CPS HR Consulting PresentationCopyrighted
September 9, 2026
City of Dubuque
City Council
SPECIAL SESSION # 2.
ITEM TITLE: CPS HR Consulting Presentation
SUMMARY: CPS HR Consulting will provide a presentation on their
proposed process for City Manager executive recruitment.
This presentation will tentatively begin at 6:15 p.m.
SUGGUESTED Receive and File; Presentation
DISPOSITION:
ATTACHMENTS:
1. CPS HR Consulting RFP Submission
2. City of Dubuque RFP
3. City of Dubuque Evaluation Scoring Matrix
4. Presentation -Uploaded 9.9.26
CPS HR �CONSULTING
EXECUTIVE RECRUITMENT SERVICES FOR
CITY MANAGER
` L
PROPOSAL
City of Dubuque
Melissa Asher
Chief of Client Services
Due Date: August 9, 2026
CPS HR CONSULTING
Table of Contents
TransmittalLetter.................................................................................... l
ExecutiveSummary ...............................................................................2
Firm Profile & Qualifications..................................................................2
About CPS HR Consulting........................................................................ 2
RecruitmentExperts................................................................................. 3
AssignedPersonnel................................................................................5
Our Executive Recruiting Team.............................................................. 5
TeamResumes......................................................................................... 5
Proposed Approach & Methodology.................................................7
OurApproach.......................................................................................... 7
Key Stakeholder Involvement......................................................................7
Understanding the City's Needs and Recruitment Approach ................7
Assessment and Evaluation Methods.........................................................7
Scopeof Work..........................................................................................8
Phase I: Develop Candidate Profile and Recruitment Strategy..............8
Phase II: Aggressive, Proactive, and Robust Recruitment ........................8
PhaseIII: Selection.........................................................................................8
Timeline...................................................................................................... 9
Professional Fees and Guarantee.......................................................9
Professional Services................................................................................ 9
One -Year Service Guarantee.............................................................. 10
References............................................................................................10
Appendix A: Sample Work Products ................................................... l
SampleBrochure...................................................................................... 1
SampleClient Report.............................................................................. 1
2450 Del Paso Road, Suite 220 Sacramento, CA 95834 www.cpshr.us Tax ID: 68-0067209
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Transmittal Letter
August 09, 2026
City of Dubuque
50 W 13th Street
Dubuque, IA 52001
Submitted via email to: kdietz@cityofdubuque.org
Subject: Executive Recruitment Services for City Manager
CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist the City of
Dubuque (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this
effort as we have vast experience in assisting public agencies with executive search, screening, and
placement. We have 40 years of experience providing human resources services to state and local
government agencies and non-profit organizations, and over 20 years of experience placing top
executives in public agencies throughout the United States.
CPS HR offers a broad spectrum of human resource services while delivering personalized, results -
oriented services, utilizing best practice methods of recruitment and selection strategies from our team
of recruitment experts. We understand that each agency is unique, and our extensive experience allows
us to tailor our process to specifically meet your needs. Our work with local government agencies
throughout the United States gives us an in-depth understanding of government operations, programs,
and services.
Each recruitment is an opportunity to shape and prepare your organization for the future. We understand
how important this transition is for you and are perfectly placed to assist you in this endeavor. Once this
project begins, we will work with the City to tailor our process to highlight this exciting opportunity and
attract the best possible candidates. We are committed to working in close partnership with your
organization to achieve a successful recruitment outcome.
Subcontractors: Each of our team members has broad and deep experience in public sector recruitment
and selection, therefore, we do not have the need to include any subcontractors on this project.
Thank you for the opportunity to be considered for this assignment. Should you have questions or
comments about the information presented in this proposal, please do not hesitate to contact me at
(916) 471-3358 or via email at masherC@cpshr.us. I am duly authorized to legally bind CPS HR into
contract.
Sincerely,
Melissa Asher, Chief of Client Services
CPS HR CONSULTING Page 1 1
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Executive Summary
The City of Dubuque Mayor and City Council seek a professional, experienced, and highly qualified firm to
conduct a comprehensive recruitment for the City's next City Manager. CPS HR Consulting (CPS HR)
understands the significance of this appointment and the importance of identifying a leader who can
effectively serve under the Council -Manager form of government, advance the City's strategic priorities,
and support Dubuque's vision of being a sustainable, resilient, inclusive, and equitable community. We
are prepared to assist the City throughout the entire recruitment and selection process, from project
initiation through the successful placement of a permanent executive.
We are prepared to:
• Engage City Council, staff, community stakeholders, and residents to gather meaningful input
regarding the leadership qualities, experience, and priorities desired in Dubuque's next City
Manager.
• Develop a comprehensive candidate profile informed by City Council direction and stakeholder
feedback that reflects Dubuque's values, strategic priorities, organizational culture, and
operational needs.
• Conduct a proactive national recruitment campaign designed to attract highly qualified, values -
aligned candidates with demonstrated municipal leadership experience.
• Evaluate and assess candidates through structured screening, interviews, reference checks, and
background investigations.
• Facilitate the selection process and provide guidance throughout finalist interviews, community
engagement activities, and employment negotiations.
CPS HR will implement a proactive national recruitment campaign that combines targeted advertising,
direct outreach, and extensive professional networking to attract highly qualified and diverse municipal
leaders. Throughout the process, we will guide the City Council through each phase of recruitment, from
stakeholder engagement and candidate assessment through finalist selection and employment
negotiations. Whether supporting stakeholder engagement activities, coordinating candidate visits, or
managing the recruitment from start to finish, our team will deliver a responsive, organized, and
customized process focused on identifying the best leader to advance Dubuque's goals and priorities.
Firm Profile & Qualifications
About CPS HR Consulting
CPS HR is a client -focused human resources and management consulting firm dedicated to addressing the
unique challenges faced by government and non-profit organizations. Founded in 1985, we have earned
a reputation as a trusted advisor by leveraging our in-depth public sector expertise to deliver practical,
results -driven solutions.
As a Joint Powers Authority, we are a self-supporting government agency exclusively serving public
entities. This gives us a distinct advantage in understanding and meeting the specific needs of clients
CPS HR CONSULTING Page 12
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
across all levels of government, including Federal, State, Local, Special Districts, Higher Education and
Non -Profit organizations.
Our unwavering commitment to delivering an unparalleled client experience is built on our
comprehensive knowledge of the complexities within the public and non-profit sectors. We assist
organizations in attracting, hiring, retaining, and motivating top talent, essential for driving organizational
excellence in alignment with their vision.
With more than 100 full-time employees and a network of 200+ project consultants and technical experts
across the nation, CPS HR has partnered with more than 2,700 public and non-profit clients throughout
the United States.
Headquartered in Sacramento, CA, with regional offices in Texas, Colorado, and Ohio, we are strategically
positioned to support your organization's growth and help your employees fulfill the promise of public
service.
Recruitment Experts
CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special
districts, and non -profits. Working in partnership with the governing body or selection team, we develop
customized search strategies that focus on locating and recruiting qualified candidates who match the
agency's unique needs. Our wealth of recruitment experience has been gained through more than 20
years of placing top leadership executives in municipalities and public agencies throughout the United
States.
■ Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience
in recruiting executive -level professionals for public agencies across the United States. As a public
agency ourselves, we understand how to work with and within government. Our understanding
of public sector culture and policy uniquely sets us apart from our competitors.
■ Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future
organizational direction; 2) challenges facing the position; 3) the working style and organizational
climate; and 4) required core and job specific competencies as well as personal and professional
characteristics.
■ Success Recruiting Non -Job Seeking Talent. We recognize that the very best candidates for some
types of positions may not be looking for a career change, therefore, our recruitment team takes
a very aggressive approach to identify and recruit such candidates.
■ Partial list of recruitments. Below is a brief list of recent executive recruitments to showcase our
experience in leading searches of similar scope.
Agency
City of Anaheim, CA
Title
City Manager
Year Completed
Current
City of North Miami, FL
Assistant City Manager
Current
City of Alameda, CA
City Manager
2026
City of Phoenix, AZ
Assistant City Manager
2025
City of Wichita, KS
City Manager
2025
City of Sacramento, CA
City Manager
2025
City of Missouri City, TX
Assistant City Manager
2025
CPS HR CONSULTING Page 13
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Agency
City of Oklahoma City, OK
Assistant City Manager
2025
City of Arvada, CO
City Manager
2025
County of Orange, CA
County Administrative Officer
2025
City of Carbondale, IL
City Manager
2025
Jefferson County, WI
County Administrator
2024
San Joaquin Area Flood Control
Agency, CA
Executive Director
2024
San Diego Ethics Commission, CA
Executive Director
2024
California Workforce Association
Executive Director
2024
County Welfare Directors
Association of California, CA
Executive Director
2024
Fresno Council of Governments, CA
Executive Director
2024
City of Simi Valley, CA
Deputy & Assistant City Manager,
Outreach
2024
City of Farmersville, CA
City Manager
2024
County of San Diego, CA
Chief Administrative Officer
2024
San Diego Association of
Governments, CA
Chief Executive Officer
2024
City of Arcata, CA
City Manager
2024
California Student Aid Commission,
CA
Executive Director
2024
Stanislaus County Housing
Authority, CA
Executive Director
2024
City of Simi Valley, CA
City Manager
2024
Contra Costa County Employees'
Retirement Association, CA
Chief Executive Officer
2024
Orange County Power Authority, CA
Chief Executive Officer
2024
Southern California Public Power
Authority
Executive Director
2024
County of Luis Obispo, CA
County Administrative Officer
2024
City of Gillette, WY
City Administrator
2023
Sierra Lakes County Water District,
CA
General Manager
2023
Selma-Kingsburg-Fowler County
Sanitation District, CA
General Manager
2023
City of Phoenix, AZ
Assistant City Manager
2023
City of Phoenix, AZ
Deputy City Manager
2023
City of Baytown, TX
City Manager
2023
City of Littleton, CO
Deputy City Manager
2023
City of Littleton, CO
City Manager
2022
City of Oklahoma City, OK
Assistant City Manager
2022
City of Bellaire, TX
City Manager
2022
CPS HR CONSULTING Page 14
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Agency
County of Trinity, CA
County Administrative Officer
2022
City of Nogales, AZ
City Manager
2022
County of Imperial, CA
County Executive Officer
2022
City of Turlock, CA
City Manager
2022
City of Dallas, TX
Assistant City Manager
2022
City of Tucson, AZ
Assistant City Manager/Chief Financial
Officer
2022
City of Piney Point Village, TX
City Administrator
2022
City of San Diego, CA
Chief Operating Officer
2022
California High Speed Rail
Chief Operating Officer
2022
Assigned Personnel
Our Executive Recruiting Team
CPS HR has assembled a strong project team with each member possessing extensive recruiting
experience and a direct, in-depth understanding of local government. Mr. David Niemeyer and Ms. Teddi
Anderson will serve as your dedicated project team throughout this recruitment process. Mr. Niemeyer
and Ms. Anderson will leverage the knowledge and experience of our entire recruitment team in order to
provide you with the best possible recruitment experience. We are committed to providing each of our
clients with the same level of service excellence, and we take great care not to take on more work than
this commitment allows. We will not utilize subcontractors for these services. No staff member will be
removed or replaced without the prior written concurrence of the City.
Team Resumes
David J. Niemeyer, Senior Executive Recruiter
David Niemeyer brings 40 years of local government management experience including managing 7
suburban communities. He brings an extensive practitioner's experience in government services to the
CPS HR Executive Recruitment team through his roles as Village Manager, City Manager, Village
Administrator, and City Administrator/Assistant to the Mayor. Having served seven local government
organizations as a manager or administrator, Mr. Niemeyer brings firsthand experience advising elected
officials, implementing Council policies, and leading organizations operating under local government
governance structures.
Mr. Niemeyer led recruitments for over 50 local government executive and management positions. This
included preparing recruitment profiles and brochures, screening candidates and creating a list of top
candidates for the elected officials, developing interview questions, managing assessment centers,
conducting background checks, and negotiating employment offers. He retired as a village manager in
2021, and has been an executive recruiter with CPS HR since then. As a city manager, he was a leader in
economic and downtown redevelopment, developing strategic plans for his communities, and
reorganizing service delivery to his communities to save money and better serve his residents.
CPS HR CONSULTING Page 15
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Employment History
■ Executive Recruiter, CPS HR Consulting
■ Village Manager, Village of Tinley Park, IL
■ Village Manager, Village of Oak Brook, IL
■ Village Manager, Village of Homewood, IL
■ City Manager, City of Des Plaines, IL
■ Village Manager, Village of Richton Park, IL
■ Village Administrator, Village of Orland Hills, IL
■ City Administrator/Assistant to the Mayor, City of Harvard, IL
Education
■ Master's in Public Administration, Northern Illinois University, DeKalb, IL 1985
■ Bachelor of Science in Political Science, Northern Illinois University, 1983
■ Minors: International Relations, Journalism
■ ICMA Credentialed Manager and member of ICMA International Committee
Professional Associations
■ Member of ICMA, ILCMA, Metro Managers (past president)
Teddi Anderson, SPHR, Senior Executive Recruiter
Teddi Anderson brings more than 30 years of local government experience, including over 20 years in
senior human resources leadership roles serving cities and public agencies. Her expertise spans
recruitment, compensation, labor relations, organizational structure, and workforce planning, providing
her with a comprehensive understanding of the leadership needs and operational challenges facing
municipal organizations.
Ms. Anderson has extensive experience supporting executive -level recruitments, including City Manager
and other high -profile local government leadership positions. Her background with a previous executive
search firm, combined with decades of service in local government, enables her to effectively evaluate
candidates, assess leadership competencies, and advise clients throughout the recruitment process. Most
recently serving as the City of Littleton, Colorado's Budget and Compensation Manager, she offers
valuable insight into the strategic, financial, and organizational considerations that influence successful
municipal leadership. Her experience recruiting and supporting executive leaders allows her to identify
candidates who can effectively guide public organizations and serve their communities.
Employment History
■ Project Consultant, CPS HR Consulting
■ Budget Manager/HR Manager, City of Littleton, CO
■ Ralph Anderson & Associates, Sacramento, CA
■ Human Resources Manager of Operations, City of Aurora, CO
■ Recruitment and Compensation Manager, Metro Regional Government, Portland, OR
■ Training and Organizational Development, City of Grasham, OR
■ Police Officer, Sgt and Detective, City of Portland, OR
Education
■ Bachelor's Degree Business Administration - Warner Pacific University, Portland, OR
CPS HR CONSULTING Page 16
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Proposed Approach & Methodology
Our Approach
Key Stakeholder Involvement
The City Council, as the appointing authority, must be intimately involved in the search for a new City
Manager. Our approach assumes their direct participation in key phases of the search process. At the
discretion of the City Council, other key stakeholders may also be invited to provide input for the
development of the candidate profile. The City Council may desire input from residents, stakeholder
groups, employees, etc. To accomplish this task, we have deployed several strategies to gather feedback
including community meetings, online surveys, roundtable/visioning meetings, and teleconferences. This
information is compiled into a comprehensive report and presented to the City Council. This information
can be used to create marketing materials and inform the creation of appropriate applicant screening
processes. This kind of engagement is standard for CPS HR and is included in our professional fee.
Understanding the City's Needs and Recruitment Approach
A successful executive search begins with helping the City Council define the professional and personal
qualities needed in its next City Manager. Through a collaborative process, CPS HR works with the Council
to identify the City's future direction, key opportunities and challenges, desired working relationship with
the City Manager, and the leadership attributes needed for success.
Throughout the recruitment, we maintain regular communication and provide timely updates while
delivering the high level of responsiveness and customer service that has earned us long-standing client
relationships. We then implement an aggressive recruitment strategy that combines targeted advertising,
direct outreach, Linkedln engagement, distribution of a recruitment brochure, and personal contact with
qualified candidates and referral sources. Our communication continues beyond selection, including
follow-up with the City Council and newly appointed City Manager within six months to help ensure a
successful transition.
Assessment and Evaluation Methods
Candidates are evaluated against the leadership profile developed through stakeholder engagement and
the City's identified priorities. CPS HR conducts application reviews, screening interviews, and finalist
assessments designed to evaluate leadership competencies, management experience, communication
style, and organizational fit. As part of the assessment process, CPS HR may utilize the Hogan Assessment
Suite to provide additional insight into candidates' leadership strengths, workplace behaviors, values, and
potential challenges, helping inform the City's selection decision.
Following the finalist assessment process, CPS HR conducts comprehensive reference and background
checks. Our reference process includes confidential discussions with supervisors, peers, and direct reports
to provide a 360-degree perspective on each candidate's leadership effectiveness and organizational
impact. Candidates are asked to provide a minimum of six references, and a written summary of findings
is provided to support the City's final selection. References remain confidential, and current supervisors
are not contacted until a contingent offer is being considered, helping protect the candidate's current
employment situation.
CPS HR CONSULTING Page 17
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
CPS HR employs an inclusive recruitment strategy designed to attract a broad and highly qualified
candidate pool. Through targeted advertising, professional networks, direct outreach, Linkedln analytics,
and engagement with regional and national municipal associations, we seek candidates with diverse
experiences, perspectives, and backgrounds while maintaining a focus on the qualifications, leadership
competencies, and attributes identified by the City Council. Our evaluation process utilizes objective, job -
related criteria and equitable assessment practices to support a fair and competitive selection process.
Scope of Work
Our proposed executive search process is designed to provide the City with the full range of services
required to ensure the ultimate selection of a new City Manager uniquely suited to the City's needs.
Phase 1: Develop Candidate Profile and Recruitment Strategy
■ Meet with appropriate the City stakeholder(s) to gather information on the organization and to
develop the specifications and ideal candidate profile for the new City Manager.
■ Coordinate with the City Council on development of recruitment brochure for the City Manager's
position; prepare brochure design.
■ Complete recruitment brochure and post brochure on CPS HR website.
Phase II: Aggressive, Proactive, and Robust Recruitment
■ Conduct aggressive outreach by initiating contact with potential applicants and with referral
sources (this includes e-mailing appropriate government management professionals from our
database, conducting extensive outreach via Linkedln, and contacting candidates from prior
recruitments who may be interested and a good fit for the City Manager's position).
■ Place ads in agreed upon on professional and affiliate websites to attract candidates on a
nationwide, regional, local or targeted basis based on the recruitment strategy.
■ Distribute brochure/job announcement
■ Receive all resumes and acknowledge receipt thereof
■ Respond to inquiries from applicants and potential applicants
■ Keep client posted on recruitment progress
■ Review application materials and identify candidates for further consideration
■ Conduct preliminary screening interviews
■ Submit "Client Report" (includes resumes, summary of resumes, notes, overview)
■ Meet with the City Council to discuss the report and the results of the screening interviews in
order for the City to identify an appropriate number to interview as finalists (or semi-finalists)
■ Notify all applicants of status in the recruitment
Phase III: Selection
■ Prepare an assessment process for finalists in coordination with the City
CPS HR CONSULTING Page 18
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
■ Schedule candidates for participation in finalist assessment; send invitations to candidates and
coordinate travel/accommodations.
■ Prepare evaluation materials
■ Facilitate finalist assessment process in coordination with the City.
■ Conduct reference and background checks on top identified candidate(s) following assessment
process.
■ Assist the City in negotiation of terms of employment (if desired).
Timeline
The project team CPS HR has selected is prepared to begin work upon receipt of a fully -executed
contractual agreement. All search activities up to and including the selection of a new City Manager can
be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising on
appropriate professional and affiliate websites, and the ability to schedule, as quickly as possible, the
initial meeting. A proposed schedule of major milestones is presented below.
Professional Fees and Guarantee
Professional Services
Our professional fixed fee covers all CPS HR services and deliverables associated with Phases I, II, and III
of the recruitment process. Travel expenses for candidates who are invited forward in the interview
process are not included.
CPS HIR CONSULTING Page 19
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
Professional Services for Full Recruitment (Fixed Flat Fee) 1 $30,000
*Professional fees will be billed and paid at the completion of each phase.
One -Year Service Guarantee
If the employment of the candidate selected and appointed by the City as a result of a full executive
recruitment (Phases 1, 11, and 111) comes to an end before the completion of the first year of service, CPS
HR will provide the City with professional services to appoint a replacement. Professional consulting
services will be provided at no cost. The City would be responsible only for expenses such as re -
advertising, consultant travel, additional background checks, etc. This guarantee does not apply to
situations in which the successful candidate is promoted or re -assigned within the organization during
the one-year period. Additionally, should the initial recruitment efforts not result in a successful
appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an
offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a
partial recruitment effort.
References
Provided below is a partial list of clients we have recently worked with in providing similar executive
recruitment services. These recent City Manager recruitment clients can speak to CPS HR's ability to assist
elected officials in conducting successful, community -informed executive searches and appointing leaders
who align with organizational priorities.
Reference 1
Agency: City of Carbondale, IL
Contact: Tara Brown, Human Resources Director
Phone/Email: (618) 457-3247 / tbrown@carbondaleil.gov
Address: 200 S. Illinois Ave., Carbondale, IL 62901
Project(s): Full recruitment for City Manager (2025)
Reference 2
Agency: City of Wichita, KS
Contact: Shana Warkentine, Executive Assistant to the City Manager
Phone/Email: (316) 269-4704 / swarkentine@wichita.gov
Address: 455 N Main, Wichita, KS 67202
Project: Full recruitment for City Manager (2025)
Reference 3
Agency: City of Gillette, WY
Contact: Deca Wasson, Human Resources Director
Phone/Email: (307) 686-5209 / decaw@gillettewy.gov
Address: 201 E. 5th Street, Gillette, WY 82716
Project(s): Full recruitment for City Administrator (2023)
CPS HR CONSULTING Page 1 10
...
City
Manager
Wichita offers the rare chance to lead in a city large enough to be nationally relevant. yet personal
for your leadership to make a lasting. visible difference -while enjoying a high quality of life in
a welcoming. innovative community With a vibrant downtown. outstanding quality of life. and
dynamic transportation system. Wichita is a city of opportunity' Join Wichita and build on the strong
foundation estabbshed by the current City Manager. who is retiring after 17 years of leadership
THE CITY
Wichita is a city on the rise -dynamic, innovative and ready for its next chapter of leadership. As
the largest city in Kansas and the proud "Air Capital of the World", Wichita has built a global
reputation as the nation's aerospace manufacturing hub, which has also become a magnet for
doers, makers, and visionaries across industries. Anchored by major highways and a trade area
of more than one million people within 100 miles, the city serves as the economic and cultural
heartbeat of the region. With thriving neighborhoods, affordable housing, and a deep sense of
community, Wichita offers an unmatched quality of life and a place where families, businesses,
and ideas can take flight.
Wichita's economy is powered by a robust and diverse tax base that includes advanced
manufacturing, healthcare, food production, energy, and global corporations such as Spirit
AeroSystems, Koch Industries, Textron and Cargill. Its entrepreneurial ecosystem continues to
draw national attention, earning recognition as a "Secret Sauce" community for its collaboration,
creativity and drive. Each year, six million visitors discover Wichita's growing cultural and
entertainment scene —an energized downtown filled with restaurants, breweries, and shops,
complemented by 5,000 acres of parkland, museums, and premier venues such as INTRUST Bank
Arena.
Education and innovation are at the heart of Wichita's
future. With five strong public school districts, high -
quality trade schools, and 7 colleges and universities —
including Wichita State University, a recognized
leader in research and applied learning —the city
is cultivating the next generation of talent. The
upcoming biomedical campus, a partnership
between the University of Kansas and Wichita
State University, will further strengthen Wichita's
position as a hub for healthcare and innovation
when it opens in 2027.
For an accomplished executive leader, Wichita
represents a rare opportunity: to guide a world -
class city with a proud history of innovation, a
strong foundation of economic vitality, and a bold
vision for the future.
Wichita's diverse
cultural attractions are
nationally renowned.
CITY GOVERNMENT
The Mayor and City Council are the legislative body
of the City of Wichita. The Council -Manager form of
government establishes policy direction for the City
by enacting ordinances, laws and policies, adopting
the budget, levying taxes, and appointing members
to citizen advisory boards and commissions. The
seven -member Council is elected to four-year terms
on a non -partisan basis with staggered terms of
office. 0
THE OFFICE
OF THE CITY MANAGER
Wichita was one of the first cities in the US to approve the council manager
form of government in 1917. The City Manager's office is responsible for
implementing City policy and overseeing daily operations, including supervising
department heads, enforcing laws and ordinances, and executing Council goals,
policies, and programs. The City Manager oversees 17 city departments, a $778
million annual budget and a $3.05 billion Capital Improvement Program. Five
labor unions represent various employee groups.
THE IDEAL CANDIDATE
The next City Manager should embody a strong, visionary, and effective
leadership style rooted in integrity, trust, and transparency. The City Manager
needs to balance traditional management with adaptive, flexible approaches to
leadership and governance. This is accomplished by:
• Demonstrating an unwavering credibility and integrity with council, staff, and
residents.
• Exercising bold and creative decision making when facing internal and
external pressures.
• Practicing a collaborative leadership style that unites diverse perspectives and
creates opportunities for shared services.
• Providing strong, steady leadership that builds confidence across all
stakeholders.
• Demonstrating proven experience in creative problem solving in a complex
organization.
Offering vision, innovation and forward -thinking to guide the city's long-term
future.
Engaging with citizens and the business community.
KEY CHALLENGES AHEAD
The City Manager will ensure ongoing Strategic Plan Alignment focusing on cross -departmental
tactics that include Keeping Wichita Safe, Growing the Economy, Building Dependable
Infrastructure, Living Well and managing a Well -Run City. For more on the city's strategic plan go
to City -Managers -Policy -Message.
Additional pressing challenges that require both strategic insight and practical execution
include:
Long-term budget pressures that demand balancing limited revenues with community needs.
Operating under resource constraints, delivering efficient services with fewer resources.
A need to build and sustain trust across the council, staff, and residents.
Capitalizing on opportunities for shared services that provide cost effective, efficient services
across the region.
Managing growth while maintaining the city's infrastructure needs, character and livability.
Addressing public safety concerns, including crime prevention and response.
Navigating political dynamics and aligning governance with community expectations.
Additional Core Responsibilities
To meet community expectations and council direction, the City Manager will be a servant
leader responsible for:
Centering decision -making on community needs, keeping residents at the heart of policies and
actions.
Maintaining reliable core city services, ensuring excellence in day-to-day operations.
Driving economic development, fostering business growth, job creation, and long-term
prosperity.
Managing growth in a sustainable manner, aligning development with the community's
resources and values.
Addressing housing challenges, with a focus on availability and affordability.
Investing strategically in infrastructure, maintaining and upgrading systems to meet future
demands.
Communicating clearly and consistently with leadership, staff, and the community to build
alignment and understanding.
Utilizing modern technology and social media to enhance communication and promote city
initiatives.
Our Values: We anchor our work in our core values of trust and service.
Trust Means: Respect- Empowerment- Ethics-Stewardship-Integrity-Enagement-Family
Service Means: Professionalism -Innovation -Excellence -Equity
EDUCATION & EXPERIENCE
Education: Bachelor's degree in Public Administration, Business Administration, Political Science,
or a closely related field is required. A Master's degree is preferred with an Masters in Public
Administration strongly preferred.
Experience: At least seven (7) years of progressively responsible experience in municipal
government or public sector management, including a minimum of five (5) years in a senior
executive or department director role. A minimum of ten (10) years' experience in executive -level
for -profit roles with transferable skills may be considered.
Demonstrated success in strategic planning, financial management, community engagement, and
organizational leadership.
Experience working with elected officials, community stakeholders, labor unions, and diverse
staff teams is essential. Exceptional communication skills (both written and verbal) are required,
including public speaking to small and large groups.
Equivalent combinations of education and experience may be considered.
The City Manager is required to establish and maintain residency within the Wichita city limits
within a reasonable time frame following appointment. This requirement ensures that the City
Manager is fully engaged in the community, accessible to residents and staff, and invested in
Wichita's future.
F1
COMPENSATION & BENEFITS
The position offers a hiring range of $250,000-$325,000 and may be
negotiable depending on qualifications and experience.
The position offers the following benefits:
13 paid holidays, 12 sick days and ability to earn up to 25 days of
vacation
• Health Insurance -Medical (PPO plans), dental, and vision insurance
for employees and their dependents
• Retirement Contributions -The City offers attractive retirement
benefits, including contributions to an ICMA retirement plan
• $6,600 per year car allowance
• Paid Parking $240 per year
• Cell Phone Allowance $600 per year
• Life Insurance
• Healthcare Flexible Spending Account
• Voluntary Long-term Disability and Long-term Care Coverage
• The City of Wichita will provide reimbursement of reasonable
relocation expenses for the successful candidate. Relocation
assistance may include moving household goods, temporary
housing, and related travel expenses, subject to City Policy and
contract negotiations. A minimum of three bids will be required.
For more information go to:
https://www.wichita.gov/457/Employee-Benefits.
*Some benefits currently offered to employees may be modified in the
future.
APPLICATION & SELECTION PROCESS
This position is open until filled. To be considered for this exceptional career opportunity, submit
your resume, cover letter, and a list of six work -related references that will not be contacted
until the final interviews (two supervisors, two direct reports, and two colleagues) by the first
resume review date of October 8, 2025. Resume should reflect years and months of employment,
beginning / ending dates, as well as the size of staff and budgets you have managed.
Please go to our website to submit your application: https://www.cpshr.us/recruitment/2525
For further information contact:
CPS HR CONSULTING
Your Trusted HR Advisor For 40 Years
DAVID NIEMEYER
Executive Recruiter
(916) 471-3326
TEDDI ANDERSON
Executive Recruiter
(916) 471-3439
Email: dniemeyer -_cpshr.us Email: tanderson(@cpshr.us
Website www.cpshr.us/search
Resumes will be screened in relation to the criteria outlined in this brochure. Candidates with the
most relevant qualifications will be given preliminary interviews by the consultants. The most
qualified candidates will be invited to a semi-final virtual interview process with an 11-member
selection committee composed of community and busin^��
leaders from Wichita during the week of November 3. F
there, the most qualified candidates will be invited to fir
interviews in Wichita, which are tentatively scheduled
for November 17 and 18. The final interviews will
include an opportunity for the public to meet and ask
questions of the candidates. An appointment will
be made by the Mayor and City Council following
comprehensive reference and background checks.
Equal Employment Opportunity Employer (EEOC): The City of
Wichita is an Equal Employment Opportunity Employer. It is
the policy of the City of Wichita to provide equal employment
opportunities without regard to race, color, religion, marital
status, sex, national origin, ancestry, disability, genetic
information, political affiliation, age, sexual orientation or
other non -merit factors.
Veteran's Preference. As a veteran of armed services, you
may be entitled to preference when seeking employment
with the City of Wichita. If you are interested in receiving
Veteran's Preference, please submit your DID 214 prior to the
position closing date.
Sample Client Report
Proposal to City of Dubuque
RFP Executive Recruitment Services for City Manager
SAMPLE RECRUITMENT MATERIALS
The following materials are samples of CSP HR's Executive Search work product:
CLIENT REPORT
The Client Report includes an overview/summary of the entire recruitment process, as well as
information on the candidates interviewed by the consultant and recommends a top group of
candidates for the City Council's consideration.
CANDIDATE EVALUATION MANUAL
The Candidate Evaluation Manual is used by members of the interview panel during the finalist
interview process as outlined in Phase III, Task 2 of the Executive Search Process.
REFERENCE
The sample provided is a redacted report on a candidate who was ultimately hired via a recruitment
process we conducted. A written summary of the reference checks such as this is provided to the
Client.
BACKGROUND
The sample provided is a redacted report generated from the licensed investigation firm we contract
with to conduct background checks on candidates. Any newspaper articles retrieved on the subject
would also be included with this report.
BROCHURE
The sample provided represents our most current City Manager search for the City of XXX. We
have also recently converted to a 'flipbook' style for the electronic version of brochures. A
sample is available at http://online.flipbuilder.com/kper/muvy/#p=8
CPS HR CONSULTING Page I 1
Client Agency Name
Recruitment for
(Position Title)
CONFIDENTIAL
SUBMITTED BY:
CPS HR Consulting
2450 Del Paso Rd, Suite 220
Sacramento, CA 95834
P: 916-471-3358
E-mail
Tax ID: 68-0067209
www.cr)s.ca.gov
Date TBA
CPS HR JAMCONSULTING
Page
Table of Contents
Summaryof Activities................................................................................................ 5
Advertising............................................................................................................. 5
Outreach................................................................................................................ 5
ApplicantPool........................................................................................................ 6
Preliminary Evaluation............................................................................................ 6
ScreeningCriteria................................................................................................... 6
Candidate Information............................................................................................. viii
CPS HR CONSULTING Page I iv
Summary of Activities
The following report presents the results of the recruitment process for the xxx position. Summary
profiles of key candidates are included in the report for ease of comparison followed by resumes
submitted by candidates.
The approach to the recruitment process was aggressive and included the following activities:
ADVERTISING
Advertisements for this position were placed in the following publications and web sites:
Western City Website
Jobs Available
ICMA Newsletter/Website
NA CO. org
NFBPA
Linkedln
International Hispanic Network
CPS Executive Search Website
OUTREACH
Information Packet - A brochure was prepared describing the position, the City, the
characteristics of an ideal candidate, salary and benefits, and the application and selection
procedure. The brochure was distributed to approximately xxx potential candidates and
referral sources.
Personal Contacts— Personal contacts were initiated with many xxx professionals to determine
personal interest in the position or to request referrals of qualified candidates.
Candidate Follow -Up — Follow-up contacts were made with strong potential candidates who
we knew or who were identified through referrals. In addition, all those who submitted a
resume received a letter of acknowledgement.
CPS HR CONSULTING P a g e
APPLICANT POOL
The response to the recruitment process was positive and included candidates with a variety of
relevant backgrounds. XXX resumes have been received.
PRELIMINARY EVALUATION
The preliminary evaluation of candidates included the following steps:
Each resume was evaluated against the City's needs as described in the recruitment
brochure.
XXX candidates, whose qualifications most closely fit the City's desired qualifications,
were chosen to participate in preliminary interviews.
SCREENING CRITERIA
The criteria used in the preliminary evaluation of candidates was based upon the job profile
established at the beginning of the recruitment process and included the following as noted in the
brochure:
The ideal candidate will be an experienced local government executive or top -line assistant with a
strong record of accomplishment, strategic planning, integrity, professionalism, and a significant
background in budgeting, supervision, capital projects, and work with elected officials. This
enthusiastic and results -oriented leader will bring outstanding communication, critical thinking, and
interpersonal qualities.
Specific requirements are as follows:
Qualifications
Experience: At least five years of progressively responsible administrative experience in a
management capacity in local government with an understanding of budget administration and
supervision of professional staff is expected. Familiarity with strategic planning and administrative
services such as human services or financial operations would be beneficial.
Education: A Bachelor's degree in public or business administration, or related field is required. A
Master's degree is highly desirable.
CPS HR CONSULTING P a g e
Management Style
In addition to the above, the ideal candidate will be:
a critical thinker with the courage to pursue creative ideas
an excellent communicator, orally and in writing
collaborative, inside and outside the organization
passionate about public service and community
a proponent of the City's values and principles
remains current with the profession, its trends and best -practices
someone who values employees and supports their professional development
• a team player; in touch with other members regularly
• able to find common sense solutions
• a positive, "can do" advocate
• flexible
CPS HR MECONSULTING Page 17
Candidate Evaluation Manual
Candidate Information
Based on the results of the preliminary evaluation the candidates are ranked in the following
groups (I & 11). The candidates resume is preceded by a summary profile.
Group I
Group I candidates are considered the best fit for the xxx position in relation to the screening
criteria. These candidates have sufficient relevant experience to perform with a high degree of
effectiveness from the beginning of their tenure.
NAME
IRTA AN
NAME
Group II
This group includes candidates with related experience who either lack the depth and breadth of
experience the City is seeking, or whose actual job performance and management style were not
as strong as Group I candidates.
NAME
►H,Ll L l"
CPS HR CONSULTING Page I viii
Candidate Evaluation Manual
City of
CITY MANAGER
Redacted Candidate Profile
CANDIDATE
CURRENT POSITION:
City Manager
Since 2010
City of, TX
pop. 19,000 Total budget: $10.5M
PRIOR RELEVANT
POSITIONS:
Village Administrator
Village of
2006-2009
Assistant City Manager
1998-2006
City of I TX
Acting City Manager
1997-1998
Deputy City Manager
1995-1997
Assistant City Manager
1989-1995
City of I TX
City Manager, Assistant City Manager
1985-1989
City of OK
EDUCATION:
M PA
1982
University of Kansas Lawrence
BA English
1977
St. Mary of the Plains Colle e KS
CURRENT ANNUAL SALARY: $105,000
■ 25+ year local government career. Currently in small organization because wanted to return to TX; this
would be excellent opportunity — loves the area and has had a rich history working with the military;
while she has had two positions in the past 4.5 years she had long-term positions prior to that and is
looking for that again
■ Managed large organization as ACM in City of — was responsible for $450M budget and 4500 employees
— Public Works, Capital Projects, Parks and Rec, Finance, Solid Waste and Community Initiatives
■ Strengths include being a good leader and communicator, consensus builder, extensive operations
background including many public works and building projects, strong planning experience
• Weakness: can be impatient
• Establishes relationship with Council by communicating frequently and en masse; gaining clear
understanding of their issues and ensuring they understand all challenges — needs to make Council's job
as easy as possible as they all have busy lives too
• Significant economic development experience — has developed ED plan in City of and worked on
downtown development in City of and annexations in City; she has never worked in a 4B community so
has always had to find other types of financing; has used CDBG funds for redevelopment — is currently
working on a downtown fagade project
CPS HR CONSULTING Page l ix
Candidate Evaluation Manual
In City of worked with Ft. Sill on regional wastewater treatment plant and improved entrances to their
gates; regional street and storm water drainage projects in City of and considerable EMS regional
cooperation in City of
Significant career accomplishments include turning around financial situation in City, winning a TML
award in City of, being the project manager on $265M upgrade to professional athletic facility in City of
and being the first Assistant City Manager to ever be elected the President of the TX City Manager's
Association
CPS HR CONSULTING P a g e
Candidate Evaluation Manual
Candidate Evaluation Manual
POSITION
CITY OF XXX
CONFIDENTIAL
submitted by:
CPS HR Consulting
241 Lathrop Way
Sacramento, California 95815
(916) 263-1401
Date
CPS HR CONSULTING Page 1 xi
Candidate Evaluation Manual
Table of Contents
Scheduleof Activities............................................................................................................................i
Evaluation Process Components.......................................................................................................... ii
Tipson Observing and Rating.............................................................................................................. iii
Key Attributes Being Assessed............................................................................................................ iv
InterviewQuestions............................................................................................................................. v
Rating Attributes Being Assessed....................................................................................................... vii
Preferred Ranking System................................................................................................................. viii
Candidate Profiles and Resumes......................................................................................................... ix
CPS HR CONSULTING Page I xii
Schedule of Activities
City of XXX
POSITION
on
Day, —/—/—
At
City Hall
Address
8:00 — 8:30 a.m.
ORIENTATION
8:30 — 9:20 a.m.
9:30 — 10:20 a.m.
10:30 —11:20 a.m.
11:30 —12:20 p.m.
12:20-1:15 p.m.
LUNCH
1:15 — 2:05 p.m.
2:15 — 3:05 p.m.
3:15 — 4:00 p.m.
DEBRIEF
CPS HR CONSULTING P a g e
Evaluation Process Components
Opening
Statement: At the beginning of each interview the candidates have been requested to
make an opening statement highlighting their background and key
qualifications for the POSITION for the City of XXX, and outline why they are
seeking the position. Candidates have been instructed that such presentations
should last 2-3 minutes.
Structured
Interview: Following the opening statement, there will be 45 minutes available for
questions and answers. This period typically allows 12-14 questions to be
answered. A menu of suggested questions designed to elicit information on
areas the City previously identified as important are enclosed for your
consideration. During the Orientation these and other job related questions
might be selected.
Unstructured
Questions: During the question/answer period panel members may also ask a limited
number of unstructured questions, those unique to the background of the
candidate, as time permits.
Final
Comments: Once all questions have been asked, the candidate should be given a final
opportunity to provide any additional information about his/her
qualifications.
Following each interview, you will have approximately 10 minutes to
complete notes and get ready for the next interview.
CPS HR CONSULTING Page I ii
Tips on Observing and Rating
1. Be familiar with the candidate profile and key attributes included in this manual prior to the
interview process.
2. Suggested questions, designed to elicit information on key attributes being assessed, are
provided on each Interview Questions/Rating Notes Form.
3. Write notes on the Interview Questions/Rating Notes Form, recording observations and
significant direct quotations. The objective should be an accurate profile of the candidate to
facilitate rating after the interview. Use a separate form for each candidate. Extra copies are
in the side pocket of this manual.
4. A Preferred Ranking Form is enclosed for use in ranking candidates in relation to each other
as the interviews progress. This should be completed after each interview. A sample form is
enclosed at the end of this manual. The consultant will explain how to use the form.
CPS HR CONSULTING P a g e
Key Attributes Being Assessed
At the beginning of this recruitment, the City identified attributes of the ideal POSITION candidate.
These attributes have been utilized during the recruitment and the preliminary screening of candidates.
While many factors will contribute to the City's selection of a candidate for this position, a review of
these attributes should assist greatly in the evaluation of candidates:
The ideal candidate will possess a strong background in municipal finance, staff management and a
track record of providing sound, thorough recommendations on a myriad of complex issues. An
unflappable and forthright demeanor coupled with the ability to effectively communicate and gain the
respect of diverse and highly involved citizen groups will serve the candidate well. A history of
innovation and resourcefulness will be weighted favorably as well as the ability to candidly share
information with the Council. Success in this role will also require an understanding of the community's
culture and becoming an integral part of the community at large.
Professional and Personal Characteristics:
■ Knowledgeable local government generalist; understands civic process
■ Track record of sound fiscal management coupled with a thorough understanding of the
changing economic tides
■ Skilled/proficient in labor negotiations
■ Always conveys a sense of professionalism even in difficult and/or heated political
environments
■ Thick-skinned; able to deal with negativity
■ Ability to absorb and analyze information and situations quickly but thoughtfully
■ Thinks before speaking
■ Good listener; open and approachable demeanor
■ Unpretentious; able to work with all sectors of community
■ Transparent/straight-forward; doesn't play games
■ Good sounding board; gives Council 'space' to find own ideas
■ Thoughtful, patient, open-minded
■ Long range strategic planner
■ An appreciation for a community committed to health, fitness and the environment
■ Understands relationship between every day delivery of services and Council policy setting
CPS HR CONSULTING Page I iv
Interview Questions
This form contains space for recording notes on the oral presentation, contains suggested questions
covering each of the attributes being assessed, and provides space for notes on the candidate's
responses.
Candidate: Date:
A. WORK HISTORY/ ORAL RESUME-2-3 minutes
Will you please summarize your work experience and highlight elements of your career that
you believe are especially relevant to this position.
B. STRUCTURED INTERVIEW
(Interview questions would follow)
BRIEF OVERALL DESCRIPTION OF CANDIDATE'S PERFORMANCE DURING THE INTERVIEW:
CPS HR MECONSULTING Page Iv
CAREER DEVELOPMENT FEEDBACK FOR CANDIDATE:
(Summary of strengths, weaknesses, and suggestions for managerial development)
CPS HR CONSULTING P a g e
Rating Attributes Being Assessed
Rating Guide: 1- Weak; 5 - Strong.
ATTRIBUTES RATING
LEADERSHIP/MANAGEMENT STYLE 1 2 3 4 5
COUNCIL — CITY MANAGER RELATIONS 1 2 3 4 5
KNOWLEDGE/OVERALL COMPETENCY 1 2 3 4 5
COMMUNICATIONS/INTERPERSONAL 1 2 3 4 5
VALUE ADDED 1 2 3 4 5
OVERALL RATING
1 2 3 4 5
CPS HR CONSULTING
Page Ivii
Preferred Ranking System
The Preferred Ranking System is used to rank candidates in relation to each other and to continually
reassess rankings as the interviews progress. Below is a sample to show how the system works.
1 2 3 4
Ranking
The blank form above is designed to rank a group of 4 candidates. A completed sample is shown below:
• Ms. Loomis is the first candidate interviewed and is ranked #1.
• Mr. Smith is interviewed next and is ranked #1; Ms. Loomis is moved to rank #2.
• After an interview with Ms. Bell, Smith is ranked #1, Bell #2 and Loomis #3.
• The next interview is with Mr. Jones who is ranked #1 above the three other candidates.
After Interview #1 1 Loomis
After Interview #2 Smith
ILoomis
After Interview #3 Smith
Bell Loomis
After Interview #4 Jones
Smith Bell Loomis
1
2 3 4
Ranking
Remember, the best candidate should be ranked #1. It is recommended that rankings be made at the
end of each interview. Please, no ties. Do not attempt to influence the rankings of other panel
members. Following the final interview individual panel member rankings will be combined for panel
review and discussion.
A Ranking Form for this interview is enclosed with this manual for your use.
CPS HR CONSULTING Page I viii
Candidate Profiles and Resumes
CPS HR MECONSULTING Page l ix
CITY MANAGER
CITY OF XXX
REFERENCE CHECK SUMMARY
2014
Finalist Name
The following individuals were contacted as references in relation to NAME candidacy for the
position of City Manager. The information received was obtained in confidence, therefore, is not
attributable to any specific individual. In the interest of presenting a substantial amount of feedback
in a concise manner, the information has been organized among key themes and comments that
are consistent with the critical factors associated with the position.
REFERENCES CONTACTED
(Alphabetical order)
Name, Title, Agency: She met NAME X years ago when NAME was hired in the Accounting
department in XX County. REF has worked closely with her since NAME became the County CAO.
Name, Title, Agency: REF has known NAME for X years. He is one of 5 Supervisors that she
currently reports to.
Name, Title, Agency: They both worked in XX County for government -run agencies. They were
colleagues and networked on a regular basis. REF has known NAME for about X years.
Name, Title, Agency: REF has known NAME for X years. He is one of 5 Supervisors that she
currently reports to.
Name, Title, Agency: REF has known her for X years, when NAME came to XX County. REF was a
department head at the time when NAME became the CAO. REF reported to her.
Name, Title, Agency: NAME met NAME when he became the City Manager in XXX, NC in 1997.
He worked with her until he left in 2002. Since then, they've kept in touch on a casual basis.
Name, Title, Agency: He has been the County's lawyer since she arrived in XX County in 2003. He
was on the panel that hired her.
CPS HR CONSULTING P a g e
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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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
City of Dubuque
City Manager
Presented by Dave Niemeyer
Your Trusted HR Advisor For
YEARS
CPS HR CONSULTING
Firm Experience
• Self Sustaining California Joint Powers Authority
• 40 years of Service; 25 years of Nationwide Executive Search
• Long-term public agency executive recruiters and human resources
professionals
• More than 100 City Manager, CEO, Executive Director, General
Manager recruitments past five years - 27 City Managers
CPS HR CONSULTING
Al
C(DCYRS
Team Qualifications
• David Niemeyer with CPS HR since 2021
• City manager for 35 years serving 7 communities and
conducting more than 50 executive recruitments
• Teddi Anderson with CPS HR since 2024
• Over 30 years in local government, 20 of which have been
in Public Safety, HR and Finance. 20 City Manager, County
Administrator and General Manager searches
• Agency sizes: from 10k to 1.3M
CPS HRH
YEARS
1 �
Task Name
Initial Meeting/ Candidate Profile
Draft Brochure
Brochure Approved/ Printed & Place Ads
Aggressive Recruiting
Final Filing Date
Preliminary Screening
Present Leading Candidates
Semi-finalist Interviews
Reference/ Background Checks
Final Interviews
ADvointment
:Is [•=■111[:j112[_
Month 1 Month 2 Month 3
Month 4
14 15 16
Phase 1: Ideal Candidate &
Engaciernent Process
• Kick-off/engagement meetings
• Ideal candidate established through:
• Meetings with Mayor, Council, stakeholders, internal staff, community
groups
• Typical profile includes: leadership style, communication with
council, community involvement, operational and fiscal management
• Agency challenges and opportunities
Al 6CYEAIRS
Draft the ideal candidate profile and advertising materials,
Phase 21.9. Aggressive Recruiting
• Launch multi -strategy outreach efforts -professional groups, social
media, large firm network
• Database of over 200,000 candidates that have submitted materials,
those who follow us, apply, share, provide leads or referrals.
• Advertising sources, membership agencies
• Consistent outreach throughout the project
t
ONSULTING
RS
Phase 3:9. Selection Process
• Revisit and confirm selection process (typically discussed in phase 1)
• Coordinate logistics, & facilitate interview process (both virtual/in person)
• Presentation of Candidates
• Client report -candidates are organized by tier, materials (hard copy and
electronic)
• Includes recruitment summary, candidate profiles, resumes, pre-screening
materials, preliminary media searches, list of all candidates
• Interviews -Evaluation Manual (hard copy and electronic)
• Those selected during presentation
• Materials, questions, forced ranking template, rules of engagement
CPS HR'
CRS
Cand*ldate Screen*in
Background C
• Conduct thorough verbal verification of education, credentials and employment
history during pre-screening process
• Validated through Smart Hire (ensure adhering to employment laws of the state)
• References and background checks
• 6 references-2 supervisors, 2 colleagues, 2 direct reports
• Extensive research: News articles, council agenda minutes
• Civil, criminal, employment history, credit check (if needed)
• Focused relevant questions for references (summary report)
• Any concerns or red flags that may arise during vetting are communicated to the
client. If helpful, have asked candidates to provide written explanations.
CPS Hn,i
• Assist with employment negotiations as desired
6jYE_
Client Satisfaction
• Ensuring satisfaction is an on -going process from contract to start date.
• Consistent and timely communication
• Survey post recruitment
• Check in with clients at 6 months
CPS HR CONSULTING
Al
C(DCYRS
Fee Structure Guarantee
• $30,000 fixed fee
• All 3 phases, including salary review, ad placement, materials,
consultant travel up to 3 times.
• Option to add -up to 5k to manage any candidate travel -coordinate
reimbursement process
• Full search: 1 year guarantee
• IF turnover occurs: only costs are direct costs like advertising, consultant
travel, background check fees
CPS HR CONSULTING
CRS
Communication Pro*ect
Management
0
CPS HR^n
YEARS
Primary point of contact
• Dave Niemeyer
Updates occur as requested, typically weekly meetings and via email
Communication with elected officials and alignment:
• Ensure everyone is copied and has responded to any questions/concerns,
share our cell numbers, respond timely
• Thoughtful efficient communication and adhering to open meetings act
Thank you
Quest ions &
Comments
Your Trusted HR Advisor For
YEARS
CPS HR CONSULTING