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Town of Emerald Isle,
North Carolina
Town Manager
October 29, 2018
Proposed Lead Consultant and Project Manager:
S. Ellis Hankins
Senior Vice President
The Mercer Group, Inc.
Raleigh, NC
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 October 29, 2018
VIA FEDEX and E-MAIL: [email protected]
The Honorable Eddie Barber
Mayor
c/o Rhonda Ferebee, Town Clerk
Town of Emerald Isle
7500 Emerald Drive
Emerald Isle, NC 28594
Re: Proposal for Consultant Services – Town Manager Recruitment
Dear Mayor Barber, Commissioners and Ms. Ferebee:
We are pleased to submit this proposal to assist the Mayor and Board of Commissioners in
recruiting actively and attracting well-qualified candidates for consideration for the position of
Town Manager, with a strong focus within North Carolina, and on managers with experience in
coastal communities in southeastern states. We are able to begin the project immediately and
expedite the work 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, and
coastal communities, 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.
A valuable benefit of engaging the services of an executive search firm is to enable the Board to
seek out and recruit experienced candidates who might not otherwise apply, and to assist in
selecting 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. We are familiar with the potential candidate pool and local needs.
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Town of Emerald Isle
Page Two
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. 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, Virginia 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 Charles Penny, Retired City
Manager, Rocky Mount, NC; and also assisted as necessary by other members of the firm.
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.
Those many years of relevant experience have allowed him to develop strong relationships with
many professional city and county managers in North Carolina and other states.
We are including Charles Penny as an active member of our proposed consultant team because,
as a veteran city manager, he has an in-depth understanding of the role of Town Manager and
what the elected officials and town staff need from their chief administrator. Charles also has
been very active in and has held leadership positions in the NC City-County Management
Association and the International City-County Management Association, and is well acquainted
with many managers across North Carolina and in surrounding states. He can help us strengthen
our field of candidates, and will be very helpful in evaluating well qualified candidates, and
particularly their management capabilities and potential.
We will be very pleased to present and discuss our proposal, and answer any questions. We
thank the Mayor and Board of Commissioners for your consideration.
Sincerely yours,
THE MERCER GROUP, INC.
Ellis Hankins
S. Ellis Hankins
Senior Vice President
4
Reply to:
S. Ellis Hankins
Senior Vice President
1201 Little Lake Hill Drive
Raleigh, NC 27607
Cell & text: 919-349-8988
EXECUTIVE SUMMARY
EMERALD ISLE 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 Board of Commissioners in defining the background,
qualifications, experience and characteristics that you desire in the next Emerald Isle 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 Board, with individual
interviews followed by a Board 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 copies of the recruitment brochure that
our proposed lead consultant developed for the Creedmoor, NC City Manager search, and
the South Kingstown, RI Town Manager search (coastal community).
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.
Background Investigation – We will screen top candidates thoroughly (reference
checks, credit and criminal record checks, verification of educational credentials, etc.).
5
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 Board 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 Board’s
interview process. So far as desired, we will help facilitate Board evaluation of the
interviewed finalists, provided that the selection will be made by the Board.
Lack of viable candidate – If the process does not produce a desirable candidate
acceptable to the Board of Commissioners (a rare occurrence, in our experience), and if it
is the Board’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; Charles Penny, Retired City Manager, Rocky
Mount; and other members of the firm as necessary and appropriate. We will work on this search
project primarily from our Raleigh office.
Timeline: The proposal contains a detailed proposed timeline consistent with the timeline
included in the Request for Proposals, to be agreed upon between the Board 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 Board 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. In any event, this proposed timeline will result in the new Town Manager being his
or her service by sometime in April, 2019.
Fees and Expenses: We propose a fee of $18,000 for professional services, plus actual expenses
not to exceed $4,500 (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.
6
TABLE OF CONTENTS
Page
A. COVER LETTER AND EXECUTIVE SUMMARY.......................................................2
B. QUALIFICATION ............................................................................................................7 FIRM BACKGROUND, QUALIFICATIONS AND CAPACITY 7
1. Background Information on The Mercer Group, Inc. 7
2. City/Town Manager Searches in Past Five Years (partial list) 8
3. Current Workload/Firm Capacity 9
4. Sample Work Products 9
C. SCOPE OF SERVICES
1. Approach 10
2. Work Plan 10
3. Proposed Search Timeline 15
4. Equal Employment Opportunity, Compliance With Law 18
5. No Conflicts of Interest 18
D. COST PROPOSAL ............................................................................................................19
E. CONSULTING STAFF .....................................................................................................20
F. INSURANCE .....................................................................................................................24
G. REFERENCES ..................................................................................................................25
H. PERFORMANCE GUARANTEES AND CODE OF ETHICS ........................................28
I. ADDITIONAL SERVICES, FIRM PHILOSOPHY..........................................................30
J. ACCEPTANCE AND SAMPLE AGREEMENT .............................................................31
APPENDICES…………………………………………………………………………………..35
Partial Client List/Previous Searches and Other Consulting Projects
Sample Work Products (attached separately with the e-mailed proposal):
Creedmoor, NC City Manager Recruitment Brochure (2015)
South Kingstown, RI Town Manager Recruitment Brochure (2017)
Sample Supplemental Questions to City Manager Semifinalists
Sample Summary of Strongest City Manager Candidates (for the meeting to select
semifinalists for initial interviews)
Interview Evaluation/Appraisal Form
7
B. QUALIFICATIONS
1. Background Information
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 28 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), Kansas (2014), Kentucky (2010),
Maine (2015), Michigan (2008), Minnesota (2015), New Hampshire (2014), North Carolina
(2013), Rhode Island (2016) and Texas (2010). We assisted three other leagues with Executive
Director searches in 2017: Utah (Ellis Hankins), Oregon (Jim Miller) and Georgia (Jim Mercer).
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 Emerald Isle 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
8
2. Successful City and Town 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 successful city and town manager searches (in addition to a host of
county manager searches and other searches) with which members of our firm have assisted in
the past five years (partial list, not all-inclusive):
Augusta, GA
Beacon, NY
Billings, MT
Bowie, MD
Bristol, TN
Cartersville, GA
Chesapeake, VA
Chesapeake Beach, MD
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
Delray Beach, FL
Delta, CO
Deltona, FL
Des Moines, IA
Dunedin, FL
East Point, GA
Forsyth County, GA
Franklin, NH
Great Falls, MT
Hartford, VT
Joplin, MO
Key Biscayne, FL
Kiawah Island, SC
Largo, FL
Las Cruces, NM
Lebanon, NH
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
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
3. Current Workload/Firm Capacity
We can begin work immediately on this important search project and work expeditiously under
the timeline approved by Board, to timely and successful conclusion, and have plenty of time,
capacity and professional expertise to do so. Mr. Hankins and Mr. Penny are about half-way
through two searches for the City of Charlotte, and Mr. Hankins has recently begun work with
the Manteo Board of Commissioners on their Town Manager search. He is not teaching a full-
semester course in this Fall semester and is not scheduled to teach any full courses in the Spring
semester, but will teach occasional classes in programs at NC State and Duke University. Mr.
Penny recently finished service as an Interim Town Manager, and does not anticipate taking on
another assignment soon.
Other members of our firm are available to assist with the search as necessary and appropriate,
including members located in North Carolina, Virginia and Georgia. We would not take on a
project if we lacked capacity to fulfill our contractual obligations in a highly professional and
ethical manner.
4. Sample Work Products:
Please see the following sample work products, prepared by Ellis Hankins, the proposed lead
consultant/project manager, sent as attachments to the electronic copy.
Creedmoor City Manager Recruitment Brochure (2015)
South Kingstown, RI Town Manager Recruitment Brochure (coastal community, 2017)
Supplemental Questions to Semifinalists
Sample Summary of Strongest Candidates (for the meeting to select semifinalists for
initial interviews)
Interview Evaluation Forms
10
C. SCOPE OF SERVICES
1. Approach
Our approach and style are interactive. We seek to establish a partnership and productive
communication with our client in conducting the work. Town of Emerald Isle officials will
benefit from ease of implementation and by gaining more in-depth knowledge of executive
search and management consulting techniques and expertise.
2. Work Plan
We recommend a seven-step search process as follows:
Position Analysis – We will work closely the Mayor, Commissioners, and department
directors, with individual interviews followed by a Board meeting, to define work
relationships, job qualifications and requirements, and desired characteristics and
experience (the “position profile”). One work product will be a detailed, glossy
recruitment brochure to be sent to potential candidates. We have included a sample from
one of our recent city 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.
Resume Review – By careful analysis of resumes and other available information, 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.
Background Investigation – We will conduct preliminary and then comprehensive final
background checks (reference checks, credit and criminal/motor vehicle record checks,
verification of educational credentials and work history, etc.).
Interview and Selection 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 (see the attached sample Summary of Strongest Candidates). We will assist the
Board in narrowing the field to approximately five to seven finalists for interviews. We
will provide sample questions and rating forms, and coordinate the Board’s interview
process. So far as desired, we will help facilitate Board evaluation of the interviewed
finalists, provided that the selection will be made by the Board.
11
Lack of viable candidate – If the process does not produce a candidate acceptable to the
Board of Commissioners (a rare occurrence, in our experience), and if it is the Board’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. This is part of our stated search process guarantees
below.
Negotiation and Follow-up – We will use our extensive experience to assist in
negotiating an employment agreement with the selected candidate (if desired by the
parties), and otherwise facilitate the employment and orientation process. We will notify
other applicants, although the Mayor might wish to notify finalists who were not selected,
with our assistance.
Position Analysis, Community Engagement, Recruitment Brochure
We will consult with elected officials, senior Town staff members, and interested citizens, to
determine the Town leadership’s vision/mission, goals and objectives, the needs and issues,
requirements of the job, and to obtain other relevant information. We will spend time at the
beginning of the process in Emerald Isle to help determine the background, level of experience
and characteristics needed and desired, so we can communicate those things to potential
candidates.
We will conduct individual interviews with the Mayor and Commissioners, department heads
and key staff in groups, and others of your choice to identify expectations, perceptions, and
concerns regarding the position and the responsibilities of the Town Manager.
We recommend a process that we used successfully in a recent city manager search to reach out
and encourage community leaders and interested citizens to offer their informed opinions about
what the Mayor and Board should be looking for in the next Town Manager, in terms of
background, qualifications, experience and characteristics. First, we would encourage the Board
to schedule a public hearing on the evening of the day we spend in Emerald Isle with the elected
officials and senior Town staff. We would plan to speak for about 15 minutes to help citizens
understand the respective responsibilities of the elected officials and Town Manager in the
council-manager form of government, and discuss major steps in the search process, possibly
with the proposed search process on the screen for citizens to see. Then interested citizens would
have the opportunity to make brief comments and ask questions of the search consultants to
enhance their understanding of the process.
We also would ask the Mayor, Commissioners and senior staff members to suggest several
community leaders and interested citizens whom we should call or meet with to discuss their
views about what the Mayor and Board should be looking for in the next Town Manager. The
elected officials received very positive comments from citizens when we did that in one of our
recent search processes.
12
Based on all of those discussions, we will prepare a draft position profile and review it with the
Mayor and Board, or designated staff, to arrive at a consensus about needs, specifications and
expectations. The approved position profile (recruitment brochure) will include information
about the Emerald Isle municipal government, the community, major issues, the Town Manager
position, Town finances, and the selection criteria.
Active Recruitment
First we will first review our database and discuss within our firm to identify candidates whom
we may already know who might meet the Town’s specifications and may be a good match.
We will rely heavily on our own contacts in local government management and our own experi-
ence. Through networking, we will conduct a nationwide professional search for the most
suitable and well-qualified candidates and invite them to consider applying for the position. But
we would focus primarily within North Carolina.
We will develop cost effective advertising alternatives (within the specified expense cap) and
discuss their associated benefits. Based on our discussions, we will place ads in professional
journals and on the associated websites, in print publications and on websites of national and
statewide local government associations. 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.
We always take active steps to recruit a diverse group of candidates, in terms of relevant
experience, race, gender and otherwise. We keep making calls until we are satisfied that we have
a number of viable candidates for the governing body to consider.
Resume Review
We will carefully review and analyze each applicant's background and experience against the
adopted recruitment criteria.
We will acknowledge all resumes received and keep candidates informed of their status.
Candidate Screening
Criteria for the preliminary screening will be contained in the approved "Recruitment
Profile/Brochure." They may include such items as education, technical knowledge, experience,
accomplishments, management style, personal traits, etc. Screening of candidates against those
criteria will be based on data contained in the resumes and other data provided by the candidates
and on our knowledge of the organizations in which they work. At this stage, each candidate
must meet the minimum qualifications specified in the Recruitment Profile.
13
We will be responsible for screening the applications received. This initial screening will be
conducted by telephone and/or interactive video with candidates who appear to be well qualified.
We will conduct telephone interviews with preliminary references who know the candidate's
background and expertise. We do not recommend candidates for further consideration without
extensive telephone conversations and forming an initial impression of their personal
characteristics and professional abilities, and exercise of our professional judgment.
Once the initial screening is completed, we will identify the candidates who most closely match
the criteria established by the Board. We will prepare a summary display of the top candidates
showing how each rates against the established selection criteria. We will review this
information about strongest candidates with the Board in a closed session meeting and obtain
guidance about semifinalists to invite for interviews. We will stress confidentiality, and the need
to maintain open minds until after all interviews. If the Board does not approve of a sufficient
number of the candidates (a rare occurrence, in our experience), we would continue our
recruiting efforts, more actively and creatively, until the Board’s needs are clearly met.
We will request that all candidates identified for further consideration provide to us written
answers to questions about their accomplishments, management style and leadership philosophy.
This gives the Board a useful writing sample and additional relevant information.
Background Investigations
As part of our process in evaluating top candidates, we make detailed and extensive reference
checks, both preliminary checks before selection of semifinalists, and comprehensive final
background checks on semifinalists. In conducting these, it is our practice to speak directly to
individuals who are now or have previously been in a position to evaluate the character and job
performance of individual candidates.
We ask each candidate to provide us with a number of references. We then network these
references to other persons who know the candidate. In this way, we thoroughly evaluate each
candidate. These references and evaluations are combined to provide frank and objective
appraisals of the top candidates. We also verify past employment difficulties, if any, including
reasonable due diligence on any legal action filed against current or former employers, or against
candidates.
We verify undergraduate and graduate degrees, and work history. We conduct credit checks and
criminal record checks. We will employ productive background investigation criteria.
Interview Process
Based on the best relevant information we have available at that stage, we will compile a list of
potential semifinalists (approximately 12-18). We will prepare a written summary on each
finalist. The information will cover, but not be limited to, 1) present position, 2) total years of
experience, 3) salary requirements, 4) education, 5) previous positions held, 6) notable
accomplishments, 7) management style, 8) skills and abilities, 9) interests, and 10) professional
goals.
14
We will present this information to the Board in a concise written format, with results of the
preliminary background investigation and candidate screening. We will recommend that the
Board select five (5) to seven (7) semifinalists for initial interviews. We will explain how the
strongest candidates specifically meet the established criteria, or whether the group
recommended for consideration simply represents the best available talent.
Prior to the interviews we will provide additional background information, sample questions and
a rating form for the interviews. We also can assist the Board for no extra charge in conducting
mock presentation processes with finalists, if desired (such as a brief budget presentation).
We also will provide to the Board our recommendations about timing, sequencing, location,
format and conduct of interviews. We will provide information about trends in employment,
employment agreements, relocation expenses, benefits, appropriate role for spouses, receptions,
etc. We will arrange schedules for top candidate interviews with the Board and will coordinate
the process.
Negotiation and Follow-up
We will assist in the negotiation process with respect to salary, benefits and other terms of
employment, and an employment agreement if mutually desired, working with the Town
Attorney. We feel that we can be especially helpful and have no conflict or appearance of
conflict, because we have proposed a fixed fee rather than one based on a percentage of Town
Manager salary. If we are not able to reach a satisfactory agreement with the preferred candidate,
we will work with the Board to select an alternate candidate.
We will handle all media relations if desired, and we have abundant experience in doing so.
Unless otherwise directed, it is our standard practice to tell all media that we are assisting the
Board in a confidential process as allowed by state law, and that public statements should come
directly from the Mayor at appropriate times. We will maintain confidentiality of candidate
information, as clearly allowed under North Carolina law.
We will keep the Mayor and Commissioners well informed and involved in decisions concerning
the search process, from start to finish.
Finally, we will notify all unsuccessful candidates of the final results, unless the Mayor wishes to
inform unsuccessful interviewed finalists about the Board’s final decision.
Once the new Town Manager has been employed for about 30 days, if desired, we will facilitate
a session with the Mayor and Town Manager to establish mutual performance criteria and goals
for the position.
We will follow-up periodically with the Mayor and Town Manager and be available during the
first few months to assist with the transition as necessary and appropriate, if desired.
15
Support from a designated Town staff member will be needed, as follows:
Arranging interviews with the elected officials and senior staff
Providing budget, organization charts and other documents
Processing invoices for payment
3. Proposed Search Timeline Our search process normally takes about 120 days from award of the contract to the final
decision to appoint the new manager. The more time we have, the more effectively we can
advertise availability of the position and conduct thorough evaluation and background checks on
finalist candidates. Several factors could extend the search time and work start date—difficulty
scheduling Board meetings at key decision points, need to readvertise 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 EMERALD ISLE
TOWN MANAGER SEARCH PROPOSED/DRAFT TIMELINE FOR SEARCH PROCESS (Highlighted bolded events indicate meetings of the Board)
Proposal Accepted, Contract Executed Nov. 20, 2018
Consultant Send Revised Proposed/Draft Timeline & Job Ad
for Consideration Nov. 27
Consultant Meet Individually with Mayor & Commissioners, & with
Department Heads as a Group, to Discuss Desired Background,
Qualifications, Experience & Characteristics Week of Dec. 3
Board Meeting & Public Hearing to Discuss & Approve Search
Timeline & Job Ad, & Discuss the Town Manager Job Responsibilities,
Search Process & Desired Background, Qualifications, Experience
& Characteristics Week of Dec 3
Consultant Place Job Ads (stating that “first review of
applications begins on Jan. 28, 2019”), Formally Begin Search Process Dec. 10
Draft Recruitment Brochure/Position Profile to Board
for Review and Approval Dec. 10
Mayor, Board or Designees Approve Draft Recruitment Brochure
16
(with requested revisions by individual email messages) Dec. 14
Formatted Color Recruitment Brochure to Board
for Final Review and Approval Dec. 21
Consultant Begin Phone Calls To and About Potential
Candidates, Aggressively Recruit Qualified Candidates Jan. 2, 2019
Begin Disseminating Brochure and
Consideration/Invitation Letters and E-mail Messages Jan. 2
Report to Board on Search Progress Bi- Weekly
Phone Conversations w/ Strong Candidates, Preliminary
Reference & Background Checks Jan. 14-31
Soft Application Deadline (“first review of applications
begins on Jan. 28”) Jan. 28
Consultant Deliver 8-12 (or more) Applications & Summaries,
Other Semifinalists Selection Meeting Materials to Board
By E-mail &/or FedEx Feb. 4
Board Meeting to Consider Recommended Candidates
(8-12 or more), Select ~5 Semifinalists to Interview
(closed session meeting, 1 ½ - 2 hours) ~Feb. 8
Consultant Invites/Schedules Semifinalists for
Board Interviews, Sends Supplemental Questions,
Begins Preliminary Reference & Background Checks ~Feb. 8-9
Consultants Complete Final Reference and
Background Checks on Selected Semifinalists ~Feb. 22
Board Interviews ~5 Semifinalists—Determines Preferred
Candidate or Selects 1-2 Finalists for Second Interview ~Feb. 25
Consultants Talk with Additional References,
Other Due Diligence After initial interviews
Board Second Interview(s) if Desired, Board Decision ~March 1
Negotiate with Selected Candidate Late Feb. to Early March
Board Votes to Appoint Town Manager in Open Meeting
(and probably approve employment agreement) ~Early March
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Announce Appointment of New Town Manager ~Early March
New Town Manager Reports to Work, Transition Work
With Interim Town Manager (2-3 days) April
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 Board of
Commissioners approves this detailed timetable, with desired changes, the consultant and Mayor
and Board will need to follow it faithfully.
The job ad will run in and on carefully targeted publications and websites for about seven
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
Commissioners will have a few days to review the information before the Board discussion with
us about which candidates to invite for interviews. The consultants will provide full support to
the Board 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 Board and interested citizens at the beginning of the process. We also have
tailored the proposed timeline to allow the new Town Manager to spend a few days with
the Interim Town Manager in April, and we also will assist with an orderly transition as an
important part of our scope of services.
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4. 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 Emerald Isle 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.
5. No Conflicts of Interest
We have no conflicts of interest, including relationships with any current or former Town of
Emerald Isle 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.
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D. COST PROPOSAL
Our professional fee for the services outlined is $18,000 plus not-to-exceed expenses of $4,500.
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 ............................................................. 3,000
Interview Process .................................................................................................................... 4,000
Negotiation and Transition Assistance ................................................................................ 1,500
TOTAL FEE FOR PROFESSIONAL SERVICES .........................................................$18,000
Reimbursable actual expenses, not-to-exceed the amount of $4,500.00, are for consultant travel
(mileage), meal per diem, advertising, recruitment brochure preparation and dissemination,
background investigation (vendor fees), copying and postage/shipping costs. Most of that is the
cost of advertising the position (job ads). Because of our close proximity, travel expenses will be
minimal, with no airline fares and probably no 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 Board 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.
Please see our comments below about the possibility of negotiated modest additional fees if
additional optional steps are desired, such as administration of assessment instruments or
conducting and facilitating a public candidates forum.
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E. PROPOSED CONSULTING STAFF
Proposed Lead Consultant/Project Manager for the Emerald Isle Town Manager search:
S. Ellis Hankins
Senior Vice President
1201 Little Lake Hill Drive
Raleigh, NC 27607
Cell & Text: 919-349-8988
Mr. Hankins is authorized to commit the firm to binding contractual obligations, and will be the
primary contact person.
Recent searches by Ellis Hankins as lead consultant and project manager:
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)
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, completed)
City Administrator, Aberdeen, WA (2018, limited scope assistance, completed)
Deputy Executive Director/ED Designate, Citycounty Insurance Services (CIS), OR
(2018, completed)
Colorado Intergovernmental Risk Sharing Agency (CIRSA):
Executive Director and Chief Financial Officer (2018, completed)
City of Charlotte: City Attorney and Risk Manager (current)
Town Manager, Manteo, NC (current)
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The second member of our proposed team is Charles Penny, a veteran city manager who has an
in-depth understanding of the role of Town Manager and what the elected officials and town
staff need from their chief administrator. Charles also has been very active in and has held
leadership positions in the NC City-County Management Association and the International City-
County Management Association, and is well acquainted with many managers across North
Carolina and in surrounding states. He can help us strengthen our field of candidates, and will be
very helpful in evaluating well qualified candidates, and particularly their management
capabilities and potential. Charles is not formally a member of our firm, but has collaborated
with us on other search processes, such as our current work for the City of Charlotte.
Other members of our firm, including Jim Mercer, President and CEO, are available to assist as
necessary and appropriate. We will consult with all members of the firm in the active recruiting
phase.
Roles:
Ellis Hankins will perform the majority of the work with and on behalf of the Mayor and Board,
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 Board
meetings. Charles Penny and 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 and Charles
Penny will collaborate on speaking with the strongest candidates and evaluating their respective
strengths and weaknesses. Ellis Hankins or Charles Penny 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 and Charles Penny will assist in negotiating terms of
employment with the selected candidate, and will be available to assist with the transition as
provided in our agreement.
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Resume of our Proposed Lead Consultant and Project Manager:
1) S. Ellis Hankins, Senior Vice President – Raleigh Office
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 program 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 serves as
Town Attorney for the Town of Spring Lake.
Ellis 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.
He 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.
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Ellis 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 former member of the Wake County
Board of Education Advisory Committee and an active member of the PTA at his children’s
schools.
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 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 a native of Eden, NC and grew up in Wilmington. He is married to Leanne Winner, who
serves as Director of Governmental Relations with the North Carolina School Boards
Association. Their family lives in Raleigh.
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2) Charles W. Penny – Retired City Manager, Rocky Mount
Charles Penny worked in local government in North Carolina for 35 years. He served as City
Manager in Rocky Mount from 2011 until his retirement in 2017, and previously as Planning
Director and Assistant City Manager. Before moving to Rocky Mount in 1984, he served as
assistant to the city manager in Morganton and Kinston, and then as Assistant City Manager in
Asheville. He recently completed service as Interim Town Manager in Rolesville, NC (Wake
County).
He is a former Southeast Region Vice President for the International City/County Management
Association, a former member of the Board of Directors for Golden Leaf Foundation, and former
member and past chairman of the Board of the Rocky Mount Boys and Girls Club of Nash and
Edgecombe Counties. He also served eight years as a member and four as chairman of the Board
of Trustees of Elizabeth City State University. He is a current member of the NC Property Tax
Commission.
Charles earned a BA degree in political science with a concentration in public administration
from North Carolina Central University, and a Master of Public Administration from UNC-
Chapel Hill.
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.
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G. 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. We have listed
several searches with Ellis Hankins as lead consultant and project manager, but also searches for
which two other members of our firm served in that capacity, so you can assess the culture and
professionalism of our firm generally.
Previous searches:
1. The Honorable Lew Starling
Mayor, City of Clinton, NC
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)
2. The Honorable Darryl Moss
Former Mayor, City of Creedmoor, NC
Cell: (919) 349-5443
(Ellis Hankins—City Manager search, 2015)
3. The Honorable Margaret Healy
Council President
Town of South Kingstown, RI (coastal community)
Cell & text: 401-524-8097
(Ellis Hankins—Town Manager search, 2017)
4. The Honorable Al King
Former Mayor, City of Goldsboro, NC
President, NC League of Municipalities, 2013-14
Cell: (919) 750-2220
(Jim Mercer—Two City Manager searches; NCLM Executive Director search, 2013)
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5. The Honorable Steve Hiatt
Former Mayor, Kaysville, UT
President, Utah League of Cities and Towns, 2016-17
Cell: (801) 644-2464
(Ellis Hankins—League Executive Director search, 2017)
6. The Honorable Donald Grebien
Mayor, Town of Pawtucket, RI
President, Rhode Island League of Cities and Towns, 2016-17
Cell: (401) 487-1411
(Ellis Hankins—League Executive Director search, 2016
7. Tami Tanoue
Executive Director
Colorado Intergovernmental Risk Management Agency (CIRSA)
Denver, CO
Office: (303) 757-5475
(Ellis Hankins—Executive Director & Chief Financial Officer searches, 2018)
8. Ms. Joanne Mounce
Council Member, Lodi, CA
President, League of California Cities, 2016-17
Cell: 209-747-0381
(Ellis Hankins—League Executive Director search, 2016)
9. Mayra Peña Lindsay
Mayor
Village of Key Biscayne, FL (coastal community)
Village Hall: (305) 365-5511
(W.D. Higginbotham, Jr.—Village Manager search, 2018)
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Current searches:
10. The Honorable Bobby Owens
Mayor
Town of Manteo
252-256-0668
Kermit Skinner, Town Manager (retiring)
Office: (282) 473-2133
(Ellis Hankins—Town Manager search)
11. Antoine Ensley
Talent Acquisition Program Manager
Human Resources Department
City of Charlotte
(704) 336-6508
(City Attorney & Risk Manager searches)
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H. PERFORMANCE GUARANTEES AND CODE OF ETHICS
Guarantees:
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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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.
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I. ADDITIONAL SERVICES AND FIRM PHILOSOPHY
Our firm is well qualified and very willing to provide some related additional services, if desired.
Depending on the extent of additional services requested, we might want to discuss modest
additional fees.
First, if the Board wishes, we can administer personality type or management and leadership
style inventories to semifinalists. This could include a Teleometrics Management Style
Inventory, and a Myers-Briggs personality type analysis, etc. We interpret these instruments for
the Board and explain the results, which can provide some useful insights.
Respectfully, we are aware that some other executive search firms use these assessments to
screen out otherwise well-qualified candidates early in the process, with the result that the board
never has an opportunity to consider them. We also are mindful that some well-qualified
potential candidates, including some accomplished municipal managers in North Carolina, object
to being pigeon-holed by that practice. We respectfully disagree with that approach as a
matter of professional policy and practice, and do not use assessment instruments at those early
stages in the process or for that purpose. We believe such assessment instruments can be used
more appropriately, if desired by the client, to provide additional information to decision-makers
about semifinalists in the latter stages of the process, to be considered along with other relevant
information.
Second, and related to the first optional service above, we also are willing to design an
assessment center process to narrow the choices for the governing board to a small handful of
finalists interviews, if desired. Respectfully, we also caution against overreliance on that
screening technique. We view it as more appropriate and useful with respect to more narrowly
focused professional positions, such as police or fire chief.
In city and town manager searches, we much prefer to spend more time talking with well
qualified candidates on the phone and getting to know them. Frankly, it is not particularly
difficult to assess their technical competence as public managers, in light of their work
experience and education, their answers to our questions about management style and
philosophy, their responses to queries about specific scenarios that they might have encountered
or might encounter in the future, and our preliminary background investigation. What we really
focus on assessing in our in-depth conversations is professional maturity and apparent suitability
of each candidate to the community.
We would rather go into the closed session semifinalists “selection meeting” with the Board and
discuss our assessment of the relative strengths and weaknesses of a number of candidates who
have a record of achievement as managers and who appear to be well suited for service in
Emerald Isle, based on the profile developed early in the process, and assist the Board in your
decisions about how many and which candidates to invite for interviews. That approach has
worked well for many years, with successful results and high levels of client satisfaction.
Nevertheless, we are flexible and willing to design an appropriate assessment center process if
desired.
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Third, if desired, we will be pleased to help design a facilitated public forum near the end of the
process, so community leaders and interested citizens have the opportunity to meet and hear
comments from the tentative preferred candidate, or two or three finalists, and offer their
comments, before the governing body makes a final decision. Some governing bodies,
particularly in larger cities in North Carolina and other states, have opted to include such a public
forum in the process. We do not advocate or discourage inclusion of that step, and we want to
point out that North Carolina law allows the process to be conducted in a confidential manner
throughout (the more common process), but we mention it as one option in designing the search
process. If the Board wishes to include such a public forum for finalists, we will be pleased to
discuss options.
J. ACCEPTANCE AND PROPOSED AGREEMENT
ACCEPTANCE OF THE MERCER GROUP, INC. PROPOSAL
This proposal dated October 29, 2018, for executive search professional services, is
accepted for Town of Emerald Isle, NC, by:
SIGNATURE: _____________________________________________
NAME: ______________________________________________
(Print or type)
TITLE: ______________________________________________
DATE: _______________________________________________
* * * * * *
32
DRAFT
AGREEMENT FOR PROFESSIONAL SERVICES
This AGREEMENT is entered into this __ day of November, 2018, by and between THE
MERCER GROUP, INC., a Georgia corporation with offices in North Carolina, and the TOWN
OF EMERALD ISLE, NC, a municipal corporation or governmental unit established under
applicable state laws.
WITNESSETH:
WHEREAS, the Town of Emerald Isle, (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 October 29, 2018,
and in accordance with the professional standard of care exercised by similar consulting firms in
the industry.
The Town’s RFP dated October 24, 2018 and Mercer’s proposal are incorporated by reference
and made a part of this Agreement.
2. The Town agrees to compensate Mercer for its services in the amount of Eighteen
Thousand Dollars ($18,000.00) for professional services, plus actual expenses capped at a
maximum amount of $4,500 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.
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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 EMERALD ISLE, 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)
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Agreement, Continued (Page 3 of 3)
THE MERCER GROUP, INC.
BY: _________________________________
TITLE: ________________________________
35
APPENDICES
PREVIOUS SEARCHES AND OTHER PROJECTS
Representative Clients (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 (most recent executive director search)
Town of Chapel Hill
Charlotte Housing Authority
City of Charlotte
(3 city manager searches, most recent 2008; currently under continuing contract with City for
executive search services with Ellis Hankins as lead consultant and project manager; current City
Attorney & Risk Manager searches)
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)
City of Fayetteville (city manager search, 2006)
Forsyth County
Gaston County (county manager search, 2013)
City of Goldsboro (most recent city manager search, 2011, & previous manager search)
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, University of North Carolina at Chapel Hill
(now School of Government)
City of Jacksonville (three city manager searches)
Kannapolis Chamber of Commerce
City of Laurinburg (city manager search)
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)
NC League of Municipalities
(executive director search 2013; previous pay & class study, organization & management study)
NC State University
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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 Aberdeen, Washington
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
City of Bowling Green, Kentucky
League of California Cities (2016 executive director search)
California State Association of Counties (executive director search, 2018)
City of Charlottesville, Virginia
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 Fayetteville, Arkansas
City of Fort Lauderdale, Florida
City of Fort Worth, Texas
Fairfax County, Virginia
Florida Association of Counties
Fulton County, Georgia
City of Gainesville, Florida
City of Greenville, South Carolina
Georgia Institute of Technology
37
Georgia Municipal Association (2017 executive director search)
Georgia Power Company
Georgia State University
State of Georgia
Association of County Commissioners of Georgia
City of Hampton, Virginia
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
City of Louisville, Kentucky
Maine Municipal Association (2015 executive director search)
Maxwell School of Government, Syracuse University
Metropolitan Government of Nashville, Tennessee
Michigan Municipal League (executive director search)
University of Michigan
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
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)
Palm Beach County, Florida
City of Pasadena, California
City of Pascagoula, Mississippi
38
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
Town of South Kingstown, Rhode Island
State of South Carolina
City of Spartanburg, South Carolina
City of Spokane, Washington
University of South Carolina
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)
City of Virginia Beach, Virginia
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, 2018
SAMPLE WORK PRODUCTS
Creedmoor City Manager Recruitment Brochure (2015)
South Kingstown, RI Town Manager Recruitment Brochure (2017)
Sample Semifinalist Supplemental Questions
Sample Summary of Strongest Candidates
Interview Evaluation/Appraisal Forms
