GMP Consultants PresentationCity of Dubuque
City Council
ITEM TITLE:
SUMMARY:
SUGGUESTED
DISPOSITION:
ATTACHMENTS:
Copyrighted
September 9, 2026
SPECIAL SESSION # 1.
GMP Consultants Presentation
GMP Consultants will provide a presentation on their
proposed process for City Manager executive recruitment.
Receive and File; Presentation
1. GMP Consultants RFP Submission
2. City of Dubuque RFP
3. City of Dubuque Evaluation Scoring Matrix
4. Presentation -Uploaded 9.9.26
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GMP CONSULTANTS
Greg@gmphr.com GMP
(206) 714-9499
www.gmphr.com
^,.GMP
August 6, 2026
Ms. Kristen Dietz
Talent Acquisition Manager
City of Dubuque
50 W 13th Street
Dubuque, IA 52001
Dear Ms. Dietz,
Thank you for the opportunity to submit our proposal to assist the City of Dubuque with the recruitment of
its next City Manager. We have reviewed the Request for Proposals in its entirety and confirm our
understanding of, and agreement with, the scope of services, submission requirements, timeline, and
terms and conditions as stated.
GMP Consultants is well positioned to support the City in this important effort, having conducted more
than 900 recruitments nationwide, including hundreds of City Manager searches for Council -Manager
communities. We are active in Iowa today, currently conducting the Fire Chief search for the City of Cedar
Rapids.
This search will be led by two experienced Midwest consultants who have each served as a City Manager
under the Council -Manager form. Dan Gifford, based in Iowa, began his career as Planning Administrator in
Fairfield and retired as City Manager in Spencer, and serves the Iowa City/County Management Association
as a Senior Advisor. Jeff Weldon, based in Minnesota, spent 29 years in municipal management, including
City Manager and City Administrator roles across Minnesota and South Dakota. Their work is supported by
a full project team handling candidate outreach, assessment, background review, and stakeholder
facilitation.
Beyond that regional knowledge, we maintain an extensive national network built through years of work
with cities, counties, and professional associations. Those relationships let us reach accomplished
executives who are not actively looking, so even in a competitive market the City sees candidates who
would never respond to a posting alone. Our approach pairs inclusive, transparent stakeholder
engagement with the confidentiality an executive search requires, and all records will be maintained in
compliance with Iowa law.
All services described in this proposal will be performed by GMP Consultants staff; no subcontractors will
be used. As President of GMP Consultants, I am authorized to submit this proposal and to bind the firm to
its commitments, and the proposal and fees remain valid for 90 days from the submission date.
If you have any questions or would like to discuss your specific needs, please do not hesitate to contact me
at (206)714-9499 or greg@gmphr.com. We look forward to the opportunity to serve the City of Dubuque on
this important recruitment.
Sincerely,
Gr g M. Prothman
President
206.714.9499 - 7041 Cascade Ave SE Snoqualmie, WA 98065 • greg@gmphr.com
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City of Dubuque - Recruitment Proposal
Table of Contents
Transmittal Letter
Executive Summary
Firm Profile & Qualifications
Assigned Personnel & Project Team
Proposed Approach & Methodology
Stakeholder Engagement Process
Recruitment Schedule
Professional Fees & Expenses
Guarantee & Warranty
Selected Candidate Support
Appendix
■ Complete List of Related Searches
■ Sample Position Profile
■ Sample Invitation to Apply
■ Sample Candidate Matrix
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City of Dubuque - Recruitment Proposal
Executive Summary
GMP Consultants proposes a full -service national search that delivers Dubuque a City Manager
aligned with the City Council's 2030 goals, the Dubuque 2040 vision, and the demands of a full -
service organization of more than 600 employees operating under the Council -Manager form.
Experience with Iowa and the Council -Manager Form
More than 900 executive recruitments completed nationwide, including hundreds of City
Manager and City Administrator searches
Council -Manager expertise from the inside — both senior consultants have held the City
Manager role in this form of government
Successful placements in Midwest communities of comparable size and complexity, with
Iowa references provided
A Midwest Team Assigned to Dubuque
• Dan Gifford (Iowa) — retired City Manager of Spencer, career begun in Fairfield, and Senior
Advisor to the Iowa City/County Management Association
• Jeff Weldon (Minnesota) — 29 years in municipal management as City Manager and City
Administrator across Minnesota and South Dakota
• Both are available for the full engagement and work directly with elected officials, supported
by a dedicated project team
An Approach Built on Engagement and Evidence
• Structured engagement of Council, staff, residents, business leaders, and nonprofit partners
shapes the position profile
• Targeted national outreach and direct recruitment reach accomplished executives who are
not actively looking
• A semifinalist pool of approximately 7-10 with assessment summaries, followed by a
Candidate Matrix scoring every candidate interviewed
• Comprehensive background investigations, Council deliberation support, and employment
agreement assistance
Transparent Value, Confidentiality, and a Guarantee
• A fixed professional fee with milestone billing and itemized expenses
• Organized records and candidate confidentiality maintained in compliance with Iowa law
• A placement guarantee, plus optional onboarding and transition support ahead of the June
2027 vacancy
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City of Dubuque - Recruitment Proposal
Profile and Firm Qualifications
Our Foundation
GMP Consultants is a public sector executive
search firm with a collective 630 years of local
government leadership experience. We pride
ourselves in strong regional and national
relationships.
GMP Consultants value the importance of local
government in our communities. We offer our
clients experienced subject matter experts with
a solid understanding of municipal government
coupled with decades of experience.
We have served in a wide range of executive
positions, from city and county management to
public works, planning, human resources,
management information systems, police, fire
and finance.
Our Philosophy
Our business philosophy centers on the
understanding that this is a people related
industry.
We have worked and lived in communities
across the country, so we know first-hand that
public service is both similar and unique in
implementation one community to the next.
Our team takes the time to learn your values
and vision so we can tailor our systematic
process to your needs.
Our Qualifications
Founded and led by Greg M. Prothman, GMP
consultants have worked on over 900
executives searches and over 100 public sector
consulting projects.
Our senior search consultants are seasoned
municipal leaders who are active in both
national and state associations in their
respective professional disciplines.
Council -Manager Expertise
GMP has extensive experience recruiting for
communities operating under the Council -
Manager form of government.
Both senior consultants on this recruitment
have served as City Manager in this form of
government. They understand the Council -
Manager relationship and the balance of policy
and administration it requires, and that
experience shapes how we build the profile,
evaluate candidates, and advise the Council.
Current Related Searches
We are currently conducting eight City Manager
searches. A complete list of our completed City
Manager and City Administrator searches is
included in the Appendix.
• Richfield, MN • Toppenish, WA
• Cannon Beach, OR • Roseburg, OR
• Washougal, WA • Lakewood, CO
• Kirksville, MO • Lake Oswego, OR
GMP Consultant's Mission
To provide exceptional executive search, interim placements, and organizational consulting
partnering with our clients to provide the highest quolityservices to their residents.
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City of Dubuque - Recruitment Proposal
Meet Your Recruitment Team
Jeff Weldon — Senior Consultant
Jeff served 29 years in municipal management in Minnesota and South Dakota,
including City Manager for Brookings and Yankton, SD; City Administrator for
r.'^4 ^ Redwood Falls, MN; and Assistant City Administrator for Apple Valley, MN. He was also
an adjunct instructor at South Dakota State University in Public Administration and
State and Local Government and served local government managers in Minnesota and
J South Dakota as a Senior Advisor for the state associations. Jeff holds a Bachelor's
Degree from Minnesota State University and a Master's Degree from Hamline
University. He has been active with the Coalition of Greater Minnesota Cities,
Minnesota City/County Management Association, South Dakota Municipal League, and
the International City Management Association (ICMA). A strong advocate for
community involvement, Jeff has served with his church, the United Way, Rotary and
Lions clubs, and the Chamber of Commerce. He and his wife, Tracie, have two grown
children and five grandchildren.
Dan Gifford — Consultant
Dan is a retired City Manager with 27 years of municipal government experience. He
has served cities from 1,800 to 12,000 in population. Dan is a life-long Iowan
committed to public service in the state. Dan started his career as Planning
Administrator for the City of Fairfield, IA and retired as City Manager for the City of
Spencer, also serving the communities of Holstein and West Burlington along the way.
Dan has a Master of Public Administration from Upper Iowa University and a Master of
Urban and Regional Planning from the University of Iowa. He is a Credentialed
manager with ICMA and holds the AICP credential from the American Planning
Association. He currently serves the Iowa City Managers Association as Senior Advisor.
Jennifer Monsivais — Project Manager
Jen is a dedicated, customer service -oriented professional with ten years of
experience working within a University Athletic program. She has built a reputation for
being approachable, reliable, and deeply committed to creating positive experiences
for internal and external stakeholders. Jen thrives in collaborative environments and
finds genuine fulfillment in helping others pursue their full potential. Whether
supporting clients, coordinating across departments, or assisting community
members, she brings a thoughtful, people -first mindset to everything she does. Her
passion for service and strong communication skills make her a trusted resource and
valued team member.
Kate Hansen — Operations Manager
Kate brings 20 years of project management and administration experience spanning
private business, nonprofit, and government. She is a certified Project Management
Professional (PMP) and holds a B.A. in Theatre from Chapman University, with an
emphasis in stage management. Kate brings a distinguishing blend of attention to
detail, creativity, and critical thinking. Having served as a fire district administrator,
political campaign manager and elected official, Kate possesses multi -faceted
experience in local government.
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City of Dubuque - Recruitment Proposal
Work Plan & Approach
We understand that this is not just filling a position but is a leadership transition within your
organization. Our goal is to not only find a highly qualified candidate but a candidate who is the
perfect fit for your organization and the community.
We suggest a four -phase process:
PHASE 1: PREPARATION
• Create Search Schedule & Plan
• Engage Stakeholders
• Identify Ideal Candidate Traits
• Design Recruitment Profile
PHASE 2: SOURCING
• Place Targeted Advertisements
• Mail Invitation to Apply Flyers
• Send Emails to Potential Candidates
• Make Phone Calls to Potential Candidates
PHASE 3: ASSESSMENT
• Identify & Research Leading Candidates
• Conduct Preliminary Interviews
• Hold Work Session for Client to Select Finalists
PHASE 4: SELECTION
• Design Final Interviews
• Conduct Reference & Background Checks
• Finalist Interviews
• Select Chosen New Hire & Negotiate
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City of Dubuque - Recruitment Proposal
1. Preparation
Information Gathering & Profile Development
We meet with you to:
• Review the Scope of Work
Planning • Establish a project schedule
Meeting • Identify the geographic scope of the search
• Review the compensation package
• Identify Key Stakeholders
Deliverable: Work Plan, Communication Protocols & Schedule
Your Lead Consultants will meet with Key Stakeholders individually or
Stakeholder collectively as appropriate to identify your agency's needs and the
Engagement skills, talents & abilities necessary to help your agency thrive
Deliverable: Stakeholder Input Summary
Our design team will develop a custom Position Profile highlighting:
Position Profile • Why Apply?
• Ideal Candidate Traits
Development • Quality of Life
• Challenges & Opportunities
• Your Agency
• Compensation & Benefits
• The Position
• Yoursocial media
Deliverable: Recruitment Brochure & City Manager Position Profile
2. Sourcing
Strategic Outreach & Marketing
Develop custom ads and post the position to extensive job boards and
Advertising
websites in regional and national professional associations along with
postings on GMP's Job Board and Linkedln page
Deliverable: Targeted National Recruitment & Advertising Strategy
nvitation
Our team creates a custom Invitation toApplyflyer mailed to our
to Apply
extensive database of City Manager professionals in Iowa and the
surrounding areas
E-mail Outreach We will send email announcements to over 4,900 City Manager
professionals both locally and nationally
Personal Calls Our consultant team will leverage their extensive knowledge of
potential candidates to make personalized requests to potential
candidates and their network
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City of Dubuque - Recruitment Proposal
3. Assessment
Candidate Review & Screening
Receipt of Your lead consultant will review all application materials and send you
regular updates on the candidate pool, maintaining organized records
Applications and confidentiality in compliance with Iowa law
Deliverable: Candidate Pool Status Reports
GMP screens every semifinalist and records the results in your
Candidate Matrix, built to make qualified candidates easy to identify:
Preliminary
Interviews • In-depth internet query and preliminary interview
• Every candidate scored against your key criteria
• Narrative summary and application materials included
Deliverable: Candidate Matrix with Scores & Narrative Summaries
Work The Work Session is where your decision makers select the candidates
invited to final in -person interviews:
Session • Semifinalist pool of approximately 6-8 reviewed using the
Candidate Matrix
• GMP guides design of your customized final interview process
Deliverable: Finalist Slate & Final Interview Design
4. Selection
Final Interviews
Conduct reference checks
• Facilitate candidate communications & travel
Preparation • Develop final interview materials including master interview
schedule, draft interview questions, and candidate packets
Deliverable: Finalist Interview Schedule and Candidate Packets
Your lead consultant will be on -site to facilitate
Interviews • Final interviews
& Selection • Panel debrief
• Evaluation of the candidates and potential consensus
Deliverable: Council Deliberation & Agreement Support
Once a preferred candidate is identified your GMP will
Employment • Conduct criminal history background check
Offer • Assist in identifying potential contract elements
• Assist in the job offer and contract negotiations (if asked)
• Notify all unsuccessful finalists
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City of Dubuque - Recruitment Proposal
Stakeholder Engagement Process
Strong stakeholder engagement is what separates a credible public -sector search from a routine one.
Because no two communities are alike, GMP works directly with the City of Dubuque to choose from the
examples below and build a transparent, inclusive process customized to the needs of Dubuque —
turning community input into clear leadership criteria while balancing openness and inclusion with the
confidentiality an executive search requires.
Why We Engage
• Define success - Translate Dubuque 2040
values and Council goals into clear leadership
competencies
• Build legitimacy - Ensure the next City
Manager is seen as credible and broadly
supported
• Surface risks early - Identify Council
priorities, organizational dynamics, and
transition expectations
• Strengthen transition - Align expectations so
the new leader succeeds from day one
How We Gather Input
• Structured interviews - one-on-one
conversations with the Mayor, Council, and
senior leaders
• Focus groups - Facilitated 6-12 person
sessions with department staff and
community partners
• Surveys - Anonymous, segmented employee
and community input for quantifiable data
• Listening sessions - Open forums, in person
and virtual, echoing the Imagine Dubuque
model
Principles That Make It Work
• Transparency with boundaries -A published
roadmap clarifies what input shapes and what
stays confidential under Iowa law
• Neutral facilitation - Third -party facilitators
reduce bias and build trust
• Equity -centered access- Multiple formats
and translated materials widen participation
• Consistent messaging- Every stakeholder
hears the same timeline, criteria, and process
steps
Who We Engage
• Internal - Mayor and City Council, directors
across nearly 30 departments, and staff
citywide
• External- Residents, neighborhood
associations, business and chamber leaders,
nonprofit partners, and community
organizations
• Equity -centered - Outreach reflecting
Dubuque's vision that ALL are welcome
• Stakeholders are segmented by influence
and impact, not role alone
From Input to Leadership Profile
• Align themes with the City's 2030 goals to
define core competencies and leadership
priorities
• Document success factors and risks to guide
the search
• Deliver a Stakeholder Engagement
Summary and Position Profile
• Translate input directly into screening and
interview criteria
What Sets G M P Apart
• Depth of engagement - Well beyond a single
survey and a handful of interviews
• National benchmarking- Input measured
against comparable Iowa and Midwest cities
• Actionable synthesis - Themes translated
into measurable, scoreable candidate criteria
• Former -executive facilitators- Neutral
leaders who have served as City Manager
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City of Dubuque - Recruitment Proposal
Professional References
Centennial Lakes Police Deptarment, MN
PatrickAntonen - City Administrator, City of
Circle Pines
PAntonen@circlepinesmn.gov
763 2312605
City Administrator, City of Circle Pines
City of Cedar Rapids, IA
Rachelle Stewart - Human Resource Director
R.Stewart@cedar-rapids.org
319 286 5702
Fire Chief- In Process
City of Brainerd, MN
Nick Broyles - City Administrator
nbroyles@ci.brainerd.mn.us
218 828 2307
City Administrator
Utilities Director
City of North Branch, MN
Kevin Schieber- Mayor
kevins@ci.north-branch.mn.us
763 443 5951
Community Development Dir
City Administrator
Recruitment Schedule
Recruitments take approximately90 to 100 days to complete
Kickoff Meeting You &GMP: Meettodiscusstimeline&search process
Profile Development Week 1-2 GMP: Meet with key stakeholders & create position
profile
Advertising Week 3-7 GMP: Post ads; conduct candidate outreach
First Review Week 8 -9 GMP: Conduct candidate screening& preliminary
interviews
Work Session Week 10 You & GMP: Review semifinalists and choose finalist
candidates
Final Interview Prep. Week 11-12
GMP: Conduct reference checks, create interview
schedule, coordinate travel with candidates
Final Interviews Week 12 GMP: Facilitate finalist interview process
Hiring Selection You: Host interviews & make hiring selection
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City of Dubuque - Recruitment Proposal
Professional Fee &Expenses
The professional fee for conducting a City Manager search is $20,000. Professional fees cover all consultant
and staff time required to conduct the recruitment. Expenses are additional. Professional fees are billed in
three equal installments: at the beginning, halfway, and upon completion of the final interviews. If needed,
re -advertising the position can be completed for an administrative fee of $950 plus expenses.
Your Agency will be responsible for reimbursing expenses incurred on the Agency's behalf. All expenses are
submitted at actual cost with no markup.
Expenses Include:
Job boards
Direct Mail Announcements
Consultant Travel
Background Checks
$1,800 - $2,200
$1,700 - $2,000
IRS mileage rate + $87.50/h r.
$225 per candidate
Guarantee &Warranty
Guarantee
Should the selected candidate leave the employment of your Agency within the first 18 months of
appointment, we will conduct an additional recruitment for the cost of expenses only, if requested to do
so within six months of the employee's departure.
Warranty
If the major elements of the process are followed and a candidate is not chosen, we will repeat the
recruitment for a $950 administrative fee plus expenses.
Selected Candidate Support
First Year Goals & Six -Month Evaluation - $3750
We will assist in the selected candidate's success by working with the City to establish goals and
expectations for the first year of service. We will also conduct a six-month performance evaluation
designed to provide constructive and helpful feedback on work efforts and accomplishments to date, to
provide any potential mid -course corrections and ensure success.
Leadership Assessment - $2,000 (per candidate)
GMP partners with Martin -McAllister who works with organizations to understand the skills and
characteristics that are most important to them in making hiring decisions. Using a combination of
validated inventories and an interview with a licensed psychologist, Martin -McAllister evaluate candidates'
problem -solving skills and style, personality characteristics, work style, motivations, and professional
goals to give organizations a prediction of what they would see from candidates on the job.
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Appendix -Related Searches By GMP Consultants
City & Borough of Sitka, AK
City & Borough of Wrangell, AK
City of Thorne Bay, AK
Municipal Administrator
Borough Manager
City Administrator
City of Emeryville, CA
City of South Lake Tahoe, CA
Inyo County, CA
City Manager
City Manager
Deputy County Administrator
Inyo County, CA
Mono County, CA
Mono County, CA
County Admin Officer
Assistant County Admin Officer
County Admin Officer
City & County of Broomfield, CO
City of Colorado Springs, CO
City of Louisville, CO
Deputy City & County Manager
Assistant City Manager
City Manager
Eagle County, CO
Gunnison County, CO
Gunnison County, CO
County Manager
Assistant County Manager
County Manager
Town of Silverthorne, CO
Blaine County, ID
City of Hailey, ID
Town Manager
County Administrator
City Administrator
City of Ketchum, ID
City of Lewiston, ID
City of Post Falls, ID
City Administrator
City Manager
City Administrator
City of Sun Valley, ID
City of Brainerd, MN
City of Centerville, MN
City Administrator
City Administrator
City Administrator
City of Medina, MN
City of North Branch, MN
City of Oak Park Heights, MN
City Administrator
City Administrator
City Administrator
North Branch, MN
Stearns County, MN
City of Belgrade, MT
City Administrator
County Administrator
Assistant City Manager
City of Belgrade, MT
City of Kalispell, MT
City of Livingston, MT
City Manager (2)
City Manager
City Manager
City of Poison, MT
City of Whitefish, MT
Town of West Yellowstone, MT
City Manager
City Manager
Town Manager (2)
City of West Wendover, NV
County of Los Alamos, NM
City of Minot, ND
City Manager
County Administrator
City Manager
City of Astoria, OR
City of Bandon, OR
City of Burns, OR
City Manager (2)
City Manager
City Manager
City of Canby, OR
City of Coburg, OR
City of Coquille, OR
City Administrator
City Administrator
City Manager
City of Cottage Grove, OR
City of Damascus, OR
City of Drain, OR
City Manager
City Manager
City Administrator
City of Gladstone, OR
City of Hermiston, OR
City of Hood River, OR
City Administrator
City Manager
City Manager
City of John Day, OR
City of La Grande, OR
City of Lebanon, OR
City Manager
City Manager (2)
City Manager
City of Lincoln City, OR
City of McMinnville, OR
City of Milwaukie, OR
City Manager
City Manager
City Manager
City of Mt. Angel, OR
City of North Plains, OR
City of Ontario, OR
City Manager
City Manager
City Manager
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City of Scappoose, OR
City of Shady Cove, OR
City of Toledo, OR
City Manager (2)
City Administrator
City Manager
City of Troutdale, OR
City of Umatilla, OR
City of Waldport, OR
City Manager
City Manager
City Manager
City of West Linn, OR
City of Wilsonville, OR
City of Wood Village, OR
City Manager
City Manager
City Manager
City of Woodburn, OR
City of Yachats, OR
Clackamas County, OR
City Administrator
City Manager
County Administrator
Clatsop County, OR
Crook County, OR
Curry County, OR
County Manager (2)
County Manager
County Administrator
Deschutes County, OR
Deschutes County, OR
Hood River County, OR
County Administrator
Fair& Expo Director
County Administrator
Lane County, OR
North Plains, OR
City of Spearfish, SD
County Administrator
City Manager
City Administrator
City of Moab, UT
City of Moab, UT
Summit County, UT
Assistant City Manager
City Manager
County Manager
City of Arlington, WA
City of Bainbridge Island, WA
City of Battle Ground, WA
City Administrator
City Administrator
City Manager (2)
City of Bingen, WA
City of Bothell, WA
City of Bothell, WA
City Administrator
Assistant City Manager
Deputy City Manager
City of Carnation, WA
City of Chehalis, WA
City of Chelan, WA
City Manager (2)
City Manager (2)
City Administrator (3)
City of Clyde Hill, WA
City of College Place, WA
City of Connell, WA
City Administrator
City Administrator
City Administrator (2)
City of Covington, WA
City of DuPont, WA
City of Duvall, WA
City Manager
City Administrator
City Administrator
City of Edgewood, WA
City of Ellensburg, WA
City of Fife, WA
City Manager (2)
City Manager
City Manager
City of Fircrest, WA
City of Gig Harbor, WA
City of Issaquah, WA
City Manager (2)
City Administrator
City Administrator
City of Issaquah, WA
City of Kelso, WA
City of Kenmore, WA
Deputy City Administrator
City Manager
City Manager (3)
City of Kennewick, WA
City of Lacey, WA
City of Lake Forest Park, WA
City Manager
City Manager (2)
City Administrator (3)
City of Lake Stevens, WA
City of Lakewood, WA
City of Lakewood, WA
City Administrator
Assistant City Manager
City Manager (2)
City of Leavenworth, WA
City of Longview, WA
City of Lynden, WA
City Administrator (2)
City Manager
City Administrator
City of Medina, WA
City of Mill Creek, WA
City of Monroe, WA
City Manager (2)
City Manager
City Administrator
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City of Moses Lake, WA
City of Mountlake Terrace, WA
City of Mountlake Terrace, WA
City Manager (3)
Assistant City Manager
City Manager (2)
City of Mukilteo, WA
City of Mukilteo, WA
City of Newcastle, WA
City Administrator
Management Services Director
City Manager (2)
City of Normandy Park, WA
City of North Bend, WA
City of Othello, WA
City Manager
City Administrator
City Administrator
City of Pasco, WA
City of Pasco, WA
City of Port Angeles, WA
City Manager (3)
Deputy City Manager
City Manager
City of Prosser, WA
City of Puyallup, WA
City of Renton, WA
City Administrator
City Manager
Chief Admin Officer
City of Ridgefield, WA
City of Sammamish, WA
City of SeaTac, WA
City Manager
City Manager (2)
City Manager
City of Shelton, WA
City of Shelton, WA
City of Shoreline, WA
City Administrator
Management Assistant
City Manager (2)
City of Shoreline, WA
City of Spokane Valley, WA
City of Spokane Valley, WA
Deputy City Manager
City Manager
Deputy City Manager
City of Stanwood, WA
City of Stevenson, WA
City of Sultan, WA
City Administrator
City Administrator
City Administrator
City of Sunnyside, WA
City of Tumwater, WA
City of Vancouver, WA
City Manager
City Administrator
Assistant City Manager
City of Walla Walla, WA
City of White Salmon, WA
City of Woodinville, WA
City Manager
City Administrator
City Manager
City of Woodland, WA
City of Yakima, WA
City of Yakima, WA
City Administrator
Assistant City Manager
City Manager
City of Yelm, WA
Franklin County, WA
Grays Harbor County, WA
City Administrator
County Administrator
County Administrator
Greys Harbor County, WA
Island County, WA
Jefferson County, WA
County Administrator
County Administrator
Central Services Director
Lewis County, WA
Mason County, WA
San Juan County, WA
County Manager
County Administrator
County Manager
Snohomish County, WA
Thurston County, WA
Town of Friday Harbor, WA
Executive Director (2)
Assistant Chief Admin Officer
City Administrator
Town of Friday Harbor, WA
City of Casper, WY
City of Gillette, WY
Town Administrator
City Manager
City Administrator
City of Rawlins, WY
City of Riverton, WY
City of Sheridan, WY
City Manager
City Administrator
City Administrator
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Why Apply? GMP
This is a great opportunity for a seasoned municipal leader to lead the City of Lakewood. Lakewood is a thriving,
urban, South Puget Sound city, characterized by the beauty of its lakes, parks and natural environment, and its
vibrant and diverse population. The City is a well -managed organization with an experienced team of department
directors and an effective City Council. Historically the Council has demonstrated a positive working relationship
with the City Manager and staff. The current City Manager is retiring after twelve years of service. If you are looking
to join a goal -focused organization committed to improving community amenities, maintaining public safety, and
promoting redevelopment in core commercial areas, this may be the right opportunity for you.
'k
arts
Located 40 miles south of Seattle along the 1-5 corridor,
Lakewood is a vibrant community of 63,612 residents and the
second largest city in Pierce County. Featuring expansive lakes
and stunning views of Mount Rainier, Lakewood offers a rich
cultural experience amid a backdrop of natural beauty —all
within reach of Puget Sound's big cities.
Historically, this area was once a weekend retreat for wealthy
Seattle residents who came to Lakewood to enjoy its lakes,
forests, and prominent golf courses. Today the city has
preserved its parks and open spaces while supporting thriving
businesses as a strategic hub for the Seattle metropolitan area.
Lakewood is also known as the home to Joint Base Lewis
McChord (JBLM), the largest Army military installation in the
western United States and the largest single -site employer in the
state of Washington.
Diversity and vibrant cultural heritage are defining assets of
Lakewood. With a majority population of people of color,
Lakewood is a mix of languages, culture, heritage, visions, and
values. The City fosters a strong and inclusive sense of
community with annual events like Welcome Walk, Parks
Appreciation Day, Youth Summit, Fiesta de la Familia, and
SummerFEST.
Lakewood Towne Center serves as the city's primary shopping
district. This open-air shopping and community hub features a
civic center with City Hall; retail, dining, entertainment options;
and tree -lined streets. Towne Center is also home to the historic
and beloved Lakewood Playhouse which has hosted local
theater productions, art performances, and community events
since 1938.
Lakewood takes pride in its 540 acres of parks and seven lakes,
totaling nearly two miles of water area that offer opportunities
for fishing, waterskiing, boating, and paddling. The City's 340-
acre Fort Steilacoom Park attracts over 1 million visitors a year.
The community is served by Pierce Transit and the Sound
Transit systems, providing excellent public transportation to the
greater Tacoma/Seattle area. Sea-Tac International Airport
serves the region 30 miles to the north.
4,
THE CITY OF LAKEWOOD
Incorporated in 1996, the City of Lakewood serves a population of 63,612 across 19 square miles with a 2025
budget of $120 million and a team of 222 FTEs. The City operates under a Council -Manager form of government
with seven part-time, nonpartisan Councilmembers elected to staggered four-year terms. The City Council
elects one of its members as Mayor. The Council enacts all legislation and general policy decisions governing
Lakewood and appoints a City Manager to oversee the City's administrative functions and implement the
policies and goals of the Council.
City services are provided through a combination of City employees, public and private contracts, and a number
of partnerships to include community volunteerism and participation. The seven City departments are: City
Manager, Legal, Administrative Services, Municipal Court, Police, Planning and Public Works, and Parks,
Recreation & Community Services.
Lakewood Water District provides water services and Pierce County Public Works and Utilities provide sewer
services. Garbage, recycling, and yard waste are provided by Waste Connections under contract with the City.
West Pierce Fire and Rescue (WPFR) provides fire protection and emergency medical services to the Lakewood
community. The City contracts with Nisqually Corrections and Pierce County Sheriff's Office forjail services.
Tacoma Power, Puget Sound Energy, and Lakeview Light and Power deliver electric services. Puget Sound
Energy is the primary purveyor of natural gas services.
o � s
�e
I �!
THE CITY MANAGER
The City Manager serves as the chief executive officer of the City and serves at the pleasure of the City Council.
The City Manager implements the policies and goals of the Council; manages and coordinates the overall
operations of the City; and provides leadership, coordination, and development of City departments while
ensuring the delivery of quality service and serving the needs of the public. This is accomplished through the
expressed direction of the Council.
THE IDEAL CANDIDATE
• Transparent with excellent verbal and written communication skills; pro -active in the dissemination of
information; responsive to Council members, the community, and staff; actively listens and follows through.
• An outgoing personality who enjoys engaging with the community and is comfortable establishing
relationships and a network of community contacts.
• Experienced at working with the City Council (or elected body) in developing/updating strategic goals and
objectives, setting policy direction, and keeping the City Council and staff informed.
• A confident and self-assured demeanor that will engender trust with Council and staff; proven skills in
making timely, clear, and unambiguous decisions.
• Resourceful and strategic, capable of helping to position the City for thoughtful growth and economic
development opportunities.
• Business friendly with relevant economic development experience, understands the processes and
economics associated with growth, and how to encourage, manage, and leverage growth to benefit the
community.
• Ability to provide structure for efficient city operations and evaluate and align organizational resources that
reflect the Council's priorities.
• Fiscal acumen to understand and monitor the long-term financial stability of the City and how to
fund/finance strategic public investments.
• A commitment to empowering employees and a demonstrated ability to mentor and develop key
professional staff.
f`M
OPPORTUNITIES & CHALLENGES
Relationship Building
The new City Manager will need to quickly gain the trust and confidence of
the Council, staff, and the community by demonstrating capable leadership
to bring people together as a team and facilitate strong collaboration,
especially as it pertains to decision making. The City Manager is key to
maintaining the City's effective and positive relationship with Joint Base
Lewis McChord (JBLM) in addition to nurturing its strong partnerships with
state and regional agencies, local tribes, Pierce County, and neighboring
cities.
Progress on the Adopted 2025-2026 City Council Goals
In August 2024, the City Council adopted four goals to direct the Lakewood
community toward positive change and that serve as their policy direction.
The City Manager will need to work with staff to ensure that specific
benchmarks for the 2025-2026 biennium are achieved while keeping the
City Council and Lakewood Community informed and engaged throughout
the process.
Economic Development
The City wants revitalization of its downtown and the district subareas that
support the long-term vision of vibrant, sustainable, and economically
thriving urban environments. The City has funding to complete the 30%
project design phase of its downtown green street loop project and there
are several new multi -family housing projects in the City's planning and
permitting pipeline. Helping the community to understand how this
residential development can be a catalyst for the desired revitalization of
downtown should be a key focus of the City Manager.
Financial Stability
The City is in an excellent financial position, with very low debt and
adequate reserves. The City needs to maintain its positive financial
condition and outlook, while planning strategically to fund and finance a
multi -generational community center, urban park(s) within the downtown
area, and other key capital improvements.
Public Safety
The City believes that public safety is a collaborative effort encompassing
community policing, court, and social and human service. The City
continues to focus on community engagement to increase community -
based policing and has set milestones and benchmarks as part of a
comprehensive public safety strategy to reduce crime and create a safer
City. The City Manager should collaborate with departments to maintain
the City's focus and progress on achieving public safety milestones.
11
COMPENSATION & BENEFITS
The City of Lakewood is offering an annual salary range of $240,000 to
$275,000 for this position, dependent upon experience and qualifications,
along with a comprehensive benefits package.
• Medical, Dental, Vision Insurance
• Life Insurance/LTD/Survivor Income plans
• WA PIERS Retirement
• 457 Deferred Compensation Plan
• Vacation, Medical, & Management Leave
• Car Allowance
• No WA state income tax
EDUCATION & EXPERIENCE
Bachelor's degree from an accredited college or university in public or
business administration, or related field (master's degree desired); and at
least 7 - 10 years of progressively responsible experience in municipal
government with 5 years of senior management responsibility. Or any
satisfactory combination of experience and training which demonstrates
the knowledge, skills, and abilities to successfully perform the job.
RESOURCES
2025-2026 Biennium Budget
Org Chart
Comprehensive Plan
City Council Goals 2025-2026
City Videos:
• SummerFEST
• Build Your Better Here
• Fiesta de la Familia
• Making a Difference
• Summer Concerts
• Farmers Market
/"*** City of
�� Lakewood
WHY APPLY?
Dear Colleague,
Surrounded by lakes and natural
beauty, Centerville is a hidden gem
within the seven -county metropolitan
area. The City has a strong financial
position, outstanding schools,
beautiful parks and trails, and a
strong sense of hometown pride. The
City embraces innovative public
safety service delivery through joint
powers agreements with neighboring
communities. Centerville is a great
place to grow your career while
GMP Consultants is assisting the City of Centerville, MN in
finding a City Administrator. Perhaps this is the right time in
your career to consider this exciting opportunity. If not, would
you please pass this on to others who may be interested?
Thank you for your consideration and assistance.
Linda Woulfe, GMP Consultants
Iwoulfe@gmphr.com / (612) 965-0237
a�GMP
CONSULTANTS teryiCCe
Greg M. Prothman, President Esta6Cished1857
greg@gmphr.com / 206-714-9499
THE CITY OF CENTERVILLE
Incorporated in 1910, the City of Centerville is a Plan A Statutory City
with a Mayor and a four -member Council. The Mayor serves a two-year
term, and each of the four City Council Members serves four-year terms.
The City Council appoints a City Administrator to serve as the Chief
Administrative Officer of the City. Committees and Commissions include
the Economic Development Authority (EDA), Parks & Recreation
Committee, and the Planning and Zoning Commission.
The City serves a population of 5,912 across 2.4 square miles with a
2025 budget of $5.5 million and a team of 8 FTEs across three
departments: Administration, Finance, and Public Works. The City
contracts for planning and engineering services, and police and fire
services are provided through a joint powers agreement with the
Centennial Lakes Police Department and Centennial Fire District.
THE CITY ADMINISTRATOR
The City Administrator directs the administration of city affairs as
provided by City Council action, state and federal statutes, and
coordinates with the City Council in the administration of city affair!
The City Administrator develops and implements programs, work plat
and budgets which advance the City Council's policies and directive
with the involvement and assistance of City Department Heads and
Staff. Under Council direction, the City Administrator plans,
coordinates, directs, and evaluates the implementation of municipal
services, programs, initiatives, and policies while perpetuating and
managing a collaborative team -oriented culture with all City
Employees.
EDUCATION & EXPERIENCE
Bachelor's degree from an accredited four-year college or university
public administration, business administration, or a closely related fi
(advanced degree or equivalent desirable); minimum of 5 years of
progressively responsible municipal management experience; and 2
of supervisory experience.
M R
[Position] Semifinalist Screening Matrix [Date]
[Client] CONFIDENTIAL GMP Consultant: [Name]
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.GMP
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[Position] Semifinalist Screening Matrix [Date]
[Client] CONFIDENTIAL GMP Consultant: [Name]
CANDIDATE •• •RECOMMEND
[Employer, State - Position Consultant Comments: [consultant summary here]
Candidate 1 Title]
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Title]
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Title]
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.GMP
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[Position] Semifinalist Screening Matrix [Date]
[Client] CONFIDENTIAL GMP Consultant: [Name]
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.GMP
Page 5 of 5
THE CITY OF
DUB E
Masterpiece on the Mississippi
Dubuque
U-Amerim Cih
1 I I Ile/
2007-2012.2013
2017*2019
City of Dubuque, Iowa
Request for Proposals
City Manager Recruitment
Services
Publication Date: July 1, 2026
Deadline for Vendor Questions: July 10, 2026, 5:00 PM (CST)
City Responses to Questions: July 15, 2026
Proposal Due: August 9, 2026, 5:00 PM (CST)
Anticipated Council Consideration of Agreement: September 7, 2026
Official Contact for this RFP
Kristen Dietz, Talent Acquisition Manager
City of Dubuque, Human Resources Department
50 W 13th Street, Dubuque, IA 52001
Phone: 563-581-2557
Email: kdietz@cityofdubuque.org
(Only email submissions are accepted.)
INVITATION TO SUBMIT PROPOSALS
The City of Dubuque, Iowa ("City") invites qualified executive search and recruitment
consulting firms ("Consultant" or "Proposer") to submit proposals to provide professional
consulting services for the recruitment, evaluation, and selection of a City Manager for
the City of Dubuque.
This Request for Proposals (RFP) describes the services required, outlines the proposal
submission requirements, and establishes the evaluation criteria that will be used to
select the successful Consultant. The City intends to enter into a professional services
agreement with the selected Consultant for the performance of the services described
herein.
All proposals must be submitted in accordance with the instructions contained in this RFP.
The City reserves the right to reject any or all proposals, to waive informalities or
irregularities in any proposal received, to re -advertise for proposals, to enter into contract
negotiations with the selected Proposer, or to take any other actions that may be deemed
to be in the best interest of the City.
Section 1. Background Information
1.1 About the City of Dubuque
Dubuque, Iowa, located along the Mississippi River in the Tri-State region, is Iowa's oldest
incorporated city and a full -service municipal organization known for its historic
architecture, revitalized urban core, and vibrant riverfront. The City provides services
across nearly 30 departments and divisions and employs more than 600 staff
organization -wide. This structure supports operations ranging from public safety to parks,
utilities, engineering, transportation, housing, economic development, arts and cultural
affairs, and sustainability efforts.
Dubuque is recognized as a safe, thriving Midwest community rated among America's
safest mid -sized cities with low crime, exceptional crime clearance rates, and a diversified
economy supported by strong public -private partnerships.
1.2 Form of Government
The City operates under the Council -Manager form of government as authorized by Iowa
Code Chapter 372. The seven -member City Council, including the Mayor, provides
legislative and policy direction. The City Manager is appointed by and serves at the
pleasure of the Council and is responsible for:
• Implementing policies and ordinances
2
• Overseeing all municipal departments and operations
• Preparing and administering the annual budget
• Recommending policy initiatives and providing professional guidance to the
Council
• Ensuring effective, efficient delivery of municipal services
The City Manager is the chief administrative officer responsible for the daily operations of
the City and must demonstrate strong leadership, communication, relationship -building,
and municipal management expertise.
1.3 Vision, Mission, and Strategic Direction
Dubuque 2040 Vision Statement
"Dubuque 2040 is a sustainable and resilient city, an inclusive and equitable community
where ALL are welcome."
By 2040, Dubuque aims to be a community with:
• A preserved and celebrated "Masterpiece on the Mississippi" riverfront
• A strong and diverse economy
• Expanded connectivity across transportation, infrastructure, and technology
• Healthy living and active lifestyle opportunities
• Quality, affordable, and livable neighborhoods
• A wide array of diverse arts, culture, parks, and recreation activities
• A deeply engaged community in which residents actively participate in civic life
This vision is reflected in ongoing City initiatives, major capital projects, and community
planning processes supported by staff across departments.
Mission Statement
Dubuque city government is progressive and financially sound, providing residents with
excellent service and strong value for their tax dollars. Working in partnership with
residents, businesses, and community organizations, the City strives to:
• Deliver excellent municipal services
• Supporting equitable and sustainable urban living
• Plan for the community's long-term future
• Facilitate access to critical human services
These guiding principles drive the work of all City departments and employees.
3
City of Dubuque Goals for 2030
These seven organization -wide goals guide City Council decision -making, departmental
work plans, and the priorities of the City Manager's Office:
1. Healthy and Safe Community
2. Financially Responsible, High -Performance City Organization — sustainable
and effective service delivery
3. Robust Local Economy — diverse businesses, workforce opportunities, economic
prosperity
4. Livable Neighborhoods and Housing — ensuring residents have great places to
I ive
5. Sustainable Environment — preserving and enhancing natural resources
6. Connected Community — fair transportation, mobility, and tech infrastructure
7. Diverse Arts, Culture, Parks & Recreation Experiences
These goals align with real-time work underway across departments, such as
sustainability initiatives, infrastructure modernization, affordable housing, transportation
planning, and recreation programming.
City Council Policy Agenda (2025-2027)
Policy agenda items require major policy decisions, new directions, or significant
investment. They are categorized as Top Priorities and High Priorities.
Top Priorities (2025-2027) — alphabetical order
• Commercial Air Service Future Strategy
• Comprehensive Fire Station Location and Facilities Study
• Fire & Police Department Staffing Enhancements
• Major sanitary sewer and stormwater system upgrades, including:
o Catfish Creek Sanitary Sewer Project
o Cedar Street Lift Station & Force Main
o Chaplain Schmitt Island Sanitary Sewer
o Harvard, Grove Terrace, and Hempstead Street Projects
o Sanitary Sewer Consent Decree Compliance
• Stormwater investments including 17th & Elm, 17th & Locust, Bee Branch Gate &
Pump Station
• Sports Complex Development
• Neighborhood and corridor reinvestment projects
High Priorities (2025-2027)
• Downtown Master Plan Update
• Central Avenue Revitalization
• Dubuque Law Enforcement Center Enhancements & Planning
• East—West Corridor and Roundabout Projects
10
• Schmitt Island Development Phases
• Parks and Recreation Master Plan Implementation
• Water Resource & Recovery Center improvements (odor control, process
upgrades)
These projects involve collaboration across Public Works, Engineering,
Water/Wastewater, Parks & Recreation, Housing, and Economic Development reflecting
the City's full -service operations and cross -department coordination.
Management in Progress & Major Projects
Under each of the seven council goals, departments manage ongoing initiatives and
capital projects. These include:
• Public infrastructure modernization
• Energy efficiency and climate action plan implementation
• Neighborhood revitalization and housing preservation
• Transportation expansion and multimodal connectivity
• Arts, culture, parks, and recreation program expansion
• Environmental health, tree canopy improvements, and green space investments
• Economic development and workforce initiatives
Departments regularly report progress to City leadership and the City Council as part of
the City's performance -based and data -informed management approach.
Strategic Direction & Comprehensive Planning
The City's comprehensive plan, Imagine Dubuque 2037: A Call to Action, was adopted in
2017 following over 12,500 ideas gathered from more than 6,000 residents and
stakeholders, with implementation guided by a collective impact model and ongoing
community participation.
1.4 Current Situation
The City Manager position is anticipated to be vacant due to retirement in June 2027. The
City Council is committed to conducting an inclusive, transparent, and comprehensive
national search to identify a highly qualified and values -aligned leader.
Section 2. Instructions for Proposers
2.1 Preparation Costs
All costs associated with preparing and submitting proposals are the sole responsibility
of the proposer; the City will not reimburse preparation expenses.
5
2.2 Modifications & Late Submittals
Proposals may be modified before the deadline; late submissions will not be accepted.
2.3 Proprietary Information
Proposers should refrain from submitting proprietary content where feasible. If Proposer
asserts materials submitted are proprietary, Proposer must identify the material as such
in their submission. Materials submitted to the city are subject to disclosure per the Iowa
Open Records Act (Iowa Code Chapter 22).
2.4 Questions
Submit all questions by July 10, 2026, 5:00 PM (CST) to Kristen Dietz at:
kdietz(D_cityofdu bug ue.org
The City will post all answers to questions by July 15, 2026.
Section 3. Scope of Services
The City seeks a qualified executive recruitment firm ("Firm") to deliver a full -service,
end -to -end search resulting in the appointment of a City Manager who aligns with
Dubuque's values, Council priorities, and operational needs under the Council —Manager
form.
3.1 Project Initiation & Planning
• Meet with the City Council and designated stakeholders to discuss the search
process, expectations, and timeline.
• Review organizational and strategic documents to understand City operations.
• Develop a detailed work plan, communication protocols, and project schedule.
3.2 Stakeholder Engagement & Community Input
• Design and facilitate outreach to Council members, staff, community partners,
residents, business leaders, and nonprofit representatives.
• Conduct interviews, focus groups, surveys, or public forums.
• Produce a stakeholder input summary to guide profile development.
3.3 Position Profile & Recruitment Materials
• Prepare a recruitment brochure aligned with City brand standards.
• Create a comprehensive City Manager position profile outlining qualifications,
competencies, leadership attributes, and community context.
• Develop and execute a targeted national recruitment strategy, including
advertising, networking, and direct outreach.
0
3.4 Candidate Recruitment & Screening
• Conduct proactive national outreach.
• Receive and acknowledge applications.
• Conduct preliminary interviews, reference checks, and background research.
• Present a recommended semifinalist pool (typically 6-8 candidates), including
detailed assessment summaries.
3.5 Candidate Assessment, Interviews & Selection Support
• Coordinate semifinalist and finalist interviews.
• Assist with developing interview questions, rating matrices, and evaluation tools.
• Conduct comprehensive background investigations (education, employment,
criminal, financial, media, and reputation).
• Facilitate community and stakeholder engagement with finalists, if requested.
• Support Council deliberations and assist with employment agreement
negotiations.
3.6 Project Management & Reporting
• Serve as the primary candidate contact.
• Provide regular reports to the City Council.
• Maintain organized records and confidentiality in compliance with Iowa law.
3.7 Additional Services (Optional)
• Onboarding assistance
• Transition planning and support
Section 4. Expectations and Qualifications of the Recruitment Firm
4.1 Consultant Expectations
• Demonstrate transparency, professionalism, confidentiality, and alignment with
City values.
• Adhere to City brand requirements.
• Utilize evidence -based recruitment tools and equitable selection practices.
4.2 Required Qualifications
• Minimum five (5) years of experience conducting municipal executive searches or
comparable government administration roles.
• Successful placements in similar -sized communities.
7
• Adequate organizational capacity and professional liability insurance. See
attached Insurance Schedule J for insurance requirements.
• Demonstrated commitment to workplace belonging and inclusion.
4.3 References
• Provide at least three (3) municipal references (preferably Midwest or Iowa
communities).
Section 5. Proposal Format & Contents
Limit your proposal to ten (10) pages, excluding sample candidate reports.
5.1 Title Page
Firm name, address, contact information, and proposal date.
5.2 Transmittal Letter
Signed letter including authorization, subcontractors, and confirmation of understanding.
5.3 Executive Summary
High-level overview of qualifications and proposed approach.
5.4 Firm Profile & Qualifications
• Detailed firm information, staffing, and experience.
• List of relevant municipal executive search engagements.
• Evidence of expertise with Council -Manager governments.
5.5 Assigned Personnel
• Resumes, roles, and availability of assigned team members.
• Organizational chart (if applicable).
5.6 Proposed Approach & Methodology
• Stakeholder engagement strategy
• Recruitment plan
• Assessment and evaluation methods
• Confidentiality processes
• Project timeline
5.7 Pricing Proposal
Provide a non -binding cost proposal including:
• Fee structure (fixed or hourly)
• Reimbursable expenses
• Milestone billing
• Replacement guarantee terms
5.8 References
At least three (3) references with contact details.
Section 6. Firm Selection
Evaluation Process
A City evaluation committee will review proposals for completeness, quality, and fit, and
may invite top firms for virtual discussions and/or a public meeting presentation.
Evaluation Criteria & Weights
Criteria
Weight
Experience
30%
Alignment
30%
Proposal Quality
30%
Overall Price
10%
Impression Scores (0 = Low, 5 = High) may be used qualitatively during committee
review.
Experience: Qualifications and Experience (30%) Demonstrated experience conducting
executive searches for city manager or chief administrative officer positions. Knowledge
of the council-manager form of government. Track record of successful placements.
Relevant experience with Iowa municipalities or communities of similar size and
complexity.
Alignment (30%): Qualifications and experience of key personnel assigned to the project.
Availability and commitment of team members. Demonstrated ability to work
collaboratively with elected officials.
Proposal Quality (30%): Quality, comprehensiveness, and feasibility of the proposed
approach. Effectiveness of the recruitment and outreach strategy. Candidate screening
and assessment processes. Stakeholder engagement plan.
9
Overall Price (10%): Competitiveness and reasonableness of fees. Clarity and
transparency of fee structure. Value for services proposed.
The City reserves the right to conduct interviews with the highest -ranked Proposers
before making a final selection. The City may also request clarifications, additional
information, or presentations from Proposers during the evaluation process.
Selection will be based on the proposal deemed most advantageous to the City,
considering qualifications, approach, experience, and cost. The City is not obligated to
select the lowest -cost proposal.
Section 7. Submission Due Date
August 9, 2026, 5:00 PM (CST)
Method: Email your proposal (PDF preferred) to Kristen Dietz, Talent Acquisition
Manager at
kdietz(D_cityofdubug ue.orq
Proposals received after the deadline will not be accepted.
Section 8. Terms and Conditions
The City's standards terms and conditions are included as Exhibit B. If any changes are
requested to a term or condition, the response submission must clearly outline the request
and issue with the standard term and condition.
Section 9. Tentative RFP Timeline (Central Standard Time)
All milestones are in July and August 2026 and are spaced to balance consultant
preparation with City review.
Milestone Date/Time
RFP published to the City's website July 1, 2026
Deadline for firms to submit questions July 10, 2026, 5 PM
City publishes consolidated responses to questions July 15, 2026
RFP responses due August 9, 2026, 5 PM
Council consideration of professional services agreement September 7, 2026
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Section 10. Tentative Recruitment Timeline
1. Firm Selection & Contracting — July —August 2026
2. Profile, Discovery & Engagement — Sept —Oct 2026
3. Posting & Outreach — Nov 2026—Jan 2027
4. Screening & Interviews — Jan —Mar 2027
5. Final Interviews — Late March 2027
6. Conditional Offer — April 2027
7. Transition & Onboarding — June 2027
11
EXHIBIT A
CITY OF DUBUQUE
INSURANCE SCHEDULE J
Gtyof Dubuque Insurance Requirammnts for ProfessionelServices
CITY OF DUBUQUE INSURANCE SCHEDULE J
1. shall furnish a signed certificate of insurance to the City of Dubuque, Iowa, for the
coverage required in Exhibit I prior to commencing work and at the and of the project if the term of work is
longer than 60 days_ Contractors presenting annual certificates shall present a certificate at the end of
each prcjectwith the final billing. Each certificate shall be prepared on the most currentACORD form
approved by the Iowa Department of Insurance or an equivalent approved by the Chief Financial Officer_
Each certificate shall include a statement under Description of Operations as to why the certificate was
issued_ Eg: Prcject # or Prcject Location at or
construction of
2. All policies of insurance required hereunder shall be with an insurer authorized to do business in Iowa and
all insurers shall have a rating of A or better in the currentA.M_ Best's Rating Guide.
3. Each certificate shall be fumished to the Finance Department, 50 West 13t1 Street, Dubuque, Iowa 52001_
4. Failure to provide coverage required by this Insurance Schedule shall not be deemed a waiverof these
requirements by the City of Dubuque. Failure to obtain or maintain the required insurance shall be
considered a material breach of this agreement_
5_ Contractors shall require all subconsultants and sub-subconsultants to obtain and maintain during the
performance of work insurance for the coverages described in this Insurance Schedule and shall obtain
certificates of insurances from all such subconsultants and sub-subconsultants. Contractors agree that they
shall be liable forthe failure of a subconsultant and sub-subconsultant to obtain and maintain such
coverages_ The City may request a copy of such certificates from the Contractor-
S. All required endorsements shall be attached to certificate of insurance. The certificate is due before the
contract/agreement can be approved.
7. Whenever a specific ISO form is listed, the current edition of the form must be used, or an equivalent form
may be substituted if approved by the Chief Financial Officer and subject to the contractor identifying and
listing in writing all deviations and exclusions from the ISO form_
8. Contractors shall be required to carry the minimum coverage/limits, or greater if required by law orother
legal agreement, in Exhibit I. If the contractor's limits of liability are higher than the required minimum
limits then the provider's limits shall be this agreement's required limits.
9_ Contractor shall be responsible for deductibles and self -insured retention for payment of all policy
premiums and othercost associated with the insurance policies required below.
10. All certificates of insurance must include agents name, phone number, and email address_
11_ The City of Dubuque reserves the right to require complete, certified copies of all required Insurance
policies, including endorsements, required by this Schedule at any time.
12. The City of Dubuque reserves the right to modify these requirements, including limits, based on changes in
the risk, or other special circumstances during the term of the agreement, subject to mutual agreement of
the parties_
12
City of Dubuque Insure nce Requirements for Profess ions Ise micas
CITY OF DUBUQUE INSURANCE SCHEDULE J
(continued)
Exhibit I
A. COMMERCIAL GENERAL LIABILITY
General Aggregate Limit $2,000,000
Products- Completed Operations Aggregate Limit $1,000,000
Personal and Advertising Injury Limit $1,000,000
Each Occurrence $1,000,000
Fire Damage Limit (any one occurrence) $50,000
Medical Payments $5,000
1) Coverage shall be written on an occurrence, not claims made, form. The general UabiLity
coverage shall be written in accord with ISO form CG 00 01 or business owners from BP
0002. ALL deviations from the standard ISO commercial generalliability form CG 00 01, or
business owners from BP 00 02, shall be clearly identified.
2) Include endorsement indicatingthat coverage is primary and non-contributory.
3) Include Preservation of Governmental Immunities Endorsement (sample attached).
4) Include additional insured endorsement for:
The City of Dubuque, including all its elected and appointed officials, allits
employees and volunteers, all its boards, commissions and/or authorities and thei r
board members, employees and volunteers. Use ISO form CG 20 26.
5) Policy shall Include Waiver of Right to Recoverfrom Others Endorsement.
6) Policy shall include cancellation and material change endorsement providingthirty (30)
days advance written notice of canceltati on, non -renewal, reduction in insurance
coverage and/or limits and ten (10) days written notice of non-payment of premium shall
be sent to: City of Dubuque, Finance Department, 50 West 13" Street, Dubuque, Iowa
52001.
B. AUTOMOBILE LIABILITY
Combined Single Limit
$1,000,000
Coverage shall Include all owned, non -owned, and hired vehicles. If the Contractor's
business does not own any vehicles, coverage is required on non -owned and hired vehicles.
1) Policy shall include Waiver of Right to Recover from Others Endorsement
13
City of Dubuque Insurance Requirements for ProfessionetServices
CITY OF DUBUQUE INSURANCE SCHEDULE J
(continued)
C. WORKERS' COMPENSATION & EMPLOYERS LIABILITY
Statutory benefits covering all employees injured on the job by accident or disease as prescribed by
Iowa Code Chapter 85 as amended.
Coverage A Statutory —State of Iowa
Coverage B Employers Liability
Each Accident $100,000
Each Employee - Disease $100,000
Policy Limit —Disease $500,000
Poli cy shall include Waiver of Right to Recover from Others endorsement.
Coverage B limits shall be greater if required by the Umbrella/Excess Insurer.
A
If, by Iowa Code Section 851.A, the Vendor is not required to purchase Workers' Compensation
Insurance, the Vendor shall have a copy of the State's Nonelection of Workers' Compensate on or
Employers' Liability Coverage form on file with the Iowa Workers' Compensation Insurance
Commissioner, as required by Iowa Code Section 87.22. Completed form must be attached.
D. UMBRELLA/EXCESS LIABILITY
$1,000,000
The General Liability, Automobile Liability, and Employer's Liability Insurance requirements may be
satisfied with a combination of pri mary and Umbrella or Excess Liabilty Insurance. If the Umbrella or
Excess Insurance policy does not follow the form of the primary poUcies, it shall include the same
endorsements as required of the primary policies, including, but not Umited to, Waiver of
Subrogation and Primary Non -Contributory in favor of the City of Dubuque, the Dubuque Regional
Airport, and the Dubuque Regional Airport Commission.
E. PROFESSIONAL LIABILITY $2,000,000
If the required policy provides clalms-made coverage:
1) The retroactive date must be shown and must be before the date of the agreement.
2) Insurance must be maintained, and evidence of insurance must be provided for at least five (5)
years after completion of the work or services.
3) If coverage is canceled or non -renewed and not replaced with another claims -made policy form
with a retroactive date prior to the date of the agreement, the contractor must provide "extended
reporting" coverage for a rninimurn of five (5) years after completion of the work or services.
14
City of Dubuque Insurance Requirements for ProfessionetServices
CITY OF DUBUQUE INSURANCE SCHEDULE J
(continued)
F. CYBER LIABILITY] BREACH $1,000,000
Yes X No
Coverage for First and Third -Party Breach Liability, including but not limited to lost data and
restoration, loss of Income and cyber breach of information.
15
City of Dubuque Insure nce Requirements for ProfessionetSe mice
CITY OF DUBUQUE SCHEDULE J
(continued)
Iowa Code Chapter 670, Liability of Governmental Subdivisions, provides cities with certain
Immunities which may be available to you. Namingthe City of Dubuque an additional Insured on
your insurance as is requested by this insurance schedule may result in yourwaiver of those
immunities. If you would like to preserve those immunities, please use this endorsement or an
equivalentform. The preservation of I mmuniti es is for your benefit.
PRESERVATION OF GOVERNMENTAL IMMUNITIES ENDORSEMENT
1. Nonwaiver of Governmental Immunity. The insurer expressly agrees and states that the purchase
of this polcy and the including of the City of Dubuque, Iowa, as an additional insured does not
waive any of the defenses of governmental immunity available to the City of Du buque, Iowa
under Code of Iowa Section 670.4 as it is now exists and as it maybe amended from timeto time.
2. Claims Coverage. The insurer further agrees thatthispolicyofinsurance shallcover onlythose
claims not subject to the defense governmental immunity under the Code of Iowa Section 670.4
as it now exists and as it maybe amended from time to time. Those claims not subject to Code of
Iowa Section 670.4 shall be covered by theterrns and conditions of this insurance policy.
3. Assertion of Government Immunity- The City of Dubuque, Iowa, shall be responsible for asserting
any defense of governmental immunity, and may do so at anytime and shall do so upon the
timely written request of the insurer.
4. Non -Denial of Coverage. The insurer shall not deny coverage underthis policy and the insurer
shall not deny any of the rights and benefits accruing to the City of Dubuque, Iowa, under this
polcy for reasons of governmental immunity unless and until a court of competent jurisdiction
has ruled in favor of the defense(s) of governmental immunity asserted by the City of Dubuque,
Iowa.
5. No Other Change in Policy. The above preservation of governmental immunities shall not
otherwise change or alter the coverage available under the policy.
SPECIMEN
(DEPARTMENT MANAGER: FI LL IN ALL BLANKS AND CHECK BOXES)
16
EXHIBIT B
TERMS AND CONDITIONS
CITY OF DUBUQUE STANDARD TERMS AND CONDITIONS
ACCELERATED PAY DISCOUNTS -Accelerated discounts should be so stated on the bid
submittal page. If quick pay discounts are offered, the City reserves the right to include that
discount as part of the award criteria_ Prices must, however, be based upon payment in
net thirty (30) days after receipt, inspection and acceptance. In all cases, quick pay
discounts will be calculated from the date of the invoice or the date of acceptance,
whichever is later_
ADA COMPLIANCE
1. The Contractor shall comply with all applicable provisions of the Americans with
Disabilities Act (Public Law 101-336, 42 U_S_C_ 12101 et seq_) and applicable Federal
regulations under the Act.
2. Bids for design, construction, programs, policies and concessions of any type shall
comply with the 2010 Standards for Accessible Design, the ADA title II regulation,
Section 504 of the 1973 Rehabilitation Act, and similar statutes and regulations
prohibiting discrimination on the basis of disability-
1 The Contractor shall ensure that its websites and all online services, including those
websites or online services provided by third parties upon which the City of Dubuque
relies to provide services or content, comply with, at minimum, Web Content
Accessibility Guidelines - WCAG 2.0 AA.
ASSIGNMENT - The City and the Contractor each are hereby bound and the partners,
successors, executors, administrators and legal representatives of the City and the
Contractor are hereby bound to the other party to the Contract and to the partners,
successors, executors, administrators and legal representatives (and said assigns) of such
other party, in respect of all covenants, agreements and obligations of the Contract_ Any
assignment or attempt at assignment made without prior written consent of the City shall
be void_
BID CURRENCY/LANGUAGE - All bid prices shall be shown in US Dollars ($)_ All prices
must remain firm for the duration of the Contract regardless of the exchange rate_ All bid
responses must be submitted in English.
BID FORM - Each bidder must submit an original bid and additional copies as required on
the forms attached_ The bidder shall correctly sign the bid, and the bid may be rejected if
it shows any omissions, alterations of the form, additions not called for in the bid, or any
irregularities of any kind. In case of a discrepancy between the unit price and the extended
price, the unit price shall prevail.
BID INFORMATION IS PUBLIC — The bid and all documents submitted with any bid shall
become public documents subject to Iowa Code Chapter 22, which is otherwise known as
the "Iowa Open Records Law". By submitting the bid any document to the City of Dubuque
in connection with a bid, the submitting party recognizes this and waives any claim against
the City of Dubuque and any of its officers and employees relating to the release of any
document or information submitted_ Each submitting party shall hold the City of Dubuque
and its officers and employees harmless from any claims arising from the release of any
document or information made available to the City of Dubuque arising from any
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17
opportunity. Bid information requested by the public or other bidders will be provided in an
alternative format if the requestor is a person with a disability and requires an alternative
form for comprehension.
BID REJECTION OR PARTIAL ACCEPTANCE - The City reserves the right to accept or
reject any or all bids or parts thereof. The City further reserves the right to waive
technicalities and formalities in bids, as well as to accept in whole or in part such bids where
it is deemed advisable in protection of the best interests of the City.
CONFLICT OF INTEREST - The Contractor represents, warrants, and covenants that no
relationship exists or will exist during the Contract period between the Contractor and the
City that is a conflict of interest. No employee, officer or agent of the Contractor shall
participate in the selection or in the award if a conflict of interest, real or apparent,
exists. The provisions of Iowa Code ch. 68B shall apply to the Contract. If a conflict of
interest is proven to the City, the City may terminate the Contract, and Contractor shall be
liable for any excess costs to the City as a result of the conflict of interest. The Contractor
shall establish safeguards to prevent employees, consultants, or members of governing
bodies from using their positions for purposes that are, or give the appearance of being,
motivated by the desire for private gain for themselves or others with whom they have
family, business, or other ties. The Contractor shall report any potential, real, or apparent
conflict of interest to the City.
CONTRACT DOCUMENTS — The Contract Documents are this Contract, the Request for
Bids, the Contractor's Bids, and the following additional documents, if any:
In the event of a dispute with respect to any term or condition in the Contract Documents,
they shall be interpreted in the following order: this Contract, the Request for Bids, the
Contractor's Bids, and the following additional documents, if any:
DISPUTES - Should any disputes arise with respect to the Contract, the Parties agree to
act immediately to resolve such disputes. Time is of the essence in the resolution of
disputes. The Contractor agrees that, the existence of a dispute notwithstanding, it will
continue without delay to carry out all of its responsibilities under the Contract that are not
affected by the dispute and the City shall continue to make payment for all Work properly
performed. Should the Contractor fail to continue to perform its responsibilities regarding
all non -disputed work, without delay, any additional costs incurred by the City or the
Contractor as a result of such failure to proceed shall be borne by the Contractor. The
unintentional delayed payment by the City to the Contractor of one or more invoices not in
dispute in accordance with the terms of the Contract will not be cause for Contractor to stop
or delay Work_
FORCE MAJEURE - Force majeure shall be any of the following events: acts of God or the
public enemy; compliance with any order, rule, regulation, decree, or request of any
governmental authority or agency or person purporting to act therefore; acts of war, public
disorder, rebellion, terrorism, or sabotage, floods, hurricanes, or other storms; strikes or
labor disputes; or any other cause, whether or not of the class or kind specifically named or
referred to herein, not within the reasonable control of the party affected. A delay in or
failure of performance of either party shall not constitute a default hereunder nor be the
basis for, or give rise to, any claim for damages, if and to the extent such delay or failure is
caused by force majeure. The party who is prevented from performing by force majeure
shall be obligated, within a period not to exceed fourteen (14) days after the occurrence or
detection of any such event, to give notice to the other party setting forth in reasonable
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im
detail the nature thereof and the anticipated extent of the delay, and shall remedy such
cause as soon as reasonably possible, as mutually agreed between the parties.
INDEMNIFICATION -To the fullest extent permitted by law, the Contractor shall indemnify
and hold harmless the City, its officers and employees, from and against all claims,
damages, losses and expenses, including but not limited to attorneys' fees, arising out of
or resulting from performance of the Contract, provided that such claim, damages, loss or
expense is attributable to bodily injury, sickness, disease or death, or injuryto or destruction
of property, including loss of use resulting therefrom, but only to the extent caused in whole
or in part by negligent ads or omissions of the Contractor, or anyone directly or indirectly
employed by the Contractor or anyone for whose acts the Contractor may be liable,
regardless of whether or not such claim, damage, loss or expense is caused in part by a
party indemnified hereunder.
LAWS AND REGULATIONS -The Contract shall be governed, interpreted and enforced
in accordance with all applicable federal, State of Iowa, and local laws, ordinances, licenses
and regulations and shall apply to the Contract throughout, as the case may be. The
Contractor certifies that in performing the Contract it will comply with all applicable
provisions of the federal, state, and local laws, ordinances, licenses and regulations. Venue
for any action arising out of this Contract shall be the Iowa District Court for Dubuque
County, Iowa.
METHOD OF AWARDING -The City reserves the rightto make awards based on the entire
bid or on an item by item basis. However, if Contractor's bid is based on an "all or none"
condition, the City may consider its bid non -responsive and reject the entire bid.
NO GIFT STANDARD -The City of Dubuque is committed to upholding the highest ethical
standards in all of its business practices. This standard recognizes the need to avoid even
the perception of improper gifts or favors to employees. Therefore, all suppliers have been
asked to abide by the City's "No Gift" standard. The "No Gift" standard also applies to all
offers of discounts or free items at any place of business targeted toward a City employee
and not available to the general public, regardless of the value -
NON -COLLUSION STATEMENT - Neither the Contractor, nor anyone in the employment
of the Contractor, has employed any person to solicit or procure the Contract nor will the
Contractor make any payment or agreement for payment of any compensation in
connection with the Contract. There is no contract, agreement or arrangement, either oral
or written, expressed or implied, contemplating any division of compensation for Work
rendered under the Contract or participation therein, directly or indirectly, by any other
person, firm or corporation, except as documented in the Contract. Neither the Contractor,
nor anyone in the employment of the Contractor, has either directly or indirectly entered into
any agreement, participated in any collusion or otherwise taken any action in restraint of
free competitive procurement in connection with the Contract.
NON-DISCRIMINATION AND EQUAL OPPORTUNITY - All Contractors that engage in
contracts with the City of Dubuque, Iowa agree as follows: The Contractor will not
discriminate against any employee or applicant for employment because of race, sex, color,
creed, ancestry, national origin, marital status, Familial status, religion, age, disability,
sexual orientation, gender identity, genetic information, status with regard to public
assistance, status as a veteran or any classification protected by federal, state, or local law,
(Protected Classes) except where age and sex are essential bona fide occupational
requirements, or where disability is a bona fide occupational disqualification. Such action
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19
shall include, but not be limited to the following; (a) Employment, (b) Upgrading, (c)
Demotion or transfer, (d) Recruitment and advertising, (e) Layoff or termination, (f) Rate of
pay or other forms of compensation, and (g) Selection for training, including apprenticeship.
The Contractor further assures that managers and employees comply with both the spirit
and intent of federal, state, and local legislation, government regulation, and executive
orders in providing affirmative action as well as equal opportunity without regard to the
protected classes, as stated above. The Contractorwill include, or incorporate by reference,
the provisions of the nondiscrimination clause in every contract or subcontract unless
exempt by the rules, regulations or orders of the City and will provide in every contract or
subcontract that said provision will be binding upon each Contractor_.
REGULATORY AGENCY COMPLIANCE - Compliance with laws and regulations set forth
by regulatory agencies is required. These agencies include, but are not limited to, OSHA —
Occupational Safety & Health Agency, EPA — Environmental Protection Agency, ICC —
Interstate Commerce Commission, DNR — Department of Natural Resources, and DOT —
Department of Transportation. The City of Dubuque expects that Contractors will offer
expertise on conformance of regulations applying to the products they sell and the Work
they perform.
RIGHT TO PROTEST - Anyone wishing to file a protest concerning (1) the specifications,
(2) the bid procedure or (3) the award of the Contract must do so in writing in accordance
with the City's Protest by bidders which is found in the City's purchasing policy
SAFETY DATA SHEETS -The Hazard Communication Standard (HCS) requires chemical
manufacturers, distributors, and importers to ensure that each container of hazardous
chemicals leaving the workplace is labeled, tagged, or marked and to provide Safety Data
Sheets (SDS) to communicate the hazards of hazardous chemical products. It is the
chemical supplier's responsibility to determine which products are covered and to provide
SDS with the initial shipment. It is also the chemical supplier's responsibility to provide any
updated or revised SDS, as they become available for any products sold and delivered to
the City of Dubuque. City of Dubuque employees shall not accept a shipment of any
chemical that does not have a SDS attached or currently on file. Safety Data Sheets shall
be available in alternative formats if the requestor is a person with a disability and requires
an alternative format for comprehension_
SUBCONTRACTING - Al Subcontractors shall be listed in the Contract or in a written
amendment to the Contract.
SUSPENSIONS AND DEBARMENT - The Contractor hereby certifies, pursuant to 2 CFR
pt. 180 and 2 CFR pt. 3000, that neither it nor its principles are presently debarred,
suspended, proposed for debarment, declared ineligible, or voluntarily excluded from
participation in the Contract by any federal agency. The Contractor further certifies that it
is not presently debarred, suspended, proposed for debarment, declared ineligible, or
voluntarily excluded from participation in any contractswith the City of Dubuque or the State
of Iowa.
TAXES - The City of Dubuque is exempt from sales tax and certain other use taxes. Any
charges for taxes from which the City is exempt will be deducted from invoices before
payment is made.
TERMINATION OF CONTRACT -The City may terminate the Contract at any time for any
reason with or without cause. In that event, all finished or unfinished Work, reports,
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20
materials(s) prepared or furnished by the Contractor under the Contract shall, at the option
of the City, become its property. If the Contract is terminated by the City as provided herein,
the Contractor shall be paid for all Work which has been authorized, provided, and approved
up to the effective date of termination. The City will not be subject to any termination fees
from the Contractor_
WARRANTIES - WORK - The Contractor shall perform Work for the City pertaining to the
Project as set forth in the Contract.
Contractor represents that the Work and all of its components shall be free of defects; shall
be performed in a manner consistent with other Contractors in a similar industry and
application; and shall conform to the requirements of the Contract.
Contractor shall be responsible for the quality, technical accuracy, completeness and
coordination of all Work performed under the Contract. Contractor shall, promptly and
without charge, provide all corrective Work necessary as a result of Contractor's acts,
errors, or omissions with respect to the quality and accuracy of the Work.
Contractor shall be responsible for any and all damages to property or persons as a result
of Contractor's acts, errors, or omissions, and for any losses or costs to repair or remedy
any Work undertaken by City based upon the Work as a result of any such acts, errors, or
omissions.
Contractor's obligations shall exist without regard to, and shall not be construed to be
waived by, the availability or unavailability of any insurance, either of City or Contractor.
WARRANTIES - INTELLECTUAL PROPERTY - Contractor represents and warrants that
all the materials and Work produced, or provided to the City pursuant to the terms of the
Contract shall be wholly original with the Contractor or that the Contractor has secured all
applicable interests, rights, licenses, permits or other intellectual property rights in such
materials and work. The Contractor represents and warrants that the materials and Work,
and the City's use of same, and the exercise bythe City of the rights granted bythe Contract
shall not infringe upon any other work or violate the rights of publicity or privacy of, or
constitute a libel or slander against, any person, firm, or corporation. The Contractor further
represents and warrants that the materials and Works does not infringe upon the copyright,
trademark, trade name, trade dress patent, statutory, common law or any other rights of
any person, firm or corporation or other entity. The Contractor represents and warrants that
it is the owner of or otherwise has the right to use and distribute the Work contemplated by
the Contract.
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21
THE CITY OF
DUBQTE,
Masterpiece on the Mississippi
Dubuque
Human Resources Department
MI-Ameria My 50 W 13" Street
Dubuque, Iowa 52001
®� Cell Phone (563) 581-2557
Kristen Dietz
2007-2012.2013 Talent Acquisition Manager
2 017 * 2019 kdietz@cityofdubuque.org
City Manager Recruitment Services — Evaluation Scoring Matrix
Recruitment Firm Name:
Reviewer:
Evaluation
Criteria
Weight
What the Committee Should Evaluate
Score
(0-3)
Relevant executive -search experience and demonstrated results.
Evaluate the firm's experience conducting City Manager, Assistant/Deputy City
Manager, County Administrator, or other comparable local government executive
searches. Consider experience with municipalities of similar population, workforce
size, organizational structure, budget, service responsibilities, and overall
complexity. Consider the firm's demonstrated success in identifying and placing
Experience
30%
qualified executive candidates, including the quality and longevity of prior
placements. Evaluate the firm's ability to conduct broad regional or national
searches and attract both active (actively looking for employment) and passive (not
actively looking) candidates. The Committee should also consider the qualifications,
experience, and demonstrated success of the specific consultants and search team
proposed for Dubuque, including their direct involvement in comparable searches,
knowledge of local government leadership, and availability throughout the process.
Understanding of the City of Dubuque and ability to tailor the search to the City's
specific leadership needs.
Evaluate the firm's demonstrated understanding of Dubuque's organization,
community, demographics, economic environment, regional position, opportunities,
challenges, and governance structure. Consider the firm's understanding of the City
Manager's role within a council-manager form of government and its ability to
Alignment
30%
translate the City's strategic priorities, organizational needs, and community
characteristics into a clear and compelling candidate profile. Evaluate the proposed
approach for engaging the City Council, employees, community members, and other
stakeholders to identify the leadership characteristics, experience, skills, and values
desired in the next City Manager. Consider whether the firm demonstrates an ability
to market Dubuque effectively to prospective candidates and communicate the
opportunities and expectations associated with leading the City.
Service People Integrity Responsibility Innovation Teamwork
Evaluation
Criteria
Weight
What the Committee Should Evaluate
Score
(0-3)
Quality, comprehensiveness, and feasibility of the proposed search process.
Evaluate the firm's proposed methodology from initial engagement through
appointment and follow-up. Consider the approach to developing the candidate
profile; stakeholder engagement; market research; candidate identification;
national, regional, and local outreach; recruitment of both active and passive
candidates; candidate sourcing and networking; screening and qualification;
Proposal
background and reference checks; assessment and evaluation; presentation of
Quality
30
candidates to the City Council; interview preparation; facilitation of interviews and
selection; offer and negotiation support; and transition/onboarding assistance.
Evaluate the clarity and feasibility of the proposed timeline, project management
approach, communication protocols, deliverables, frequency of updates,
responsiveness to the City Council and staff, and the level of involvement of the
lead consultant. Consider the firm's approach to maintaining candidate
confidentiality, addressing unexpected challenges, replacing candidates who
withdraw, and providing follow-up or placement support after the appointment.
Reasonableness, transparency, and overall value of the proposed cost.
Evaluate the competitiveness and reasonableness of the firm's total proposed fees
in relation to the scope and quality of services provided. Consider whether the fee
structure is clearly explained and identifies all anticipated costs, including
professional fees, travel, advertising, background checks, assessment services,
Overall
10%
candidate expenses, and other reimbursable expenses. Evaluate whether the
Price
proposal clearly identifies what services are included in the base fee and what, if
any, services would result in additional costs. Consider the firm's replacement or
guarantee provisions if the selected candidate leaves within a specified period. The
Committee should evaluate overall value, rather than simply selecting the lowest -
cost proposal, considering the relationship between cost, experience, methodology,
level of service, and likelihood of achieving a successful City Manager placement.
Notes/Comments:
Service People Integrity Responsibility Innovation Teamwork
Recommended 0-3 Scoring Scale
Score
Rating
Guidance
Proposal substantially exceeds expectations. Demonstrates extensive and
3
Excellent
highly relevant experience, a strong understanding of the City's needs, and a
comprehensive approach with a high likelihood of successful placement.
Proposal meets expectations and demonstrates sufficient relevant
Good /Meets
2
experience, understanding, and methodology to successfully perform the
Expectations
work. Minor gaps or limitations may exist.
Proposal partially meets expectations but has notable weaknesses, limited
Below
1
relevant experience, or gaps in the proposed approach that may affect the
Expectations
likelihood of a successful search.
Proposal does not adequately address the criterion, provides insufficient
0
Does Not Meet
information for evaluation, or demonstrates significant concerns regarding
Expectations
the firm's ability to successfully perform the work.
Weighted Score Calculation
With the 0-3 scale, I would recommend calculating the weighted score as:
Score _ 3 x Weight = Weighted Score
Service People Integrity Responsibility Innovation Teamwork
1
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COUNCIL INTERVIEW • SEPTEMBER 2026
Finding Dubuque's
next City Manager
A transparent, evidence -led national search
Presented by Jeff Weldon, Senior Consultant
DUBUQUE CONTEXT
This is a leadership transition, not simply a vacancy
The next City Manager must connect Council priorities, organizational performance and community trust.
600+
employees across a full -
service organization
=30
departments and divisions
to align
7
Council goals guiding the
2030 agenda
JUNE
2027
anticipated transition
following retirement
Council priorities and stakeholder input together shape the leadership profile and criteria used to evaluate
candidates.
Sources: City of Dubuque RFP, July2026; GMP proposal, August2026 GMP CONSULTANTS
WHY GMP
Municipal depth meets national reach
900+ 630 4 90%1"
executive searches completed
nationwide
Council -Manager expertise
Your lead consultants have served in
the role and understand the policy -
administration balance.
collective years of local -
government leadership
Iowa and Midwest credibility
An Iowa -based consultant and strong
regional relationships support a
search that feels local and reaches
nationally.
City Manager professionals
reached by email
Active market intelligence
Current City Manager searches and
association networks help identify
accomplished leaders who are not
actively applying.
Source: GMP Consultants proposal, August2026 GMP CONSULTANTS
ASSIGNED TEAM
Your lead consultants have sat in the City Manager's chair
Jeff Weldon
SENIOR CONSULTANT
29 years in municipal management
City Manager in Brookings and
Yankton
City Administrator in Minnesota
�r Jennifer Monsivais
Project management • stakeholder
coordination
Dan Gifford
LEAD CONSULTANT
27 years in municipal government
Iowa roots from Fairfield to Spencer
ICMA Credentialed and AICP
Senior Advisor to Iowa city managers
Kate Hansen, PMP
operations • quality control • logistics
Source: GMP Consultants proposal, August2026 GMP CONSULTANTS
STAKEHOLDER ENGAGEMENT
Dubuque's priorities become measurable leadership criteria
01 LISTEN
Council, staff, residents, business leaders and
community partners
02
SYNTHESIZE
Success factors, risks, transition expectations and
shared themes
onTRANSLATF
Position profile, screening criteria, Candidate Matrix
and interview design
Transparent boundaries clarify what input shapes —and what remains
confidential under Iowa law.
Sources: City of Dubuque RFP, July2026; GMP proposal, August2026 GMP CONSULTANTS
WORK PLAN
Four phases create one transparent decision trail
01 02 03 04
PREPARATION SOURCING ASSESSMEN" SELECTION
Kickoff and schedule
Stakeholder engagement
Position profile
Targeted advertising
Direct outreach
Candidate cultivation
Research and screening
Preliminary interviews
Scored Candidate Matrix
Finalist process
Background and
references
Council deliberation
support
Council defines the criteria, selects finalists and makes the appointment; GMP provides the process, evidence and facilitation.
Sources: City of Dubuque RFP, July2026; GMP proposal, August2026 GMP CONSULTANTS
NATIONAL SOURCING
Proactive outreach reaches candidates a posting will not
IM 90L
City Manager professionals reached
through targeted email outreach
Personal calls to proven municipal leaders and trusted
referral networks
Invitation to Apply mailed to City Manager
professionals in Iowa and surrounding states
Regional and national advertising through
professional associations, GMP channels and Linkedln
Source: GMP Consultants proposal, August2026 GMP CONSULTANTS
ASSESSMENT
Every candidate is evaluated against the same evidence
EVIDENCE WHAT COUNCIL RECEIVES
Application review Qualifications, scope and career progression
Preliminary interview Motivation, judgment, leadership examples and fit
In-depth research Public record, media and professional reputation
Candidate Matrix Score against Council criteria plus narrative summary
recommended semifinalists
Council selects the finalists; references and
comprehensive background checks follow.
Sources: City of Dubuque RFP, July2026; GMP proposal, August2026 GMP CONSULTANTS
90-100 DAY SEARCH
Council controls every milestone
K$
E7 K$
WEEK
WEEKS
IW 2
13
18-9KS
I
I
Kickoff, engagement Advertising and Screening and Council work References,
and profile direct outreach preliminary session and finalist interview design
interviews selection and logistics
COUNCIL DECISION POINTS
WEEK
12
Final interviews and
hiring decision
Approve profile Select finalists Interview and
and criteria appoint
GMP supplies status reporting, candidate communication and organized records throughout.
Sources: City of Dubuque RFP, July2026; GMP proposal, August2026 GMP CONSULTANTS
FEES AND ASSURANCE
Clear value. Shared accountability.
$209000
fixed professional fee
Covers all consultant and staff time for the
recruitment.
18-MONTH PLACEMENT GUARANTEE
If the selected candidate leaves within 18 months, GMP will
conduct another search for expenses only, subject to the
proposal terms.
BILLED AT THREE MILESTONES
01 At project start
02 Halfway through the search
03 After final interviews
Expenses are reimbursed at actual cost with no markup.
OPTIONAL TRANSITION SUPPORT
First -year goals and a six-month evaluation can reinforce
alignment and early success after the appointment.
Source: GMP Consultants proposal, August2026 GMP CONSULTANTS
MGMP
Ready to partner with Council
LISTEN FIRST
Build the leadership profile
around Dubuque's goals,
organization and community.
Three commitments from day one
RECRUIT DIRECTLY
DOCUMENT CLEARLY
Reach proven municipal Give Council consistent
leaders locally, regionally and evidence, transparent milestones
nationally. and confident facilitation.
Questions & discussion
Jeff Weldon • Senior Consultant