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June 20, 2016

Dr. Jonathan Welch


Chairman
Hamilton County Board of Education
3074 Hickory Valley Road
Chattanooga, TN 37421
Dr. Welch:
Cheryl Milsaps at the Chattanooga Chamber of Commerce contacted me to let me know that
Coleman Lew (CLA) had been mentioned as a possible search partner for the Hamilton County
Board of Education (BOE) for your impending search for a Director of the Hamilton County
Schools. She subsequently forwarded the RFP. We are very interested in being seriously
considered for this important task, and our responses to the questions contained in the RFP are
below (numbered as per RFP Section IV, Instructions).
1. Our Firm and Our Experience
Coleman Lew + Associates (CLA), located in Charlotte, NC, is a national, retained executive search
firm that has served clients since 1979. We specialize in recruiting executive management talent
for organizations throughout the United States. We have proven experience recruiting CEOs,
presidents, directors, senior managers, and other senior professionals for a wide variety of public,
private, and international organizations. Because we are a generalist firm, we have a diversity of
work experiences that contribute to a balanced, thorough search process. In addition to our
traditional corporate clients, we also have a robust non-corporate practice within our firm that
includes a significant education practice. In this practice, we have conducted searches for
clients who are academic institutions (school districts, secondary schools, and higher education
institutions). In addition, we serve non-profit organizations and governmental entities.
Therefore, we offer a broad perspective and wide network through which to identify and recruit
superior executive and leadership talent. Furthermore, we have few, if any, off-limits issues, no
parallel processing issues (recruiting the same candidate for the same position at multiple
organizations), and no conflict of interest issues often encountered by more specialized firms.
Coleman Lew is a member of the Association of Executive Search Consultants (AESC), a select
group of approximately 250 national/international search firms. We adhere to the strict ethical
principles set forth in its Professional Practice Guidelines and Code of Ethics. For additional
information, please refer to our website at www.colemanlew.com or the AESC website at
www.aesc.org.
In todays world, education in any form is a complicated, demanding, and rapidly changing
business. The demands on leaders of educational organizations are increasing. Consequently,
to meet the varied demands of an educational leadership position, institutions of all types are

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searching for leaders with new and enhanced skill sets who also possess outstanding academic
credentials. The key element is for the institution to clearly determine the type of leader
desired.
Coleman Lew has developed special expertise in this area. From the beginning, the core
competency of Coleman Lew has been proactively identifying, recruiting, and evaluating
superior leaders regardless of the type of organization for which they serve/work. We have
built a practice within our firm that includes searches in public and private education (both
secondary and higher education), non-profit organizations, and government entities (where we
work closely with elected or appointed boards and/or committees). We also bring to our clients
broad and varied experience from conducting searches for executive leaders in the corporate
community. Consequently, we are experienced and skilled at successfully assisting all of our
clients in recruiting the type of leaders they desire.
Over the past five years, Coleman Lew has completed the Superintendent searches listed below
(alphabetical order). One of these districts serves more than 20,000 students, although the
process and experience with each is applicable, regardless of the number of students served.
Fairfield County School District, Winnsboro, SC
School district (9 schools, approximately 2900 students, approximately 300
employees) located in a historic county within the Piedmont region of South Carolina.
After significant Superintendent turnover (approximately six Superintendents in four
years), we were retained by the School Board to assist in recruiting a Superintendent
with a long-term commitment to repositioning the district. Dr. J. R. Green started his
tenure in August, 2012.

Lexington County School District One, Lexington, SC


Premier school district (30 schools, approximately 25,000 students, approximately
3700 employees) located in a suburb of Columbia, SC, one of the fastest growing areas
of the state. We were retained by the Board of Trustees to replace the Superintendent
who was retiring after 50 years as a public educator including 15 years as
Superintendent. Dr. Greg Little started his tenure in May, 2016.

Rock Hill School District Three, Rock Hill, SC


Largest of four school districts (27 schools, approximately 17,400 students,
approximately 2200 employees) in York County, SC, and one of the larger districts in
the state. Following the departure of the Superintendent, we were retained by the
School Board to recruit an experienced and passionate individual to lead the district.
Dr. Kelly Pew started her tenure in May, 2014.

Below is a small sample listing of other relevant and recent searches, which Coleman Lew has
conducted or is currently conducting. Relevance for purposes of this list is generally defined as

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a CEO-level position working directly for a Board (elected or appointed) and/or a position at a
large, complex, governmental entity. The list is in alphabetical order.

Brookfield Academy, Brookfield, WI, Head of School


50+ year old private, independent school of approximately 1,000 students that was replacing
a 40-year employee upon his retirement (the last 20+ years had been as head of school).

Big Brothers Big Sisters of Greater Charlotte, Chief Executive Officer


Charlotte branch of the nations largest donor and volunteer supported mentoring network,
serving Cabarrus and Mecklenburg counties. Following departure of the CEO, retained to
conduct search for replacement to continue the mission of the organization.

Carmel Christian School, Charlotte, NC, Head of School


Established, church related, private school of approximately 850 students that was replacing
a long tenured Head of School who had been in place since the schools founding. School also
has a relatively new high school and is starting a capital campaign.

Charlotte Mecklenburg Library, Director of Human Resources


The Library created a new position: the top human resources executive in the organization.
The position also serves on the CEOs executive leadership team.

East Point Academy, Cayce, SC, Head of School (Public Charter School)
South Carolina public Chinese immersion charter school. Retained to replace founding
principal and director.

Girl Scouts Carolinas Peaks to Piedmont, Chief Executive Officer


Serving 24,000 girls and adults in 40 Carolinas counties with service centers and shops in
Asheville, Gastonia, Hickory, and the Triad Area. Based on a referral from Girl Scouts Hornets
Nest Council, we were retained to recruit a new CEO for this Council.

Girl Scouts Hornets Nest Council, Chief Executive Officer


Serving 16,000 girls and adults in eight Carolinas counties including Anson, Cabarrus,
Mecklenburg, Montgomery, Rowan, Stanly, Union, and York (SC), we were retained to replace
a well-respected, long-tenured CEO.

Houston Forensic Science, LLC, Houston, TX, Chief Executive Officer/President;


Chief Operating Officer Officer/V.P.
Local government corporation created to provide independent forensic services to law
enforcement agencies, primarily the Houston Police Department, and other judicial entities.
The organization was created and funded by the Houston City Council who also appointed
the Board of Directors. We were retained by the Board to recruit the initial CEO and
subsequently retained by the CEO to recruit a COO.

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Lander University, Greenwood, SC, President; V.P Enrollment & Access Management
Public liberal arts oriented university of approximately 3,000 students. University was
recruiting a President to replace a long tenured president who was retiring. The new President
subsequently retained us to find a VP for Enrollment who serves as a member of the Cabinet.

Loaves & Fishes, Charlotte, NC, Executive Director


Local non-profit organization providing emergency groceries to Mecklenburg County residents
facing short-term economic hardships. We were retained to find the replacement for the much
loved, long tenured Executive Director.

MeckEd, President
Formed through the merger of four Mecklenburg County education organizations as an
independent, non-partisan proponent of excellent public education, the Board retained us to
recruit the next President of the organization.

Mecklenburg County, County Manager; Assistant County Manager; Director of Criminal


Justice Services
We were retained by the Mecklenburg County Board of County Commissioners to conduct the
County Manager search upon the departure of the previous County Manager. We were
subsequently retained by the new County Manager and the Deputy County Manager to recruit
an Assistant County Manager - Health and Human Services Agency Head (completed) and a
Director of Criminal Justice Services (in progress).

Salem Academy & College, Winston-Salem, NC, President


Oldest women's college by founding date (1772) and the 13th oldest college in the US, also
operates Salem Academy, a private college-preparatory school for girls. The Board desired a
candidate with varied experience, who could be a champion for womens liberal arts
education, actively engage with alumnae, raise money, and appreciate the uniqueness and
challenges of having an Academy as part of the college. The new President was replacing a
long-tenured president who was retiring.

Southlake Christian Academy, Huntersville, NC, Head of School


Church-related private school of approximately 600 students. School was replacing a Head of
School who left under very public accusations of misconduct.

Spartanburg Methodist College, Spartanburg, SC, President


Private two-year liberal arts college that was replacing a popular President who had resigned
to become the President of a four-year university.

Temple Israel, Executive Director


Progressive synagogue with a membership of 650 multi-age families from the Jewish
community. We were retained to recruit the new Executive Director.

Voyager Academy, Durham, NC, Executive Director (Head of Schools) (Public Charter School)

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Public K-12 charter school (approximately 1,500 students) with a focus on project-based
learning. The Board was replacing the founding Head of School who was retiring.

William Peace University, Raleigh, NC, President; V.P. University Advancement


Four-year, private, liberal arts university in the heart of Raleigh. We were retained to find a
President to follow a President who had a tumultuous and controversial tenure. The new
President subsequently retained us to find the new VP for University Advancement who is a
key cabinet member.

2. Principal Employees
Coleman Lew + Associates, Inc.
326 W. 10th Street
Charlotte, NC 28202
704-377-0362
The three main shareholders, and the management team/principal employees of Coleman Lew
are:
Charles Lew, Managing Director: chlew@colemanlew.com
Kenneth D. Carrick, Jr., President: kencarrick@colemanlew.com
Shana Plott, Managing Director: splott@colemanlew.com
Besides the three employees listed above, CLA employs two additional search consultants, four
candidate development consultants, two administrative and financial professionals, and has a
team of five outside executive advisors. For information on the members of the CLA search team
for the Director search, please reference #3 below. . Information on all other Coleman Lew
professionals can be found on our website at www.colemanlew.com.
3. Search Team for the Hamilton County Director of Schools Search.
Our firm believes that a collaborative team approach is the most effective means to provide
exceptional service to our clients. For each search, we assign a team whose aggregate talents
will add the most value to the client. For this particular search, our team will consist of Ken
Carrick and Janet (Janny) DeLoache. I will lead the search, interview the candidates, and be
the primary point of contact. Janny will work as a partner, primarily focused on candidate
development but with additional responsibilities regarding client interaction. As your search
team, Janny and/or I also participate in each and every phase of the search process.
As head of the Coleman Lew Education practice, I have over 30 years of experience as an
executive search consultant. Janet (Janny) Rawls DeLoache has an undergraduate degree and
MEd from Converse College. She has previously worked at two academic institutions,
Converse College and Georgia Institute of Technology

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Our philosophy of using a collaborative team approach ensures our clients that the service
they receive is not entirely dependent upon one person. While Janny and I will be the lead
consultants with primary responsibility and accountability for advising the Board and for the
success of the search, other valuable resources within our firm will be at the Hamilton County
Board of Educations disposal. In addition to the knowledge and experience of the members
of the search team, every member of the Coleman Lew staff has knowledge of all the searches
we are conducting, and as a result, may contribute ideas to the search team. Further, our
administrative staff is a valuable resource in coordinating some of the logistics related to
interviews.
Kenneth D. Carrick, Jr.
704-927-5302 (direct line)
kencarrick@colemanlew.com
Ken serves as President of Coleman Lew + Associates and has managed over 200
search engagements throughout his 30 years as a search consultant. He has
developed a significant number of clients in the areas of education, government, nonprofit, retail, and manufacturing. Ken graduated summa cum laude with a BA degree
in Accounting and Business Administration from Catawba College and a MBA from
Wake Forest University. Ken began his career as an accountant with Duke Energy and
later worked for a national insurance company before joining Coleman Lew +
Associates in 1986.
Ken has been an active volunteer in service groups and youth sports associations in
the Charlotte community and currently serves on the Greenwood Genetic Center
Foundation Board (formerly the SC Birth Defects Foundation), and just finished his
second term as a member of the Americas Council Board of the Association of
Executive Search Consultants (AESC). He is a past member of the Board of Directors
of the Greater Carolinas Chapter of the American Red Cross and Covenant Day School.
He and his wife have three children, two of whom are currently attending college (UNC
- Chapel Hill and Washington and Lee University). His third child is a rising junior in
high school and Special Olympian.
Janny Rawls DeLoache
704-377-7828 (direct line)
jdeloache@colemanlew.com
Since 1999, Janny has provided research, sourcing, and candidate development on
numerous search engagements, with a particular focus in the areas of education, nonprofit, and governmental entities as well as sales and marketing. She also is active in
client relations, consultations, and assisting clients with neutral site interviews. Janny
attended Converse College, where she earned a BFA degree with honors and a MEd
degree. Early in her career she served as an Admissions Counselor and as Assistant
Dean of Students at Converse, and later as Assistant to the Vice President of Student
Affairs at Georgia Institute of Technology. She also worked in account services as Vice

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President for Marketing Outreach, Inc. in Atlanta, and as Southeast Regional Manager
for New York based, US Concepts, Inc. Both firms specialized in the execution of
marketing campaigns, sales/retail promotions, and special events for Fortune 500
firms.
Janny is a member of the Mint Museum Auxiliary, the Junior League, as well as an
Encore Life Member at the Childrens Theater of Charlotte. She is a recipient of the
Converse 100 Award and she has served on the Converse Alumnae Board and more
recently the Wofford Colleges Parent Advisory Council. Janny and her husband Bill, a
Wofford alumnus, have two college graduates, a son (Wofford 12) and daughter
(Georgetown 14).
4. School District References
Deborah Knight, Board Chair, Lexington County School District One
Lexington, SC
803-351-3959
lexdeb73@gmail.com
Jim Vining, Board Chair, Rock Hill School District Three
Rock Hill, SC
803-984-5066
jvining@rhmail.org
Beth Reid, Board Chair, Fairfield County School District
Winnsboro, SC
803-718-1800
erreid23@gmail.com
5. Services Used to Identify Qualified Candidates
6. Our Unique Expertise
Our answers to these two RFP questions are related so we will answer them both in the following
section.

From the services we provide, to the way we service our clients, and including the way we price
our services, CLA takes an overall approach that is generally substantially different than that
used by a majority of firms that specialize in public school superintendent searches. In general,
and very briefly:
We are relationship vs. transaction oriented therefore we have a strong advisory and
leadership evaluation component to our services including an in-person interview with
any candidate we recommend.
We employ professionals whose primary occupation is search consulting therefore our
core competency is providing executive search expertise.

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We do not rely on boilerplate tools and resources for determining candidates for a
search; we conduct original research and do not rely on just database searches and
public advertisements.
We recognize the uniqueness of each client and each search and therefore personalize
our approach to our clients need(s).
We are an AESC firm and adhere to their Practice Guidelines and Code of Ethics as noted
below; therefore we do not recruit from our clients, nor do we continually recruit the
executives we place.

Please contact any of the three references listed above to verify the value we can add to the
search process by utilizing our methodology as compared to the methodology often used by firms
specializing in superintendent searches.
More complete information about our services and expertise is included below.
Our Philosophy and Client Partnership
For every client, we seek to develop and maintain a value-added, mutually beneficial partnership.
Our overall approach to partnering with clients to market an opportunity can be briefly
summarized as follows:

We work for you. We get to know you, your organization, and your leadership needs.
Knowing our client to the fullest extent possible is a critical step and may be the most
important part of the search process. Every search is unique and every client is
unique. We want to thoroughly understand the clients need and the institutions
culture. It is important to note that because of this philosophy, we do not, in any way,
represent candidates or assist them in finding a position. We partner with you, our
client, and work exclusively on your behalf to help you recruit the best possible
leader to meet your need.

We proactively source for candidates that meet your criteria. After meeting with
appropriate stakeholders, we submit for approval a brief position description to be
used in our solicitation of candidates. The key element is for us to clearly understand
the type of leader desired and have these desires reflected in the written document.
Once the position description is approved, we begin our sourcing. Although we have
an extensive database of potential candidates and referral sources, we conduct
original research to identify and recruit the best possible candidates for each clients
unique situation. This original research and sourcing can be broken down into two
types of activity: passive/reactive and proactive. Our work plan approach utilizes
both types.
Passive/reactive sourcing may include posting the position description on the
organizations website, the CLA website, and at other specifically selected, targeted
national websites. We will manage all advertising and/or postings, either online
(preferred) or in print. It has been our practice to obtain client approval before
posting the position at any specific location. In our experience, the yield from this

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activity is directly related to the number of individuals who happen to read the
material and respond. A reasonable estimate is that no more than 10%-25% of
qualified candidates are identified in this manner.
Proactive sourcing refers to proactively identifying, contacting (by phone and email),
and sending the position description to individuals who either have the desired
leadership qualities and experience, or can refer us to candidates who do. We then
attempt to entice these individuals to be interested in the position and/or to refer us
to people they think are qualified. While it is somewhat difficult to predetermine
sourcing targets prior to gathering information about the clients desires, once we
focus in on organizations that are primary sourcing targets, we then identify and
contact qualified individuals at these institutions. It has been our experience that
75%-90% of our candidates come from this proactive sourcing.
As we conduct this original research, we draw on a number of factors including, but
not limited to: a time tested and proven search methodology; various contacts and
relationships that have been cultivated, nurtured, and maintained; technology; and
the collective experience of the team working on the assignment. Our experience
clearly indicates that the most effective method for educating potential candidates
about the attractiveness of an opportunity is to engage them in dialogue. Each
conversation is both a selling and an evaluation opportunity. In the majority of
our search assignments, the recruited candidates were individuals who were not
actively seeking to change positions.

We thoroughly evaluate candidates using a disciplined process. We begin by


evaluating potential candidates through telephone interviewing and progressing to a
personal interview with viable candidates. We do not recommend a candidate if they
do not meet client criteria. Candidate resumes and cover letters, CLA confidential
summary profiles, consultant evaluations (verbal), and personality profiles (if desired)
on the most qualified candidates are presented to the client so that our client can
focus valuable time on prequalified, legitimate candidates.

We act as your advisor and partner as you move through the interview and selection
process. We stay in close contact with you and the candidates. We facilitate feedback
and help you move through this stage as thoroughly, efficiently, and effectively as
possible. We check references and assist you with offer negotiations. The process,
and our involvement, is about helping you attract the leader you desire.

We seek to perform all of these activities with the utmost integrity, confidentiality,
professionalism, and adherence to industry ethical standards. We adhere to the
AESC Code of Ethics as listed below:

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Professionalism - AESC members will conduct their activities in a manner that


reflects favorably on the profession.
Integrity - AESC members will conduct their business activities with integrity
and avoid conduct that is deceptive or misleading.
Competence - AESC members will perform all search consulting assignments
competently, and with an appropriate degree of knowledge, thoroughness
and urgency.
Objectivity - AESC members will exercise objective and impartial judgment in
each search consulting assignment, giving due consideration to all relevant
facts.
Accuracy - AESC members will strive to be accurate in all communications with
clients and candidates and encourage them to exchange relevant and accurate
information.
Conflicts of Interest - AESC members will avoid, or resolve through disclosure
and waiver, conflicts of interest.
Confidentiality - AESC members will respect confidential information
entrusted to them by clients and candidates.
Loyalty - AESC members will serve their clients loyally and protect client
interests when performing assignments.
Equal Opportunity - AESC members will support equal opportunity in
employment and objectively evaluate all qualified candidates.
Public Interest - AESC members will conduct their activities with respect for
the public interest.
In summation, our value proposition is: understanding the unique needs of our client
and proactively identifying, recruiting, and evaluating superior leaders that meet those
needs. We have a strong interest in supporting public and educational institutions. Our
experience with conducting searches for public sector entities, coupled with our nonprofit and lengthy search experience make us well-positioned to assist the Hamilton
County Board of Education in this important leadership search.
Ensuring confidentiality during the search process is a priority for CLA. The vast majority of
candidates we present to clients are not only employed, but are also not actively looking to make
a change in employment. We make every effort to protect candidate confidentiality without
compromising our clients search. For this reason, candidate information is only shared with
appropriate individuals from the client, and some candidate information is only provided
verbally. During the client/candidate interview process, prudent scheduling is of upmost
importance to ensure that the candidates remain unknown to one another and the public until
the final candidate is named. In some searches, FOIA requirements dictate the disclosure of the
names of finalist candidates. In these cases, we make sure that candidates are made aware, early
in the process, of any possible disclosure points in the timeline. Since CLA has significant
experience working on confidential searches, for both public and private sector organizations,
we are skilled at managing these situations.

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In addition, CLA is not a specialist executive search firm; we are generalists in terms of the total
scope of our practice. Therefore, have no known significant off-limits issues with any of our other
clients. Further, we have no parallel processing issues (recruiting the same candidate for the
same position at multiple organizations) and no conflict of interest issues often encountered by
specialized firms. Our off-limits period is two years following the end of the last search we
conduct for the organization. However, the candidate who is placed is generally off-limits forever
as long as she/he continues employment with the same organization. In addition, we purposely
limit the number of clients we serve within a specific sector/industry

7. Methodology and Timeline


On every search we conduct, our goal is to identify and recruit the most qualified leaders,
regardless of ethnicity or gender. Since each search is unique, we do not rely on boilerplate tools
and resources for determining candidates for a search. We approach our evaluation of
candidates in a methodical, time-tested manner that gives us insight into each candidates
leadership ability/potential and their cultural fit into our clients organization. Listed below are
the specific steps we employ to ensure a thorough search process. The timeline is estimated,
and follows the timeline outlined in the RFP. In general, this timeline is a very reasonable
expectation on the part of the BOE. Please note that some periods listed below may overlap for
various reasons. Additionally, a number of activities outlined below are dependent upon the
availability of Board members and candidates.
August September (after contract is signed and probably more effectively accomplished once
school is back in session):

Meet with the School Board, key stakeholders, constituents, and/or other designated
individuals to determine the specifications for the position. We take the time necessary
to understand all the factors influencing the responsibilities of the position and the type
of candidate desired. This site visit for information gathering purposes is customized to
meet client needs once we have spoken to the BOE.

Submit for approval a brief position description to be used in our initial solicitation of
candidates.
September December:

Conduct original research to select targeted institutions and sources in order to identify
and recruit potential candidates. We personally contact these leaders to solicit their
interest or their referrals.

Utilize and manage advertising and/or postings, if appropriate or requested.

Evaluate all legitimate prospects by telephone interview screening and conduct face-toface interviews with promising candidates.

Conduct personal interviews with, and objectively evaluate, internal candidates (if any).

Verify educational credentials on all recommended candidates.

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Present to the BOE a packet on each recommended candidate, including the candidates
resume and cover letter, CLA confidential summary profiles, professional evaluation
(verbal), personality profile using the Golden Personality Type Profiler (if desired), and all
other information submitted by the candidate. All written information is shared through
a secure online portal, the Coleman Lew SmartVault, for ease of access and
confidentiality.

December - February

Schedule candidate interviews, including travel arrangements and itinerary coordination.

Facilitate communication and feedback during the Board/candidate interview period.


During this stage of the process, we prefer to be an active participant serving as your
advisor.

Board narrows candidate pool to finalist(s).


February - March

Conduct reference checking on all finalist candidates. If requested, conduct further indepth background checks, to include financial, litigation, police, sexual predator index,
and driving records.

Coordinate Board/candidate interviews for finalist(s) candidates.

Advise the Board as needed; assist in negotiation of the offer to the selected candidate.

Advise you with ideas for a transition plan for the new Director of Schools.
March April

BOE announces the new Director of Schools.

We will also maintain contact with the new leader to gain insight into their transition and
assimilation into the Hamilton County Schools (once they have assumed the position).
In summary, our goal on every search is to efficiently and effectively recruit the best
candidate(s) for our clients unique situation(s). As stated above, the timeline outlined in
the RFP is very realistic. The CLA search team will give their best efforts to provide the BOE
a group of exceptional candidates within a reasonable time frame. However, since we
conduct original research to recruit the most qualified candidates that meet your criteria,
and not just the best available candidates, it does take time to identify these individuals
and cultivate their interest. In addition, the BOE must consider that it will take time to
work through the logistics of a site visit and an interview process involving multiple people,
multiple candidates, offer negotiation, and notice period after a resignation. Much of this
activity is not controlled by us, but depends upon the availability and responsiveness of
school/BOE personnel and candidates. Therefore we cannot guarantee exact dates but as
stated earlier, the overall timeline is very reasonable and should be met. One item worth
noting: while search firms can control, to a large degree, how quickly they have candidates
for the client to consider, often those firms quoting the shortest length of time result to
passive sourcing techniques, or an over-reliance on known available candidates versus
candidates sourced through proactive means. We strongly urge our clients not to sacrifice
quality for speed. That said, it is in both our, and our clients, best interest for all of us to

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complete the search as expeditiously as possible without compromising on the quality of


candidates.
Another factor that is most often influenced by the search methodology, as well as a
short(er) search timeline, is the professional fee. Many firms, particularly more specialized
firms that rely almost strictly on database searches, advertisements, and known available
candidates, can charge significantly smaller fees because they are not expending the
amount of time to conduct original research to expand the pool of candidates beyond
those that are easiest to identify. Further, many of these firms are not significantly
involved in thorough candidate evaluation, which can often have a significant effect on
the quality of the candidate pool, or client advisement. Since the time invested by these
firms is significantly less, they tend to charge lower fees and deliver fewer/less services.
8. Community Input and Engagement Plan
As noted earlier, we can customize parts of the search process to meet the unique needs of each
client. One early application of this customization is the site/client visit to gather information in
order to start the search. Arguably, this step is one of the most important, if not the most
important step in the process. We must understand your specific needs/wants, primarily as
articulated by the BOE as the elected representatives. However, it is also very valuable for us to
receive input from a wide variety of stakeholders so that we better understand the type of
candidate necessary, and so that we can better articulate the attractiveness of the position to
potential candidates who may not have an immediate interest in exploring another position.
It has been our experience that clients can differ greatly on how they wish to gather and compile
this information. Options may include: individual meetings, group meetings, surveys, etc.
Participants will and/or likely include: BOE members, teachers, staff, parents, local business, civic,
education, and political leaders, etc. While a streamlined and efficient timeline to collect this
information is better for all concerned, we have had clients take several days to make all of these
activities happen.
While we can speak to the generalities listed above, ultimately any truly meaningful, detailed
discussion, and our subsequent advice and counsel on how to involve all types of stakeholders,
should only take place as part of the initial discussion/meeting with the BOE. To present a
detailed plan here, without hearing from/listening to the BOE, would be relying on boilerplate,
one size fits all methods which may not allow the BOE to accomplish its objectives.
We will definitely advise the BOE in regard to these types of activities once we know more about
their objectives.
9. Pricing Proposal
Our customary fee to conduct a search is 33% of the first years total cash compensation which
includes annualized base salary plus bonuses (estimated, guaranteed, signing). Our fee to
conduct a search for an academic or non-profit institution is 30% of the first years total cash

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compensation. For this search, we will offer a fixed fee arrangement, which generally
approximates 30% of a reasonable estimate of the first years total cash compensation. These
fees are subject to a minimum fee of $50,000. Based on the Directors compensation information
available to us at this time, we propose conducting this search for a fixed fee of $60,000.
Our billing schedule for a fixed fee is four equal payments: 1/4 of the fee due at the start of
search (prior to the site visit), with subsequent installments due 30 and 60 days after the search
begins (once the position description is approved), and the balance due upon the candidates
acceptance of an offer).
Guarantee
If the placed candidate should resign or be terminated for cause within one year of the date
of hire, we will replace the candidate without charging a professional fee. Out of pocket
expenses will be billed as per a normal search. There are two exceptions to this guarantee:
1) the use of illegal or unethical business practices on the part of Hamilton County Board of
Education, making it impossible for the individual to stay; and 2) a material change in the
individuals job responsibilities that is unrelated to his/her performance.
Ancillary Hires
Ancillary hires result from situations where candidates recruited during this search process
are subsequently hired by the Hamilton County Board of Education into other positions,
within a one-year period from the date of hire of the Director of the Hamilton County Schools.
Our fee for each ancillary hire will be 25% of the annualized base salary plus bonuses
(expected, guaranteed, and/or signing). For ancillary hires, the fee will be billed in full at the
time the hire is completed.
Expenses
Expenses for a search fall into two categories:
1) Expenses incurred and controlled by Coleman Lew such as travel to meet with the
client, travel to interview candidates, and telephone/postage/copying expenses, etc. In lieu of
billing charges for telephone, postage, copying, etc., we bill a one-time administrative fee of
$490. In addition, the vast majority of our face-to-face candidate interviews are conduct via
Skype resulting in no travel expense to our client. On each search, we make every prudent
attempt to minimize out-of-pocket expenses without compromising the quality service that we
are known for providing. We estimate this category of expenses for this search would probably
be less than $3,000.
2) Expenses controlled entirely by the client such as advertising/posting and expenses
for client/candidate interviews. (These expenses are normal expenses for a search and will
occur regardless of any Coleman Lew activities.) Although we do not control these expenditures,
as a convenience to our client, we will make all logistical arrangements for these types of

Request For Proposal, Director of Schools Search

15

expenses. We will also assume payment for all expenses, which we will consolidate into itemized
invoices. Consequently, the BOE will pay one vendor (CLA) for expenses and we will facilitate
candidate reimbursement. If the Hamilton County Board of Education prefers to manage the
client-controlled expenses, CLA will not need to provide this service.
10. Additional Information
Value-Added Advantages that Differentiate Coleman Lew
Coleman Lew offers a number of value-added advantages, in addition to those listed above, to
the search process for the Hamilton County Director of Schools position. Among them are:

We have 37 years of experience recruiting exceptional leaders, including leaders for


educational institutions. Once we truly understand your needs, our core competency is
finding, recruiting, and evaluating superior leaders to fill those needs.

Although we have a broad national practice, we are regionally located and one of the oldest
executive search firms in the Carolinas. We are experienced in recruiting leaders to live and
serve in communities throughout the Southeast. More specifically, we have relevant
experience recruiting leaders to work in the education, non-profit, and government sectors.
This knowledge and familiarity with the region, and the sector(s), enables us to better
understand the needs of the Hamilton County BOE and allows us to provide a high level of
accessibility and attention.

We conduct assignments in teams so the scope of work is not dependent on one person.

We have broad and varied experiences that enable us to bring a big picture strategic view to
a search of this importance.

We have few, if any, off-limits restrictions or ethical conflicts that would constrain us on this
search.

We offer flexibility in helping you to accomplish your objectives.


Legal Disclosures per RFP Section VI
1.

Have you or any of your principals been in litigation or arbitration involving executive
search services for any public, private or charter K-12 schools during the prior five
years? NO If so, provide the name of the school district and briefly detail the dispute.
NA

2.

Have you ever had a contract terminated for convenience or default in the prior five
years? NO If yes, provide details, including the name of the other party. NA

3.

Is your firm, owners and/or principals, partner or manager involved in or is your firm
aware of any pending litigation regarding professional misconduct, bad faith,
discrimination, or sexual harassment? NO If yes, provide details. NA

Request For Proposal, Director of Schools Search


16

4.

Is your firm, owners and/or principals or partners involved in or aware of any pending
disciplinary action and/or investigation conducted by any local, state or federal agency?
NO If yes, provide details. NA

Dr. Welch, I trust we have adequately addressed the questions from the RFP. If you need any
additional information, please do not hesitate to ask. On behalf of the entire Coleman Lew team,
we are highly interested in partnering with the Hamilton County Schools for this critical search
and hope to have the opportunity to discuss it in more detail via a meeting with the Board. Thank
you again for your consideration.
Regards,

Kenneth D. Carrick, Jr.


President
KDC/jc

Request For Proposal, Director of Schools Search

17

Addendum
Below is a more extensive list of education and public sector searches successfully conducted by
Coleman Lew + Associates. Some of these searches may have previously been referenced in our
responses.
Sample of Education Searches Conducted (without regard to time period)
Public Sector Institutions denoted by BOLD
Brookfield Academy, Brookfield, WI

Head of School

Carmel Christian School, Charlotte, NC

Head of School

Catawba College, Salisbury, NC

President

Charlotte Latin School, Charlotte, NC

Director of Human Resources

Charlotte Mecklenburg Schools, Charlotte, NC

Chief Human Resources Officer

Christ Church Kindergarten, Charlotte, NC

Head of School

Clayton State University, Morrow, GA

Dean of the College of Information &


Mathematical Sciences
Dean of the College of Professional Studies

Coker College, Hartsville, SC

President
Vice President Business Operations
Vice President Institutional Advancement
Provost

East Point Academy, Cayce, SC (public charter


school)

Head of School

Fairfield County School District, Winnsboro,


SC

Superintendent

Hollins University, Roanoke, VA

Vice President for External Relations

Metrolina Regional Scholars Academy,


Charlotte, NC (public charter school)

Executive Director

Peach Belt Conference, Augusta, GA

Commissioner

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The Honor Society of Phi Kappa Phi,


Baton Rouge, LA

Executive Director (CEO)

Salem Academy & College, Winston-Salem, NC

President

Sea Pines Montessori, Hilton Head Island, SC

Head of School

South Atlantic Conference, Rock Hill, SC

Commissioner

South Carolina Independent Colleges &


Universities

Strategic Planning Project

Southern Conference, Spartanburg, SC

Commissioner

SouthLake Christian Academy, Huntersville, NC

Head of School

Spartanburg Methodist College, Spartanburg, SC

President

St. Gregory's University, Shawnee, OK

President

University of North Carolina at Greensboro,


Greensboro, NC

Director of Intercollegiate Athletics

University of North Carolina at Pembroke,


Pembroke, NC

Vice Chancellor for Student Affairs


Director of Athletics
Mens Basketball Coach
Vice Chancellor of Finance & Administration
Director of Academic Resources
Head Football Coach

University of South Carolina at Aiken,


Aiken, SC

Dean of the Business School

Voyager Academy Charter Schools,


Durham, NC (public charter school)

Managing Director

William Peace University, Raleigh, NC

President
Vice President of University Advancement

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Sample of Public Sector and Non-Profit Searches Conducted (without regard to time period)
Public Sector Organizations denoted by BOLD
Allendale County Hospital, Fairfax, SC

Chief Executive Officer

American Red Cross Greater Carolinas


Chapter, Charlotte, NC

Chief Executive Officer


Director of Development

Charlotte Housing Authority, Charlotte, NC

Chief Financial Officer


Chief Operations Officer

City of Hartsville, Hartsville, SC

City Manager

City of Washington, Washington, NC

Chief Financial Officer

Community Foundation of Gaston County,


Gastonia, NC

Executive Director

Gaston County, NC

Director of Human Resources

Girl Scouts Carolinas Peaks to Piedmont,


Gastonia, NC

Chief Executive Officer

Girl Scouts, Hornets Nest Council, Charlotte, NC

Chief Executive Officer

Grove Arcade Public Market, Asheville, NC

Executive Director

MeckEd, Charlotte, NC

President

Nash Health Care Foundation, Rocky Mount,


NC

VP for Development and Executive Director of


the Nash Health Care Systems Foundation

North Carolina State Bureau of Investigation,


Raleigh, NC

SBI Crime Lab Director

Pavillon International, Mill Spring, NC

Chief Executive Officer


Chief Administrative Officer

Sisters of Mercy, Belmont, NC

Chief Financial Officer


Chief Operating Officer
Director of Human Resources
Controller
Director of Information Systems

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Director of Communications
Director of Retirement Services
South Carolina Chamber of Commerce

President & CEO

Temple Israel, Charlotte, NC

Executive Director

United Family Services, Charlotte, NC

President & CEO

United Way of Gaston County, Gastonia, NC

President