HomeMy WebLinkAboutAGENDA REPORT 2025 0205 CC REG ITEM 09ACITY OF MOORPARK, CALIFORNIA
City Council Meeting
of February 5, 2025
ACTION APPROVED STAFF
RECOMMENDATIONS. (VOICE VOTE:
UNANIMOUS)
BY A. Hurtado.
A. Consider Approval of an Agreement with Mosaic Public Partners for City Manager
Recruitment Services. Staff Recommendation: 1) Approve an Agreement with
Mosaic Public Partners for City Manager recruitment services, subject to final
language approval by the City Manager; and 2) Appoint Greg Nelson, Mosaic
Public Partners, to be one of the City negotiators in connection with the recruitment
process, along with Kevin Ennis, City Attorney, and Troy Brown, City Manager.
(Carolina Tijerino, Human Resources Manager)
Item: 9.A.
MOORPARK CITY COUNCIL
AGENDA REPORT
TO: Honorable City Council
FROM: Carolina Tijerino, Human Resources Manager
DATE: 02/05/2025 Regular Meeting
SUBJECT: Consider Approval of an Agreement with Mosaic Public Partners for
City Manager Recruitment Services
BACKGROUND/DISCUSSION
At the City Council’s meeting on December 18, 2024, Council appointed an Ad Hoc
Committee consisting of Mayor Chris Enegren and Mayor Pro Tem Rene Delgado to
review proposals and interview representatives from executive recruitment firms that had
been requested to submit proposals for City Manager recruitment services, and then
make a recommendation to the City Council at the February 5th Regular Council meeting
for the Ad Hoc Committee’s preferred contractor. Mayor Enegren and Mayor Pro Tem
Delgado conducted interviews on Wednesday, January 29,2025. Their recommendation
is for the City to enter into an agreement with Mosaic Public Partners to provide City
Manager recruitment services to fill the position that will be vacated when the current City
Manager retires on June 30, 2025.
Staff is recommending that the City Council approve the agreement with Mosaic Public
Partners. A draft agreement is attached and includes a copy of their proposal, which
notes a fixed fee amount of $0. The City Council has already scheduled a Special
meeting on February 19, 2025, for the purpose of meeting in closed session with the
selected recruitment services contractor. The Project Director for Mosaic Public Partners
will be Greg Nelson who will be available to attend the February 19th meeting to discuss
recruitment goals and to develop the preferred candidate profile.
ENVIRONMENTAL DETERMINATION
This action is exempt from the California Environmental Quality Act (CEQA) as it does
not constitute a project, as defined by Section 15378 of the State CEQA Guidelines.
Therefore, no further environmental review is required.
Item: 9.A.
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Honorable City Council
02/05/2025 Regular Meeting
Page 2
FISCAL IMPACT
There are no additional costs, as this has already been included in the approved budget.
COUNCIL GOAL COMPLIANCE
This action does not support a current strategic directive.
STAFF RECOMMENDATION (ROLL CALL VOTE REQUIRED)
1. Approve an Agreement with Mosaic Public Partners for City Manager recruitment
services, subject to final language approval by the City Manager; and
2. Appoint Greg Nelson, Mosaic Public Partners, to be one of the City negotiators in
connection with the recruitment process, along with Kevin Ennis, City Attorney,
and Troy Brown, City Manager.
Attachment:
Draft Agreement for Recruitment Services, including Mosaic Public Partners Proposal
49
DESIGN PROFESSIONAL SERVICES AGREEMENT BETWEEN
THE CITY OF MOORPARK AND MOSAIC PUBLIC PARTNERS
FOR CITY MANAGER RECRUITMENT SERVICES
THIS AGREEMENT, made and effective as of ________________________, is
between the City of Moorpark, a municipal corporation (“City”) and Mosaic Public
Partners, a (“Consultant”). In consideration of the mutual covenants and
conditions set forth herein, the parties agree as follows:
WHEREAS, City has the need for City Manager Recruitment services; and
WHEREAS, Consultant specializes in providing such services and has the proper
work experience, certifications, and background to carry out the duties involved; and
WHEREAS, Consultant has submitted to City a Proposal dated January 6, 2025,
which is attached hereto as Exhibit .
NOW, THEREFORE, in consideration of the mutual covenants, benefits, and
premises herein stated, the parties hereto agree as follows:
1.TERM
The term of this Agreement shall be from the date of execution to completion of
the work identified in the Scope of Services and in conformance with Exhibit ,
unless this Agreement is terminated or suspended pursuant to this Agreement.
2.SCOPE OF SERVICES
City does hereby retain Consultant, as an independent contractor, in a contractual
capacity to provide services, as set forth in Exhibit . In the event there is a
conflict between the provisions of Exhibit and this Agreement, the language
contained in this Agreement shall take precedence.
Consultant shall perform the tasks described and set forth in Exhibit .
Consultant shall complete the tasks according to the schedule of performance which is
also set forth in Exhibit .
Compensation for the services to be performed by Consultant shall be in
accordance with Exhibit . Compensation shall not exceed the rates or total contract
value dollars ($ ) as stated in , without a written Amendment to the
Agreement executed by both parties. Payment by City to Consultant shall be in
accordance with the provisions of this Agreement.
ATTACHMENT
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3. PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of their ability,
experience, standard of care, and talent, perform all tasks described herein. Consultant
shall employ, at a minimum, generally accepted standards and practices utilized by
persons engaged in providing similar services as are required of Consultant hereunder in
meeting its obligations under this Agreement.
4. MANAGEMENT
The individual directly responsible for Consultant’s overall performance of the
Agreement provisions herein above set forth and to serve as principal liaison between
City and Consultant shall be , and no other individual may be substituted without
the prior written approval of the City Manager.
The City’s contact person in charge of administration of this Agreement, and to
serve as principal liaison between Consultant and City, shall be the City Manager or the
City Manager’s designee.
5. PAYMENT
Taxpayer ID or Social Security numbers must be provided by Consultant on an
IRS W-9 form before payments may be made by City to Consultant.
The City agrees to pay Consultant monthly, in accordance with the payment rates
and terms and the schedule of payment as set forth in Exhibit , based upon actual
time spent on the above tasks. This amount shall not exceed dollars ($ ) for
the total term of the Agreement unless additional payment is approved as provided in this
Agreement.
Consultant shall not be compensated for any services rendered in connection with
its performance of this Agreement, which are in addition to those set forth herein, unless
such additional services and compensation are authorized, in advance, in a written
amendment to this Agreement executed by both parties. The City Manager, if authorized
by City Council, may approve additional work not to exceed ten percent (10%) of the
amount of the Agreement.
Consultant shall submit invoices monthly for actual services performed. Invoices
shall be submitted on or about the first business day of each month, or as soon thereafter
as practical, for services provided in the previous month. Payment shall be made within
thirty (30) days of receipt of each invoice as to all non-disputed fees. Any expense or
reimbursable cost appearing on any invoice shall be accompanied by a receipt or other
documentation subject to approval of the City Manager or the City Manager’s designee.
If the City disputes any of Consultant’s fees or expenses, City shall give written notice to
Consultant within thirty (30) days of receipt of any disputed fees set forth on the invoice.
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6. TERMINATION OR SUSPENSION WITHOUT CAUSE
The City may at any time, for any reason, with or without cause, suspend, or
terminate this Agreement, or any portion hereof, by serving upon the Consultant at least
ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall
immediately cease all work under this Agreement, unless the notice provides otherwise.
If the City suspends or terminates a portion of this Agreement, such suspension or
termination shall not make void or invalidate the remainder of this Agreement.
The Consultant may terminate this Agreement only by providing City with written
notice no less than thirty (30) days in advance of such termination.
In the event this Agreement is terminated or suspended pursuant to this Section,
the City shall pay to Consultant the actual value of the work performed up to the time of
termination or suspension, provided that the work performed is of value to the City. Upon
termination or suspension of the Agreement pursuant to this Section, the Consultant will
submit an invoice to the City pursuant to this Agreement.
7. DEFAULT OF CONSULTANT
The Consultant’s failure to comply with the provisions of this Agreement shall
constitute a default. In the event that Consultant is in default for cause under the terms of
this Agreement, City shall have no obligation or duty to continue compensating Consultant
for any work performed after the date of default and can terminate or suspend this
Agreement immediately by written notice to the Consultant. If such failure by the
Consultant to make progress in the performance of work hereunder arises out of causes
beyond the Consultant’s control, and without fault or negligence of the Consultant, it shall
not be considered a default.
If the City Manager or his/her designee determines that the Consultant is in default
in the performance of any of the terms or conditions of this Agreement, he/she shall cause
to be served upon the Consultant a written notice of the default. The Consultant shall
have ( ) days after service upon it of said notice in which to cure the default
by rendering a satisfactory performance. In the event that the Consultant fails to cure its
default within such period of time, the City shall have the right, notwithstanding any other
provision of this Agreement, to terminate this Agreement without further notice and
without prejudice to any other remedy to which it may be entitled at law, in equity or under
this Agreement.
8. LIQUIDATED DAMAGES
If the Consultant fails to complete the work, or any portion thereof, within the time
period required by this Agreement, or as duly extended in writing by the City Manager,
Consultant shall forfeit and pay to the City, as liquidated damages, the sum of
dollars ($ ) per day for each calendar day the work, or portion thereof, remains
uncompleted after the above specified completion date. Liquidated damages shall be
deducted from any payments due or to become due to the Consultant under the terms of
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this Agreement. Progress payments made by the City after the above specified
completion date shall not constitute a waiver of liquidated damages by the City.
9. OWNERSHIP OF DOCUMENTS
Consultant shall maintain complete and accurate records with respect to sales,
costs, expenses, receipts, and other such information required by City that relate to the
performance of services under this Agreement. Consultant shall maintain adequate
records of services provided in sufficient detail to permit an evaluation of services. All
such records shall be maintained in accordance with generally accepted accounting
principles and shall be clearly identified and readily accessible. Consultant shall provide
free access to the representatives of City or the City’s designees at reasonable times to
such books and records; shall give the City the right to examine and audit said books and
records; shall permit City to make transcripts therefrom as necessary; and shall allow
inspection of all work, data, documents, proceedings, and activities related to this
Agreement. Notification of audit shall be provided at least thirty (30) days before any such
audit is conducted. Such records, together with supporting documents, shall be
maintained for a period of ( ) years after receipt of final payment.
Upon completion of, or in the event of termination or suspension without cause of
this Agreement, all original documents, designs, drawings, maps, models, computer files,
surveys, notes, and other documents prepared in the course of providing the services to
be performed pursuant to this Agreement shall become the sole property of the City and
may be used, reused, or otherwise disposed of by the City without the permission of the
Consultant. With respect to computer files, Consultant shall make available to the City,
at the Consultant’s office and upon reasonable written request by the City, the necessary
computer software and hardware for purposes of accessing, compiling, transferring, and
printing computer files.
10. INDEMNIFICATION AND HOLD HARMLESS
Indemnification and Defense for Design Professional, as defined in California Civil
Code § 2782.8: To the fullest extent permitted by law, Consultant shall indemnify, defend
and hold harmless City and any and all of its officials, employees and agents (“Indemnified
Parties”) from and against any and all claims, losses, liabilities, damages, costs and expenses,
including attorney’s fees and costs, to the extent they arise out of, pertain to, or relate to the
negligence, recklessness, or willful misconduct of the Consultant. Consultant’s duty to defend
shall consist of reimbursement of defense costs incurred by City in direct proportion to the
Consultant’s proportionate percentage of fault. Consultant’s percentage of fault shall be
determined, as applicable, by a court of law, jury or arbitrator. In the event any loss, liability or
damage is incurred by way of settlement or resolution without a court, jury or arbitrator having
made a determination of the Consultant’s percentage of fault, the parties agree to mediation
with a third party neutral to determine the Consultant’s proportionate percentage of fault for
purposes of determining the amount of indemnity and defense cost reimbursement owed to
the City.
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For all other liabilities: Notwithstanding the foregoing and without diminishing any rights
of City in the preceding paragraph in Section 10, for any liability, claim, demand, allegation
against City arising out of, related to, or pertaining to any act or omission of Consultant, but
which is not a design professional service, Consultant shall defend, indemnify, and hold
harmless City, its officials, employees, and agents (“Indemnified Parties”) from and against
any and all damages, costs, expenses (including reasonable attorney fees and expert witness
fees), judgments, settlements, and/or arbitration awards, whether for personal or bodily injury,
property damage, or economic injury, and arising out of, related to, any concurrent or
contributory negligence on the part of the City, except for the sole or active negligence of, or
willful misconduct of the City.
Consultant agrees to obtain executed indemnity agreements with provisions
identical to those set forth here in this Section from each and every subcontractor, or any
other person or entity involved by, for, with, or on behalf of Consultant in the performance
of this Agreement. In the event Consultant fails to obtain such indemnity obligations from
others as required here, Consultant agrees to be fully responsible according to the terms
of this Section. Failure of City to monitor compliance with these requirements imposes no
additional obligations on City and will in no way act as a waiver of any rights hereunder.
This obligation to indemnify and defend City as set forth here is binding on the successors,
assigns, or heirs of Consultant and shall survive the termination of this Agreement or this
Section.
City does not and shall not waive any rights that it may have against Consultant by
reason of this Section, because of the acceptance by City, or the deposit with City, of any
insurance policy or certificate required pursuant to this Agreement. The hold harmless
and indemnification provisions shall apply regardless of whether or not said insurance
policies are determined to be applicable to any losses, liabilities, damages, costs, and
expenses described in this Section.
11. INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this
Agreement insurance coverage as specified in Exhibit attached hereto and
incorporated herein by this reference as though set forth in full.
12. INDEPENDENT CONSULTANT
Consultant is and shall at all times remain as to the City a wholly independent
Contractor. The personnel performing the services under this Agreement on behalf of
Consultant shall at all times be under Consultant’s exclusive direction and control. Neither
City nor any of its officers, employees, or agents shall have control over the conduct of
Consultant or any of Consultant’s officers, employees, or agents, except as set forth in
this Agreement. Consultant shall not at any time or in any manner represent that it or any
of its officers, employees, or agents are in any manner officers or employees, or agents
of the City except as set forth in this Agreement. Consultant shall not incur or have the
power to incur any debt, obligation, or liability against City, or bind City in any manner.
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No employee benefits shall be available to Consultant in connection with the
performance of this Agreement. Except for the fees paid to Consultant as provided in the
Agreement, City shall not pay salaries, wages, or other compensation to Consultant for
performing services hereunder for City. City shall not be liable for compensation or
indemnification to Consultant for injury or sickness arising out of performing services
hereunder.
13. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of local, state, and federal laws and
regulations which in any manner affect those employed by it or in any way affect the
performance of its service pursuant to this Agreement. The Consultant shall at all times
observe and comply with all such laws and regulations, including but not limited to the
Americans with Disabilities Act and Occupational Safety and Health Administration laws
and regulations. The Consultant shall comply with and sign Exhibit B, the Scope of Work
Requirement for Professional Services Agreements Compliance with California
Government Code § 7550, when applicable. The City, and its officers and employees,
shall not be liable at law or in equity occasioned by failure of the Consultant to comply
with this Section.
14. ANTI DISCRIMINATION
Neither the Consultant, nor any subconsultant under the Consultant, shall
discriminate in employment of persons upon the work because of race, religious creed,
color, national origin, ancestry, physical disability, mental disability, medical condition,
genetic information, marital status, sex, gender, gender identity, gender expression, age,
sexual orientation, or military and veteran status; or any other basis protected by
applicable federal, state, or local law, except as provided in § 12940 of the Government
Code. Consultant shall have responsibility for compliance with this Section.
15. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure is used
against or in concert with any officer or employee of the City in connection with the award,
terms, or implementation of this Agreement, including any method of coercion,
confidential financial arrangement, or financial inducement. No officer or employee of the
City will receive compensation, directly or indirectly from Consultant, or any officer,
employee, or agent of Consultant, in connection with the award of this Agreement or any
work to be conducted as a result of this Agreement. Violation of this Section shall be a
material breach of this Agreement entitling the City to any and all remedies at law or in
equity.
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16. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of the City, or their designees or agents, and no
public official who exercises authority over or responsibilities with respect to the Services
during his/her tenure or for one year thereafter, shall have any interest, direct or indirect,
in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in
connection with the Services performed under this Agreement.
17. CONFLICT OF INTEREST
Consultant covenants that neither they nor any officer or principal of their firm have
any interests, nor shall they acquire any interest, directly or indirectly, which will conflict
in any manner or degree with the performance of their services hereunder. Consultant
further covenants that in the performance of this Agreement, they shall employ no person
having such interest as an officer, employee, agent, or subconsultant. Consultant further
covenants that Consultant has not contracted with nor is performing any services directly
or indirectly, with the developer(s) and/or property owner(s) and/or firm(s) and/or
partnership(s) and/or public agency(ies) owning property and/or processing an
entitlement application for property in the City or its Area of Interest, now or within the
past one (1) year, and further covenants and agrees that Consultant and/or its
subconsultants shall provide no service or enter into any contract with any developer(s)
and/or property owner(s) and/or firm(s) and/or partnership(s) and/or public agency(ies)
owning property and/or processing an entitlement application for property in the City or
its Area of Interest, while under contract with the City and for a one (1) year time period
following termination of this Agreement.
18. NOTICE
Any notice to be given pursuant to this Agreement shall be in writing, and all such
notices and any other document to be delivered shall be delivered by personal service or
by deposit in the United States mail, certified or registered, return receipt requested, with
postage prepaid, and addressed to the party for whom intended as follows:
To: City Manager
City of Moorpark
323 Science Drive
Moorpark, CA 93021
To:
Either party may, from time to time, by written notice to the other, designate a
different address or contact person, which shall be substituted for the one above
specified. Notices, payments and other documents shall be deemed delivered upon
receipt by personal service or as of the third (3rd) day after deposit in the United States
mail.
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19. CHANGE IN NAME
Should a change be contemplated in the name or nature of the Consultant's legal
entity, the Consultant shall first notify the City in order that proper steps may be taken to
have the change reflected in the Agreement documents.
20. ASSIGNMENT
Consultant shall not assign this Agreement or any of the rights, duties, or
obligations hereunder. It is understood and acknowledged by the parties that Consultant
is uniquely qualified to perform the services provided for in this Agreement.
21. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force
and effect, all licenses required of it by law for the performance of the services in this
Agreement.
22. VENUE AND GOVERNING LAW
This Agreement is made, entered into, and executed in Ventura County, California,
and any action filed in any court or for arbitration for the interpretation, enforcement or
other action of the terms, conditions, or covenants referred to herein shall be filed in the
applicable court in Ventura County, California. The City and Consultant understand and
agree that the laws of the state of California shall govern the rights, obligations, duties,
and liabilities of the parties to this Agreement and also govern the interpretation of this
Agreement.
23. COST RECOVERY
In the event any action, suit or proceeding is brought for the enforcement of, or the
declaration of any right or obligation pursuant to this Agreement or as a result of any
alleged breach of any provision of this Agreement, the prevailing party shall be entitled to
recover its costs and expenses, including attorneys’ fees, from the losing party, and any
judgment or decree rendered in such a proceeding shall include an award thereof.
24. ENTIRE AGREEMENT
This Agreement and the Exhibits attached hereto contain the entire understanding
between the parties relating to the obligations of the parties described in this Agreement.
All prior or contemporaneous agreements, understandings, representations, and
statements, oral or written, are merged into this Agreement and shall be of no further
force or effect. Each party is entering into this Agreement based solely upon the
representations set forth herein and upon each party’s own independent investigation of
any and all facts such party deems material.
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25. CAPTIONS OR HEADINGS
The captions and headings of the various Articles, Paragraphs, and Exhibits of this
Agreement are for convenience and identification only and shall not be deemed to limit
or define the content of the respective Articles, Paragraphs, and Exhibits hereof.
26. AMENDMENTS
Any amendment, modification, or variation from the terms of this Agreement shall
be in writing and shall be effective only upon approval by both parties to this Agreement.
27. PRECEDENCE
In the event of conflict, the requirements of the City’s Request for Proposal, if any,
and this Agreement shall take precedence over those contained in the Consultant’s
Proposal.
28. INTERPRETATION OF AGREEMENT
Should interpretation of this Agreement, or any portion thereof, be necessary, it is
deemed that this Agreement was prepared by the parties jointly and equally, and shall
not be interpreted against either party on the ground that the party prepared the
Agreement or caused it to be prepared.
29. WAIVER
No waiver of any provision of this Agreement shall be deemed, or shall constitute,
a waiver of any other provision, whether or not similar, nor shall any such waiver constitute
a continuing or subsequent waiver of the same provision. No waiver shall be binding
unless executed in writing by the party making the waiver.
30. AUTHORITY TO EXECUTE
The person or persons executing this Agreement on behalf of the Consultant
warrants and represents that he/she has the authority to execute this Agreement on
behalf of the Consultant and has the authority to bind Consultant to the performance of
obligations hereunder.
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be
executed the day and year first above written.
CITY OF MOORPARK
__________________________________ __________________________________
Troy Brown, City Manager ,
Attest:
__________________________________
Ky Spangler, City Clerk
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Exhibit A
INSURANCE REQUIREMENTS
Without limiting Consultant’s indemnification of City, and prior to the beginning of and
throughout the duration of Work, Consultant will maintain insurance in conformance with
the requirements set forth below. Consultant will use existing coverage to comply with
these requirements. If that existing coverage does not meet requirements set forth here,
Consultant agrees to amend, supplement, or endorse the existing coverage to do so.
Consultant acknowledges that the insurance coverage and policy limits set forth in this
section constitute the minimum amount of coverage required. Any insurance proceeds
available to the City in excess of the limits and coverage required in this Agreement and
which is applicable to a given loss, will be available to the City.
Consultant shall provide the following types and amounts of insurance:
Type of Insurance Limits
Commercial General Liability $1,000,000 / $2,000,000 Aggregate
Business Automobile Liability $1,000,000
Workers’ Compensation Statutory Requirements
Professional Liability $1,000,000
Insurance procured pursuant to these requirements shall be written by insurers that are
authorized carriers in the State of California and with an A.M. Best rating of A- or better
and a minimum financial size category VII.
Commercial General Liability Insurance using Insurance Services Office (ISO)
“Commercial General Liability” policy form CG 00 01 or the exact equivalent. Defense
costs must be paid in addition to limits. There shall be no cross liability exclusion for claims
or suits by one insured against another. Limits are subject to review but in no event less
than $1,000,000 per occurrence for all covered losses and no less than $2,000,000
general aggregate.
Business Auto Liability Coverage on ISO Business Auto Coverage form CA 00 01
including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in
no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this
requirement may be satisfied by a non-owned auto endorsement to the general liability
policy described above. If Consultant or Consultant’s employees will use personal autos
in any way on this project, Consultant shall provide evidence of personal auto liability for
each such person.
Workers’ Compensation on a state-approved policy form providing statutory benefits as
required by law with employer’s liability limits no less than $1,000,000 per accident or
disease.
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Professional Liability or Errors and Omissions Insurance as appropriate shall be
written on a policy form coverage specifically designed to protect against acts, errors or
omissions of the Consultant and “Covered Professional Services” as designated in the
policy must specifically include work performed under this Agreement. The policy limit
shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on
behalf of” the insured and must include a provision establishing the insurer’s duty to
defend. The policy retroactive date shall be on or before the effective date of this
Agreement.
Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit
requirements, shall provide coverage at least as broad as specified for the underlying
coverages. Coverage shall be provided on a “pay on behalf” basis, with defense costs
payable in addition to policy limits. Policy shall contain a provision obligating insurer at
the time insured’s liability is determined, not requiring actual payment by the insured first.
There shall be no cross liability exclusion precluding coverage for claims or suits by one
insured against another. Coverage shall be applicable to the City for injury to employees
of Consultant, subconsultants, or others involved in the Work. The scope of coverage
provided is subject to approval by the City following receipt of proof of insurance as
required herein. Limits are subject to review but in no event less than $2,000,000
aggregate.
General conditions pertaining to provision of insurance coverage by Consultant.
Consultant and the City agree to the following with respect to insurance provided by
Consultant:
1. Consultant agrees to have its insurer endorse the third party general liability
coverage required herein to include as additional insureds the City, its officials,
employees, and agents, using standard ISO endorsement CG 2010 and CG 2037,
or equivalent, with edition acceptable to the City. Consultant also agrees to require
all contractors and subcontractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement shall
prohibit Consultant, or Consultant’s employees, or agents, from waiving the right
to subrogation prior to a loss. Consultant agrees to waive subrogation rights
against the City regardless of the applicability of any insurance proceeds, and to
require all contractors and subcontractors to do likewise.
3. All insurance coverage and limits provided by Consultant and available or
applicable to this Agreement are intended to apply to the full extent of the policies.
Nothing contained in this Agreement or any other agreement relating to the City or
its operation limits the application of such insurance coverage.
4. None of the coverages required herein will be in compliance with these
requirements if they include limiting endorsement of any kind that has not been
first submitted to the City and approved in writing.
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5. No liability policy shall contain any provision or definition that would serve to
eliminate so-called “third party action over” claims, including any exclusion for
bodily injury to an employee of the insured or of any contractor or subcontractor.
6. All coverage types and limits required are subject to approval, modification, and
additional requirements by the City, as the need arises. Consultant shall not make
any reductions in scope of coverage (e.g. elimination of contractual liability or
reduction of discovery period) that may affect the City’s protection without the
City’s prior written consent.
7. Proof of compliance with these insurance requirements, consisting of certificates
of insurance evidencing all of the coverages required and an additional insured
endorsement to Consultant’s general liability policy, shall be delivered to city at or
prior to the execution of this Agreement. In the event such proof of any insurance
is not delivered as required, or in the event such insurance is canceled or reduced
at any time and no replacement coverage is provided, the City has the right, but
not the duty, to obtain any insurance it deems necessary to protect its interests
under this or any other Agreement and to pay the premium. Any premium so paid
by the City shall be charged to and promptly paid by Consultant or deducted from
sums due Consultant, at the City’s option.
8. Certificate(s) are to reflect that the insurer will provide thirty (30) days notice to the
City of any cancellation or reduction of coverage. Consultant agrees to require its
insurer to modify such certificates to delete any exculpatory wording stating that
failure of the insurer to mail written notice of cancellation or reduction of coverage
imposes no obligation, or that any party will “endeavor” (as opposed to being
required) to comply with the requirements of the certificate.
9. It is acknowledged by the parties of this Agreement that all insurance coverage
required to be provided by Consultant or any subcontractor, is intended to apply
first and on a primary, non-contributing basis in relation to any other insurance or
self-insurance available to the City.
10. Consultant agrees to ensure that subcontractors, and any other party involved with
the Work who is brought onto or involved in the Work by Consultant, provide the
same minimum insurance required of Consultant. Consultant agrees to monitor
and review all such coverage and assumes all responsibility for ensuring that such
coverage is provided in conformity with the requirements of this section. Consultant
agrees that upon request, all agreements with subcontractors and others engaged
in the Work will be submitted to the City for review.
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Rev. 12/15/2023 Page 14 of 16
11. Consultant agrees not to self-insure or to use any self-insured retentions or
deductibles on any portion of the insurance required herein and further agrees that
it will not allow any contractor, subcontractor, Architect, Engineer, or other entity
or person in any way involved in the performance of Work contemplated by this
Agreement to self-insure its obligations to the City. If Consultant’s existing
coverage includes a deductible or self-insured retention, the deductible or self-
insured retention must be declared to the City. At that time, the City shall review
options with the Consultant, which may include reduction or elimination of the
deductible or self-insured retention, substitution of other coverage, or other
solutions.
12. The City reserves the right at any time during the term of the Agreement to change
the amounts and types of insurance required by giving the Consultant ninety (90)
days advance written notice of such change. If such change results in substantial
additional cost to the Consultant, the City will negotiate additional compensation
proportional to the increased benefit to the City.
13. For purposes of applying insurance coverage only, this Agreement will be deemed
to have been executed immediately upon any party hereto taking any steps that
can be deemed to be in furtherance of or towards performance of this Agreement.
14. Consultant acknowledges and agrees that any actual or alleged failure on the part
of the City to inform Consultant of non-compliance with an insurance requirement
in no way imposes any additional obligations to the City nor does it waive any rights
hereunder in this or any other regard.
15. Consultant will renew the required coverage annually as long as the City, or its
employees or agents face an exposure from operations of any type pursuant to
this Agreement. This obligation applies whether or not the Agreement is canceled
or terminated for any reason. Termination of this obligation is not effective until the
City executes a written statement to that effect.
16. Consultant shall provide proof that policies of insurance required herein expiring
during the term of this Agreement have been renewed or replaced with other
policies providing at least the same coverage. Proof that such coverage has been
ordered shall be submitted prior to expiration. A coverage binder or letter from
Consultant’s insurance agent to this effect is acceptable. A certificate of insurance
and/or additional insured endorsement as required in these specifications
applicable to the renewing or new coverage must be provided to the City within
five days of the expiration of coverage.
17. The provisions of any Workers’ Compensation or similar act will not limit the
obligations of Consultant under this Agreement. Consultant expressly agrees not
to use any statutory immunity defenses under such laws with respect to the City,
its employees, officials and agents.
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Rev. 12/15/2023 Page 15 of 16
18. Requirements of specific coverage features or limits contained in this section are
not intended as limitations on coverage, limits, or other requirements nor as a
waiver of any coverage normally provided by any given policy. Specific reference
to a given coverage feature is for purposes of clarification only as it pertains to a
given issue, and is not intended by any party or insured to be limiting or all-
inclusive.
19. These insurance requirements are intended to be separate and distinct from any
other provision in this Agreement and are intended by the parties here to be
interpreted as such.
20. The requirements in this section supersede all other sections and provisions of this
Agreement to the extent that any other section or provision conflicts or impairs the
provisions of this section.
21. Consultant agrees to be responsible for ensuring that no contract used by any
party involved in any way with the Work reserves the right to charge the City or
Consultant for the cost of additional insurance coverage required by this
Agreement. Any such provisions are to be deleted with reference to the City. It is
not the intent of the City to reimburse any third party for the cost of complying with
these requirements. There shall be no recourse against the City for payment of
premiums or other amounts with respect thereto.
22. Consultant agrees to provide immediate notice to City of any claim or loss against
Consultant arising out of the work performed under this Agreement. The City
assumes no obligation or liability by such notice, but has the right (but not the duty)
to monitor the handling of any such claim or claims if they are likely to involve the
City.
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Rev. 12/15/2023 Page 16 of 16
Exhibit B
CITY OF MOORPARK
Scope of Work Requirement for Professional Services Agreements
Compliance with California Government Code § 7550
Consultant shall sign and include this page in any document or written reports prepared by
Consultant for the City of Moorpark (City) to which California Government Code § 7550
(Government Code §7550) applies. Government Code §7550 reads:
“(a) Any document or written report prepared for or under the direction of a state
or local agency, that is prepared in whole or in part by nonemployees of the
agency, shall contain the numbers and dollar amounts of all contracts and
subcontracts relating to the preparation of the document or written report; if the
total cost for the work performed by nonemployees of the agency exceeds five
thousand dollars ($5,000). The contract and subcontract numbers and dollar
amounts shall be contained in a separate section of the document or written report.
(b) When multiple documents or written reports are the subject or product of the
contract, the disclosure section may also contain a statement indicating that the
total contract amount represents compensation for multiple documents or written
reports.”
For all Professional Services Agreement with a total dollar value in excess of $5,000, a signed
and completed copy of this form must be attached to all documents or completed reports
submitted to the City pursuant to the Scope of Work.
Does the dollar value of this Design Professional Services Agreement exceed
$5,000? Yes No
If yes, then the following information must be provided in compliance with
Government Code § 7550:
1. Dollar amount of Agreement/Contract: $
2. Dollar amount of Subcontract: $
3. Does the total contract amount represent compensation for multiple
documents or written reports? Yes No
I have read the foregoing Code section and will comply with Government Code §7550.
Consultant Name
___________________________________
Signature, Title
Date
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EXECUTIVE SEARCH PROPOSAL
DATE SUBMITTED
JANUARY 6, 2025
SUBMITTED TO
Mayor Chris Enegren
and Members of the City Council
City of Moorpark
PREPARED BY
GREG NELSON
MOSAIC PUBLIC PARTNERS
200 Gateway Dr., #1908, Lincoln, CA, 95648
916-550-4100
greg@mosaicpublic.com
connect@mosaicpublic.com
CITY MANAGER
CITY OF MOORPARK, CA
66
Bryan Noblett
Founder and Managing Partner
bryan@mosaicpublic.com
DEAR MAYOR ENEGREN AND MEMBERS OF THE CITY COUNCIL:
Mosaic Public Partners is pleased to present our qualifications and approach to your
executive search needs for the position of City Manager. Mosaic Public Partners was
founded on the principles of providing higher levels of innovation and client collaboration
to complement the tried-and-true principles of executive search. By using private-sector
technologies and search methodologies, we deliver a better client experience and results,
while staying within the constraints of the public sector. We pride ourselves on our speed,
agility, thoroughness, and client communications.
Members of our project team are seasoned public sector executives who have a true pas-
sion for the work of public agencies. We understand the challenges that public agencies
face and their unique needs. Our consultants have conducted over 300 executive searches
across the United States, bringing both experience and a national perspective on current
trends and issues. This has allowed us to develop an extensive network of executives as
potential candidates that we will deliver to the City of Moorpark if awarded this search. If
selected, both principals of the firm will lead this recruitment.
Notably, while with his previous firm, Greg Nelson successfully led the search for Moor-
park’s City Manager, culminating in the appointment of Troy Brown. This experience not only
establishes our team as a trusted and proven consultant but also equips us with valuable
insights into Moorpark and its key selling points for attracting top city management profes-
sionals.
After reviewing our proposal, please contact us at (916) 550-4100 if you have questions or
need additional information. We look forward to hearing from you and hope to have the
opportunity to work with you on this important recruitment.
Best Regards,
Greg Nelson
Founder and Managing Partner
greg@mosaicpublic.com
January 6, 2025
Mayor Chris Enegren
and Members of the City Council
City of Moorpark
323 Science Drive
Moorpark, CA 93021
RE: PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES – CITY MANAGER
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INDEX
1 Professional Qualifications
3 Why Choose Mosaic Public Partners?
4 Relevant Experience
5 Additional Experience
6 References
7 Approach and Search Methodology
7 Project Management
7 Candidate Profile Development
8 Outreach and Recruiting
9 Candidate Screening and Evaluation
9 Presentation of Candidates
9 Selection Process
9 Background and Final Qualification
10 Closeout Communications
12 Project Team
16 Cost of Services
18 Sample Candidate Profile
28 Sample Staff Survey
35 Sample Community Survey
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1
PROFESSIONAL QUALIFICATIONS
We are seasoned public sector executives who have profound respect for the work of public agen-
cies. We are passionate about placing today’s public leaders, which enables public agencies to
deliver exemplary leadership to their constituents.
Following several years of experience in a leadership role with a well-known national public sector
search firm, Greg Nelson founded Mosaic Public Partners with his business partner, Bryan Noblett, in
January of 2022. Since the launch of our firm, we have conducted more than 135 successful executive
searches and are operating in eight states. Including their experience with the prior firm, our consul-
tants have led over 300 successful executive recruitments for public agencies across the nation.
Mosaic Public Partners is a Limited Liability Company (LLC) registered in the state of California. Greg
Nelson and Bryan Noblett are the founders and managing partners of Mosaic Public Partners with
55% and 45% respective ownership, and both have the authority to bind the firm. There are no known
conflicts of interest related to this executive search and no subcontractors are utilized. Mosaic Public
Partners has never been involved in litigation, nor has it been involved in any form of financial insolvency.
MOSAIC APPROACH
Placing today’s public leaders is our mission. Aligning the right candidates with the right opportunities
helps our clients to build effective teams. We enjoy building relationships with the people involved in
our searches, whether it is the candidates, hiring managers, team members or stakeholders. Establish-
ing meaningful connections with those involved in our search processes is the basis from which we
derive our success as a trusted partner and client-focused search firm.
CLIENT FOCUSED
Mosaic Public Partners provides a client-focused, customized approach to every search. We create
an open, transparent, and interactive search process for both our clients and candidates. As a small
firm we remain highly responsive to client needs and objectives, along with being personally available
during the search process. Honest communication, collaboration, and connecting with people are key
components in a successful search. At Mosaic Public Partners, we pride ourselves on excellent cus-
tomer service, agility, and responsiveness. We tailor our workload so that we can be readily available to
assist with all elements of the search process for our clients and candidates alike.
Our use of innovative technology allows our clients unparalleled real-time access and visibility into the
search process. We use an executive search software platform that provides a client portal to each
project. Our commitment is that our clients have a 360-degree view of all elements of their recruitment
at any time. As the only public sector search firm using this platform, we offer an innovative and col-
laborative experience to our clients that allows a higher level of partnership and transparency. We are
proud to bring private sector technology to our public sector searches to make them as efficient and
transparent as possible for our clients.
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2
TRUSTED PARTNERS
Our founding partners are two former public sector executives, each with exemplary service
careers. We understand local government and the importance of accountability and responsive-
ness. Our combined career histories exemplify professionalism and a dedication to public service,
along with a keen understanding of what it takes to be an effective leader in a public sector
environment. Leveraging our public service careers, we became experienced executive search
consultants, bringing with us a continued dedication to public service and an ethical, confidential,
and discrete approach to assisting public agencies in the executive search process. Mosaic Public
Partners is your trusted partner in placing today’s public leaders.
COMMITMENT TO DIVERSITY, EQUITY, AND INCLUSION
The Mosaic Team celebrates and prioritizes diversity, equity, and inclusion in its search practices and
in its own organizational culture. We understand the dynamic nature of diverse teams and our clients’
need to build organizations that are as representative of the communities they serve as possible.
Simply stated, the need for public employers and public sector search firms to build recruitment
processes anchored by a commitment to diversity, equity, and inclusion is more important now
than ever. Mosaic Public Partners is committed to ensuring outreach to diverse candidate pools via
inclusive and strategic advertising, targeted outreach, and other methods which are all intended to
deliver a diverse, highly qualified candidate pool to our clients. Evidence of this commitment can be
seen in the placements we have made by viewing Mosaic Placements on our website.
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COLLABORATION
Mosaic Public Partners believes that
executive searches are more successful
when the consultants and clients work
closely together throughout the engagement.
We treat each search as a true partnership
with our clients.
WHY CHOOSE MOSAIC PUBLIC PARTNERS?
NATIONAL REACH
While we have extensive experience conduct-
ing executive searches in California, our work
across the nation brings a valuable perspective
on issues and candidate markets to our clients.
We invite you to review our consultants’ body
of executive search experience by viewing our
consultant portfolio.
INNOVATION
Applying private sector technologies to the tried-and-
true practices of public sector searches allows Mosaic
Public Partners to deliver needed agility and improved
communications to our clients.
DIVERSITY
Today’s public sector leadership teams thrive
when they are diverse in race, ethnic and
cultural identity, gender, background and
thought. Mosaic Public Partners is here to
assist, guide, and lead in that endeavor.
EXPERIENCE
Public service is the world in which we have lived.
Our search team has over 80 years of public
service experience. Having attained executive level
positions in our public sector careers has given us
valuable insight and an advantage in understanding
and responding to the nuances and challenges of
selecting public sector leaders.
SERVICE
Our team will be your partner from start to finish. We
are committed to providing excellent service to clients
and candidates alike and representing our clients at the
highest level.
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4
Our consultants have conducted similar city manager recruitments in the last few years that position us
to successfully complete this search on behalf of the City of Moorpark. Below is a list of the most relevant
searches.
City of Arroyo Grande – Arroyo Grande, CA
Population – 19,000
City Manager (2024)
City of Morro Bay – Morro Bay, CA
Population – 11,000
City Manager (2023)
City of Lincoln – Lincoln, CA
Population – 59,000
City Manager (2021)*
City of Citrus Heights – Citrus Heights, CA
Population – 86,400
City Manager (2021)*
City of Moorpark – Moorpark, CA
Population – 36,000
City Manager (2017)*
*Projects completed during the consultants’ tenure with a prior firm.
RELEVANT EXPERIENCE
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ADDITIONAL EXPERIENCE
The following is the consultants’ additional experience in conducting city management executive searches,
some of which are attributed to their work with a prior firm (*).
YEAR CLIENT POSITION
2024 City of San José – San José, CA Deputy City Manager (Current)
2024 Cosumnes Community Special District – Elk Grove, CA General Manager (Current)
2024 City of McKinney – McKinney, TX Assistant City Manager (Current)
2024 City of Austin – Austin, TX City Manager
2024 City of Elk Grove – Elk Grove, CA Assistant City Manager
2024 City of Cleburne – Cleburne, TX Assistant City Manager
2024 City of Venus – Venus, TX City Administrator
2024 City of San Marcos – San Marcos, TX Assistant City Managers (2)
2024 City of Rancho Palos Verdes – RPV, CA Deputy City Manager
2023 City of Burleson - Burleson, TX Deputy City Manager
2023 City of Denton – Denton, TX Assistant City Manager
2023 City of Brownsville – Brownsville, TX City Manager
2023 Town of Addison – Addison, TX City Manager
2022 City of Riverbank – Riverbank, CA Assistant City Manager
2022 City of Palm Desert – Palm Desert, CA Assistant City Manager
2021 City of Burleson – Burleson, TX Deputy City Manager*
2021 City of Lewisville – Lewisville, TX City Manager*
2021 City of Indio – Indio, CA City Manager*
2021 City of Austin – Austin, TX Assistant City Manager*
2019 City of South Padre Island – South Padre Island, TX City Manager*
2019 City of Denton – Denton, TX Assistant City Manager*
2019 City of Sugar Land – Sugar Land, TX City Manager*
2019 City of Bishop – Bishop, CA City Administrator*
2019 The Woodlands Township – The Woodlands, TX General Manager*
2019 City of Allen – Allen, TX City Manager*
2018 City of Austin – Austin, TX Assistant City Managers (4)*
2018 City of Brownsville – Brownsville, TX City Manager*
2018 City of Austin – Austin, TX Deputy City Manager*
2018 Town of Apple Valley – Apple Valley, CA Town Manager*
2018 City of Lawrence – Lawrence, KS City Manager*
2018 City of Suisun City – Suisun City, CA City Manager*
2017 City of Morro Bay – Morro Bay, CA City Manager*
2017 City of Moorpark – Moorpark, CA City Manager*
2016 City of McKinney – McKinney, TX Assistant City Manager*
2016 City of Reno – Reno, NV City Manager*
2016 City of McKinney – McKinney, TX City Manager*
2016 City of South Jordan – South Jordan, UT Assistant City Manager*
2015 City of Lawrence – Lawrence, KS City Manager*
2015 City of Sanger – Sanger, CA City Manager*
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6
Our most relevant reference is the City of Moorpark itself with our prior work on the City Manager recruitment
in 2017. The consultants at Mosaic Public Partners are proud of their past work and are happy to provide the
following references that are relevant to the City of Moorpark in its upcoming City Manager search.
CITY OF PALM DESERT – PALM DESERT, CA
TODD HILEMAN, CITY MANAGER
73-510 Fred Waring Drive
Palm Desert, CA 92260
760-346-0611 | thileman@cityofpalmdesert.org
Searches: Director of Library Services, Assistant City Manager, Director of Finance, City Clerk, City
Engineer, Development Services Director*, Human Resources Director*, and Director of Public Works*.
CITY OF ARROYO GRANDE – ARROYO GRANDE, CA
MAYOR CAREN RAY RUSSOM
300 E. Branch Street
Arroyo Grande, CA 93420
805- 234-1270 | crayrussom@arroyogrande.org
Search: City Manger
CITY OF MORRO BAY – MORRO BAY, CA
MAYOR CARLA WIXOM
595 Harbor Street
Morro Bay, CA 93442
(805) 441-7057 (cellular) | cwixom@morrobayca.gov
Search: City Manager, City Manager*, and Police Chief*
CITY OF CITRUS HEIGHTS – CITRUS HEIGHTS, CA
MAYOR BRETT DANIELS
6360 Fountain Square Drive
Citrus Heights, CA 95621
916-870-7199 | bdaniels@citrusheights.net
Search: City Manager*
*Projects completed during the consultants’ tenure with a prior firm.
REFERENCES
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KICKOFF
PROJECT MANAGEMENT
For council-appointed positions, such as the City Manager, our primary point of contact throughout the search
will be a Search Committee of the City Council, along with designated staff contacts to support the search
effort. The full Council is involved at critical points of the recruitment.
The Mosaic Team will initially meet via videoconference with the Search Committee, and others, as desired.
The objectives of this meeting are to learn contact and communication preferences, conduct a stakeholder
analysis, develop the project timeline, and to create the preliminary selection process.
During this phase of the project, the consultants will review the organization’s job description and review the
salary and benefit offering for competitiveness in the market. The consultants will also conduct a stakeholder
analysis with the City to determine the level and manner of community and stakeholder engagement neces-
sary for a successful process.
CANDIDATE PROFILE DEVELOPMENT
Based on the project management kickoff meetings, Mr. Nelson and Mr. Noblett will meet with the Council
members individually, as well as previously identified stakeholders to solicit input on the desired qualities
sought in the next City Manager and anticipated challenges and opportunities they will face. The project team
will also gather important documents, information, and media from the City to be used in the development of
the candidate profile.
The Mosaic Public Partners team will meet with City staff and stakeholders individually or in small groups
to gather their input relative to the desired characteristics sought for candidates, as well as challenges and
opportunities facing the City of Moorpark.
Utilizing the input received, Mosaic Public Partners will create a candidate profile that accurately and
attractively presents the opportunity to prospective candidates. Once approved by the City, this candidate
profile serves as the standard by which all prospective candidates are evaluated and for guiding the search
strategies.
APPROACH AND SEARCH METHODOLOGY
7
We approach every executive search as a partnership with our client. In this light, we use a proven frame-
work as the foundation for the project and collaboratively tailor the work plan to meet the unique needs
and wishes of our clients. In every search, we aim to provide our client with three deliverables: 1) a diverse
selection of qualified candidates, 2) a thoughtful, inclusive, and well-communicated search process, and
3) sound advice and consultation. The following is a representation of the approach and methodology to a
Mosaic Public Partners Search.
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A sample brochure from the City of Arroyo Grande, City Manager recruitment is included in this proposal
as a visual example of the quality way in which we represent our clients and market their search to poten-
tial candidates.
The City Council Search Committee will be provided with online access to Mosaic Public Partners’ recruitment
software through a client portal that ensures the search strategy and approach are properly calibrated for suc-
cess. Our goal is to ensure that our clients are continually kept updated on the status of the recruitment.
OUTREACH
OUTREACH AND RECRUITING
Based upon the search strategy developed with the City, Mosaic Public Partners will immediately launch a tar-
geted and comprehensive search effort that sources candidates from five primary categories.
• Advertising Campaign: Advertisements will be placed in sources targeted at attracting a diverse selec-
tion of highly qualified candidates. In addition to advertising with a variety of state/regional associations,
ads will also be placed with nationally recognized associations such as:
• ICMA – International City/County Management Association
• League of California Cities
• Public CEO
• CCMF – California City Management Foundation
• MMASC – Municipal Management Association of Southern California
• MMANC – Municipal Management Association of Northern California
• National Forum for Black Public Administrators
• Local Government Hispanic Network
• League of Women in Government
• Website and Social Media Campaign: Mosaic Public Partners provides a comprehensive social media
marketing campaign that includes custom graphics, eye-catching photos and distribution on LinkedIn
and Facebook accounts to share the position with potential candidates. Social media posts are crafted
at several points throughout the recruitment process. In addition, partners and recruiters share Mosa-
ic Public Partners blog and social media posts on their respective LinkedIn accounts. Mosaic Public
Partners will also highlight the position on our website with a blog post, listing in our “Upcoming Career
Opportunities” and ultimately on our “Careers” page once the position is open.
• Direct Outreach: The search consultants have an extensive candidate network across the nation. These
networks will be leveraged to identify and recruit candidates that appear well matched to the candidate profile.
• Indirect Outreach: By using the same candidate networks, Mosaic Public Partners can seek nomina-
tions from other leading public sector executives who often provide excellent insight into rising talent
• Researched Outreach: Using the search strategy as a guide, Mosaic Public Partners will apply innovative
technologies to find and recruit candidates that may not have been identified through other methods.
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Each potential candidate is personally engaged by the search consultants and many hours are typically
spent answering questions and providing information to candidates to minimize any barriers that may be a
discouragement.
CANDIDATE SCREENING AND EVALUATION
During an executive session meeting with the City Council, the search consultants will present the candi-
dates that submitted interest in the position and make recommendations to the City Council. The meeting
will be facilitated by Mosaic Public Partners’ innovative client portal which provides the Council with direct
access to all candidate materials. From this meeting, the Council decides upon a small group of candidates
that are invited to participate in the selection process.
SELECTION
PRESENTATION OF CANDIDATES
During an executive session meeting with the City Council, the search consultants will present the candidates
that submitted interest in the position and make recommendations to the City Council. The meeting will be fa-
cilitated by Mosaic Public Partners’ innovative client portal which provides the Council with direct access to all
candidate materials. From this meeting, the Council decides upon a small group of candidates that are invited
to participate in the selection process.
SELECTION PROCESS
Having previously designed the selection process collaboratively with the City, the search consultants will
provide on-site facilitation of the interviews. A typical interview process for a City Manager will include an
interview with the full City Council and may also include other interview panels which represent communi-
ty and staff perspectives. Mosaic Public Partners will design and provide tailored interview materials for all
interview panels and ensure the City retains the completed materials for records retention needs.
Customarily, this initial round of interviews will reduce the field of candidates to a smaller number who are
then invited for a second interview with the full Council.
BACKGROUND AND FINAL QUALIFICATION
Once the City has identified its candidate of choice, the search consultants will perform a thorough back-
ground check of the candidate, accompanied by a series of consultant-driven reference checks that seek
input from people with a variety of perspectives to the candidate.
NEGOTIATION
Mosaic Public Partners will negotiate on the City’s behalf to succeed in reaching an agreement with the
selected candidate. Across earlier candidate conversations, the search consultants attempt to ensure the
candidate’s salary and benefit expectations are in accord with the City’s to prevent surprises at this critical
culmination of the recruitment.
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CLOSEOUT COMMUNICATIONS
Throughout the search process, Mosaic Public Partners maintains professional communications with all can-
didates involved. We realize that we are representing the City of Moorpark throughout the recruitment and
ensure that each person we interact with is left with a favorable impression of the City. In this final communica-
tion, we inform all candidates who were not selected of their status and the City’s appreciation for their interest.
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EXECUTIVE SEARCH TIMELINE
KI
C
K
O
F
F
Project Management
Pre-kickoff meeting: project schedule, stakeholder analysis,
communication methods, collection of background material
Candidate Profile Development
Client input meetings, stakeholder input meetings
Drafting and layout of candidate profile
1–2 Weeks
OU
T
R
E
A
C
H
Outreach and Recruiting
Advertising strategy and campaign. Candidate research and identification
Seek nominations. Recruit candidates
Candidate Screening and Evaluation
Paper screening. Screening interviews. News and internet research
4-6 Weeks
2 Weeks
Presentation of Candidates
Client meeting to review candidates and select those to advance. Candidate updates
Selection Process
Consult and design interview process
Facilitation of on-site interview process, typically 4-7 candidatesSE
L
E
C
T
I
O
N
1 Week
2-3 Weeks
Background and Final Qualification
Background investigation and thorough reference checks for finalist candidate
Negotiation
Negotiation with final candidate
Assistance with offer letter and employment agreement
Closeout Communications
1-2 Weeks
1 Week
Concurrent
At the beginning of each search engagement, Mosaic Public Partners meets with clients to collaboratively craft
a work plan and timeline that best aligns with our client’s needs. Our consultants will suggest best practices and
share examples from prior engagements to tailor a process that is thoughtful and well communicated.
The typical duration of a traditional search project is 12-17 weeks. Additionally, the selected candidate will
customarily need to provide 30-days for notice and transition, if selected from outside of the organization. This
brings the total duration to approximately 16-21 weeks.
A customized timeline will be crafted in collaboration with the City during the first step of the search engage-
ment. We are confident that we can deliver a successful search effort that meets the needs of the City of
Moorpark.
The following timeline represents the key milestones of an executive search, including tasks and approximate
durations.
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PROJECT TEAM
If awarded the search, both Founders and Managing Partners of the firm would serve on the project team,
supported by the firm’s Business Support Manager, Administrative Services Manager, Research Associate,
Recruitment Support Specialist, and a Graphic Designer.
GREG NELSON
FOUNDER & MANAGING PARTNER
For the better part of a decade, Mr. Nelson has led a successful executive search practice
for a national search firm. In his role, Mr. Nelson has successfully recruited public sector
executives on a national scale for a diverse array of fields and positions. His work has in-
cluded positions with intense community interest, high levels of stakeholder involvement,
and those with political sensitivities.
In the first twenty years of his career, Mr. Nelson served leadership roles in municipal
government where he was known for his progressive and principled leadership. Under his tenure, the City
increased employee engagement, citizen satisfaction (amongst the highest in a national survey), and made
drastic improvements in the labor-management climate. He created public-private partnerships that allowed
for superior levels of service during budget shortfalls, while enhancing relationships with stakeholders in the
community. Additionally, he has provided expert testimony for state and local legislative bodies. Mr. Nelson
was a co-founder of a municipal Human Rights Committee, engaging businesses and citizens in workshops
and community dialogue on diversity and social equity issues, in and out of the workplace.
Mr. Nelson holds a Master’s degree in Public Administration from the University of Illinois-Springfield with a
graduate certificate in Public Sector Labor Relations.
As a founder of Mosaic Public Partners, Mr. Greg Nelson leverages decades of experience in the public sector
with many years of successful experience leading executive searches for a variety of client roles across the
nation.
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EDUCATION
Master of Public Administration – University of Illinois – Springfield, Springfield, IL
Graduate Certificate in Public Sector Labor Relations – University of Illinois – Springfield, Springfield, IL
Bachelor of Arts, Social Justice Professions – Sangamon State University, Springfield, IL
Federal Bureau of Investigations National Academy, Quantico, VA
EMPLOYMENT HISTORY
Mosaic Public Partners January 2022 - Present
Founder and Managing Partner
Lincoln, California
• Together, with Bryan Noblett, founded the firm to provide higher levels of service and client collaboration in public
sector executive search. As co-principals of the firm, we are building a winning employee culture which leads to
exceptional customer service.
Ralph Andersen & Associates February 2015 – December 2021
Vice President
Rocklin, California
• Led the firm’s public safety practice area, as well as served a diverse client portfolio primarily in the Western Region
of the United States (primarily California, Nevada, Texas, Washington and Oregon).
• Leveraged 20-year career in municipal policing to dramatically increase the firm’s public safety practice area.
• Successfully performed executive recruitments for clients in a variety of environments, including populations
served between 5,000 in population to well over 1 million; various forms of government, including cities, counties,
special districts and non-profit.
Pekin Police Department September 1994 – February 2015
Chief of Police (2011-2015), Deputy Chief of Police, Lieutenant, Sergeant, Patrolman (1994-2011)
Pekin, Illinois – Direct Report to City Manager (population 34,000)
• Created a goal-oriented organizational culture within the agency. Crime reduced over 20% in 2014.
• Worked cooperatively to establish the best labor-management climate in agency history .
• Focused on customer service; Participated in a national study of police-citizen encounters with a rating of 94%
favorable, amongst the highest in the study.
• Led a state-wide legislative effort in controlling pseudoephedrine to solve the state’s methamphetamine lab prob-
lem, building consensus of various stakeholders of government and business collaboration.
• Along with one other member, stood up the City’s Human Rights Committee promoting community diversity in the
workplace and the community.
GREGORY R. NELSON | 916.550.4100
200 Gateway Drive #1908, Lincoln, CA 95648 greg@mosaicpublic.com
www.linkedin.com/in/greg-nelson-95728113 www.mosaicpublic.com
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14
BRYAN NOBLETT
FOUNDER & MANAGING PARTNER
Bryan Noblett spent over 34 years working as a public safety leader in the Greater
Sacramento Region. The majority of his career was spent working in leadership and
executive level roles. Bryan placed a strong focus on staff development and on en-
suring his organization was responsive to community needs throughout his career.
He possesses a strong commitment to customer service and worked diligently
as a municipal government executive to ensure his organization was focused on
partnering with the community it served. In addition, Bryan is well-versed in labor
negotiations and working collaboratively with labor groups to achieve successful outcomes. Bryan’s
passion for leadership development, talent assessment and public service led him to accept a posi-
tion with a nationally recognized public sector search firm shortly after his retirement. Bryan holds a
Bachelor’s degree in Criminal Justice, a Master’s degree in Organizational Leadership and has attended
several prestigious professional development courses.
As a long-time contributor to city executive teams, Bryan possesses a thorough understanding of all
areas of public sector leadership. He spent the last 4 years partnering with municipal clients and com-
munities across the country by assisting them in recruiting talented leaders to serve as Police Chiefs,
City Managers, Chief Financial Officers, and other executive-level leadership positions. Bryan deeply
values his connections with people, which has led to several outstanding placements and ongoing
relationships with clients and candidates alike.
As a founder of Mosaic Public Partners, Bryan is very excited to focus on client needs and work with
candidates to place today’s public leaders.
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15
EDUCATION
Master of Arts, Organizational Leadership – Chapman University, Orange, CA
Bachelor of Science, Criminal Justice – CSU Sacramento, Sacramento, CA
Senior Management Institute for Police – Boston University, Boston, MA
Federal Bureau of Investigations National Academy, Quantico, VA
EMPLOYMENT HISTORY
Mosaic Public Partners January 2022 - Present
Founder and Managing Partner
Lincoln, California
• Along with Greg Nelson, founded the firm to provide higher levels of service and client collaboration in public
sector executive search. As co-principals of the firm, we are building a winning employee culture which leads to
exceptional customer service.
Ralph Andersen & Associates October 2019 – December 2021
Executive Search Consultant
Rocklin, California
• Worked with Greg Nelson in the firm’s public safety practice area, as well as served a diverse client portfolio pri-
marily in the Western Region of the United States (primarily California, Nevada, Texas, Washington and Oregon).
• Leveraged 30+ year career in municipal policing to successfully complete several police chief searches in multi-
ple states.
Elk Grove Police Department July 2009 – September 2019
Chief of Police (2016-2019), Assistant Chief of Police (2015-2016), Captain (2009-2015)
Elk Grove, CA – Direct Report to City Manager (population 175,000)
• Established Chief ’s Community Advisory Board to increase community collaboration.
• Created mission, vision, values for the organization through collaboration and team building.
• Worked with City Council, City Manager and others to build a real-time information center to improve police
response, along with increasing officer and public safety.
Lodi Police Department February 1985 – July 2009
Lieutenant, Sergeant, Corporal, Detective, Police Officer
Lodi, CA (population 65,000)
BRYAN A. NOBLETT | 916.550.4100
200 Gateway Drive #1908, Lincoln, CA 95648 bryan@mosaicpublic.com
www.linkedin.com/in/bryan-noblett-47689131 www.mosaicpublic.com
83
COST OF SERVICES
16
Our flat fee to provide executive search services as outlined in this proposal for the position
of City Manager is $26,500. The flat fee includes both professional services and consultant
expenses related to the aforementioned work plans. These expenses include graphic design,
advertising, consultant travel, administrative support, printing, postage, technology, and edu-
cational verification and background check on the selected candidate.
Invoicing will be in four installments:
1. Upon Execution of the Professional Services Agreement: $7,950
2. After Presentation of Candidates: $7,950
3. After Initial Interviews: $7,950
4. After Accepted Offer of Employment: $2,650
Included in the flat fee are two consultant trips to facilitate the presentation of candidates and can-
didate interviews. All other consultant meetings will be conducted via videoconference. Additional
consultant trips, if requested, shall be supplementally invoiced at $1,500 per day, per consultant
plus consultant travel expenses. Any additional expenses will be invoiced at the end of the project
and are supplemental to the flat fee. Candidate travel expenses shall be the responsibility of the
City of Moorpark.
This cost proposal and professional search services referenced herein are valid for 90 days from
date of submittal.
$26,500 FLAT FEE
OPTIONAL SERVICES
Should the City be interested in a utilizing a survey to extend opportunities for employees of the
City of Moorpark and/or the community to provide input into the recruitment and selection of the
next City Manager, Mosaic Public Partners will develop a survey instrument and provide a summary
report to help inform the selection. The City would be responsible for any announcements to create
awareness of the survey opportunity. The optional fee for either an employee or community survey
is $2,500 or $5,000 for both.
Sample employee and community surveys from the City of Morro Bay, City Manager recruitment are
included in this proposal as an example of the value and expectations a survey can provide the City.
84
17
GUARANTEE
Mosaic Public Partners offers an industry-standard one-year guarantee on our full search process. If,
within a one-year period after appointment, the selected candidate in a search voluntarily resigns or is
dismissed for cause, Mosaic Public Partners will conduct another search effort without additional fees
for professional services. The City would be expected to reimburse the firm for all actual expenses
incurred, which are approximately 30% of the flat fee and could include advertising costs, background
checks, and consultant travel. This guarantee does not apply to the appointment of internal candidates
or to candidates selected over the expressed objection(s) of the consultants.
If a placement is not made in the first search attempt, Mosaic Public Partners will conduct a second
search effort with no charge for professional services. The City would be expected to pay for all actual
expenses incurred in furtherance of the second search effort which could include advertising costs,
background checks, and consultant travel.
Mosaic Public Partners will never actively recruit our placement while they are employed with the City
of Moorpark.
INSURANCE
Mosaic Public Partners maintains the following insurance coverage:
Errors and Omissions/Professional Liability $2,000,000
General Liability/Commercial $2,000,000
Automobile Liability (hired/non-owned) $1,000,000
Workers Compensation $1,000,000
Data Breach Liability $2,000,000
85
SAMPLE CANDIDATE PROFILE
CITY OF ARROYO GRANDE, CA – CITY MANAGER
1886
CITY OF ARROYO GRANDE, CALIFORNIA
CITY MANAGER Recruitment Services Provided By
87
Arroyo Grande, incorporated in 1911, is located on the California Central Coast midway
between Los Angeles and San Francisco. Located in San Luis Obispo County, the City
is 5.45 square miles with a population of 18,469. Nestled between the Pacific Ocean,
beautiful foothills, lakes, and world-class wineries, the City boasts fine homes, excel-
lent schools, and a thriving agricultural and tourism-based economy.
Downtown Arroyo Grande, or the “Village” as locals call it, is the quaint heart of the
city. The walkable downtown has antique shops in old Victorian buildings, farm-to-
table eateries and watering holes, and exhilarating outdoor exploration. In the middle
of the village overlooking Arroyo Grande Creek is the historic Swinging Bridge, which
is owned and maintained by the City. Constructed in 1875, it spans a total length of 171
feet, is suspended 40 feet above the creek, and is the only one of its kind in California.
The City prides itself on its beautiful array of parks, open space, and multiple commu-
nity facilities. From the many parks to the sports complexes to the wildlife preserve,
the City of Arroyo Grande encourages a strengthened community and improved
psychological health. Each year, the Harvest Festival and Summer Concerts in the
Park Series draw crowds of visitors seeking an old-fashioned good time.
Arroyo Grande is one of the cities on the central coast known as the “Five Cities,” which
includes Grover Beach, Oceano, Pismo Beach, and Shell Beach or Halycon. Known for
its Mediterranean climate, summers are warm and dry with an average temperature
of 70 degrees. Meanwhile, winters are mild with an average temperature between 50
and 60 degrees.
About Arroyo GrandeThe Opportunity
The City of Arroyo Grande offers a truly exceptional
opportunity to city management professionals who
wish to deliver impactful work, partner with a bright
and dedicated staff, and serve the community
with a highly professional City Council – all along
California’s idyllic Central Coast.
88
The City of Arroyo Grande is a general law city, operating
under the City Council/City Manager form of government.
The five-member City Council consists of the directly
elected Mayor and four City Council Members. The mayor
is elected to a two-year term and the Council Members are
elected to serve four-year overlapping terms from districts.
The Council appoints the City Manager and the City Attorney.
Arroyo Grande is a full-service city, with police, streets,
engineering, planning, building, parks, recreation, water, and
sewer services. Fire services are provided through the Five
Cities Fire Authority, a joint powers authority established
between the City of Arroyo Grande and the City of Grover
Beach. The City’s budget for FY 2023-24 is $44.1 million, of
which $22.2 million represents the City’s General Fund.
Every two years, the City of Arroyo Grande carries out a
goal-setting process for the City Council to establish priori-
ties to make Arroyo Grande the best place to live, work, and
play. Through its budget process, the City Council matches
the resources necessary to achieve these priorities and to
enable the City to provide high quality services, programs,
and projects. Earlier this year, the City Council established
four major City goals to prioritize during this biennial budget
cycle. The goals were established based on the results from
a community survey and input from the public and staff, and
are as follows:
City Government
Funding – Support a thriving community through fiscal
responsibility, economic development efforts, and addi-
tional and alternative revenue streams.
Fire Services - Implement operational and fire and emer-
gency service delivery improvements through the Five
Cities Fire Authority and complete the transition of services
to Oceano due to its exit from the Authority.
Infrastructure – Invest in and complete critical infrastruc-
ture projects throughout the City through the strategic
prioritization of projects based on available resources.
General Plan Update – Prioritize and complete major work
efforts for the comprehensive General Plan update to pro-
vide a vision and framework for future development within
the City.
Despite its easy-going coastal charm, Arroyo Grande takes
pride in investing in the City’s future, investing in the City’s
infrastructure and facilities, and investing in its people. To
demonstrate this, the City has joined the Central Coast Blue
Regional Recycled Water Authority. The Authority is a local
sustainability project that will create a new, high quality,
and reliable water supply for the Five Cities, even in time of
water shortage or drought.
89
The City Manager is appointed to effectively implement and
administer the policies established by the City Council. The
City Manager is responsible for making recommendations to
the Council concerning policies and programs and developing
methods to ensure the efficient operation of services. The City
Manager has significant responsibilities for the operation of the
City, including:
• Provide overall leadership for City staff;
• Fully oversee and assist the City Council on policy
matters;
• Establish procedures for policy/program
implementation;
• Maintain the delivery of established services in align-
ment with the community standard;
• Hire, assign, and promote employees;
• Implement federal, state, and county mandates as
appropriate.
The City Manager also represents the City within the
community and with other government agencies.
The Position
90
The next City Manager will be presented with a few known
challenges and opportunities in which to excel, including:
• The General Plan and Development Code Update is a
monumental opportunity to shape the future of Arroyo
Grande. The City has engaged a consultant and is in
the very early stages of the project, which will provide
a unique opportunity for the next City Manager to
be involved in the general plan update, creation and
execution.
• A number of other key projects have recently been
completed, including Central Coast Blue (a large,
regional, water sustainability project), realignment of the
fire authority Joint Powers Agreement, completion of the
City’s housing element, and the successful negotiation
of the labor agreements with the City’s three bargaining
units. This will allow the next City Manager the needed
capacity and focus to have a successful transition.
• There is an opportunity to work with City staff to
streamline processes and drive efficiencies across the
organization, to yield both cost savings and better cus-
tomer service.
• The City is currently polling to gauge community sup-
port for a sales tax measure in the upcoming election.
Successful adoption will provide significant resources to
drive capital projects and other key initiatives.
Challenges and
Opportunities
91
In addition to being ethical, well qualified, and experienced,
the next City Manager for Arroyo Grande must possess cer-
tain traits that will be essential for success.
• The Council seeks a confident and self-assured executive
who has the ability to balance hands-on leadership with
the necessary delegation to empower and develop the
talented and committed staff of Arroyo Grande.
• Executive experience in local government, preferably in a
municipal setting, with significant exposure and interaction
with elected bodies will be critical for success – whether
at the City Manager, or Assistant/Deputy level.
• The ability to build and maintain rich and effective rela-
tionships with Council, staff, and the community is of
critical importance for success in the position. In a small
and engaged community such as Arroyo Grande, the
City Manager must be highly accessible and visible in the
community.
• The Council seeks to establish a long-term relationship
with its next City Manager and is committed to success in
the role.
Ideal Candidate
92
Any combination of experience and training that would
likely provide the required knowledge and abilities is qual-
ifying. A typical way to obtain the knowledge and abilities
would be:
Education: Equivalent to a Bachelor’s degree from an
accredited college or university with major course work in
public administration, business administration or a related
field. An advanced degree in public administration or a
closely related field is desirable.
Experience: Seven years of increasingly responsible expe-
rience in government, including five years of administrative
and supervisory responsibility.
Qualifications
93
The Arroyo Grande City Council will offer a highly
competitive salary and benefits package to its
next City Manager which considers the candidate’s
qualifications and track record of career success.
The salary range for the position of City Manager is
$203,915 to $247,944 annually.
Compensation
& Benefits
94
This recruitment will be handled with strict confidentiality.
Confidential inquiries are welcomed to Greg Nelson or
Bryan Noblett at (916) 550-4100. References will not be
contacted until mutual interest has been established.
Interested candidates should submit a comprehensive
résumé and compelling cover letter online at
mosaicpublic.com/careers no later than Monday, October
23, 2023.
The City of Arroyo Grande is an Equal Opportunity Employer.
The Recruitment
Process
95
SAMPLE STAFF SURVEY
CITY OF MORRO BAY – STAFF SURVEY
CITY OF MORRO BAY – COMMUNITY SURVEY
2896
CITY OF MORRO BAY, CALIFORNIA
CITY MANAGER
CITY STAFF SURVEY RESULTS
97
This report summarizes the results of the City Staff Survey conducted as
part of the City of Morro Bay’s City Manager recruitment and selection
process. The survey was created by Mosaic Public Partners to allow
respondents the ability to provide input regarding the desired attributes,
challenges, and priorities for the next Morro Bay City Manager. The survey
was electronically distributed to 105 City staff members and the staff was
given approximately five weeks in March and April to respond. A total of
30 responses were received, which means approximately 29% of the staff
chose to provide input as part of the recruitment process.
A total of five questions were asked as part of the survey. The first question
was designed to collect demographic information from the respondents.
Questions 2 and 3 were designed to elicit information from staff regard-
ing top challenges and priorities the next City Manager should focus on.
Question 4 sought to collect the most important characteristics staff are
seeking in their next leader. The final question provided a free response
opportunity for staff to share any additional thoughts regarding the selection
of the next City Manager.
2
CITY STAFF SURVEY RESULTS
DEMOGRAPHIC INFORMATION
57%
OF CITY STAFF
LIVE OUTSIDE OF
MORRO BAY
43%
OF CITY STAFF
LIVE AND WORK IN
MORRO BAY.
98
CITY OF MORRO BAY
What do you believe will be the most significant
challenges for the next City Manager?
11Vistra Battery Energy Storage System/Wind Energy Project
7Balancing the community and business district with the new
mayor and council
2Maintaining the small town identity
12Generating revenue by increasing the tax base and
managing salaries
7Recruitment and retention of City Staff
5Adopting goals for housing and development
4Decommissioning of the wastewater treatment plant and
transitioning to WRF
3Degradation of City infrastructure
Challenge Theme 1 - Topics relating to the Vistra Battery Energy Storage
System and the Wind Energy Project were prominent in the survey (36%).
The responses were divided between support and opposition for these
projects; however, it is clear they will present a significant challenge for the
next City Manager. Several respondents specifically mentioned the need to
balance the community and business district needs while demonstrating
leadership acumen with a new mayor and council.
Challenge Theme 2 - A strong focus was placed on generating revenue
in light of recession concerns while maintaining and/or increasing levels of
service to the community (40%). Placing priorities on budgeting between
salaries, projects and the community were strongly represented. A common
priority was recruitment and retention of City staff (23%). Many of the respon-
dents who identified this priority paired it with the need for competitive
salaries for City staff.
Challenge Theme 3 - Several responses presented a theme suggesting
the next City Manager will need to focus on the City’s infrastructure, devel-
opment, and housing. It was suggested the new mayor and council follow
the recently adopted goals and policies while guiding the City in this area.
Several respondents mentioned concerns surrounding the wastewater
treatment plant and the transition to the WRF.
3
CITY STAFF SURVEY RESULTS
99
CITY OF MORRO BAY
What do you believe are the important areas of improve-
ment you would like to see the City Manager prioritize?
Improvement Theme 1 -A strong sentiment toward recruitment and retention
occurred with a focus on competitive salaries and benefits for City staff (20%). A
recurring topic was team building and cohesiveness, employee development,
and clear communication from the City Manager to enable staff to meet the
City’s goals and objectives.
Improvement Theme 2 - Respondents felt that a clear vision for the City’s
future while maintaining the existing feel of the community was important.
Concerns regarding the future included the City Manager’s ability to develop
and maintain positive leadership and rapport with the new mayor and coun-
cil while managing expectations of the public when it comes to City staff.
Vitalizing the community while maintaining and upgrading existing infrastruc-
ture was a suggested area for improvement by 6 respondents (20%).
Improvement Theme 3 - Topics related to the City’s budget and revenue
generation presented during the survey (43% combined). Several respondents
felt the distribution of City funds could be better allocated and prioritized. With
the onset of potential high-profile projects in the City’s future, it is necessary to
ensure funding will be sufficient to meet the City’s future needs.
4
CITY STAFF SURVEY RESULTS
6Competitive increase in salary and benefits for City staff
5Strategic development of City Staff and team building
3Recruitment and retention of City Staff
3Clear expectations to meet City’s goals and objectives
6Vitalize Community and Infrastructure
5Clear vision for the City
3Managing the public expectations while maintaining
positive rapport with council
8Better use of City funding to fund projects and pay
5Revenue Generation
100
CITY OF MORRO BAY
What characteristics do you believe best define the ideal
City Manager for the City of Morro Bay?
5
CITY STAFF SURVEY RESULTS
10Strong leadership
10Good listener and communicator
5Supportive of City staff
4Prioritize critical needs and be a problem solver
4Collaborative leadership
4Be like Scott Collins
3Honest, trustworthy, and ethical
3Visionary and forward thinking
2Knowledge of coastal cities
2Apolitical and transparent
1
2
3
4
5
6
7
8
9
10
101
CITY OF MORRO BAY
The following is an inclusive list of the free responses, 16 of the 30 respondents provided additional comments to this question.
The responses have been grouped into four themes or concepts for organizational clarity.
LEADERSHIP
• Hoping to find someone that is a leader, who can work with all the
council, all staff, and the community. One who supports staff, who can
produce work and not just delegate all their work to staff.
• Not being a sheep.
• Someone that can come in and leave the ego at the door. Get to know
our operations before making drastic changes.
• Given the tenacity of the public, we need someone who will not cave
into the individual desires of the public by abandoning the hard-fought
adopted goals and policies included in the General Plan, Coastal Land
Use Plan, and zoning code.
• Scott Collins was a great fit for this city which is so polarized. He was
able to bring people together and find common ground and articulate
the challenges at hand. It would be great to find a leader with similar
character traits to Scott. A dominant, take charge, arrogant type of
leader will not be good for efforts to bring people of different opinions
together and won’t be good for staff.
• Scott Collins’ kindness, generosity, and forward vision made him a
great manager and less akin to a politician. A politician or manager will
not benefit the city, but a leader will.
COMMUNITY
• Find someone focused on good governance, growth, and fiscal sus-
tainability. Avoid someone that is focused on activism or agenda-based
decision making. Identify a candidate that truly wants what is best for the
community.
STAFFING
• Take care of the people on the front line.
• Having someone with a good track record of positive influence and
working relationships with subordinates would be an ideal person for
Morro Bay.
MISCELLANEOUS
• I miss Scott, bring him back!
• Thank you for this survey and for taking the time needed to choose the
best candidate for the job!
• It’s going to be hard to fill Scott Collins’ shoes, but we will be accepting
and kind.
• Scott Collins was great – find another of those.
• Thank you for allowing input and good luck with the recruitment process.
• Scott will be hard to replace so I wish you luck in finding his replacement.
• Clone Scott Collins.
Is there anything else you would like to share
regarding the selection of the next City Manager?
6
CITY STAFF SURVEY RESULTS
102
CITY OF MORRO BAY, CALIFORNIA
CITY MANAGER
COMMUNITY SURVEY RESULTS
103
This report summarizes the results of the Community Input Survey con-
ducted as part of the City of Morro Bay’s City Manager recruitment and
selection process. The survey was created by Mosaic Public Partners to
allow respondents the ability to provide input regarding the desired charac-
teristics and priorities for the next Morro Bay City Manager. The survey was
electronically distributed to the public through the City’s website and the
community had approximately five weeks in March and April to respond. A
total of 44 responses were gathered from community members who chose
to provide input as part of this recruitment process.
A total of four questions were asked as part of the survey. The first question
was designed to collect demographic information from the respondents.
Question 2 was designed to elicit input from the community about the
top priorities the next City Manager should focus on. Question 3 sought
to collect the most important characteristics that best define the ideal
City Manager for the City of Morro Bay. The final question provided a free
response opportunity for respondents to include any additional thoughts
they desired to share regarding the selection of the next City Manager.
2
COMMUNITY SURVEY RESULTS
DEMOGRAPHIC INFORMATION
75%
RESIDENT
33 RESPONDENTS
4.5%
NEITHER
2 RESPONDENTS
18.2%
BUSINESS OWNER
& RESIDENT
8 RESPONDENTS
2.2%
BUSINESS OWNER
1 RESPONDENT
104
CITY OF MORRO BAY
What do you believe should be the top priorities
for the next City Manager?
Improve Infrastructure (19) The top issue identified was improving the City's
roads. Additional concerns were keeping the city attractive to help promote
tourism, public building upkeep, flood control, and repair to the harbor.
Economic Development and Generating Revenue (18) Respondents wish
to improve the economic well-being and quality of life for the community
while maintaining the coastal and quaint feel of the city. By bringing eco-
nomic vitality and generating revenue, infrastructure improvements will
follow and help local businesses.
Challenges with unhoused persons and cleaning the city (9) Many of the
respondents relayed concerns about homelessness and safety. Additionally,
this will contribute to city clean up, beautification, and maintenance.
Financial Responsibility (9) Fiscal health and responsible spending were
highly noted. Suggested responses included staying within the City’s budget,
reducing costs within City management, and blocking projects that result in
fines when not completed in a timely manner.
Vistra Battery Energy Storage System (5) This topic presented with a
division of support and opposition for the project. However, it is noted that
this issue is a priority for the next City Manager.
3
COMMUNITY SURVEY RESULTS
During extensive outreach in the initial stages of the recruitment, community members were asked to identify the top priorities
for the next City Manager. Those responses were gathered by the recruitment team and are detailed below by category.
Affordable housing (5) Several respondents believe the next City Manager
should make affordable housing for residents a priority.
Community outreach (4) – Some respondents would like to see more
community engagement to ensure the citizens of Morro Bay have a voice.
Additionally, it is suggested that outreach will resolve questions and con-
cerns raised by community members.
105
CITY OF MORRO BAY
What characteristics do you believe best define
the ideal City Manager for the City of Morro Bay?
4
11Effective communicator
9Experienced and competent
8Honesty/Integrity/Trustworthy
8Strong leader
8Financially sound/business background
7Values the community’s input
7Has the best interest for the city
6Unbiased/political acumen
3Problem Solver/Strategic thinker
5Good work ethic
3Personable
5Lives in Morro Bay
2Consensus builder
COMMUNITY SURVEY RESULTS
106
CITY OF MORRO BAY
The following is an inclusive list of the free responses where 30 of the 44 respondents provided additional comments.
The responses have been grouped into themes or concepts for organizational clarity.
COMMUNITY
• The next City Manager should have roots in Morro Bay. The decisions
they make should directly affect them.
• They need to have already lived here and not just pocket cash from
whoever can give them the most. How about someone who’s had
to pay their way with a regular job in this area? Don’t just cater to the
wealthy.
• Obviously, I care about cleaning up trash and graffiti. I’ve attempted to
contact the last City Manager and got no response. I think it’s pretty
pathetic that locals have to clean up trash and paint over graffiti. I raise
my children here and own a home. I take on enough. I think the trash
hero thing is a BS cop-out to save money.
• Resident.
• Be motivated in wanting to see Morro Bay thrive and succeed.
• We need a sensible, tourist-oriented plan for the power station.
• Hopefully someone who is involved in the community and stays.
• It’s a tough job to work with the council and City staff to get things
done harmoniously. Please select someone who can improve our city.
Someone that lives in or whose heart is in the central coast.
• Consider cultural fit. The next City Manager should be a good fit for the
culture and values of Morro Bay. This can include a commitment to
environmental sustainability, a focus on community engagement, and an
understanding of the unique challenges facing the city.
LEADERSHIP AND CHARACTERISTIC
• The next City Manager should continue what Scott Collins started -
knowing and appreciating what staff does, helping the public understand
it, and holding staff accountable to high quality. The next city Manager
should be as approachable, transparent, humble, and welcoming as
Scott.
• Yes, we can attitude.
• Needs to have a strong backbone to deal with the most vocal, smallest
population that constantly threatens the ability of Morro Bay city govern-
ment to function.
• Should be analytical, hold ego in check and be energetic.
• Pragmatic.
• Kindness, inclusivity, and rainbow crosswalk.
• It has to be someone the council can work well with.
• Clone Scott Collins.
• Scott Collins pedigree and temperament will never be matched. But that
should be our North Star.
Is there anything else you would like to share
regarding the selection of the next City Manager?
5
COMMUNITY SURVEY RESULTS
107
CITY OF MORRO BAY
RELATIONSHIPS
• The City Manager needs to be able to communicate with the council
when prioritizing staff efforts, spending decisions, seeking new busi-
ness investment, and serving the whole community, not just those who
have the time to attend meetings and speak.
• Work in concert with staff, city council, mayor and communities
surrounding Morro Bay.
CITY STAFFING
• The City of Morro Bay has been lucky to attract and hire very talented
individuals. However, retention is a struggle due to employee burnout,
responsibility overload and imbalance, and especially low pay. It would
go a long way if the next City Manager could recognize that city staff is
overwhelmed constantly and continues to miss milestones, while not
intentionally, but out of necessity and staffing constraints. The message
to the community is that Special Revenue was to help with these staff-
ing and salaries shortages but that doesn’t seem to be what is actually
occurring each year.
• Our city staff are the most competent, professional staff at every
position that we have had in 23 years of owning a home and operating
a business in Morro Bay. It is of paramount importance to maintain the
quality of city services and to increase revenues to retain staff.
RECRUITMENT PROCESS
• Please share the process openly with the public.
• Would really appreciate and need a town hall setting where residents can
meet face-to-face and get to know the candidates.
• Listen to the citizens.
• Thank you for opening up your selection process by distributing this
online survey, which I hope will be energetically widespread.
• Conduct a thorough and transparent recruitment process. It’s important to
ensure that the recruitment process for the City Manager position is fair,
transparent, and inclusive. This can help attract a diverse pool of qualified
candidates and ensure that the best person is selected for the job.
• Involve stakeholders in the selection process. It may be beneficial to
involve a diverse group of stakeholders, such as city staff, elected officials,
business owners, and residents in the selection process. This can help
ensure that the new City Manager has the support of the community and
is aligned with the city’s values and priorities.
• Prioritize experience and qualifications. When selecting the next City
Manager, it is important to prioritize candidates who have a proven track
record of success in municipal management and possess the necessary
qualifications and skills for the job.
Is there anything else you would like to share
regarding the selection of the next City Manager?
6
COMMUNITY SURVEY RESULTS
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CITY OF MORRO BAY
Is there anything else you would like to share
regarding the selection of the next City Manager?
7
COMMUNITY SURVEY RESULTS
MISCELLANEOUS
• Maybe a woman would be a good choice to complement our all
women council.
• That the candidate is selected upon merit and compatibility, not DEI
parameters.
• Someone who is willing to invest 5-10 years to help the city achieve
long-range goals.
• Provide support and resources. Once the new City Manager is
selected, it’s important to provide them with the support and resources
they need to be successful. This can include mentoring and coaching,
access to training and professional development opportunities, and a
clear set of expectations and goals.
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