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HomeMy WebLinkAbout2026-134-E-Human Resources Dept-Developmental Associates-Executive RecruitmentRevised 01/24 1 [Departmental Use Only] TITLE Executive Recruitment FY 2026 NORTH CAROLINA SERVICES AGREEMENT NO RFP/RFQ ORANGE COUNTY This Services Agreement (hereinafter “Agreement”), made and entered into this 8th day of April, 2026, (“Effective Date”) by and between Orange County, North Carolina a political subdivision of the State of North Carolina (hereinafter, the "County") and Developmental Assoicates LLC, (hereinafter, the "Provider"). WITNESSETH: That the County and Provider, for the consideration herein named, do hereby agree as follows: 1. Services a. Scope of Work. i) This Agreement is for services to be rendered by Provider to County with respect to (insert type of project): Executive recruitment for the position of Tax Administrator. ii) By executing this Agreement, the Provider represents and agrees that Provider is qualified to perform and fully capable of performing and providing the services required or necessary under this Agreement in a fully competent, professional and timely manner. iii) Time is of the essence with respect to this Agreement. iv) The services to be performed under this Agreement consist of Basic Services, as described and designated in Section 3 hereof. Compensation to the Provider for Basic Services under this Agreement shall be as set forth herein. 2. Responsibilities of the Provider a. Services to be provided. The Provider shall provide the County with all services required in Section 3 to satisfactorily complete the Project within the time limitations set forth herein and in accordance with the highest professional standards. b. Standard of Care. i) The Provider shall exercise reasonable care and diligence in performing services under this Agreement in accordance with the highest generally accepted standards of this type of Provider practice throughout the United States and in accordance with applicable federal, state and local laws and regulations applicable to the performance of these services. Provider is solely responsible for the professional Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 2 quality, accuracy and timely completion and submission of all work related to the Basic Services. ii) Provider shall be responsible for all errors or omissions of its agents, contractors, employees, or assigns in the performance of the Agreement. Provider shall correct any and all errors, omissions, discrepancies, ambiguities, mistakes or conflicts at no additional cost to the County. iii) The Provider shall not, except as otherwise provided for in this Agreement, subcontract the performance of any work under this Agreement without prior written permission of the County. No permission for subcontracting shall create, between the County and the subcontractor, any contract or any other relationship. iv) Provider is an independent contractor of County. Any and all employees of the Provider engaged by the Provider in the performance of any work or services required of the Provider under this Agreement, shall be considered employees or agents of the Provider only and not of the County, and any and all claims that may or might arise under any workers compensation or other law or contract on behalf of said employees while so engaged shall be the sole obligation and responsibility of the Provider. v) If activities related to the performance of this Agreement require specific licenses, certifications, or related credentials Provider represents that it or its employees, agents and subcontractors engaged in such activities possess such licenses, certifications, or credentials and that such licenses certifications, or credentials are current, active, and not in a state of suspension or revocation. vi) Should any documents, exhibits, or addenda be attached to this Agreement, the terms of this Agreement shall have priority in any conflict with or among the terms of such referenced documents, exhibits, or addenda. vii) Should this Agreement involve project designs, the construction or creation of which is to be bid out or fulfilled by other contractors, and bidding or negotiation with contractors produce prices which, when added to the other elements of the approved total project cost, produce a cost that is in excess of the approved total project cost, the Provider shall participate with the County in negotiation and design adjustments to the extent such are necessary to obtain prices within the approved total project cost. All activity of the Provider with respect to these matters shall constitute Basic Services and shall be performed by the Provider without additional compensation. If negotiation and design adjustments fail to bring costs within the total project cost the County may reject all bids and Provider will redesign or reduce portions of the project in an effort to reduce the bid prices to within the total project cost and rebid the project. One such redesign is included within Basic Services. If this second letting for bids does not produce bids that are within the approved total project cost initially or after negotiations with the contractor the cost is not reduced to an amount within the total project cost, the Provider is not obligated to engage in further redesign. 3. Basic Services Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 3 a. Basic Services. The Services to be rendered pursuant to this Agreement are as follows (fully describe services to be provided): Provide comprehensive professional services to recruit, screen, assess, and support the selection of a qualified candidate for the position of Orange County Tax Administrator. Services as provided in attached proposal. N 4. Duration of Services a. Term. The term of this Agreement shall be from April 1, 2026 to October 31, 2026. b. Scheduling of Services. i) The Provider shall schedule and perform its activities in a timely manner. ii) Should the County determine that the Provider is behind schedule, it may require the Provider to expedite and accelerate its efforts, including providing additional resources and working overtime, as necessary, to perform its services in accordance with the approved project schedule at no additional cost to the County. iii) The Commencement Date for the Provider's Basic Services shall be April 1, 2026. 5. Compensation a. Compensation for Basic Services. Compensation for Basic Services shall include all compensation due the Provider from the County for all services satisfactorily (as determined by the County) performed pursuant to this Agreement. The maximum amount payable for Basic Services shall not exceed thirty-four thousand and one- hundred Dollars ($34,100). Payment for satisfactorily performed Basic Services shall become due and payable within thirty (30) days of Provider properly invoicing County. Payment shall be subject to provisions of Section 5(b). b. Disputes. In the event the amount stated on an invoice is disputed by the County, the County may withhold payment of all or a portion of the amount stated on an invoice until the parties resolve the dispute. Should Provider fail to perform its duties under the terms of this Agreement, County may, without fault or penalty, withhold any payment associated with the work to be performed until such time as said work is completed. c. Additional Services. County shall not be responsible for costs related to any services in addition to the Basic Services performed by Provider unless County requests such additional services in writing and such additional services are evidenced by a written amendment to this Agreement. 6. Responsibilities of the County a. Cooperation and Coordination. The County has designated (Brenda Bartholomew, HR Director) to act as the County's representative with respect to the Project who shall have the authority to render decisions within guidelines established by the County Manager or the County Board of Commissioners and who shall be available during working hours as often as may be reasonably required to render decisions and to furnish information. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 4 7. Insurance a. General Requirements. Provider shall obtain, at its sole expense, Commercial General Liability Insurance, Automobile Insurance, Workers’ Compensation Insurance, and any additional insurance as may be required by County’s Risk Manager as such insurance requirements are described in the Orange County Risk Transfer Policy and Orange County Minimum Insurance Coverage Requirements (each document is incorporated herein by reference and may be viewed at http://www.orangecountync.gov/departments/purchasing_division/contracts.php). If County’s Risk Manager determines additional insurance coverage is required such additional insurance shall consist of N/A (if no additional insurance required mark N/A as being not applicable). Provider shall not commence work until such insurance is in effect and certification thereof has been received by the County's Risk Manager. 8. Indemnity a. Indemnity. To the extent authorized by North Carolina law the Provider agrees, without limitation, to defend, indemnify and hold harmless the County from all loss, liability, claims or expense, including attorney's fees, arising out of or related to the Project and arising from property damage or bodily injury including death to any person or persons caused in whole or in part by the negligence or misconduct of the Provider except to the extent same are caused by the negligence or willful misconduct of the County. It is the intent of this provision to require the Provider to indemnify the County to the fullest extent permitted under North Carolina law. 9. Amendments to the Agreement a. Changes in Basic Services. Changes in the Basic Services and entitlement to additional compensation or a change in duration of this Agreement shall be made by a written Amendment to this Agreement executed by the County and the Provider. The Provider shall proceed to perform the Services required by the Amendment only after receiving a fully executed Amendment from the County. 10. Termination a. Termination for Convenience of the County. This Agreement may be terminated without cause by the County and for its convenience upon seven (7) days’ prior written notice to the Provider. b. Other Termination. The Provider may terminate this Agreement based upon the County's material breach of this Agreement; provided, the County has not taken all reasonable actions to remedy the breach. The Provider shall give the County seven (7) days' prior written notice of its intent to terminate this Agreement for cause. Either party may terminate this Agreement upon notice to the other party that obligations pursuant to this Agreement are made impractical due to declarations of emergency by Orange County or by North Carolina due to events directly impacting Orange County. Both parties shall remain responsible for all payment and performance due up to the receipt of such notice, but shall have no further obligation or responsibility beyond that date provided the Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 5 terminating party has taken all reasonable steps to complete the performance of its obligations. c. Compensation After Termination. i) In the event of termination, the Provider shall be paid that portion of the fees and expenses that it has earned to the date of termination, less any costs or expenses incurred or anticipated to be incurred by the County due to errors or omissions of the Provider. Upon request of the County, the Provider shall submit to County all relevant documentation, including but not limited to, job cost records, to support its claims for final compensation. ii) Should this Agreement be terminated, the Provider shall deliver to the County within seven (7) days, at no additional cost, all deliverables including any electronic data or files relating to the Project. d. Waiver. The payment of any sums by the County under this Agreement or the failure of the County to require compliance by the Provider with any provisions of this Agreement or the waiver by the County of any breach of this Agreement shall not constitute a waiver of any claim for damages by the County for any breach of this Agreement or a waiver of any other required compliance with this Agreement. e. Suspension. County may suspend the Basic Services and this Agreement at any time for County’s convenience and without penalty to County upon three (3) days’ notice to Provider. Upon any suspension by County, Provider shall discontinue work on the Basic Services and shall not resume the Basic Services until notified to proceed by County. 11. Additional Provisions a. Limitation and Assignment. The County and the Provider each bind themselves, their successors, assigns and legal representatives to the terms of this Agreement. Neither the County nor the Provider shall assign or transfer its interest in this Agreement without the written consent of the other. There are no third-party beneficiaries of this Agreement and nothing in this Agreement, express or implied, is intended to confer on any person other than the parties hereto (and their respective successors, heirs and permitted assigns), any rights, remedies, or obligations. b. Confidentiality. Unless otherwise prohibited by law, all data, materials, documents, notes, memoranda, intellectual property, and other information provided or disclosed by Provider to County, or otherwise used by Provider to provide or perform any Scope of Services, in connection with this Agreement shall be owned solely and exclusively by Provider and shall constitute the confidential and proprietary information of Provider for all purposes hereunder (all the foregoing, collectively, “Provider’s Confidential Information”). The County (i) shall neither copy, nor disclose nor distribute to any third party, any of Provider’s Confidential Information without Provider’s prior written consent and (ii) shall not use any such Provider’s Confidential Information, except to the extent permitted hereunder. The County’s obligations under this Section shall survive any termination or expiration of this Agreement, and promptly after any such termination or expiration, or upon any request by Provider, the County shall return to Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 6 Provider all such Provider’s Confidential Information and all copies thereof. In no event shall the County acquire any ownership or other rights in any Provider’s Confidential Information, whether by implication or otherwise, except to the extent expressly set forth herein. Subject to the foregoing in this Section, Provider shall make available to the County all data, notes and memoranda completed during the Scope of Services and upon completion of the services will forward to the County the results of the Scope of Services for its use. Both parties recognize and agree to adhere to North Carolina’s public records law, set forth at Chapter 132 of the North Carolina General Statutes. Provider agrees to indemnify and hold harmless County and its officers, employees, and agents from all costs, damages, and expenses incurred in connection with refusing to disclose any information. c. Governing Law. This Agreement and the duties, responsibilities, obligations and rights of respective parties hereunder shall be governed by the laws of the State of North Carolina. By executing this Agreement Provider affirms that Provider and any subcontractors of Provider are and shall remain in compliance with Article 2 of Chapter 64 of the North Carolina General Statutes. By executing this Agreement Provider certifies that Provider has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.58. By executing this Agreement Provider certifies that Provider has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.81. d. Non-Discrimination. Provider shall at all times remain in compliance with all applicable local, state, and federal laws, rules, and regulations including but not limited to all state and federal non-discrimination laws, policies, rules, and regulations and the Orange County Non-Discrimination Policy and Orange County Living Wage Policy (each Orange County policy is incorporated herein by reference and may be viewed at http://www.orangecountync.gov/departments/purchasing_division/contracts.php.) Any violation of the Orange County Non-Discrimination Policy is a breach of this Agreement and County may immediately terminate this Agreement without further obligation on the part of the County. This paragraph is not intended to limit and does not limit the definition of breach to discrimination. e. Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages with respect to any provision of, or the performance or non-performance of, this Agreement shall be brought in the General Court of Justice of North Carolina sitting in Orange County, North Carolina. It is agreed by the parties that no other court shall have jurisdiction or venue with respect to such suits or actions. Binding arbitration may not be initiated by either Party, however, the Parties may agree to nonbinding mediation of any dispute prior to the bringing of such suit or action. f. Entire Agreement. This Agreement represents the entire and integrated agreement between the County and the Provider and supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be amended only by written instrument signed by both parties. Modifications may be evidenced by facsimile signatures. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 7 g. Severability. If any provision of this Agreement is held as a matter of law to be unenforceable, the remainder of this Agreement shall be valid and binding upon the Parties. h. Ownership of Work Product. Should Provider’s performance of this Agreement generate documents, items or things that are specific to this Project such documents, items or things shall become the property of the County and may be used on any other project without additional compensation to the Provider. The use of the documents, items or things by the County or by any person or entity for any purpose other than the Project as set forth in this Agreement shall be at the full risk of the County. i. Non-Appropriation. Provider acknowledges that County is a governmental entity, and the validity of this Agreement is based upon the availability of public funding under the authority of its statutory mandate. In the event that public funds are unavailable or not appropriated for the performance of County’s obligations under this Agreement, then this Agreement shall automatically expire without penalty to County immediately upon written notice to Provider of the unavailability or non-appropriation of public funds. It is expressly agreed that County shall not activate this non-appropriation provision for its convenience or to circumvent the requirements of this Agreement. In the event of a change in the County’s statutory authority, mandate or mandated functions, by state or federal legislative or regulatory action, which adversely affects County’s authority to continue its obligations under this Agreement, then this Agreement shall automatically terminate without penalty to County upon written notice to Provider of such limitation or change in County’s legal authority. j. Signatures. This Agreement together with any amendments or modifications may be executed electronically. All electronic signatures affixed hereto evidence the consent of the Parties to utilize electronic signatures and the intent of the Parties to comply with Article 11A and Article 40 of North Carolina General Statute Chapter 66. k. Notices. Any notice required by this Agreement shall be in writing and delivered by certified or registered mail, return receipt requested to the following: Orange County Provider’s Name Attention:Brenda Bartholomew Developmental Associates P.O. Box 8181 510 Meadowmont Village Cr Hillsborough, NC 27278 Chapel Hill NC 27517 [SIGNATURE PAGE TO FOLLOW] Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Revised 01/24 8 IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have hereunder set their hands and seal, all as of the day and year first above written. ORANGE COUNTY: PROVIDER: By: _________________________________ Travis Myren, County Manager By: __________________________________ Stephen K. Straus, PHD Printed Name and Title Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 4/8/20264/11/2026 Revised 01/24 9 ORANGE COUNTY—INTERNAL USE ONLY ______________________________________________________________________________ Finance Information Vendor Name: Developmental Associates LLC Vendor Contact Person: Stephen K. Straus, PHD Phone: (919) 812-0132 Address: 510 Meadowmont Village Circle, 299 City Chapel Hill State: NC Zip: 27517 Department: Human Resources Amount: $34,500 Purpose: Executive Recruitment Budget Code(s): Vendor # Vendor Status with NCSOS: Vendor is a BOCC consultant: Yes No Contract Details Contract Type: New Amendment (Original Contract: ) (Most Recent Amendment ) Effective Date End Date Notice Date (Notice Purpose ) Award Approved by Board (Agenda Date: ); Made or Administered by Signature Authority - BOCC Express Delegation (Agenda Date: ) - Policy 9.4: Under $5,000; Service Under $90,000; Construction Under $250,000 - Budget Policy Section XV (Capital Improvement Project: ) Bidding Informal Bidding ($30k-$90k); Formal RFP ($90k+); Other (<$30k); Exception(# ) Department Affirmation This agreement is approved as to technical form and content and I as Department Director affirmatively state work on this project has not been initiated prior to execution of the agreement. This agreement is approved as to technical form and content. Services related to this agreement have already begun or been completed. Description of the nature of the emergency condition that was addressed: Department Director’s Signature ________________________________________ Date: ________ Information Technologies This agreement has been reviewed and is approved as to information technology content and specifications: Office of the Chief Information Officer___________________________________ Date: ________ Inapplicable because no hardware/software purchases or related services Risk Management This agreement is approved for sufficiency of insurance standards, specifications, and requirements: Office of the Risk Management Officer___________________________________ Date: _________ Financial Services This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control Act: Office of the Chief Financial Officer ____________________________________ Date: _________ Legal Services This agreement is approved as to legal form and sufficiency: Office of the County Attorney __________________________________________Date: ________ Clerk to the Board All Docusign contracts must be copied to the Clerk upon completion: occlerkdocs@orangecountync.gov The following signature block is for hard copies only and is not required for Docusign contracts: Received for record retention: Office of the Clerk to the Board __________________________________________Date:________ Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 4/8/2026 4/10/2026 4/10/2026 4/10/2026 Experts in Emotional Intelligence to Develop Individuals and Organizations 1 COVER LETTER INFORMATION: Incorporation: As a predominantly female-owned enterprise Developmental Associates is a HUB certified LLC (S) Corporation. We are located in Orange County. Lead Consultant: Stephen Straus, Ph.D. March 6, 2026 Brenda Bartholomew 131 W. Margaret Lane 3rd Floor Hillsborough, North Carolina 27278 Dear Ms. Bartholomew: As a firm located in Orange County, we would be delighted to work with you on your upcoming process for the Tax Administrator. We have partnered with the following NC counties to hire Tax Administrators: • Durham County (the Administrator we helped them hire in 2019 was promoted to Assistant County Manager. We then assisted in the hiring of the current Tax Administrator in 2023.) • Cumberland County (We worked with Amy Canon, former Cumberland County Manager and current NCACC Outreach Associate – see references.) • Beaufort County (Brian Allgood – County Manager is included in our list of references.) We are the only local government search firm headquartered in North Carolina. We have assisted in over 300 local government executive searches, most of them in North Carolina. In 2025-26, we worked with Buncombe, Cabarrus, Granville, Durham, Guilford, Pender, and Cumberland counties on searches for executive positions and have helped North Carolina local governments hire more than 100 managers. As you review our proposal, you will note that Developmental Associates is not a traditional "headhunting" firm. Instead, we rely on more objective, systematic, and accurate methods to recruit, screen, and evaluate candidates, which we refer to as Evidence-Based Recruitment and Assessment. This evidence-based approach represents a new paradigm in executive recruitment and assessment, gaining significant traction. Our book, Beyond Interviews: Moving from Intuition to Evidence-Based Executive Assessment, will be published in 2026 by Wiley, a leading publisher of management books based in London. Stephen K. Straus, PHD. Heather A. Lee, Ph.D. SPHR Holly Bishop, PHD. www.developmentalassociates.com 510 Meadowmont Village Circle, 299 • Chapel Hill, NC 27517 (919) 812-0132 • skstraus@developmentalassociates.com Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 2 Our objective assessment approach will provide you with a much firmer foundation for win - win decisions than the traditional search process. For example, we helped the Savannah City Council, which was plagued by significant divisions, reach a unanimous vote to hire its new City Manager. We achieved this outcome after the Council fired two national search firms that had been unsuccessful. https://www.wtoc.com/2021/07/23/savannah-interim-city-manager- announces-resignation/#:~:text=SAVANNAH%2C%20Ga. We have listed Savannah Mayor Johnson as one of our references. Our approach has three goals for recruitment, screening, and selection. 1. Recruit high-quality and diverse candidates. 2. Employ a multi-method screening approach to get you the best data on your top candidates. 3. Apply skill-based assessments and Emotional Intelligence testing to provide a comprehensive assessment beyond the traditional interview-only approach. Goal #1: Recruit high-quality and diverse candidates • We target individuals with whom we have worked directly. Having worked with many potential candidates through our consulting and training, we are well-connected to leading local government candidates in the region. • We make individual contacts through social media. We maintain lists of hundreds of local government candidates that we can contact through email blasts, Facebook, and LinkedIn notices. • We know how to make the best use of the most widely referenced professional journals and websites. We can enhance the information provided to those sites by relying on a comprehensive study of the position and the organization which enables us to craft attractive, realistic, and comprehensive postings. • Through our contract with NEOGOV, the number one HR application for governments nationwide, we have established a national network. This service enables us to provide recruitment and applicant tracking solutions on a national level. OUTCOME: We have placed candidates with our North Carolina clients from across the country, including Georgia, California, Arizona, New York, Illinois, Florida, and Massachusetts. Furthermore, no search firms know candidates in the North Carolina region better than Developmental Associates. North Carolina has been our home base for thirty years. Janice Jackson, former Mecklenburg County Deputy Manager, would lead our recruitment efforts. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 3 Goal #2: Employ a multi-method screening approach to get you the best data on your top candidates • We develop a customized application that candidates must complete online. We would tailor this application to the County’s specific challenges. Compared to the traditional cover letter and resume, we can then match candidates with the County's specific needs. Moreover, we can then make "apples-to- apples" comparisons of candidates rather than trying to piece together disparate information from resumes that are each designed differently. • We conduct intensive interviews with each of the top candidates (up to 15). We use structured questions based on the county's needs and a detailed scoring system. Each candidate's responses are recorded and available for review. • We also administer online surveys requiring short essay answers from candidates. These questions generally focus on how candidates have managed more complex challenges and provide you with an early writing sample before further assessment. OUTCOME: Many clients tell us that they typically base their selection decisions on less information than we provide through our screening process. Goal #3: Apply skill-based assessments and Emotional Intelligence testing to provide a comprehensive assessment that goes beyond the traditional interview -only approach. • Skill-based exercises are of greater validity (almost twice as accurate) than the traditional interview-driven approach Developmental Associates designs exercises that simulate the responsibilities of the position, such as making budget presentations, developing written project plans, facilitating staff meetings, conducting performance-based role plays, and resolving HR issues to directly observe the candidate skills that interviews cannot elicit. • In addition to the skills-based assessments, we administer a psychological inventory called the Emotional Intelligence Inventory (EQi 2.0) (see page 10). This inventory is validated for employment and provides us with information on the candidate's critical skills, such as problem- solving, assertiveness, interpersonal relations, and teamwork. • We administer this inventory independent of the skills exercises; in other words, the psychologist administers the EQ without knowing the other assessment results. OUTCOME: We provide you with the most in-depth and accurate information possible about the top candidates for this position, enabling you to make the most informed decisions. It is essential to rely on three familiar and very comfortable methods as a part of the selection process: 1) reviews of resumes, 2) reference and background checks, and 3) interviews . Nevertheless, these are the three least accurate methods for assessing candidates' actual competencies, yet they are the key methods our competitors use ! One of many reasons these methods are limited is that they rely primarily on indirect or inferential data. For example, resumes tell us what the candidate has done but not how well they have performed. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 4 References rely on third-party observations that are unreliable and are based more on familiarity than on skill assessment. Interviews, when conducted systematically and behavior - based, can reveal specific attributes: knowledge, verbal communication skills , and judgment (depending on their structure). Interviews, however, cannot directly verify other critical skills, such as budget analysis, conflict resolution, project planning, meeting or group facilitation, leadership style, problem-solving, writing, or even presentation skills. Despite their limitations, interviews are essential to any process. Any Board will want to interview the top 3-4 candidates emerging from our skills-based process. Other search firms have expertise only in recruitment and screening; they lack a sophisticated approach to candidate assessment. Beware of firms that only provide you with a stock set of interview questions. Instead, Developmental Associates will tailor the interview questions based on two factors: 1. The key challenges facing the next Orange County Tax Administrator identified in the job/organizational analysis. 2. The strengths and weaknesses each finalist demonstrate s in our skills assessment and Emotional Intelligence testing. Moreover, we would provide in-person guidance on best practices for conducting those interviews. Please, remember that these methods do not limit your discretion; instead, they enhance the quality of information you have at your disposal when making screening, assessment, and final interview decisions. Finally, let me share some data with you. Through 202 6, ninety-two percent (92.1%) of the over three hundred executives we have placed are still in that position, have stayed in that position for five years, or were promoted to a higher -level position. Thank you for considering our services. We would be pleased to partner with Orange County to find an outstanding County Tax Administrator. Sincerely, Stephen K. Straus, Ph.D. President - Developmental Associates, LLC Chapel Hill, NC Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 5 PROPOSAL: ORANGE COUNTY RECRUITMENT, SCREENING, AND SELECTION PROCESS: COUNTY TAX ADMINISTRATOR March 6, 2026 SECTION I: PROPOSAL CONTENTS PAGES A. Corporate Overview page 6 B. Scope of Services page 7-10 • Emotional intelligence Factors page 11 C. Proposed Fees for Services page 12 SECTION II: OVERVIEW OF FIRM D. Organization and Staffing pages 13-14 E. Qualifications and Experience page 15 F. A New Approach to Executive Assessment pages 15-16 G. References pages 17-18 H. Sample Recruitment Brochure Attached HIRE WITH CONFIDENCE PLEDGE If Developmental Associates is responsible for recruiting and screening candidates, we guarantee that the client will find a candidate that it can hire with confidence. If the selected candidate does not continue employment for at least two years of service, Developmental Associates pledges to provide all of the services originally agreed upon with the client for no additional charge other than expenses, such as administering the Emotional Intelligence Inventory (EQi) to candidates approved by the client. Developmental Associates would continue to provide these services until the client selects a candidate it can "hire with confidence". Developmental Associates does not maintain this pledge if it is not responsible for the recruitment and screening for the position or if the client does not make reasonable efforts to finalize the hiring decision. The information provided herein by Developmental Associates, LLC , is proprietary and confidential, offered to the recipient solely for the purpose of evaluating its service proposal. Do not disclose this information to anyone outside the decision -making group without the company's prior authorization. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 6 A. CORPORATE OVERVIEW FIRM NAME: Developmental Associates, LLC ADDRESS: 510 Meadowmont Village Drive, 299, Chapel Hill PHONE: (919) 812-0132 FAX: (919) 929-6883 EMAIL: skstraus@developmentalassociates.com LEAD CONSULTANT: Stephen Straus, Ph.D. - President Firm History Developmental Associates has an extensive background in human resources and management consulting spanning more than 25 years, working with over 50 local governments and the leading North Carolina universities, including Duke, Wake Forest, UNC -Chapel Hill, and NC State. Developmental Associates provides cutting -edge services that go beyond what typical human resources consulting firms offer at a reasonable cost. We are a sixteen-member organization that combines strong academic and practitioner experiences into the services we provide to public and not-for-profit organizations. • We are a North Carolina-based firm that has provided high-level services to public sector, nonprofit, and educational organizations for 30 years. • We are HUB Certified by NC DOA as a predominantly female-owned business. • We employ a multidisciplinary team on each project, with each of us specializing in recruitment, selection, training, background investigations, and executive coaching. We are diverse in race and gender. We are also diverse in using teams composed of consultants with executive experience and academic expertise. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 7 B. SCOPE OF SERVICES ORANGE COUNTY TAX ADMINISTRATOR Directions: Below are the steps identified in the proposed Scope of Services, the dates when we could complete each step. This plan includes four meetings with the County Commissioners Committee. STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS TIMELINE Step 1: Build a candidate profile and review and make suggestions to the job description by conducting a job and organizational analysis to identify expectations and competencies for the position with the following groups: • The County Commissioners • Others (such as community stakeholders) as identified by the Commissioners 1) Provides a foundation for defining the competencies sought in recruitment and in designing the selection process. 2) Builds stakeholder buy-in and perspective into the selection process. 3) Conducting a job analysis is essential for legal defensibility. 4) Conducting the organizational analyses identifies future challenges for a proactive County Tax Administrator 5) We can also include surveys of the public and of County staff. Day 1 (Requires Meeting with the County Commissioners: either interviews with individual members or the Commissioners as a whole.) Step 2: Develop a recruitment strategy relying on multiple methods, as follows: a. Circulating and posting the job ad in leading professional journals, newspapers, and websites, including: • NC League of Municipalities and others in surrounding states • NC Association of County Commissioners and others in surrounding states • Various other websites b. NC listservs c. Targeted recruitment of leading candidates d. Posting on social media 1) Written ads for print and online publications will typically generate the most significant number of applications. 2) DA would only post the ads and charge the County for those out-of-pocket expenses.) 3) Developmental Associates would also develop an electronic recruitment brochure that highlights the position and the County's top priorities and flaunts the area as an excellent place to live. 4) We have direct access to several thousand local government executives across the country. We will send out a mass email to all these executives and make direct contact with a number of those who would be a particularly good fit with the County. 5) By targeting candidates and making individual contacts, Developmental Associates can supplement the candidate pool with Tax Administrators with excellent credentials, both nationally and regionally. 6) We would coordinate those efforts with the County. Day 4 Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 8 STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS TIMELINE Step 3: Conduct initial (first) level screen of candidate applications/resumes • A media (Google) search (mentions of candidates in the news media) of the top candidates at this stage of the screening process 1) First-level screening involves a structured process of evaluating resumes and supporting documents. We require all candidates to post their applications through NEOGOV to ensure they are responding to the position's specific requirements and not just submitting a general resume. 2) The job analysis provides the basis for developing a structured screening guide to ensure that the selection criteria are consistently applied to each resume. 3) Narrow the field of candidates to a number that can be screened (8-10) more intensively (through the secondary screening process described below). 4) Provides detailed and uniform information to the Commissioners to enable you to make an informed decision about which candidates proceed in the process. Send to Committee on Day 31 Meet on Day 34 Step 4: Conduct a second-level screening of candidates for the position. We employ two methods in the secondary screen. To ensure objectivity, a different staff member would conduct each method, and we keep a “firewall” between these methods. These four methods are as follows: • Video/phone interviews • Electronic survey questions (short essays on accomplishments) 1) Such advanced screening methods are useful when there is a large group of qualified candidates, or the County is unfamiliar with many of the candidates. 2) The job analyses would drive the screening method (Step 1). 3) Upon completion, the Commissioners would be ready to identify the finalists (up to 5) to invite to the final assessment process. 4) Provides detailed and uniform information to the Commissioners to enable you to make an informed decision about which candidates proceed in the process. Send to Committee on Day 43 Meet on Day 46 Step 5: Design the hiring process, including Emotional Intelligence Testing (EQi – 2.0) 1) The hiring process should be valid (job- related) to identify the best candidates. 2) The hiring process should provide an opportunity to assess the most critical competencies required for the position, including the candidate's ability to meet the County's primary challenges 3) The hiring process should assess Emotional Intelligence (EI) and technical skills. The EQ-i 2.0 is a validated employment-related instrument. By Day 46 Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 9 STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS TIMELINE Step 6: Conduct skill-based exercises to evaluate the (up to 5) finalists • Recruit assessors to evaluate the candidates (Assessors can be identified and approved by the Commissioners) • Analyze EQI in-depth and correlate results with those of the skill-based exercises 1) The exercises should enable the County to assess each candidate's strengths and weaknesses and determine which candidates have the skills to fill the position. Skills-based exercises elicit skills that are not observable in an interview. The exercises will be valid, reliable, and unbiased. 2) The rating criteria will be premised on the job analysis and designed using objective, behavioral-based rating criteria. 3) The types of assessors recruited depend upon the types of exercises the candidates would perform. Assessors might include local government executives in similar positions. 4) Assessors must complete a Statement of Confidentiality. Moreover, no single assessor will know the overall outcome of the process. That information is provided to the Commissioners only. 5) We will train assessors on how to apply behavioral-based rating systems when rating candidates. 6) We will send the candidates preparatory information and provide them with a comprehensive orientation session (virtually) in advance of the process. Days 60-61 (The afternoon of Day 61) Step 7: Facilitate the debrief with the Commissioners. 1) Each team of assessors will meet with the BOCC to share their feedback on the candidates in their respective exercise. 2) Provides expertise to the Commissioners in making your evaluations and hiring decision. 3) Correlate the results of the skills-based exercises with those of the EQi. Day 61 Step 8: Facilitate (in-person) final interviews and a presentation designed specifically for the position with the final 3-4 candidates 1) We would help the Committee design interview questions specific for the position and based on the performance of the candidates in Step 6. (Other firms will only offer you stock interview questions.) 2) We will also include a presentation based on actual challenges facing the next Orange County Tax Administrator. We will prepare candidates and the Committee for the presentation. By Day 70 Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 10 STEPS IN THE RECRUITMENT, SCREENING, AND SELECTION PROCESS PURPOSE OF THE PROPOSED STEPS TIMELINE Step 9: Facilitate thorough background investigations 1) Both legally and due to the sensitive and highly public nature of the position of County Tax Administrator, we recommend thorough reference checks and background investigation. 2) Someone outside the County should conduct the background investigation to ensure confidentiality. 3) We would coordinate the investigations and report detailed findings to the Commissioners. TBD Step 10: Provide executive coaching to the successful candidate and to any internal candidate • Review the challenges facing the community and organization • Analyze the results of the selection process • Analyze the findings of the EQi • Develop a plan of action • Provide developmental feedback to internal candidates who are not selected. This feedback includes a review of EQi and assessment center results 1) The assessment process provides rich information suitable for executive coaching. 2) The new County Tax Administrator will face exciting but formidable new challenges. They can benefit from professional guidance in developing a plan of action to meet those challenges. 3) Feedback to internal candidates not selected often helps them develop personal skills and accept the decision. This feedback also paves the way for greater support for the selected candidate. TBD Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 11 EMOTIONAL INTELLIGENCE FACTORS* SELF-PERCEPTION REALM EQ-i Scale The EI Competency Assessed by the Scale 1. Emotional Self-Awareness Ability to be aware of and understand one’s feelings and their impact 2. Self-Regard Ability to respect and accept one’s strengths and weaknesses 3. Self-Actualization Ability to improve oneself and pursue meaningful objectives SELF-EXPRESSION REALM EQ-i Scale The EI Competency Assessed by the Scale 4. Emotional Expression Ability to express one’s feeling verbally and non -verbally 5. Independence Ability to be self-directed and free of emotional dependency on others 6. Assertiveness Ability to express feelings, beliefs, and thoughts in a nondestructive way INTERPERSONAL REALM EQ-i Scale The EI Competency Assessed by the Scale 7. Interpersonal Relationships Ability to develop and maintain mutually satisfying relationships 8. Empathy Ability to recognize, understand, and appreciate the feelings of others 9. Social Responsibility Ability to contribute to society, one’s social group, and to the welfare of others DECISION MAKING REALM EQ-i Scale The EI Competency Assessed by the Scale 10. Impulse Control Ability to resist or delay an impulse, drive, or temptation to act 11. Reality Testing Ability to remain objective by seeing things as they are 12. Problem-Solving Ability to solve problems where emotions are involved STRESS-MANAGEMENT REALM EQ-i Scale The EI Competency Assessed by the Scale 13. Flexibility Ability to adapt one's feelings, thinking, and behavior to change 14. Stress Tolerance Ability to effectively cope with stressful or difficult situations 15. Optimism Ability to remain hopeful and resilient despite setbacks EQ-i 2.0, Multi-Health Systems (2011), All Rights Reserved Adapted from The EQ Edge Steven J. Stein, Ph.D., and Howard E. Book. M.D. Third Edition (2011) Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 12 C. PROPOSED FEES FOR THIS PROJECT BASIC FEE ADDITIONAL VARIABLE COSTS (Including Maximums) $27,500 • EQi – Administration and analysis @ $400 per candidate (up to 5) • Coaching and feedback @ $350 per candidate • Background @$2250 per candidate* The above MAXIMUM TOTAL FEE of $29,850 does not include the following: • We would bill additional work requested by the client but not included in this proposal at $350 per hour. • Background @ approximately $2250 per candidate* • Coaching for internal candidates who apply but are not selected @$350 each. • Out-of-pocket advertising fees (typically $1,500-$2,500) *This fee would be paid directly to US ISS Agency if the client wishes to use their services. The County may elect to use someone else for the background investigations. We charge no other fees or expenses. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 13 II. OVERVIEW OF FIRM D: ORGANIZATION AND STAFFING Steve Straus will be the lead consultant for this project. He would team with Heather Lee, Janice Jackson, Derwick Paige, Andrea Surratt, and Holly Danford. This team is diverse in race and gender. Steve Straus, PHD., is President and Founder of North Carolina-based Developmental Associates. He earned his Bachelor’s Degree from the Wharton School of Business at the University of Pennsylvania, a Master's of Public Administration from the University of North Carolina at Chapel Hill, and a Ph.D. from Duke University in Political Science. Dr. Straus is a former Assistant City Manager in Southern Pines. Steve has been a long -time member and frequent presenter with the NC City and County Managers Association. For 26 years, he has taught in the Master of Public Administration Programs at NC State University and UNC -Chapel Hill. He has served on the faculty at the UNC-Chapel Hill School of Government. He has published in leading public-sector journals. Dr. Heather Lee is a Partner with North Carolina-based Developmental Associates, where she has worked since 2004. Heather earned an M.S. and a PHD. in Industrial/Organizational Psychology from North Carolina State University. Dr. Lee earned her undergraduate degree in Psychology with a minor in Social Work at Florida State University. Heather, a Certified Senior Professional in Human Resources (SPHR), is an organizational consultant specializing in the nonprofit, governmental, and educational sectors. As a passionate advocate for assessing and developing emotional intelligence in the workplace, Heather blends academic training and evidence-based solutions with a practitioner approach to leadership assessment and development. Areas of practice include the Talent Identification areas of executive recruitment and selection, and Talent Development areas of coaching, training, executive leadership, and team development using a variety of tools. Heather has served as a faculty member and Manager at the NC Center for Women in Public Service and for the William Peace University Human Resources degree program. She is a former Vice President for Human Resources with the NC Easter Seals Society. Heathe r has consulted extensively with local governments and is a co-designer and faculty member of the North Carolina Public Managers Program. Janice Jackson, former Mecklenburg Deputy County Manager, and Albany and Augusta, Georgia City Managers, would lead our recruitment and screening efforts. Derwick Paige has held leadership positions in local government (city and county), state government, and the private sector. He retired from Wake County Government, where he served as Deputy County Manager. He previously worked as Deputy Manager for the City of Winston-Salem, NC. Derwick has substantial experience (over 30 years) and connections in local government. Andrea Surratt is the former Assistant City Manager of Hickory, NC. She has also served as City Manager in Bozeman, Montana, and Sandy Springs, Georgia. Dr. Holly Danford-Bishop is a partner and the Director of Operations. She has worked in various capacities with DA since 2013. Holly works with employers and candidates to ensure we meet Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 14 their needs, answer their questions, and deliver excellent customer service consistently. She also leads the analysis of candidates' qualifications during the screening process. Dr. Danford- Bishop has a BA in Political Science, a Master’s in Public Administration, and a PHD. in Public Administration, all from NC State University. Holly has worked for almost 20 years in federal, state, and local government capacities. She is a US Air Force veteran and teaches State and local government as an Adjunct Professor at North Caroli na State University. Her background is in Public Health and Veterans Affairs. ROLES IN THIS PROJECT Lead consultant: Stephen K. Straus, PHD ROLE PERSON(S) RESPONSIBLE Job/Organizational Analysis Janice Jackson Design of Job Ad Heather Lee, PHD Candidate Recruitment Janice Jackson, and Stephen Straus Initial Candidate Screening Holly Danford-Bishop, PHD and Heather Lee Secondary Candidate Screening Holly Danford-Bishop and Janice Jackson Assessor Recruitment Stephen Straus Exercise Design Derwick Paige and Andrea Surratt Candidate Orientation Stephen Straus Assessor Training Stephen Straus Debrief with the County Commissioners/Committee Stephen Straus and Heather Lee Coaching of Successful Candidate Heather Lee Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 15 E: QUALIFICATIONS AND EXPERIENCE Our Recent Clients Local governments are quickly recognizing the benefits of the new approach offered by Developmental Associates. During the last few years, we have either completed or are in the process of working with the following local governments and universities: • The City of Durham, North Carolina • Wake County, North Carolina • UNC Asheville • The City of Savannah, Georgia • The City of Riverdale, Georgia • The City of East Point, Georgia • The City of South Fulton, Georgia • The City of Williamsburg, Virginia • The City of Danville, Virginia • The City of Suffolk, Virginia • The Town of Blacksburg, Virginia • The City of Statesboro, Georgia • The City of Stonecrest, Georgia • Granville County, North Carolina • Cumberland County, North Carolina • Southampton County, Virginia • The City of Greensboro, North Carolina • The City of Winston-Salem, North Carolina • The City of Fayetteville, North Carolina • The Town of Chapel Hill, North Carolina • The Town of Duck, North Carolina • The Town of Apex, North Carolina • The Town of Matthews, North Carolina • The Town of Garner, North Carolina • Cabarrus County, North Carolina • Durham County, North Carolina • The City of Belmont, North Carolina • The Town of Harrisburg, North Carolina • Duke University • NC State University • East Carolina University • The Town of Wrightsville Beach, North Carolina • The Town of Morrisville, North Carolina • The Town of Zebulon, North Carolina • The Town of Waynesville, North Carolina • The University of North Carolina at Chapel Hill • The Town of Mills River, North Carolina • The City of Asheboro, North Carolina • The City of Isle of Palms, South Carolina • The City of Sanford, North Carolina • Cleveland County, North Carolina • Transylvania County, North Carolina • Buncombe County, North Carolina • The City of Wilson, North Carolina • The Town of Stallings, North Carolina • UNC Charlotte • Edgecombe County, North Carolina • The Town of Butner, North Carolina • The City of Kings Mountain, North Carolina • The City of Spartanburg, South Carolina • Vance County, North Carolina • The Town of Wake Forest, North Carolina • Sampson County, North Carolina • The Town of Holly Springs, North Carolina • Beaufort County, North Carolina F: A New Approach to Executive Assessment – Evidence-Based Talent Identification and Assessment These and many other clients recognize that Developmental Associates has developed a new, more thorough, accurate, and comprehensive model for executive processes – we call Evidence-Based Talent Identification and Assessment. The old "Search Model" makes three outdated assumptions as follows: Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 16 Outdated Search Model Limitation DA Talent Identification & Assessment Solution Recruitment Methods: Assumes that the search firm is in close contact with top candidates nationally who will only apply for the position if contacted by the firm. This model fails to take into account the use of modern technology to recruit. Large national firms also tout their staff connections throughout the country, claiming that their consultants will share prospective candidates rather than compete with one another. Developmental Associates uses multiple recruitment methods, including targeting individuals, placing ads on leading professional websites and journals, relying extensively on social media, and connecting with our national network through NEOGOV, the leading public sector technology solution for recruitment and selection in the United States. Moreover, as a "boutique" firm, our consultants work together on each project. Candidate Screening Other search firms often posture that they know how candidates perform in their current position. That is a myth. Knowing a candidate, even befriending one, does not mean that the search firm can assess that candidate's performance in day-to-day activities. The search firm does not directly observe critical competencies, such as how effectively the candidate deals with staff, plans, organizes, or deals with conflicts. Developmental Associates uses an extensive, multi-method screening approach that provides a sounder understanding of each candidate's skills and competencies. Because this process is standardized, it enables fair comparisons across candidates. Candidate Assessment: Presumes that interviews enable comprehensive assessment. Interviews are necessary for any selection process but are insufficient to assess overall executive competencies. Interviews, when properly constructed and conducted, at best, can only directly determine how well the candidate can communicate, their knowledge, and judgment. The interview is too limited to assess other essential management and leadership skills, such as writing, developing budgets, problem-solving, dealing with staff, managing projects, and other competencies demonstrated by doing - not talking. All the employer can learn from the interview about these essential skills is what the candidates say they do. We provide intensive assessment of candidate skills that other firms do not offer before the Council begins the interview process. This skill- assessment process enables you to directly observe the skills of candidates performing a variety of executive skills, such as managing staff, budgeting, dealing with the media, making presentations, and facilitating staff meetings. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 17 G: REFERENCES NC Association of County Commissioners Outreach Associate Amy Cannon amy.cannon@ncacc.org (910) 624-0364 We worked with Ms. Cannon to fill several department heads positions, including Tax Administrator, when she was Cumberland County Manager. Durham County Assistant Manager Maurice Jones (919) 560-0069 mtjones@dconc.gov We have worked with Durham County to hire several executive positions including Tax Administrator. Town of Chapel Hill Town Manager Ted Voorhees (919) 968-2743 tvoorhees@townofchapelhill.org Chair of Manager Search Committee – City Council Member Theo Nollert (405) 824-3998 tnollert@townofchapelhill.org DA has helped the Town hire several department head positions and with succession planning. We just assisted the Town in hiring their new Manager, Ted Voorhees. Wake County County Manager David Ellis David.Ellis@wakegov.com (919) 856-6160 We worked with Mr. Ellis to hire two Deputy Managers: the Chief Community Vitality Officer, the Chief Innovation and Information Officer, and the Human Services Director. City of Winston-Salem Mayor Allen Joines allenj@cityofws.org (336) 727-2058 We recently worked with Mayor Joines and the Council to hire a new City Attorney and Pat Pate as the new City Manager. We have also worked with Winston-Salem to hire several department heads, including two police chiefs. Town of Apex Deputy Manager Shawn Purvis (919) 249-3400 shawn.purvis@apexnc.org In 2021, we worked with the Town to hire Jason Armstrong, their first African American to hold that position in Apex. We have also helped hire the Town Manager, Assistant Town Manager, DEI Director, Water Resources Director, Deputy Police Chief, Fire Chief, Community Development Director, and Assistant Fire Chief. City of Savannah Mayor Van Johnson MayorJohnson@savannahga.gov (912) 651-6444 HR Director Jeff Grant (912) 541-3218 jgrant01@savannahga.gov We have partnered with the City of Savannah to hire its new City Manager. We also assessed candidates for Chief of Police and helped hire its IT Director, Fire Chief, Assistant Chiefs of Police (2), and Assistant Fire Chief. City of Danville, Virginia Manager Ken Larking klarking@danvilleva.gov (434) 799-5100 DA worked with Mr. Larking to hire a Chief of Police in 2017 and a Fire Chief in 2019. We are currently working with Danville to hire an Economic Development Director, a Transit Director, and a Planning Director. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 18 City of Greensboro Manager Nathaniel Davis (336) 373-2002 nathaniel.davis@greensboro-nc.gov DA has assisted Greensboro in hiring several assistant managers, department directors, and higher-level staff. We are currently working with the City to hire its new Chief of Police. City of Fayetteville Manager Doug Hewitt dhewett@ci.fay.nc.us (910) 309-0284 DA assisted Fayetteville in hiring its Police Chief, Director of Engineering and Infrastructure, and Human Relations Director. We have also partnered with them to hire an Assistant City Manager and Economic and Community Development Director. City of Durham Manager Bo Ferguson bo.ferguson@durhamnc.gov (919) 560-4222 DA assisted the City in hiring Deputy Manager, Bo Ferguson, who was recently appointed City Manager. We have also helped Durham hire other department directors, including two Chiefs of Police. We also worked with the City Council to select their previous Manager, Wanda Page. City of Statesboro, Georgia Mayor Johnathan McCollar jonathan.mccollar@statesboroga.gov (912) 764-5468 DA worked with the City of Statesboro to hire a Chief of Police in 2016, a City Manager in 2019, and a Human Resources Director in 2019. Town of Garner Manager Jodie Miller (919) 218-3764 jmiller@garnernc.gov We have also helped Garner hire the Police Chief, Assistant Manager, and Economic Development Director Town of Morrisville Manager Brandon Zuidema (919) 463-6150 bzuidema@townofmorrisville.org DA worked with a split Council to arrive at an enthusiastic and unanimous decision to hire its former Town Manager – Martha Paige, in 2014. We have recently assisted Morrisville in hiring a Finance Director, Chief of Police, Fire Chief, and two Assistant Town Managers. Town of Duck Mayor Don Kingston don.kingston@townofduck.com (252) 255-1234 DA worked with the Town of Duck to hire its Manager, Drew Havens, in 2021. Town of Southern Pines Manager Reagan Parsons (910) 692-7021 Parsons@southernpines.net We have worked with Reagan to hire a number of department directors and assistant managers. City of Lexington, NC Mayor Jason Hayes MayorHayes@lexingtonnc.gov (336) 243-2489 ext. 2990 We worked with the City to hire Johnnie Taylor, the first African American Lexington City Manager. Cumberland County Manager Clarence Grier (919) 678-7723 cgrier@cumberlandcountync.gov We have worked with Cumberland County to hire several department directors, two of whom have been promoted to Assistant County Managers. Granville County Manager Drew Cummings drew.cummings@granvillecounty.org (919) 693-5240 We worked with the BOCC to hire Mr. Cummings in 2022. Since then, we have worked with the County to hire a Social Services Director and Assistant Director. Transylvania County Manager Jaime Laughter jaime.laughter@transylvaniacounty.org (828) 884-3100 We partnered with the BOCC almost a decade ago to hire Ms. Laughter. Since then, we have worked with her to hire several department directors. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 Experts in Emotional Intelligence to Develop Individuals and Organizations 19 Beaufort County Manager Brian Allgood brian.alligood@beaufortcountync.gov (252) 946-0079 We worked with Mr. Allgood to hire the County Tax Administrator, Lloyd Salter, in 2020. Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1 ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? 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