighted bolded events indicate meetings of the Council)

Proposal Accepted, Contract Executed Jan. 2020

Consultant Send Revised Proposed/Draft Timeline & Job Ad

for Council Consideration Jan. 30

Consultant Meet Individually with Mayor & Commissioners, & with

Department Heads as a Group, to Discuss Desired Background,

Qualifications, Experience & Characteristics ~Feb. 3

Council Meeting & Public Hearing to Discuss & Approve Search

Timeline & Job Ad, & Discuss the Town Manager Job Responsibilities,

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Search Process & Desired Background, Qualifications, Experience

& Characteristics ~Feb. 3

Consultant Place Job Ads (stating that “first review of

applications begins on March 23”), Formally Begin Search Process Feb. 7-8

Draft Recruitment Brochure/Position Profile to Council

for Review and Approval Feb. 7

Mayor, Council or Designees Approve Draft Recruitment Brochure

(with requested revisions by individual email messages) Feb. 11

Consultant Begin Phone Calls To and About Potential

Candidates, Aggressively Recruit Qualified Candidates Feb. 14

Formatted Color Recruitment Brochure to Council

for Final Review and Approval Feb. 17

Begin Disseminating Brochure and

Consideration/Invitation Letters and E-mail Messages ~Feb. 19

Report to Council on Search Progress Bi- Weekly

Phone Conversations w/ Strong Candidates, Preliminary

Reference & Background Checks March 6-March 24

Soft Application Deadline (“first review of applications

begins on March 23”) March 23

Consultant Deliver 8-12 (or more) Applications & Summaries

to Council By E-mail &/or FedEx March 30

Council Meeting to Consider Recommended Candidates (8-12 or more), ~April 2

Select 5-7 Semifinalists to Interview

(closed session meeting, 1 ½ - 2 hours)

Consultant Invites/Schedules Semifinalists for

Council Interviews, Sends Supplemental Questions,

Begins Preliminary Reference & Background Checks April 2-3

Consultants Complete Final Reference and

Background Checks on Selected Semifinalists ~April 16

Council Interviews ~5-7 Semifinalists—Determines Preferred

Candidate or Selects 1-2 Finalists for Second Interview ~April 17

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Consultants Talk with Additional References,

Other Due Diligence After initial interviews

Council Second Interview(s) if Desired, Council Decision ~April 24

Negotiate with Selected Candidate Mid-late April

Council Votes to Appoint Town Manager in Open Meeting

(and probably approve employment agreement) ~Late April

Announce Appointment of New Town Manager ~Late April

New Town Manager Reports to Work, Transition Work

With Interim Town Manager (2-3 days) Late May

(earlier if internal candidate)

Search Completed, Consultants Assist with Transition After start date

Note: This is a sound and realistic timeline designed to bring the availability of the position to

the attention of a significant number and diversified range of well qualified potential candidates.

The timeline could be shortened some, but not much without running the risk that well qualified,

experienced managers who might be interested do not learn of the opening by the deadline. This

gives the consultants adequate time to check references and complete thorough background

checks. We always counsel clients to allow adequate time for a successful process, with the

opportunity to review strong candidate applications and deliberate carefully. Once the Town

Council approves this detailed timetable, with desired changes, the consultant and Mayor and

Council will need to follow it faithfully.

The job ad will run in and on carefully targeted publications and websites for about six and one-

half weeks, an adequate length of time to help bring the availability of the position to the

attention of many well qualified potential applicants (particularly important because of varying

publication dates). The consultants will supplement the job advertising with targeted calls and

email messages to well qualified city managers and other well qualified potential candidates to

encourage them to consider applying for the position.

The timeline also allows the consultants to deliver applications and summaries about well

qualified candidates in advance of the proposed semifinalist selection meeting, so the Mayor and

Council Members will have a few days to review the information before the Council discussion

with us about which candidates to invite for interviews. The consultants will provide full support

to the Council in your interview process, toward the goal of appointing a new Town Manager

who is a good match with the desired background, qualifications, experience and characteristics

identified by the Council and interested citizens at the beginning of the process. We also will

assist with an orderly transition as an important part of our scope of services.

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III. COST PROPOSAL

Our professional fee for the services outlined is $17,500 plus not-to-exceed expenses of $3,500.

Items typical of a similar search with their typical costs are broken down as follows:

Position Analysis, Recruitment Brochure .............................................................................. $2,500

Candidate Recruiting/Outreach .............................................................................................. 2,500

Resume Review ........................................................................................................................4,500

Candidate Screening and Background Investigation ............................................................. 2,500

Interview Process .................................................................................................................... 4,000

Negotiation and Transition Assistance ................................................................................ 1,500

TOTAL FEE FOR PROFESSIONAL SERVICES .........................................................$17,500

Reimbursable actual expenses, not-to-exceed the amount of $3,500.00, are for consultant travel

(mileage), meal per diem, job advertising (the major expense item), recruitment brochure

preparation and dissemination, background investigation (vendor fees), copying and

postage/shipping costs. Most of that is the cost of advertising the position. Because of our close

proximity, travel expenses will be minimal, with no airline fares or overnight stays.

Because of our extensive consulting and search experience, we will make all reasonable efforts

to minimize expenses. We will provide the benefit of bulk purchases of job ad placements, etc.

The cost for final candidates to travel to interview with the Council is not included. Such

costs typically are paid by the client on a reimbursement basis, directly to the candidates but

coordinated by us. These costs are difficult to estimate because they depend on where the

candidates are located. Typically, out-of-state travel costs run about $750 to $1,000 per person

(mostly air fares), and travel costs for candidates located within driving distance are much less.

The Town’s liability to The Mercer Group, Inc. for services rendered under this agreement will

not exceed the agreed upon professional fees plus expenses (capped), unless an increase is

authorized by the Town in writing.

We will submit regular invoices for fees and expenses. We will bill for professional fees one-

third at the start of the search, one-third upon delivery of the semifinalist application materials,

and one-third upon delivery of the Interview Guide with candidate information. Actual expenses

incurred will be billed monthly.

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IV. CODE OF ETHICS

Clients

1. We will serve our clients with integrity, competence, and objectivity.

2. We will keep client information and records of client engagements confidential and will

use proprietary client information only with the client’s permission.

3. We will not take advantage of confidential client information.

4. We will not allow conflicts of interest which provide a competitive advantage to one

client through our use of confidential information from another client who might be a direct

competitor in considering and potentially hiring a common candidate, without the permission of

the other client.

Engagements

5. We will accept only engagements for which we are qualified by our experience and

competence.

6. We will assign staff to client engagements in accordance with their experience,

knowledge and expertise.

7. We will acknowledge immediately any influences on our objectivity to our clients and

will offer to withdraw from a consulting engagement when our objectivity or integrity may be

impaired, or if there is any appearance of potential impairment.

Fees

8. We will agree independently and in advance on the basis for our fees and expenses, and

will charge fees and expenses that are reasonable, legitimate, and commensurate with the

services we deliver and the responsibility we accept.

9. We will disclose to our clients in advance any fees or commissions that we will receive

for equipment, supplies or services we recommend to our clients.

Profession

10. We will respect the intellectual property rights of our clients, other consulting firms, and

sole practitioners and will not use proprietary information or methodologies without permission.

11. We will not advertise our services in a deceptive manner and will not misrepresent the

consulting profession, consulting firms, or sole practitioners.

12. We will report violations of this Code of Ethics.

This Code of Ethics was approved by the Board of Directors, Council of Consulting Organizations, Inc., as

amended. The Institute of Management Consultants (IMC) is a division of the Council of Consulting Organizations,

Inc.

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V. THE MERCER GROUP, INC. GUARANTEES

We offer ten (10) guarantees with respect to our search work:

1. Client Organization: The client is the entire entity, including all departments,

divisions, sections and groups. All of our guarantees apply to the entire client organization.

2. Two-Year Off Limits: We will not recruit candidates from a client organization for

two years after completion of a search assignment without the full agreement of the client.

3. Placement Off Limits Forever: We will never recruit a candidate whom we have

placed in a client organization as long as he/she is employed by that organization without the

full agreement of the client. Obviously such individuals are free to apply for other positions

without recruitment or encouragement from us.

4. Continue the Search: If, for any reason, the client does not feel comfortable selecting

a candidate from our original recommended group of candidates, we will continue the search

until the client can make a selection. The only caveat is that we may need to charge additional

out-of-pocket expenses only for this additional work.

5. Replacement of Successful Candidate: If the candidate we place with the client

leaves the client organization for any reason (other than serious illness or death) during the 24-

month period following the date of placement with the client, we will replace the candidate for

the out-of-pocket expenses only that it costs us to make the new placement.

6. Parallel Candidate Presentation: We will not present a candidate simultaneously to

more than one client. This permits our firm to represent one client organization without any

conflicts of interest.

7. Client Conflicts: If asked, we will disclose to our clients the names of the

organizations which are "Off Limits" that logically would be target organizations on the new

search assignment.

8. Deceptive/Misleading Search Techniques: We commit to our clients and to our

prospective candidates that we will not use any search techniques that may be considered as

deceptive or misleading.

9. Resume Floating: We will not float resumes to organizations in the hopes that we can

collect a fee if that individual is hired.

10. Not Represent Individuals: We assure our clients and individuals who

may become candidates that we will not collect a fee from candidates whom we

may recommend for a position. We work for and represent the client employer

under contract, and our professional obligations are to the client, not individual

candidates, although we will treat each candidate or potential candidate

respectfully.

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VI. ACCEPTANCE AND PROPOSED AGREEMENT

ACCEPTANCE OF THE MERCER GROUP, INC. PROPOSAL

This proposal dated November 20, 2019, for executive search professional services, is

accepted for Town of Southern Shores, NC, by:

SIGNATURE: _____________________________________________

NAME: ______________________________________________

(Print or type)

TITLE: ______________________________________________

DATE: _______________________________________________

* * * * * *

22

DRAFT

AGREEMENT FOR PROFESSIONAL SERVICES

This AGREEMENT is entered into this __ day of January, 2020, by and between THE

MERCER GROUP, INC., a Georgia corporation with offices in North Carolina, and the TOWN

OF SOUTHERN SHORES, NC, a municipal corporation or governmental unit established under

applicable state laws.

WITNESSETH:

WHEREAS, the Town of Southern Shores, (the "Town") requested proposals and desires to

retain a qualified firm to conduct an executive search for a new Town Manager; and

WHEREAS, The Mercer Group, Inc. ("Mercer") submitted a proposal; and

WHEREAS, the Town determined that Mercer's proposal meets its needs and the Town desires

to retain Mercer to assist in conducting the search for a new Town Manager; and

WHEREAS, Mercer desires to assist the Town in conducting the Town’s search for a Town

Manager;

NOW THEREFORE, in consideration of the following mutual covenants and other good and

valuable consideration, the receipt and adequacy of which is hereby acknowledged by the

parties, Mercer and the Town agree as follows:

1. Mercer agrees to provide professional services and support to the Town in the conduct of

the Town’s search for a Town Manager. Mercer agrees to conduct the project in accordance with

the scope of services and other provisions in its Proposal to the Town dated July 31, 2018, and in

accordance with the professional standard of care exercised by similar consulting firms in the

industry.

Mercer’s proposal is incorporated by reference and made a part of this Agreement.

2. The Town agrees to compensate Mercer for its services in the amount of Seventeen

Thousand Five Hundred Dollars ($17,500.00) for professional services, plus actual expenses

capped at a maximum amount of $3,500 as stated in the proposal, to conduct the search.

Payments to Mercer are to be made as outlined in the COST PROPOSAL Reasonable Fees

section of Mercer's proposal and as set out below.

3. This Agreement shall be governed by the laws of the State of North Carolina.

23

Agreement, Continued (Page 2 of 3)

4. In the event that any dispute arises between the parties, the complaining party shall

promptly notify the other of the dispute in writing. The other party shall respond to the

complaining party in writing within ten (10) working days of receipt of such notice, and make

reasonable efforts to resolve the dispute and cure any alleged breach of the Agreement. The

parties shall consider use of a mediator to assist in resolving the dispute.

5. This Agreement contains the entire agreement between the parties. Any amendments to

this Agreement shall be made in writing and executed by both parties. No proposed amendment

which is not in writing and executed by both parties shall affect the terms of this Agreement.

6. Both parties shall have the right, at the convenience of either party, to terminate this

Agreement, after first attempting to resolve the dispute as provided in Paragraph 4, and after ten

(10) days additional written notice to the other party. Should either party terminate this

Agreement, Mercer shall provide to the Town within a reasonable time all material written

information and documents related to the search, including a list of candidates who have applied

for the position up to the date of termination and all application materials. Upon termination, the

Town shall be obligated to pay Mercer only for those services already provided, plus actual

expenses incurred; provided that if the Town extends an offer of employment to one of the

candidates presented to the Town by Mercer, the full amount of professional fees provided for in

the Agreement shall be due and payable within thirty (30) days after the offer of employment.

TOWN OF SOUTHERN SHORES, NORTH CAROLINA

BY: ____________________________________

Name, Office:

____________________________________

(Type or print)

ATTEST:

_____________________

Town Clerk/Other Official Authorized to Attest

(Town Seal, notary acknowledgement, preaudit certification &/or other execution steps required

by state law)

24

Agreement, Continued (Page 3 of 3)


BY: _________________________________

TITLE: ________________________________

25

APPENDICES

APPENDIX A: PREVIOUS SEARCHES AND OTHER PROJECTS

Representative Clients (Note: Most are executive searches)

North Carolina

City of Asheville (city attorney search, 2014)

Town of Carrboro (town manager search)

Carteret County

Centralina Council of Governments (executive director search)

Town of Chapel Hill

Charlotte Housing Authority

City of Charlotte

(3 city manager searches, City Attorney & Risk Manager searches 2018; currently under

continuing contract with City for executive search services with Ellis Hankins as lead consultant

and project manager)

City of Clinton (2017)

City of Concord (city manager search, 1999)

City of Creedmoor (city manager search, 2015)

Cumberland County (county manager search, 2014)

City of Durham (most recent city manager search, 2008)

Durham County (department director search, 2015)

Town of Emerald Isle (town manager search, 2018-19)

City of Fayetteville (city manager search, 2006)

Forsyth County

Gaston County (county manager search, 2013 & 2019)

City of Goldsboro (most recent city manager search, 2019, & previous manager searches)

City of Greensboro (assistant city manager search)

Greensboro ABC Board (general manager search, 2014)

Greenville (city manager search)

Guilford County

City of High Point (assistant city manager search)

Town of Indian Trail (town manager search)

Institute of Government (School of Government), University of North Carolina-Chapel Hill

City of Jacksonville (three city manager searches)

Kannapolis Chamber of Commerce

City of Laurinburg (city manager search)

Town of Manteo (town manager search, 2018)

Town of Matthews (town manager search)

Mecklenburg County (tax assessor search, 2013

City of Monroe (city attorney search, 2015)

Town of Mooresville (town manager search)

Town of Mt. Holly (town manager search)

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NC League of Municipalities

(executive director search 2013; previous pay & class study, organization & management study)

NC State University

Onslow County

Orange County (two county manager searches, county attorney search)

City of Oxford (city manager search, 2016)

Village of Pinehurst (limited scope assistance with village manager search, 2014)

City of Raleigh (several city manager searches, most recent 2000)

Town of Red Springs (2017)

Union County (two county manager searches)

City of Wilmington (most recent city manager search, 2003, deputy manager search)

City of Wilson

City of Winston-Salem

Wake County

Outside North Carolina

City of Alexandria, Virginia

American Public Works Association

American Society for Public Administration

City of Ann Arbor, Michigan

University of Arizona

Arlington County, Virginia

City of Aspen, Colorado

City of Atlanta, Georgia

City of Aurora, Colorado

City of Austin, Texas

Bellevue, Washington

Billings, Montana

City of Bowling Green, Kentucky

League of California Cities (2016 executive director search, plus 2019 deputy search)

California State Association of Counties (executive director search, 2018)

City of Charlottesville, Virginia

City of Charleston, South Carolina

City of Chesapeake, Virginia

The Coca-Cola Company

Colonial Williamsburg Foundation

Colorado Intergovernmental Risk Sharing Agency (CIRSA)

Colorado Municipal League

Connecticut Conference of Municipalities (2014-15 executive director search)

City of Dallas, Texas

DeKalb County Schools, Georgia

City of Eugene, Oregon

City of Fairburn, Georgia

City of Fayetteville, Arkansas

City of Fort Lauderdale, Florida

City of Fort Worth, Texas

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Fairfax County, Virginia

Florida Association of Counties

Fulton County, Georgia

City of Gainesville, Florida

Georgia Association of Chiefs of Police

Georgia Institute of Technology

Georgia Municipal Association (2017 executive director search)

Georgia Power Company

Georgia State University

State of Georgia

Association of County Commissioners of Georgia

City of Greenville, South Carolina

City of Hampton, Virginia

City of Hastings, Minnesota

City of Houston, Texas

Henrico County, Virginia

IBM Corporation

City of Independence, Missouri

Institute of Government, University of Georgia

International City Management Association

International Institute of Municipal Clerks

International Personnel Management Association

Town of Jackson, Wyoming

Kansas League of Municipalities (2014 executive director search)

Kentucky League of Cities (most recent executive director search, 2010)

City of Lincoln, Nebraska

City of Little Rock, Arkansas

County of Los Angeles, California (2018)

Port of Los Angeles (several searches, including 2019)

City of Louisville, Kentucky

Maine Municipal Association (2015 executive director search)

City of Marco Island, Florida

Maryland Municipal League

Maxwell School of Government, Syracuse University

Metropolitan Government of Nashville, Tennessee

Michigan Municipal League (executive director search)

University of Michigan

City of Milton, Georgia

State of New Mexico

City of Minneapolis, Minnesota

League of Minnesota Cities (2015 executive director search)

New Hampshire Municipal Association (2014 executive director search)

City of Newport News, Virginia

City of Norfolk, Virginia

City of Norman, Oklahoma

City of North Little Rock, Arkansas

28

City of North Miami Beach, Florida

National Aeronautics and Space Administration

National Highway Traffic Safety Administration

National Science Foundation

Government of The Netherlands

State of Ohio

City of Oklahoma City, Oklahoma

University of Oklahoma

Citycounty Insurance Services, Oregon (deputy director/exec director designate search 2018)

League of Oregon Cities (2017 executive director search)

City of Palatka, Florida

Palm Beach County, Florida

City of Pasadena, California

City of Pascagoula, Mississippi

Pennsylvania Association of County Commissioners

City of Pensacola, Florida

City of Petersburg, Virginia

Proctor & Gamble

City of Pueblo, Colorado

City of St. Petersburg, Florida

Rhode Island League of Cities and Towns (2016 executive director search)

City of San Diego, California

City of San Jose, California

City of Sarasota, Florida

City of Scottsdale, Arizona

Town Seabrook Island, South Carolina

Town of South Kingstown, Rhode Island

State of South Carolina

City of Spartanburg, South Carolina

City of Spokane, Washington

University of South Carolina

City of Savannah, Georgia

City of Statesboro, Georgia

City of Taneytown, Maryland

Texas Municipal League (most recent executive director search, 2010)

City of Thornton, Colorado

City of Topeka, Kansas

City of Tucson, Arizona

City of Tulsa, Oklahoma

University of Texas at Austin

U.S. Agency for International Development

U.S. Department of Commerce

U.S. Department of Housing and Urban Development

U.S. Department of Justice

U.S. Department of Transportation

Utah League of Cities and Towns (2017 executive director search)

29

City of Valdosta, Georgia

City of Virginia Beach, Virginia

City of West Hollywood, California

City of West Palm Beach, Florida

State of Wyoming

Please see a more complete client list on The Mercer Group, Inc. website at:

http://www.mercergroupinc.com/clients.html

October, 2019

APPENDIX B: SAMPLE WORK PRODUCTS

Manteo and Emerald Isle Town Manager Recruitment Brochures (2018)

Sample Semifinalist Supplemental Questions

Sample Summary of Strongest Candidates

Interview Evaluation/Appraisal Forms

http://www.mercergroupinc.com/clients.html

This is an exceptional opportunity to provide leadership andmanagement to an attractive, historic and vibrant communitywith a history of stable management.

Strong candidates are effective leaders and sound managerswith the ability to work productively under the policy guidanceof the Board of Commissioners and maintain and inspire adedicated Town workforce. They are able to collaborate withelected officials and all citizens and employees to achievecommunity objectives. They are effective stewards of publicfunds with budget development and administration experience.They have knowledge of the principles and best practices ofpublic administration with innovation and sound judgment.

THE TOWN OF MANTEOAND NORTH CAROLINAThe Town of Manteo (permanent pop. 1,600, higher seasonal)wraps around Shallowbag Bay on the eastern side of RoanokeIsland, part of North Carolina's Outer Banks. Named the seat ofgovernment for Dare County in 1870, this waterfront communitywas incorporated by the General Assembly in 1899.

Roanoke Island is the site of one of America’s oldest unsolvedmysteries. In 1587, a group of about 115 English settlersarrived. John White, the governor of the new colony appointedby Sir Walter Raleigh, sailed back to England later that year tosecure additional supplies. His return was delayed for threeyears because of war between England and Spain. When hefinally returned in 1590, he found no trace of the colony or itsinhabitants. Among those who disappeared were his wife anddaughter, who had given birth to Virginia Dare, the firstAmerican-born English child, in whose honor Dare County isnamed. The only clue was a single word—“Croatoan”—carved into a tree.

The town is named in honor of a native American namedManteo, of the Croatans tribe. Manteo had been "civilized" bythe English during a trip to London where he and anotherIndian, Wanchese, became the liaisons between the RoanokeColony settlers and the Indians, and had positive interactionwith John White. In fact, Manteo was christened and given thename Lord of Roanoke, making him the first American Indian toreceive a title of nobility.

In the late 1800’s, many stores lining the waterfront had twodoors—one for those coming by boat, and the other for thosecoming from the courthouse or one of the inns on Water Street.

Today, county government business still brings people to town,as well as many reminders of the island's history, including therepresentative 16th century ship at Roanoke Island FestivalPark, or the George Washington Creef Boathouse andRoanoke Marshes Lighthouse, part of the North CarolinaMaritime Museum.

Each summer, the town welcomes singers, dancers, andactors back to Waterside Theatre, where they perform the

nation's oldest outdoor symphonic drama, The Lost Colony,which recently finished its 81st season. One of Manteo’s mostfamous former residents, Andy Griffith, who passed away in2012, first came to the community to star in The Lost Colonyproduction early in his acting career.

Weather is always a topic on an island, and in Manteo, theday's weather report takes the form of signal flags flying froma restored US Weather Bureau tower.

No matter the weather, there's always something different todo in Manteo, and another reason to return. Maybe there's aconcert or art show or nature program that brings you back.First Fridays, Dare Day, July 4, Virginia Dare's Birthday,Halloween, and Christmas are special times in the town forresidents and visitors alike.

But often it's the everyday interaction with people that makesyou pause, turn back, come again. You might meet an islandnative who traces his family back four generations. Or thenyou might meet someone from your own hometown. AndyGriffith once said, “If Mayberry is anywhere, it is Manteo,”because it is a friendly small town.

Two mainstays of the local economy are tourism andcommercial fishing. The North Carolina Aquarium on RoanokeIsland and nearby beaches are big draws, as is the WrightBrothers National Memorial, operated by the National ParkService, in nearby Kitty Hawk.

North Carolina is the ninth most populous state, with over 10million people.

Outer Banks Chamber of Commerce:https://www.outerbankschamber.com/

THE POSITIONThe Town operates under the council-manager form ofgovernment. The Town Manager is appointed by and worksunder the direction of the Mayor and six-member electedBoard of Commissioners. The current Town Manager is retiring,having served successfully in the position for 28 years.

MANTEO — AN EXCEPTIONAL OPPORTUNITY

The General Fund budget is $5.1 million, the Water & SewerFund is $2.8 million, and the Dock Fund is $386,000. Thefinances are sound, with no General Fund debt and a 100%fund balance for emergencies and future needs.

The Town Manager supervises an Assistant Town Managerand seven department directors. The Town has 31 full-timeemployees, plus part-time and seasonal employees.

Town of Manteo website:https://www.townofmanteo.com/

THE CANDIDATEThe Board of Commissioners is seeking an innovative, highenergy leader with strong interpersonal skills who will be activeand visible in the community and accessible and responsive tocitizens, who can assist in balancing continued sound growthand development with preservation of the character of thiscommunity, and enhancing public facilities and services, with acontinued focus on sound financial management.

Requires a Bachelor’s degree in Public or BusinessAdministration or other relevant field; Master’s degree ispreferred. Candidates should have at least 10 years ofprogressively responsible leadership and managementexperience in local government or business; experience as alocal government manager, assistant manager or departmenthead is preferred. Experience in NC municipal governmentor in comparable communities is a plus.

There is currently no requirement that the Town Managerreside within the Town limits, but the Board might considerestablishing a residency requirement.

Desired characteristics, qualifications and experience:

• Willingness and ability to be visible and active incommunity affairs; accessible, respectful and responsiveto citizens and elected officials to carry on our citizenservice culture, with a reasonable balance between workand personal life

• Open minded, flexible, adaptable and accommodatingto different leadership styles and citizen viewpoints

• Demonstrated strong financial and budget managementskills with active participation and oversight, includinglong range capital facility needs planning and financing,and willingness and ability to present concise andunderstandable financial summaries to the Board

• Demonstrated strong organization and managementskills, able and willing to make sound, timely decisionsafter consideration of relevant information andalternatives, with follow-through and results

• Willingness to make a long term commitment to servicein Manteo, with sensitivity to the character and history ofthe community

• Thoughtful, visionary and creative, open to new ideas,able and willing to develop and recommend innovativebut sound policies and programs

• Demonstrated ability to help elected officials understandtheir roles and responsibilities, and keep them informedabout significant long-term trends, opportunities andchallenges that should be addressed in the publicinterest, with adequate notice and opportunity forconsideration of sound recommendations andalternatives, and skills to help build consensus

• Strong media relations, public presentation, writtencommunications and interpersonal skills, with proficiencyin social media, and ability to be an effectivespokesperson and ambassador for the Town

• Strong negotiation skills to address future opportunities,needs and challenges

• Experience in developing and implementing effectiveand compatible economic and tax base diversificationpolicies and strategies, and attracting new businesses ina community

• Demonstrated good business sense and managementresults

• Project management experience and capability

• Knowledge of law enforcement and other criticalmunicipal government functions

• Politically astute but scrupulously non-partisan, withdemonstrated sound professional judgment and thoroughunderstanding of the appropriate respective roles ofelected officials and senior managers

• Impeccable integrity, committed to the high ethicalstandards of the local government managementprofession and transparent government operations,ability to establish high level of credibility with citizens

• Able and willing to seek productivity, customer serviceand citizen information improvements through costeffective information technology enhancements andinnovation

• Ability to plan innovative facilities and programs forelderly and disabled citizens, with appropriategovernmental and other partner organizations

• Ability to plan and implement a timely emergency andnatural disaster notification system for residents andbusinesses

THE CANDIDATE(CONTINUED) • Experience with land use and economic development

planning, historic preservation, event planning andtourism economies

• Experience with environmental and coastal issues, andknowledgeable about alternative energy issues andinformation technology

• Demonstrated long range vision and ability to followthrough

• Commitment to maintaining productive workingrelationships with state government, other localgovernments in the region, valued community institutionsand groups, and businesses in the community

• Demonstrated sound personnel management experiencewith willingness and ability to make timely and fairpersonnel decisions, and skills to plan and implementeffective performance appraisal and managementsystems

• Professional but informal leadership and managementstyle that allows Town employees to make productivecontributions to serving our citizens based on clearcommunication of general expectations withoutmicromanagement, but with accountability andrecognition for achievements, and a commitment toproductive professional developmentt

COMPENSATION AND BENEFITSThe starting salary will be market competitive, depending onthe experience and qualifications of the selected individual.The Town provides attractive benefits.

TO APPLYTo apply for this outstanding opportunity, send cover letterand resume by email to:

S. Ellis HankinsSenior Vice PresidentThe Mercer Group, Inc.Cell & text: 919-349-8988Email: [email protected](email transmission preferred)The Mercer Group, Inc. website: www.mercergroupinc.com

The Mercer Group, Inc., a firm that provides executive searchand other consulting services to public and private sectorclients nationwide, is assisting the Manteo Board ofCommissioners in this Town Manager search. For additionalinformation, please contact Ellis Hankins.

Receipt of applications will be acknowledged by email. Iftimely acknowledgement is not received, please follow upwith Mr. Hankins.

First review of candidate applications will beginby November 26, 2018.

The Town of Manteo is an Equal Opportunity Employer and valuesdiversity across the work force, in order to serve all citizens well.

This is an exceptional opportunity to provide leadership andmanagement to an attractive coastal community with a historyof stable management.

Strong candidates are effective leaders and sound managerswith the ability to work productively under the policy guidanceof the Board of Commissioners and maintain and inspire adedicated Town workforce to serve citizens, property ownersand visitors. They are able to collaborate with elected officialsand all citizens and employees to achieve communityobjectives. They are effective stewards of public funds withbudget development and administration experience. They haveknowledge of the principles and best practices of publicadministration with innovation and sound judgment.

THE TOWN OF EMERALD ISLEAND NORTH CAROLINAThe Town of Emerald Isle has a permanent population of about3,784, but a summertime population exceeding 40,000.Emerald Isle, the “best family beach town in North Carolina,” isthe jewel of the North Carolina Crystal Coast.

The Town is located in Carteret County, along the western-mostthirteen miles of the Bogue Banks barrier island of the SouthernOuter Banks. The land area is 5.6 square miles. The AtlanticOcean flanks the Town to the south, and Bogue Sound, part of theIntracoastal Waterway, to the north.

Some meaningful descriptive phrases from the Vision Statementsection of the Town’s Coastal Area Management Act (CAMA)Land Use Plan: • “family-friendly” • “water-based lifestyle” • “small-town character and charm” • “beaches, inlet, and sound” • “flourishing businesses” • “avoid over-commercialization” • “serve tourism economy and year-round residents” • “low density development” • “protection of water quality” • “preserve vegetation” • “protect natural resources” • “public access to beaches and sound”

• “exceptional municipal services” • “safe place to live and visit” • “value input of residents and businesses” • “dual residential and seasonal character” • “recognize sacrifices of military” • “excellence in education” • “cooperation • “NICE MATTERS!”

Emerald Isle is blessed to have residents from variedbackgrounds and places who make up a thoughtful and caringcitizenry who take pride in their community. With the vastmajority of the land mass of Emerald Isle developed as single-family residential neighborhoods, Town leaders have carefullycrafted land use policies to strike a desired balance betweenenvironmental protection and the development of qualityneighborhoods and commercial districts with necessarysupporting infrastructure, while respecting the rights of allproperty owners and residents. Leadership is further committed tothe provision of essential public services, including as a priorityemergency services necessary for public health and safety.

Two mainstays of the local economy are tourism and commercialfishing. The town has outstanding restaurants, unique shops andbusinesses that serve residents and visitors. There are more than100 public water access points, with other 500 strategicallylocated public parking spaces.

In addition to beautiful beaches, boating, surfing andrecreational fishing, the nearby North Carolina Aquarium atPine Knoll Shores and historic Fort Macon State Park at AtlanticBeach are big draws. Other nearby communities and islandsinclude Morehead City, Beaufort, Jacksonville, Swansboro,Harkers Island and Cape Lookout.

Carteret County has excellent public schools. Three highereducation institutions are located in nearby Morehead City:

• Carteret Community College, which offers 25 degree, 4diploma and 6 certificate programs

• The Institute of Marine Sciences, an off-campus researchlaboratory, teaching, outreach, and service unit of UNC-Chapel Hill; and

• The Duke University Marine Laboratory, where faculty andstudents conduct cutting-edge research on many aspects ofmarine ecosystems and the human communities that dependon them, with educational opportunities for undergraduate,master's and doctoral students.

North Carolina is the ninth most populous state, with over 10million people.

Emerald Isle CAMA Land Use Plan:https://www.emeraldisle-nc.org/cama-land-use-plan

EMERALD ISLE — AN EXCEPTIONAL OPPORTUNITY

Photo by Cathy Martin, Hot Shots Photography

THE POSITIONThe Town operates under the council-manager form ofgovernment. The Town Manager is appointed by and worksunder the direction of the Mayor and five-member elected Boardof Commissioners. The former Town Manager served successfullyin the position for 17 years, and resigned in late 2018 to accepta position as city manager in a prominent resort city inCalifornia. The previous Town Manager served for nine years.

The General Fund budget is $10 million, plus a BeachRenourishment fund and other special funds. The finances aresound, with a healthy fund balance for emergencies and futureneeds. There is very little outstanding debt, and no generalobligation bond debt.

The Town Manager appoints and supervises eight departmentdirectors. The Town has 69 full-time employees, plus part-timeand seasonal employees. Emerald Isle is fortunate to have adedicated team of qualified and capable professional staffmembers who keenly recognize how special this place is to somany. The staff is driven toward the goal of providing thehighest quality level of service in as cost-effective a manner aspossible to preserve and enhance the quality of life.

Town of Emerald Isle website: https://www.emeraldisle-nc.org/Town Government Organization Chart: https://www.emeraldisle-nc.org/Data/Sites/1/media/pdfs/fy-18-19-rec-org-chart.pdf

THE CANDIDATEThe Board of Commissioners is seeking an innovative, highenergy leader with strong interpersonal skills who will be activeand visible in the community and accessible and responsive tocitizens, who can assist in balancing continued sound growthand development with preservation of the character of thiscommunity, and enhancing public facilities and services, with acontinued focus on sound financial management.

Requires a Bachelor’s degree from an accredited institution inPublic or Business Administration or other relevant field;Master’s degree is preferred. Candidates should have at least7 years of progressively responsible leadership andmanagement experience; experience as a local governmentmanager, assistant manager or department head is preferred.Experience in NC municipal government or in comparablecommunities is a plus.

Desired characteristics, qualifications andexperience:

• Willingness and ability to be visible and active incommunity affairs; accessible, respectful and responsive tocitizens and elected officials to carry on our citizen serviceculture, with a reasonable balance between work andpersonal life

• Open minded, flexible, adaptable and accommodating todifferent leadership styles and citizen viewpoints, ability toestablish high level of credibility with citizens

• Demonstrated strong financial and budget managementskills with active participation and oversight, includinglong range capital facility needs planning and financing,and willingness and ability to present concise andunderstandable financial summaries to the Board

• Demonstrated strong organization and management skills,able and willing to make sound, timely decisions afterconsideration of relevant information and alternatives, withfollow-through and results

• Demonstrated track record of securing grants andintergovernmental funding assistance to help meetcommunity needs

• High level of personal and professional maturity

• Willingness to make a long-term commitment to service inEmerald Isle, with sensitivity to the character and history ofthe community

• Experience with coastal and environmental issues, beachrenourishment, emergency management and FEMA publicassistance and programs

• Thoughtful, visionary and creative, open to new ideas,able and willing to develop and recommend innovativebut sound policies and programs

• Demonstrated ability to help elected officials understandtheir roles and responsibilities, and keep them informedabout significant long-term trends, opportunities andchallenges that should be addressed in the public interest,with adequate notice and opportunity for consideration ofsound recommendations and alternatives, and skills to helpbuild consensus

• Strong media relations, public presentation, writtencommunications and interpersonal skills, with proficiencyin social media, and ability to be an effectivespokesperson and ambassador for the Town

• Strong negotiation skills to address future opportunities,needs and challenges

• Demonstrated good business sense and managementresults

• Project management experience and capability

• Knowledge of law enforcement and other criticalmunicipal government functions

• Politically astute but scrupulously nonpartisan, withdemonstrated sound professional judgment and thoroughunderstanding of the appropriate respective roles ofelected officials and senior managers

• Impeccable integrity, committed to the high ethicalstandards of the local government management professionand transparent government operations

THE CANDIDATE(CONTINUED)

• Able and willing to seek productivity, customer service andcitizen information improvements through cost effectiveinformation technology enhancements and innovation

• Ability to plan innovative facilities and programs forelderly and disabled citizens, with appropriategovernmental and other partner organizations

• Ability to plan and maintain a timely emergency andnatural disaster notification system for residents andbusinesses

• Experience with land use planning, tourism economies,event planning and military installation liaison

• Demonstrated long range vision and ability to followthrough

• Commitment to maintaining productive workingrelationships with state government, other localgovernments in the region, valued community institutionsand groups, and businesses in the community

• Demonstrated sound personnel management experiencewith willingness and ability to make timely and fairpersonnel decisions, and skills to plan and implementeffective performance appraisal and management systems

• Professional but informal leadership and managementstyle that allows Town employees to make productivecontributions to serving our citizens based on clearcommunication of general expectations withoutmicromanagement, but with accountability andrecognition for achievements, and a commitment toproductive professional development and soundsuccession planning

COMPENSATION AND BENEFITSThe starting salary will be market competitive, depending onthe experience and qualifications of the selected individual.The Town provides attractive benefits.

TO APPLYTo apply for this outstanding opportunity, send cover letterand resume by email to:

S. Ellis HankinsSenior Vice PresidentThe Mercer Group, Inc.Cell & text: 919-349-8988Email: [email protected](email transmission preferred)The Mercer Group, Inc. website:www.mercergroupinc.com

The Mercer Group, Inc., a firm that provides executive searchand other consulting services to public and private sectorclients nationwide, is assisting the Emerald Isle Board ofCommissioners in this Town Manager search. For additionalinformation, please contact Ellis Hankins.

Receipt of applications will be acknowledged by email. Iftimely acknowledgement is not received, please follow upwith Mr. Hankins.

First review of candidate applications will beginby February 4, 2019.

The Town of Emerald Isle is an Equal Opportunity Employer and valuesdiversity across the work force, in order to serve all citizens well.

SUPPLEMENTAL CANDIDATE INFORMATION

City Manager

(Concise answers please)

1. Candidate’s full name:

Other names used:

2. Current or last salary:

3. Please explain why you are interested in the City Manager position, and why you feel you

are a strong candidate for this opportunity. Please feel free to use examples from your

professional experience and insights gleaned from the recruitment process and position

profile.

4. Tell us how you would approach your first three months in the position.

5. What are your strengths and weaknesses for this position?

6. A paragraph about your current or last employer, or business you owned or operated, and

your responsibilities (number of employees supervised, number of locations, budget,

gross revenues, etc.).

7. Please explain why you are interested in leaving your current position, if applicable.

8. If you are not employed, please explain.

9. A paragraph about your management style and philosophy. What would employees say

about your management style?

10. List two career accomplishments of which you are most proud and two top priority goals

you would look forward to pursuing and accomplishing as City Manager, and comment

on how you would approach the latter.

11. What parts of the job responsibilities in this City Manager position in this community do

you think would be most challenging for you, or present the steepest learning curve?

12. When we perform a thorough background check, will we find anything that might be of

concern to a potential employer, or that you wish to let us know about and explain?

Please also let us know about civil actions (lawsuits) in which you have been a named

plaintiff or defendant, and explain.

1

_________________ City Manager

Strongest Candidates Summary

1. Smith, Susan F. [fictitious name] _______, VA

Education:

MPA, Ohio State University, 1995

BA, Political Science/Economics, Howard University, Washington, DC, 1991

Work experience:

City Manager, ___________, VA, 12/2011-3/2014

(Pop. 25,000, $51.4 million budget, 200 employees)

Assistant Town Manager/Public Works Director, Town of Hillsborough, NC, 10/2007-

12/2011

Assistant to Town Manager, Leesburg, VA, 3/2001-10/2007

City of Phoenix, AZ:

Management Assistant, 7/1996-3/2001

Management Intern, 7/1995-7/1996

Internships, 1989-1994

Community service, personal accomplishments/certifications

ICMA: Credentialed Manager, committees

Leadership Erie County, OH

ICMA Gettysburg Leadership Institute

Sandusky, OH Rotary Club

Church volunteer activities

2. [Other Candidates]


CITY MANAGER

QUALIFICATIONS APPRAISAL SHEET

SATISFACTORY

WELL

QUALIFIED

SUPERIOR

OUTSTANDING

1. GENERAL IMPRESSION: Behavior and appearance appropriate to

the job. Poise, tact, and neatness. Professional maturity.

2. BACKGROUND: Quality of education and experience, breadth and

recency. Work continuity, progress, reasons for job changes.

3. PRESENTATION: Communication skills. Ability to understand

implications of questions and to make clear and direct replies. Ability

to select, organize and present ideas. Clarity of speech and

appropriateness of language.

4. JOB EFFECTIVENESS: Ability to perform the duties of the job.

Industry, dependability and initiative. Ability to deal effectively with

practical problems of the job. Interpersonal skills appropriate for the

job.

5. ADMINISTRATION: Capacity for exceptional performance as city

manager. Thorough understanding of the principles and practices of

municipal administration. Ability to lead, direct and coordinate the

work of others. Understanding of the nonpartisan political process and

ability and willingness to work productively within it.

NOTES:

CANDIDATE RATINGS IN FUNCTIONAL AREAS

Rating: 1 = Weak 2 = Below Average 3 = Above Average 4 = Strong

Rating

Potential in management of City staff: ______

Potential in financial management: ______

Potential in community relations: ______

Potential in customer/citizen service culture: ______

Potential in effective Mayor and Council working relationships: ______

Impressive relevant professional accomplishments: ______

Personality type and management style are good fits for City: ______

Communication style/ability is a good fit for City: ______

Very strong in a relevant functional area

(public safety, economic development, etc.) ______

TOTAL: ______

Comments:

n∙focus, inc - town of southern shores, nc€¦ · developmental associates is not a traditional...

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