1. education

Proposal for Executive
Search Services
California Collaborative for
Educational Excellence
Executive Director
16 March 2015
Carlson Beck LLC submits this proposal to California
Collaborative for Educational Excellence on a confidential
basis.
CALIFORNIA COLLABORATIVE FOR EDUCATIONAL EXCELLENCE (“CCEE”)
Executive Director
Proposal to Provide Executive Search Services
CARLSON BECK’S ABILITY TO MEET CCEE’S NEEDS
Our Values
We hold the following values; they infuse our approach to and execution of the work:
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Integrity: We are honest, forthright, and transparent with our client and candidates. We
present both the client organization and the professional candidates in their totality without
bias or distortion. We are committed to our role as trusted advisor.
Professionalism: We maintain confidentiality and trust with both our clients and candidates.
We treat candidates professionally and respectfully, given that we are serving in a trusted
advisor role to them just as we do so to our clients.
Commitment to Mission: We take each client and its mission as seriously as if we were
fiduciaries because, by virtue of our partnership with the client, we are.
Our objective is to find exceptional leadership talent who can “move the needle” on an organization’s
performance. We consider our partnership with CCEE to be successful when our placement has the
leadership skills and abilities to successfully lead and manage CCEE’s objectives in K-12 public education
to the benefit of the students.
Our Best Practices Profile

Partner-led search process. A Partner will execute all the critical components of your search
process; this includes in-person candidate interviews, writing candidate presentations, and
presenting candidates for interview by CCEE. All client interaction is led by the Partner and
includes the search team.
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Best practices and resources of a large firm / small firm focus and service. Our leadership has
been trained in search strategy and methodology at a best-in-class global search firm. We are
able to deliver this caliber of work to our clients and candidates with the required resources
because we enjoy working at this level of professional excellence.
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Diversity. It begins with our firm and extends to our candidate base. We have a successful
track record of presenting and placing professionals who contribute to the desired diversity of
our client organizations.
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Personally, we are mission-driven and active volunteers. We serve on Boards of Directors, we
devote our time to sustaining the work and presence of nonprofit organizations in our
communities, and we are philanthropists. Our years of community service give us practical
insights and an understanding of the challenges and issues that face nonprofit organizations.
Proposal for California Collaborative for Educational Excellence – Executive Director
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Types of Networks to Access for This Position
We will access existing and expanding networks in education leadership, administrators and
superintendent, education executives, curriculum development, teacher development, as well as
research and evaluation that are resident in public education, philanthropic entities, nonprofit
organizations, and consulting enterprises. We will also explore the network of philanthropic consulting
firms that offer strategy consulting in education.
Track Record of Diversity Candidates
Our track record has ranged, per search, from a low of 10% to a high of 80% of candidates presented.
We note that this ranges widely from the field in which we are recruiting. We also note that the lens
through which we view diversity is customized to the organization’s needs.
Representative Searches in Education / California Statewide Organizations
Education
 California Department of Education, Chief Deputy Superintendent for Public Instruction,
Sacramento, CA (in process)
 Change the Equation, Chief Executive Officer, Washington, DC
 Gateway to College National Network, Portland, OR
o President
o Vice President, Programs
 Amigos de las Américas, National Campaign Director, Houston, TX
 National Math + Science Initiative, consulting engagement, Dallas, TX
 Stuart Foundation, San Francisco, CA
o President
o Chief Operating Officer
 Evelyn and Walter Haas, Jr. Fund, Program Director, Education Equity, San Francisco, CA
 Foundation for Youth Investment, Executive Director, San Francisco, CA
 Long Beach Collaborative to Advance Linked Learning, Executive Director, Long Beach, CA
 Genesys Works, Executive Director-Bay Area, San Francisco, CA
 Junior Achievement of Southern California, President and CEO, Los Angeles, CA
California Statewide Organizations
 California Budget Project, Executive Director, Sacramento, CA
 California Housing Consortium, Executive Director, Los Angeles, CA
 California State Teachers’ Retirement System, Sacramento, CA
o Director of Real Estate Investments
o Investment Officer III, Real Estate
Carlson Beck serves only nonprofit and philanthropy clients; the comprehensive list of our successfully
completed searches can be found under “Who We Are” and “What We’ve Done” on our website:
www.carlsonbeck.com.
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Proposal for California Collaborative for Educational Excellence – Executive Director
Case Studies of Three Representative Searches
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Change the Equation (CTEq). We conducted the search for the Chief Executive Officer of this
newly-formed [in 2010] national organization, a nonprofit, non-partisan, private sector CEO-led
initiative to solve America’s innovation problem. It answered the call of President Obama’s
Educate to Innovate Campaign to move the U.S. to the top of its peer group in science and
math education over the next decade. The organization aims to improve science, technology,
engineering, and math (STEM) education for every child, with a particular focus on girls and
students of color, who have long been underrepresented in STEM fields. Its members – more
than 110 companies – connect and align their work to transform STEM learning in the United
States. It is an advocacy (policy at the national and state level) and grant making organization
as it fulfills its mission, working with the partner companies to assess the effectiveness of their
STEM philanthropy/programs. CTEq’s founding supporters are the Carnegie Corporation of
New York and the Bill & Melinda Gates Foundation.
The challenge: We were seeking a dynamic leader who had experience in STEM education
policy, experience working with the corporate sector leaders, and mobilizing disparate parties
of interest around a common purpose and to a common goal. The professional had to be
comfortable and credible with a wide range of audiences, from President Obama and his
science and technology staff, Secretary Arne Duncan and his education staff, to STEM
administrators and teachers throughout the national public education system. The candidate
had to be comfortable working with a Board of Directors comprised of the CEOs of Xerox, Time
Warner Cable, and Kodak, as well as the retired chairman of Intel and the late Sally Ride.
The successful placement: We placed Linda Rosen, PhD, a long-time advocate for education
policy reform with a deep expertise in mathematics education. During the Clinton
Administration, she served as the Senior Advisor to Secretary of Education Richard W. Riley on
mathematics and science. Dr. Rosen also served as the Executive Director of the National
Commission on Mathematics and Science Teaching for the 21st Century (known as the John
Glenn Commission). She provided leadership to the business community in its effort to support
improved student performance in STEM as the Senior Vice President for the National Alliance
of Business.
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Stuart Foundation. We conducted the search for the President of this private family
foundation that it is a significant funder of public education initiatives throughout California.
The Stuart Foundation is known for engaging with a wide array of stakeholders in public
education. They are known for leadership development, facilitating exposure to innovative
practices in other educational systems, and discussion of process improvement.
The challenge: We were seeking a dedicated and passionate advocate for public education and
systems change. The individual would ideally have a deep understanding of education in
California, have been on the front lines of education, and would understand the power of
philanthropy to create positive impact. The professional had to be comfortable and credible
with a wide range of audiences in the education sphere including educators, administrators,
education-based nonprofits, as well as education policy and advocacy organizations working at
local and statewide levels. Additionally, the professional had to engender credibility quickly as
he or she succeeded the long-time president.
The successful placement: We placed Jonathan Raymond who was the head of education
consulting at the Public Consulting Group in Boston, MA. He had previously served as
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Proposal for California Collaborative for Educational Excellence – Executive Director
Superintendent of Sacramento City Unified School District, and had been the Chief
Accountability Officer at Charlotte-Mecklenburg Schools in North Carolina.
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California Budget Project (“CBP”). We conducted the search for the Executive Director of this
nonpartisan organization responsible for improving public policy affecting the economic and
social well-being of low- and middle-income Californians. CBP conducts independent and
nonpartisan analysis of budget and tax issues in California, and assesses their consequences for
low- and middle-income populations. CBP holds an annual conference, along with numerous
briefings and training on budget and tax issues for community groups, advocacy organizations,
and policymakers.
The challenge: We were seeking a combination of telegenic leader and industry spokesperson
who also had the high caliber analytic capabilities to enhance the Budget Project’s reputation
as a state and national leader in fiscal policy analysis. The professional had to be comfortable
and credible with a wide range of audiences including foundations, state legislators, and policy
and advocacy organizations throughout California and the U.S.
The successful placement: We placed Christopher Hoene who was formerly the Director of the
Center for Research & Innovation at the National League of Cities in Washington, DC, where he
led analyzing trends in local and state government and promoted constructive policy action on
issues including public finance, economic development, governance, housing, sustainability,
and infrastructure. He had also worked for the Center on Budget and Policy Priorities and the
Public Policy Institute of California.
Our performance guarantee
We guarantee the Placed Professional for a period of 12 months from the start date of employment.
Capacity
We have the bandwidth and capacity to commence this search engagement immediately and
successfully complete it within 90-120 days.
OUR EXECUTIVE SEARCH APPROACH AND METHODOLOGY
Candidate Acquisition
A critical component of our search methodology is the “intake interviews.” We conduct these as soon
as possible with the members of CCEE’s governing Board and appropriate key advisors. These
interviews contribute relevant information, perspectives and insights for the requisite experience and
desired attributes needed for the position. The intake experience also gives us a sense of the culture
and values of the Department’s key leadership. We serve as an extension of CCEE during the course of
this search; it is important to us that we build “mind share” between your organization and our firm.
We use the intake information to refine the client-approved Executive Director Position Specification.
The Position Specification speaks to the experience, skills and attributes of the desired candidate. It is
a critical search tool used in the market to engage well-qualified candidates and well-connected
sources.
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Proposal for California Collaborative for Educational Excellence – Executive Director
We begin our search strategy and client needs assessment immediately. Based on information and
insights provided by CCEE, we craft a comprehensive search strategy to target the markets where
professionals with the desired experience, skills and characteristics may be sourced. We conduct
independent research on your organization to place it in a larger and well-defined context. We also
research and analyze the talent in peer group organizations.
We would be seeking candidates who bring the leadership experience and expertise in K-12 public
education, front-line education experience, as well as best practices in implementing systems of
control and accountability.
Candidate Assessment
Each prospective candidate is initially assessed for their qualifications and experience by a Principal or
Partner of the firm. Candidates considered for presentation to CCEE are interviewed in-person by the
Partner leading the search. We like to have multiple pairs of eyes and ears on each candidate and two
opinions on the candidate’s strengths and weaknesses to the position.
We prepare a Candidate Presentation (“Attachment A”) for each professional scheduled for an
interview by CCEE. The document is an overview of the candidate’s professional background and
experience discussed in their interview with the Partner. Additionally, the candidate is given written
questions to complete following the interview and the candidate’s written responses are included in
the Presentation. This allows the candidate an opportunity to think more deeply about the position
and the organization, as well as their experience and career path as it relates to the position. These indepth and thoughtful responses have a value not achievable in one interview.
There is a qualitative assessment of the candidate to the Position Specification, as well as information
on the candidate’s current compensation structure. Our goal with the Candidate Presentation is to
present a complete and clear picture of the candidate professional experience, skills, attributes, and
some insights into the person he or she is. We have submitted a sample Candidate Presentation to you
for your information.
Search Process Management
During the course of the search, we keep CCEE updated on our progress and seek your feedback on
candidates. We have regularly scheduled bi-weekly Status Calls. Prior to each call, we provide CCEE
with a Candidate Matrix (“Attachment B”). This report consists of one page for each candidate in
process. It describes their educational credentials and professional history, as well as our initial
assessment of the candidate to the position. This is a critical tool for an informed and productive
discussion during the call. Updates to the Candidate Matrix are ongoing between calls and we
distribute a revised document in advance of each Status Call.
We often recommend the presentation of a slate of candidates to CCEE to interview during one day
representing the four most qualified candidates based on your feedback from the bi-weekly Status
Calls. From this interview process, we would work with CCEE to select the two finalists who would be
presented to additional CCEE decision makers, if necessary.
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Proposal for California Collaborative for Educational Excellence – Executive Director
A 360-degree referencing process is conducted for two finalist candidates; it is part of Phase Four
described below. We provide a written referencing report with direct quotes from referees.
Our Work Plan and Timeline (“Attachment C”)
Phase One: Organizational Consulting (weeks 1-2)
 Meet with the members of CCEE to understand and calibrate technical requirements and
attributes for the position as well as understand the organization’s culture
Phase Two: Identification and Outreach (weeks 2 to 7)
 Perform independent research to identify potential candidates
 Create initial search “call list” of professionals to be approached
 Create an outreach strategy to maximize the probability of individuals’ consideration of this
opportunity with CCEE
 Solicit, review and assess candidates in response to our outreach
 Facilitate CCEE’s review of professionals’ presentations of qualifications
Phase Three: Interviewing and Presenting (weeks 5 to 8)
 Interview and qualify candidates employing competency-based assessment
 Prepare candidate presentations
 Present qualified candidates to CCEE
 Assist scheduling interviews and ensure a successful interview process
Phase Four: Selection and Presentation of Offer (weeks 10 to 12)
 Consult with CCEE on candidate selection
 Conduct 360-degree referencing
 Assist in structuring and presenting offer
Phase Five: Transition Planning and Follow Up (after the conclusion of the search)
 Follow-up with the Placement and CCEE to ensure successful transition at 60-day and sixmonth intervals, as well as at the one-year anniversary of the Placement’s date of hire
PROPOSED FEE STRUCTURE AND REIMBURSABLE EXPENSES
Our standard fee is one-third (33-1/3%) of the Placement’s first full year’s annual salary and estimated
annual performance bonus. Our minimum search fee is $45,000.
The fee is divided into three installments. The first installment is due upon initiation of the search. The
second installment is due upon presentation of a slate of well-qualified candidates; typically, this is 45
days into the search process. The final installment is due upon successful completion of the search, i.e.,
the execution of a mutually acceptable offer of employment.
We would also invoice CCEE for reimbursement of direct expenses. These are expenses incurred for
Client meetings as well as for candidate interviews with CCEE. We will discuss out-of-area candidates
with you prior to any expenses being incurred. We use Skype technology whenever possible for out-ofarea candidates in order to control expenses.
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Proposal for California Collaborative for Educational Excellence – Executive Director
THE CARLSON BECK TEAM FOR CCEE
Sally Carlson, Managing Partner, will be responsible for leading and managing the search process,
client management and communication, candidate interviews and assessment, candidate presentation
to CCEE, reference checks, as well as offer presentation and negotiation. Sally will be the primary client
contact for CCEE.
Heidi Holzhauer, Senior Principal, is responsible for outreach to qualified and interested candidates, as
well as to industry sources and referrals; she is also responsible for initial assessment and qualifying of
prospective candidates.
Karen Kelly, Chief Administrative Officer, is responsible for facilitating smooth communication
between CCEE and Carlson Beck, as well as with the candidates. Karen schedules all client meetings
and interviews, and ensures all reports, such as the Candidate Matrix or a Search Call List, are prepared
and distributed on a timely basis.
Kelly Allen, Research Associate, is responsible for researching and identifying talent pools with
potentially well qualified candidates and well connected sources. Her work is the foundation to the
successful execution of a well designed search strategy.
Please see the professional biographies of the team members at the end of this proposal.
REFERENCES
Out of professional respect and courtesy, please let us know when you would like to contact our
references so we can notify them of your intention and timing. Thank you!
Ms. Christy Pichel, retired President
STUART FOUNDATION
415.613.2196 mobile
christypichel@gmail.com
Ms. Pichel was our client when we conducted the Chief Operating Officer search for the Stuart
Foundation, placing Ms. Carol Ting. We subsequently executed the search to find Ms. Pichel’s
successor, placing Mr. Jonathan Raymond, former Superintendent of the Sacramento City Unified
School District, in the President role.
Mr. Paul Rosenstiel, Partner
DE LA ROSA & CO.
101 Montgomery Street, Suite 2150
San Francisco, CA 94104
415.495.8863 office
paul@rosenstiel.net
Paul serves on the Board of the California Budget Project for whom we conducted the Executive
Director search. This national search culminated in the placement of Mr. Christopher Hoene, who had
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Proposal for California Collaborative for Educational Excellence – Executive Director
been the Director of the Center for Research and Innovation with the National League of Cities in
Washington, DC.; Chris is currently in this role.
Ms. Sylvia Yee, Vice President
EVELYN AND WALTER HAAS, JR. FUND
114 Sansome Street, Suite 600
San Francisco, CA 94104
415.856.1400 office
sylvia@haasjr.org
Ms. Yee was our client contact for the recently completed search for the Program Director, Education
Equity. We place Ms. Theresa Garcia, former Assistant Secretary of Education, State of California, who
was working as an independent consultant in the education sector.
Ms. Martha Lamkin, Founding President and CEO
LUMINA FOUNDATION FOR EDUCATION
marthalamkin@sbcglobal.net
317.445.7527 mobile
Martha is the Chairperson of the Board of Directors of Gateway to College National Network,
headquartered in Portland, Oregon; we recently completed the search for the new President, placing
Ms. Emily Froimson whom we recruited from the Jack Kent Cooke Foundation headquartered outside
of Washington, DC.
Mr. Stephen Barkanic, Senior Vice President and Chief Program Officer, STEM Policy and Programs
BUSINESS-HIGHER EDUCATION FORUM
2025 M Street, NW, Suite 800
Washington, DC 20036
301.310-1489 mobile
stephen.barkanic@gmail.com
Steve was the Senior Program Officer representing the Bill & Melinda Gates Foundation when we
conducted the CEO search for Change the Equation. Please see the above Representative Case Study
for details.
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Proposal for California Collaborative for Educational Excellence – Executive Director
PROFESSIONAL BIOGRAPHIES
Sally Carlson spent 20 years in corporate finance and real estate finance, management consulting,
portfolio management for and capital raising from institutional investors before entering executive
search with Heidrick & Struggles in January, 2000.
She has a 25-year track record of serving as a director on the boards of philanthropic, social service,
and arts organizations. Her knowledge of and experience in the nonprofit sector as an active Board
member and volunteer, coupled with her experience in organizational consulting, and executive
assessments, ensure a well-guided strategic approach and a competency-based assessment process.
Sally and her children fund scholarships to the University of California system for under-represented,
first-generation college students.
Sally graduated with a B.S. in Business Administration from the University of California, Berkeley, with
a minor in Political Science, specializing in Soviet studies.
Sally is a Trustee of Deep Springs College.
Sally is a past Board member of Paul Taylor Dance Foundation in New York City, Non-profit Housing
Association of Northern California, Osher Center for Integrative Medicine at UCSF, and Rockwood
Leadership Institute. She has served as Board Chair for both the Tenderloin Neighborhood
Development Corporation and CompassPoint Nonprofit Services in San Francisco.
Contact Information:
415.433.2299 direct
415.203.5259 mobile
917.922.6113 New York
sally@carlsonbeck.com
Heidi Holzhauer, a Senior Principal with Carlson Beck, commenced her career working in Washington,
DC for Senators Alan Cranston and Russ Feingold over a four-year period.
She then joined Pacific Gas and Electric Company in San Francisco as a Regulatory Analyst. During her
time at PG&E, Heidi participated in the development of programs, procedures and systems necessary
for the successful opening of California’s deregulated energy market.
Heidi was a Senior Associate for Heidrick & Struggles for five years in the San Francisco and the Seattle
offices. Over that time she executed senior level searches in the Industrial, Consumer, Information
Technology, Healthcare and the CFO Practices.
Heidi is well experienced in “C-level” searches in the nonprofit sector, including CEO, President, and
Executive Director positions. She also has deep expertise in the financial function, including the Chief
Financial Officer, Vice President of Finance, Controller, and Treasurer positions. She also has substantial
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Proposal for California Collaborative for Educational Excellence – Executive Director
experience with development/fundraising for health and human service nonprofits as well as arts
organizations.
Heidi holds a B.A. in English from the University of Puget Sound.
She served on the Alumni Board for the University of Puget Sound and remains an active alumnus with
the San Francisco Chapter. Heidi serves as the Board Chair of Summer Search North Bay, a national
youth development and education nonprofit organization. Heidi lives in St. Helena, California.
Contact Information:
707.963.1250 direct
415.298.6659 mobile
heidi@carlsonbeck.com
Karen Kelly is the Chief Administrative Officer with Carlson Beck.
Karen’s experience began with her work with Kleiner Perkins Caufield & Byers. She then joined Cell
Genesys, Robertson Stephens & Company, and spent two terms at the California State Automobile
Association.
Prior to joining Carlson Beck, Karen worked with search professionals at Heidrick and Struggles, where
she partnered with Sally Carlson and Matt Slepin. She later joined their team at Terra Search Partners.
Karen holds a B.A. degree in Political Science from San Francisco State University and Master of
Theological Studies from the Jesuit School of Theology in Berkeley.
Contact Information:
415.433.0345 direct
415.957.5897 fax
karen@carlsonbeck.com
Kelly Allen is a Research Associate with Carlson Beck; she brings a background in policy and
anthropological research, including work done in Panama as a Fulbright scholar.
Kelly’s experience in international human rights research has strengthened her work with nonprofits
around the world. She brings strong research and investigative skills to her role and responsibilities
with Carlson Beck in the nonprofit and philanthropic communities.
She holds a B.A. in International Relations from Beloit College, with minors in African Studies and
Philosophy; Kelly is fluent in Spanish.
Contact Information:
kelly@carlsonbeck.com
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Proposal for California Collaborative for Educational Excellence – Executive Director
Attachment A
Confidential Candidate
Presentation
Matthew P. Kelly
Junior Achievement of Southern
California
President and Chief Executive Officer
05 June 2014
The following evaluation has been prepared for the
exclusive use by Junior Achievement of Southern
California. Its use should be controlled and limited to
designated executives concerned with the selection of the
candidate, and under no circumstances should the
evaluation contained herein be transmitted to the
candidate.
The candidate has agreed to discuss this opportunity on a
completely confidential basis. Therefore, it is imperative
that no references be checked by any member of your
organization without our prior notification and consent.
05 June 2013
Mr. Paul McGunnigle, Chairperson, Board of Directors
Mr. Brett Rodda, Co-Chairperson, Search Committee of the Board of Directors
Ms. Edith Perez, Co-Chairperson, Search Committee of the Board of Directors
JUNIOR ACHIEVEMENT OF SOUTHERN CALIFORNIA
6250 Forest Lawn Drive
Los Angeles, California 90068
RE:
CONFIDENTIAL CANDIDATE PRESENTATION FOR PRESIDENT AND CHIEF EXECUTIVE OFFICER:
Mr. Matthew P. Kelly
Dear Paul, Brett and Edith,
We are pleased to present Matt Kelly for your consideration for President and Chief Executive Officer of
Junior Achievement of Southern California (“JASoCal”). This letter includes our commentary on his
background, our assessment of his candidacy for this position, as well as his motivations and concerns
regarding this role. We have also provided his detailed resume, as submitted to us, as a separate
document.
We look forward to discussing Matt’s candidacy with you.
CAREER COMMENTARY
These notes are meant to provide additional color and information to that which was provided in the
candidate’s resume. Therefore, information that was provided there is not all repeated in this section.
Background
Matt was born in California; his family moved to Tennessee during his elementary school years, and then
back to California for junior high and high school. He is the youngest of eight children. Matt attended the
University of Notre Dame, South Bend, Indiana and graduated in 1986 with a B.A. in Political Science and
then earned a J.D. from Loyola Law School, Los Angeles, California in 1989.
Professional Experience
Matt passed the California Bar Exam in his first sitting. He was hired as an Associate Attorney by the Law
Offices of Breidenbach, Swainston, Crispo and Way in Los Angeles. It was a mid-sized law firm with 40
lawyers. Matt prepared pleadings, conducted discovery and was involved in all stages of trial preparation.
He said this “was the best place to work” and it is where his foundation in law was set. He describes the
people who worked there, including the partners, as “solid people” who were his mentors. He really
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Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
respected the entire group. One of the partners, Mr. Swainston, took Matt on as his protégé; Matt credits
him with shaping his career. One day Mr. Swainston asked Matt what his long term career goals were.
Matt answered that he wanted to be a public defender. Mr. Swainston told him he should be a public
prosecutor. This provoked some deep thinking for Matt and before he knew it, Mr. Swainston had made
an introduction for him to the L.A. City Attorney on Matt’s behalf and Matt was offered a job. It was a
tough decision, but Matt left the firm for the City Attorney’s office.
Matt spent 10 years (1991 to 2001) working for the City of Los Angeles. He was first hired in the Office of
the City Attorney where he served as a Prosecutor, Assistant Supervisor of the Central Trials section and
as Interim Supervisor of the Special Enforcement Section. He participated in all phases of criminal court
management, case preparation and litigation. During his tenure with the City, Matt dealt with many high
profile cases and historical events such as the L.A. Riots, the O.J. Simpson trial, and the LAPD Rampart
scandal to name a few. He managed the Rebuild project after the L.A. Riots which assisted businesses
with contract modifications and he was a member of the search committee for the new Police
Commissioner. In 1999, Matt was promoted to Special Assistant City Attorney. He reported to the City
Attorney and the Chief Assistant City Attorney. Matt’s focus was the “special prosecution office which
was comprised of legal projects that “could not be screwed up publicly.” He was one of three Special
Assistant Attorneys in a department of 500. Matt describes managing attorneys to “managing blind cats”
and he learned how to be influential. He provided general counsel for all city departments. He was the
liaison between the department and community organizations and the business communities. He worked
closely with the City Councilmen and their staffs on special requests.
In 2001, Matt was asked by Mayor Hahn to be Deputy Mayor. He held this role until 2005 when Mayor
Hahn lost his re-election bid. As Deputy Mayor, Matt was responsible for management and oversight of
city departments such as Planning and Development, Transportation, General Services, Engineering,
Sanitation, Contract Administration, Street Services, Street Lighting and Environmental Affairs. He had 15
director reports, 9000 employees and a total budget of $1.9 billion. He was the Mayor’s “right hand and
trusted advisor” on policy issues and departmental operations. Matt also worked on economic
development projects such as affordable housing development. He was the spokesperson for the Mayor
to local, regional, state and federal agencies and regulatory bodies. He worked closely with the business
community and all levels of elected officials. He created a more efficient process for the permitting and
review process. He was created and managed taskforces and worked on special Mayoral initiatives such
as the congestion relief program.
Simultaneously during 2003 to 2005, Matt was hired to be the General Manager of the Public Works
office for the City of Los Angeles. He had 300 employees under his management. He ensured that $1
billion in publicly funded infrastructure projects were managed well and on schedule.
When the Mayor lost his re-election bid, Matt was recruited to the City of Pasadena as the Assistant to
the City Manager in the Office of the City Manager. He worked for Ms. Cynthia Kurtz. He describes her as
his “career godmother” because she mentored him extremely well and provided professional
development opportunities to him to learn new things and develop his skills. Matt was the General
Manager to the City of Pasadena’s Housing Division and had responsibility for Planning and
Development, Police, Fire, Water and Power and the Human Resources Department. For each
department, he developed budgets, policies and goals. He conducted evaluations for department heads
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Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
and of departments. Matt was responsible for economic development opportunities for areas of lowincome communities. This included housing and job creation. He took on special projects at the request of
his boss and directives from the City Council. Again, he was in an externally facing role and represented
the City and City Manager with other government agencies and community groups. While Matt enjoyed
this larger role in a smaller City, he made the decision to leave 2007. He made this decision because his
wife also worked for the City of Pasadena and, as a result, some conflicts among departments occurred.
He did not want to create an appearance of impropriety and he didn’t want to set back his wife’s career.
Integrity is crucial to Matt so he felt it was best to leave.
He was approached by the City of Pomona to be the City Manager but was counseled by his mentors to
not take the job due to the dysfunction. In December of 2007, he was offered a job with Southern
California Association of Governments (“SCAG”) as the Director of Government and Public Affairs and
he accepted. Matt was thinking ahead to the need for providing for his family, such as college expenses
(he currently has a son at Yale University), and he only needed a few more years before he was vested
with PERS. In this role, Matt worked closely with 100 elected officials, business leaders and private sector
sponsors. SCAG had a board of 87 and represented 167 cities. His task was to keep the members happy,
advocate for them, and keep projects moving forward. Matt had to create a uniform message for the
membership organization. He recruited members and fundraised for the organization. He managed
outreach events, wrote press releases and managed the communications materials. He managed a staff
and conducted performance reviews. While Matt was at SCAG, he went through a year-long program
offered through the Southern California Leadership Network, an arm of the L.A. Chamber of Commerce.
He found this program to be life-changing for him and his professional track. When budgetary issues hit
SCAG, Matt decided to leave. With current and upcoming college tuition commitments, he wanted to be
proactive with his job search so he could stay true to his personal financial commitments.
In March of 2011, Matt opened up his own litigation and government affairs law firm, Matthew P. Kelly
Law Group, with two other partners while he looked for a full-time opportunity. He has individuals,
business and institutional clients. As the firm was launching, Matt was approached by the outgoing
Executive Director (“ED”) at the Southern California Leadership Network (“SCLN”) who was retiring. The
ED thought that Matt would be a great executive to take over his role at SCLN. Having been an alumnus
of the program, and realizing the impact that it had on him, Matt said yes. They created a job structure
that allows Matt to carry a few clients at his law practice for supplemental income.
In October of 2011, Matt started at Executive Director at Southern California Leadership Network. He
was taking over the role for an ED who had been in the chair for five years. SCLN is 25 years old and has
been part of the L.A. Chamber since 1997. Matt manages a staff of four, a $1 million budget, and a board
of 25 that he has recruited. They are a give-and-get board. He reports to the COO and the CEO of the L.A.
Chamber. He raises approximately $900,000 a year from corporate sponsors and through grants. They
have a total of four programs that they manage: Leadership LA, Leadership Southern California, California
Connections and New American Leaders. These are leadership development and training programs for
mid to senior level executives. Approximately 160 people go through the programs in a year which costs
up to $5500 per student. The goal is to enhance leadership skills, to motivate and to prompt community
engagement among leaders. They introduce the program students to “titans of industry” in California and
build communities of executives. Matt fundraises, manages the operations, recruits students, leads
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Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
seminars and is a frequent speaker at commencement ceremonies and business gatherings. He actively
pitches the programs four or five times a month to businesses and potential students. SCLN has been in
growth mode and Matt has added two new programs, is developing one new one, adding staff and
growing the budget. Matt is well connected in the region with corporations, government officials,
business leaders and community leaders. He is in a very visible role as ED of SCLN recruiting students and
business leaders in southern California.
AREAS OF ASSESSMENT
We found Matt Kelly through original research. He is a diversity candidate.
[The Candidate provided written responses to the following questions.]
How would you design and implement a fundraising strategy and plan for JASoCal, given the
business model of corporate partners and support?
Fundraising is always a challenge, no matter the economic climate. Based upon my experience, I have
learned that there are five pillars to any sustained fundraising campaign: First, there must be a positive
relationship built between the solicitor and the donor. Second, you must be able to give a compelling,
cogent argument as to why their giving is in their best interest or in the interests of a cause that they
believe in. In short, what business incentive can we provide for the sponsor to donate? Third, there must
be a well thought out plan and goal for the fundraising effort. Fourth, you must be creative and honest.
Fifth and final, there must be sustained follow-up and appreciative gestures. Each of these factors is
crucial to any effort. But note there is one more factor that should also be considered in certain
situations: if there is a successful ongoing fundraising campaign, don’t rock the boat. Just because you are
new to the organization and feel the need to put your “stamp” on the effort, doesn’t mean that you have
to make changes to show that you are in control. I believe that the old maxim that “change is not
better…better is better,” is true. So, if the current model is working, I would work within the confines of
the existing model and determine where we might make improvements.
Specifically for JASoCal, based upon the 2013 published budget, corporate income comprised
approximately 63% of the total contributions of $2,732,000; this is out of a gross income of $4,448,000.
Accordingly, the first order of business would be to nurture the relationships with these core donors and
strengthen those ties and reaffirm their commitment. Again, because over half of the donor base is from
corporations, those corporations must immediately be engaged and relationships built.
Moreover, we must increase the size of our fundraising and collaboration tent. The business landscape of
Southern California is quickly evolving. No longer are we a business community dominated by large
manufacturers and business. It is crucial for the future viability of this organization that we capture this
new wave of smaller businesses that are beginning to dominate our landscape. This must include the high
tech companies at “Silicon Beach”, and the growing biomedical facilities and service industries. The
headquarters of JaSoCal is minutes away from some of the largest entertainment studios in the world;
they must too be engaged. Finally, increasing our collaborative efforts with similarly aligned organizations
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Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
to accomplish our mission of empowering young people should be a priority. These groups might include
the YMCA, Boys and Girls Clubs, Teen Centers and charter schools.
I have a depth of experience at raising funds from the business community. At SCLN, I have been
responsible for raising the bulk of the $850,000 dollar budget. Over half of these funds come from
corporate donors. Note: these funds were raised with no development staff – just following the
aforementioned philosophy and hard work. At the Southern California Association of Governments
(SCAG), I was responsible for raising approximately $300,000 annually for the SCAG General Assembly.
This was incredibly difficult, as most corporations had no idea what SCAG did, and contributing did not
further their business interests. Therefore, I had to make very specific arguments and prove that their
donation was of benefit to them and for causes that they believed in. At the City of Pasadena, I was
charged with raising almost a million dollars for the City’s homeless and affordable housing programs.
Again, I followed the philosophy and got the job done.
I serve on various boards and am active with several faith groups. In each of those capacities, I have been
successful at raising thousands of dollars for various causes.
How have you demonstrated creativity in fundraising?
As indicated in my response to the question above, there are 5 pillars of success for any successful
fundraising campaign. Junior Achievement has a built-in attractor – children. In my current position, we
have no built-in constituency, thus the cultivation of donors becomes somewhat problematic as our
mission was to develop a group of leaders to lead our community. Most of these leaders were middle
aged men – not always the easiest demographic. So, I had to be creative and develop a series of
strategies to “sell” our product to our sponsors. To do this, I had to first show how supporting the SCLN
would improve their business bottom line. I did this by contacting a number of professors at Harvard
University and gaining permission to use their paper on the benefits of leadership development on the
financial position of corporations. I took this information and tailored it for use with various companies.
Secondly, I knew that our second greatest selling point were the graduates of our program so I and my
team recruited many of our graduates in a campaign to show how effective the leadership program was.
Thirdly, I recruited members for our Board from some of the largest companies in the Southern California
region – companies whose values aligned with our core beliefs. I believe that honesty and transparency
are crucial, so each member of the Board that I recruited was fully aware of the financial commitment and
the need to be of service to the Board, not just serve on the Board. I then sent as many of the Board
members through the program as possible. As such, they could talk about their personal experiences
when going back to their respective companies.
With Junior Achievement, the task is somewhat easier in that the empowerment of children is a cause
that most, if not all, corporations can get behind. Finally, I delved deeply into the use of social media, and
other forms of electronic media, to get our message across.
How have you re-positioned or re-built an organization’s marketing or branding program?
I have directed 2 very distinct rebranding efforts during my career. While at the SCAG, I was charged with
directing the rebranding efforts of this large Metropolitan Planning Organization. This was no easy task.
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Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
SCAG is not a well known or “sexy” organization; however, the work that they do is critical to the
transportation and environmental needs of our entire Southern California community. Moreover, with an
84-member Board of Directors, it was a herculean task to get any sort of unanimity on any such new
branding. As a first step, we went through a carefully planned series of workshops and focus groups to
first determine the “market” strength and level of recognition of the [then] current brand. This included
eliciting the help of our stakeholders, partners, and others who were unfamiliar with our brand. This first
step was to determine whether there truly needed to be a repositioning of our efforts. Based upon these
workshops, we were able to determine that our brand was simply “ok”; however, the manner in which
we marketed ourselves needed an overhaul. Accordingly, we updated the website, brochures, marketing
materials and voicemails to “demystify” the work that was done by SCAG and to make it more userfriendly. Moreover, we delved deeply into the use of social media, advertising on portable kiosks and
developed a speaker’s bureau to help spread the message of SCAG. Today, SCAG is a different
organization. The lesson learned here was that while we initiated the process to completely change the
branding of the organization, (which would have been a costly proposition), we learned through careful
research and study that we really only needed a modernization plan.
Currently, the SCLN is undergoing a rebranding effort as we are now a statewide organization and we will
need to lose the “Southern California” moniker. This effort is following the same process as before -finding out how we are currently positioned in the market and how we can better separate ourselves
from the phalanx of other organizations who are seeking to reside in the same bandwidth. As for JA,
there has to be some reason that I, the father of two children, never was approached with information
concerning JA for my two young men.
Please describe your experience with working with financial statements, managing a P&L, and
managing financial operations. How will you address the liabilities of the organization upon
assuming management of it?
Over the years, I have learned to read, interpret and write financial statements, budgets and other
finance related materials for both public and private sector organizations. I have a good understanding of
a Profit & Loss statement (I like to refer to the P&L as the blood pressure of the organization), and what a
P&L really means. Moreover, I understand the need to read the financial statement in its historical
significance.
I have had to manage budgets that have ranged in size from a mere $ 250,000 to over $1 billion dollars.
Whether large or small, I know that a keen eye must be kept on the financial details and that those details
help form a larger financial snapshot of the organization. One thing that I have become particularly good
at is the ability to recognize trends and anticipate trends or issues concerning the financial health of an
organization. If financial statements are written and interpreted correctly, there should not be any
“surprises” as to the financial health or stability of an organization.
I have also learned that one must not just simply read a financial statement, but that the budget detail
and accompanying supporting documents must also be considered. Also, it is always helpful to have an
ingoing conversation with your finance staff to insure that the finances are being utilized in a way which
supports the mission and goals of the organization.
7
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
Every organization has liabilities. Indeed, in some instances, liabilities can be a sign of the good financial
health of an organization. Of course, the opposite can be true as well. So, to fully answer this question,
there must be a review of the larger financial picture of JASoCal. For the purposes of this response,
however, let’s assume that there are some worrisome liabilities that we must address.
The first order of business is to determine what these liabilities are, how can we not incur any additional
[bad] liabilities; note when they are due and whether we can work with those whom we owe to address
the liability. The reputation, credit worthiness and ability of a nonprofit to manage its finances is of
paramount importance, especially to our corporate and foundation sponsors.
After determining what the actual status is, then we (this is an issue that our finance team must all be in
sync on), will develop a plan and execute it. Finally, let me say this -- sometimes hard decisions have to be
made for the overall health and viability of the organization. I have experience in those situations and am
prepared and able to make those tough decisions.
Experience managing fiscal operations and staff
As indicated above, I have managed organizations with budgets ranging from $250,000 to $1 billion
dollars. While serving as the Special Assistant City Attorney in the Los Angeles City Attorney’s office, I was
charged with writing and having adopted the City Attorney’s budget. As Deputy Mayor of Los Angeles, I
was charged with writing and having adopted a budget of approximately $1.4 billion dollars. Concurrently
as Deputy Mayor, I also served as the General Manager of the Bureau of Contract Administration where I
directly supervised a staff of approximately 250 persons and an annual operating budget of
approximately $37 million dollars. While with the City of Pasadena I served as both the Assistant City
Manager and the Director of the Housing Department. There, I had 57 direct reports and managed an
annual budget of approximately $3.5 million dollars. Currently, I manage a small full- time staff of 4.5 FTE’s
along with 2.0 part time personnel. The annual operating budget of this organization is approximately
$850,000.
As you can see, I have a wealth of experience in managing both people and budgets. Indeed, I believe
that one of my greatest strengths lies in my ability to effectively manage an organization along with its
concomitant budget.
Please describe your network in southern California of donors and influencers and business
partners.
I have solid business contacts in just about every business sector in Southern California. Moreover, I have
similar contacts in the government, foundation, military, educational and nonprofit sectors as well. I know
that merely having contacts in various sectors does not automatically translate into donations, but, I
firmly believe that a solid relationship is the basis for translating a contact into a donor. I can unabashedly
and unequivocally state that my relationships in each of the aforementioned sectors are strong and
positive enough to at least get me into the door; and if I can get into the door, good things tend to
happen.
8
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
Of special note here has been my time in the Mayor’s office and in my current position with the Southern
California Leadership Network. As Deputy Mayor, it was my responsibility to meet and liaison with
members of the business community throughout Southern California. Since those days, I have continued
to nurture those relationships. As Executive Director of the Southern California Leadership Network, I
have established strong, positive contacts with the leadership of hundreds of businesses and leaders
throughout the state. These contacts have served me well and would be of great benefit to your
organization.
Taking JASoCal to market: A “cookie cutter” market approach simply doesn’t work in our high tech age.
Sure, there are going to be some arguments that we can make for support that are applicable across
industries, but we will also have to make arguments that are applicable to individuals, individual
businesses and organizations. To determine how we go about this we will first look at what works and
what doesn’t work. Secondly, we engage our biggest supporters in this process – I wholeheartedly
believe in the notion that people support what they help create. So, involving our sponsors (if they have
the time and inclination), is beneficial to all involved. Thirdly, we engage perhaps our greatest asset—the
young people that we empower. This allows us to utilize their marketing skills, but it also plants the seed
for future donations from them as they become successful in their lives. Finally, we take all that we have
learned and develop a very specific, sector specific marketing plan.
Serving as a spokesperson for an organization
I have appeared on virtually every electronic and print media in Los Angeles and throughout the country.
As a City Attorney, I was often the spokesperson for the office on serious and important cases. In that
capacity I would often write press releases, give television interviews and respond to media requests.
Perhaps the highlight of my career in the City Attorney’s office was my appearance on the CBS evening
news with Dan Rather discussing a lawsuit filed against several energy companies.
As a Deputy Mayor, I again served as a media spokesperson on a myriad of issues. From in- studio reports
to large press conferences, I was often called upon to represent the Mayor or the City of Los Angeles on
numerous issues. Looking back, I believe that my proudest moment was writing the message from the
Mayor to the City on the morning of 9/11. It had to be official, yet sensitive to the emotional needs of our
community. To say the least, it was not an easy message to write, but I wrote it and delivered it to the
morning news (If you recall, the Mayor was in Washington DC on the morning of the 9/11 attack).
In my capacity as Assistant City Manager in Pasadena, I often served as a spokesperson on a multitude of
issues. Again, this was in both print and electronic media. At SCAG, I was often the “face” of the
organization at public events. Currently, as the Executive Director of the SCLN I serve as the “face “of the
organization at each leadership meeting and Chamber related event. Because of this past and current
exposure, I have often been asked to serve as a panelist, speaker, lecturer and motivator. Indeed, this
year, I am the commencement speaker at two graduations.
Working with a Board of Directors and managing the Board/executive dynamic and conflict
You can’t be all things to all people…I have had the wonderful, interesting, frustrating and energizing
9
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
opportunity to work with Boards that have ranged in size from 23 (the current SCLN Board) to 84
persons. The one thing that I have learned is that if you try to please every member of the Board you will
not get the job done and you when undoubtedly fail. My philosophy is simple when it comes to dealing
with a Board of Directors; INTEGRITY, keep them informed, always be truthful, always be responsive,
make sure they are aware of the mission and the plan, that we respect one another’s boundaries, that I
don’t play favorites and no surprises. This has served me well for each Board, city council or legislative
body that I have had to work with.
Interestingly enough, I have only had to address the issue of a conflict amongst Board members once
during my entire career. The key to resolving that issue was to first, recognize and address the issue right
away. This must be done in conjunction with the Board chair and in accordance with the bylaws. I have
counseled CEOs in positions where their Board was simply a modern example of the Hatfields vs. the
McCoys. They lost sight of their mission and the organization failed because of a conflict that started with
two members of the board and went on to engulf the entire Board. No one wants to see that
happen…especially where our mission is to empower young people.
As for conflict with me, I have not had an instance where I have had a serious conflict with a Board
member. Of course, I have had disagreements with Board members—but, we have respectfully agreed to
disagree. Should the occasion arise where I am in serious conflict with a board member, I would handle
the situation as described above—immediately address the issue and work with my Board chair to resolve
the same. Moreover, I believe that if I follow the philosophy I described above, I would be able to avoid
the issue of a personal conflict on the Board. Mutual respect, integrity and having the ability to work
together despite differences are key.
Experience with Board development
Yes, I have done Board development. This development experience is based upon my serving as an executive
director, serving as a member of several boards and being charged with developing several boards for city bonds
and other measures. I believe that there is a distinction between serving on a board and being OF service to a board.
I have always looked for persons who sought to be of service. Notwithstanding this, I am fully cognizant of the fact
that there are going to be persons that serve on a board because their name looks good on the board roster and
their mere presence will help attract investors or donors. Their service is their name. However, it is my firm belief
that the majority of the members of a board should be “working” members of the board, not members in name
only.
In terms of Board development, the current SCLN Board that I work with serves as the best example of
how I have developed the Board. First, I believe that an annual or bi-annual canvass should be done to
determine the Board strengths and weaknesses. These strengths and weaknesses fall under various
rubrics. These rubrics include, but are not limited to, business sector, ability to donate, marketing,
diversity, education, and government and partner organizations. This is all to insure that we have a well
rounded board. We should also look for board members who can bring their personal business expertise
to the board. For example, because finances are so important, it would be incumbent upon us to have a
person with a financial background on the Board. The same goes with law, education and other
professional experience that we would need on the Board.
10
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
I believe that there must be a clearly defined method for election and removal from the board. Such a
process should be clearly spelled out in the bylaws. I am a firm believer that we should fully utilize the
resources within our ambit, and use the current Board and partners to assist in locating and recruiting
new board members. I would want to meet with each of the candidates along with the board chair to
describe our mission, philosophy duties of a board member and expectations. Board development is an
iterative process and must regularly be considered by all involved.
How have you improved the operations, processes, or outcomes of organization where you have
worked previously or in your current position?
As I previously indicated, I am a firm believer in the notion that change is not better, better is better.
Accordingly, one thing that I would not do is to come into an organization and on my first day begin to
make changes. A leader must take the pulse and blood pressure of an organization and engage the
employees in this process. But note; this process shouldn’t take a lifetime! It should take long enough for
the new leader to understand the issues and dynamics. If changes need to be made, then the leader must
decisively make those informed changes.
Based upon this, I would use the Housing department in Pasadena as one example where an organization
was languishing when I arrived. It took me about a week to recognize that this was a department that
was simply emotionally drained, underappreciated and unhappy. The first thing that I did was to let them
know that if I told them that I was going to do it, they could rely upon my statements. It was clear that
broken promises had become an issue. Secondly, it was clear that the organization had lost sense of its
mission. I immediately convened an all-day session at my home to discuss with the employees what our
mission was and how they were a part of accomplishing this mission. Finally, I brought in a new era of
accountability. This was for everyone— from the senior staff to the college interns.
Over time, the organization went from one of the worst run departments to one that was award winning.
There was a new esprit de corps, and our customers were being served with the dignity and respect with
which they so richly deserved. As the General Manager of the Bureau of Contract Administration, I was
faced with a situation where there was generational conflict, an uncaring and stagnant management
team, and untrustworthy financial statements. This was an untenable situation. Here, I immediately made
changes to the staffing of the financing department and set specific goals for the senior staff. For those
who were unable to meet these goals, they were relieved of their duties. I gave opportunities for people
within the organization to advance (people support what they help create), and I involved all levels of
staff in a strategic planning process. It took a while, but the culture changed and the organization was
improved.
In my current position, my challenges have been mostly related to a lack of staff – indeed this is the
nature of most small nonprofits. Here, it was clear that what the staff needed most was a supportive
director, one who didn’t mind rolling up his sleeves and doing any job and one that had a plan to improve
everyone’s lot. We are in the midst of that plan and are on a fundraising campaign to increase the capacity
of the staff. I must say, that the current staff here at SCLN is one of the best that I have ever worked
with—they are committed, understand the vision and are supportive of one another.
First 100 days as President and Chief Executive Officer of JASoCal
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Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
The most important thing to accomplish during the first 100 days is not to allow the finances, prestige or
work of the organization to falter or to allow the staff morale to fall. That is job number one! As for
specific deliverables, listed below are the items that I will accomplish during the first 100 days:
1. Meet with each direct report team member. Determine their level of commitment to the success
for the organization.
2. Set up a minimum of 2 working sessions with the team (at least 6 hours each), to get a real sense
of where the organization is. This also will help me get a good ‘read’ on the staff.
3. Identify several quick start initiatives that can be completed within 100 days by the staff. This
puts change in motion early.
4. Give the staff my long term vision of the organization.
5. Develop a 100 day plan with a focus on top level priorities and share it with the staff.
6. Obtain a deep understanding of how the organization operates.
7. Personally meet and greet all of our top donors
8. Communicate with all of our donors
9. Communicate with every member of the Board.
10. Develop a complete understanding of the financial picture of the organization.
11. Engage the staff in developing a strategic planning process for the organization.
12. Begin the development of a marketing and fundraising campaign.
13. Plan and execute a staff retreat.
14. If any staffing changes need to be made, make them within the first 100 days.
12
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
[The Candidate responded to the following questions during an in-person interview via Skype.]
Appeal of JASoCal and its mission / what is the value proposition of JASoCal
“I go back to my own JA project of Nerd Birds and the memory of JA is so positive. I see JA in an idealistic
light. I believe it is an opportunity to have an ‘occu-passion’ where you can blend the preparation and
effort for a productive work life and doing something that you feel passionate about.”
“I also have a passion for young people. I volunteer with youth, and devote time to activities with youth. I
lead a group that affects positive change.”
“The challenge is showing the value proposition of JA to those who most benefit from the work. Business
thrives because it positively impacts the people who will work for those businesses and take them to the
next level. JA prepares youth to step into the world of business. Most importantly, it is the right thing to
do. All successful companies have also found that doing the right thing holistically contributes to their
success. It is a matter of investing in themselves and their communities. It makes good fiscal sense to give
back. Some are in the business of giving back, some a required to put out 5%, others invest in their
communities. JA is a solid, solid, solid investment; there are years of investment behind it.”
“It’s also important to look at the staff and their motivations. It could be a labor of love, so you need to
ensure that everyone’s going in the same direction, inspired to hard work and to put in the extra mile.”
Management style and approach
“My management style is evolving. I know that it has changed between my early career and my more
recent or current experience. I also know that about 20% of this difference is based on the group that I’m
managing. I would say that my management style is participatory. I know that people don’t support what
they don’t create. I work to give my folks a blueprint, reflecting their ability to build, offering a guideline.
I’m not a micro-manager. I believe in positive affirmation and regular performance assessment. If
someone is not working out, I’m willing to make a change, but it shouldn’t be a surprise. I try to manage
my staff without meddling. If I have to meddling repeatedly, it shows me that there is an issue.”
“My staff would say that I’m very inspiring to people; I help them believe and see that they can do more
than they think they can do. I push, cajole, and move them forward and create a positive environment. I
have an open door and am accessible. I also have great expectations for my staff. I resource them and
allow them to meet expectations; however, I have no problem making a change if someone is
underperforming to expectations. I don’t make a change like this lightly. It affects the work place, the
individual, and their family. I want people to enjoy their experience of work; work should not be a place of
dread. Staff would say that they have a clear understanding of the expectations and the support to
achieve them.”
“I have two maxims in my management style. The first is that I don’t like surprises. If someone has made a
mistake, I want them to ‘fess up to it and we’ll deal with it. I don’t want it to be covered up or hidden, only
to surface in an expected or unanticipated forum. The second is personal integrity. This must be adhered
13
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
to absolutely. When we say something, it must be truthful, both individually and as an organization.”
“My professional development as a manager is evolving. Life is an iterative process, and I’m experience
the evolution of Matt! I’ve learned a lot about myself. Two of the most important lessons are, first, not to
be afraid to make a change; I have probably given people too many chances, avoiding making the difficult
changes. Second, by having such a large Board, my learning is that some Board members need more
‘handholding’ or support. You cannot take a cookie cutter approach to board members.”
Difficult personnel situation and the learning
“I have two examples of difficult situations. The first is when I worked for the City Attorney’s Office. The
person who hired me was my immediate and initial supervisor. Eighteen months later, I became his
manager. He was about ten years older than me and the age difference was a problem in this new
reporting relationship. I had difficulty giving direction to him; it was like directing a parent, and he
resented my authority. I concluded we had to move through this but I felt that I didn’t have the standing
to correct him. However, I pulled him aside and indicated that I respected our mutual positions but we
had to figure out a way to work together productively. He appreciated the willingness to engage in a way
to figure out a new dynamic; it actually worked out well.”
“Another example is an employee that I thought was good but others were telling me that she wasn’t
doing X or Y. I don’t like tattle tales; I strongly encourage and prefer direct communication, so I
encouraged the staff members to speak with her directly. Well they did not or they did with no discernible
change in behavior. What I learned was that I let it fester too long and it became so toxic. I learned that
you have to have progressive disciplinary process. This employee did not accept her performance review.
She ended up suing the organization asserting a religious bias; she lost her law suit. However, this all
helped to evolve my management; I never let something like this languish too long again without
intervening earlier and being more tuned into the dynamic and communication.”
Communication style and skills
“I believe that I have pretty good communication skills. I’m a personable person. I’m not one to sit behind
a desk; I like to be out and around with staff and clients. People get 110% of my attention and they can feel
it. It is important to me to be an active listener; I show that I care, I ask questions. I also remember the
conversations. One of my staff has a dog that’s been sick and I inquired about it when she came to work
this week. It’s remembering the little things that show people that you care.”
“I think my writing skills are good. I’ve written everything from press releases to 90-page legal briefs.”
Perceived reputation
“I believe that I’m known for my integrity; it is number one for me. I’m honest; I do what I’ve said I’ll do.
I’m a hard worker. I have a pretty good sense of humor. I’m known as someone who really cares. I’m
genuine. I’m a UCLA fanatic and I’m very proud of my sons.”
14
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
“My detractors would say that I’m too much of a UCLA fan! They would say that I can sometime be a bit
too self assured; I can be pretty sure of my opinion. I’ve also been in volatile situations and been told that
I’m too calm; that I’ve lacked urgency. I believe a leader has to remain calm in a time of crisis and I’m able
to do so due to preparation. It is why I’m not ‘wigging out like everyone else’. I also believe that family is
first, that people have to take care of their family. I’ve been criticized by some of the older generation
leadership for letting people make time for family-related things, such as a child’s baseball game or family
member’s activity. This goes back to what I said earlier about the blueprint and a game plan. If people are
getting the work done, I believe they should be able to leave early to attend a child’s sports event. It’s
about professionalism and motivation. If they have their work done and I’m not letting them have a
flexible schedule for that last hour of the work day, the quality of their work may not be as high. People
have been very respectful of this; they have not taken advantage of this flexibility.”
Areas for professional development
“It depends on the environment. I think my ability to prioritize issues and knowing the lay of the land. I
want to jump in and run a 50-year dash while everyone else is running a marathon. I need to make sure
we’re all running the same race.”
“I’ve been blessed with tremendous mentors. My first one, Mr. Swainston, was a tremendous person.
Here he was, a bishop in the Mormon Church mentoring this Southern Baptist kid.”
“I’ve managed people who are much older. I have learned to recognize when people are acting based on
what they see versus what they know about me.”
“If you treat people with respect, they respond. I’ve learned that if I don’t know something I’ll ask
questions; people respect that you’re willing to show that you don’t know everything. It makes it easier to
lead them.”
“You also have to figure out if your have people who are capable of hat is necessary. If you need someone
who can run the 50-yeard dash, do you have that someone on your team?”
Personal challenge of this role
“It could be like Gene Bartow following John Wooden. I would be the new guy after a period of a longtime leader, so I think there will the questions of -- Why did he get the job? Is he qualified, and what’s he
going to do? It’s a new situation and I’m all charged up and ready to go. The staff may not yet have the
vision, so I will want to ensure that it is a clear, shared vision. This goes back to the ‘it’s hard to support
what you did not help to create’ so I would get the Board and staff engaged in the vision creation.”
“I will also miss not being downtown. I like to take a walk around three o’clock in the afternoon. It clears
my head. I check out some of the changes going on downtown, perhaps a new restaurant or retail shop.
And I run into people in the community.”
Helping to transition the Board and staff to new executive leadership
15
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
“I recall a favorite maxim of mine: change is not better; better is better. Hence, I would embrace the
former CEO and find out what his and the organization’s best practices are. I would work with the Board
to learn what their vision for the organization is. I would instill confidence in the staff and ensure that we
will fulfill their vision. People support what they create. Staff knows the ins and outs of the operations
and they’ve been doing the work. Everyone [the staff] gets a clean slate with me, and they can make their
own determination of their future with the organization. This occurs over time. I like an initial quiet period
where I can sit and learn the environment.”
Why the compelling candidate for this role
“I believe it is the combination of my experience and contacts throughout southern California. It is the
energy that I possess and the level of intellect that I bring to the position. I have the unique ability to build
bridges – with staff, Board members, and supporters – to ensure that we’re traveling in the same
direction. The challenge will be how to take the organization and build on the success of the past. There
may be budget and staff challenges. It takes energy and resolve, and I believe I have both. I actively listen,
have the vision, and know how to make things happen. This is my community and I’m dedicated to it, the
future generations and ensuring that we thrive.”
SUMMARY AND ASSESSMENT
Matt was a JA kid when he was in school and he knows the power of the program! He had a project called
Nerd Birds that he developed a business plan for, bought the materials, developed the product and sold
it. His mother still has the prototype.
Matt has met Gary Hickman and he is aware of JA and Financial Park. He has reached out to JA for
leadership opportunities through SCLN. He feels that there is a new landscape to the LA business
community – it is more medical and hi-tech companies. Many of the businesses are small to medium in
size. Everyone has to recover now that the Fortune 500 companies have moved on. Matt manages that
issue often at SCLN and he did at SCAG. He knows that membership organizations and nonprofits have to
be more innovative with programing to appeal to the funding community.
Matt has experience managing a wide range of annual operating budgets, and very small to very large
sized staffs. He has done fundraising for organizations ranging from $300,000 to $1 million-plus.
Matt’s work in public sector law, government and public sector service, and the intersection of nonprofit
and business sectors has enabled him to create a broad network of decision makers and influencers in
southern California.
Some things that are striking about Matt are: his positive attitude (he told us he has never had a job that
didn’t make him happy), his succinct and crisp communication style, his executive presence or gravitas
during our interactions with him, and his overt and deliberate appreciation of mentors that he has had in
his career. As a result of his mentors, he feels his job is to be a career mentor for others. JA could be a
perfect vehicle for this personal mission.
16
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
Matt didn’t come across as bureaucratic despite all of those years working in city government. He is a doer and he likes promoting and selling for a mission-based, impact-focused enterprise. He also likes public
speaking. We found him to have charisma over the phone and via Skype; he possesses a down-to-earth
authenticity. He has a high likeability factor.
CANDIDATE MOTIVATIONS
Matt has a name for his work philosophy: “occu-passion.” He wants to meld his occupation with his
passions which are serving communities, young people and maintaining relationships to keep people
connected. As an example of the latter, Matt writes a minimum of three hand-written thank-you notes a
week. He does this on Friday mornings. He is a relationship-driven professional and wants to make a
difference in his community and in the world.
Matt is very concerned with the work force that this country is not creating. What he likes about JA is that
the mission makes a difference to significant group of people – the youngsters that need to develop
business skills to succeed in life and to grow our economy. He feels this group is ill-prepared to take over
and lead, and JA can make a real difference. He would like to be that leader and get to kids before they
stray or go off course; as a public prosecutor, he has put a lot of young kids in jail. At SCLN, he is
developing leaders. This is work that is meaningful to him.
***
We recommend that Matt Kelly be interviewed and considered for the President and Chief Executive
Officer position with Junior Achievement of Southern California.
Very truly yours,
CARLSON BECK, LLC
Sally A. Carlson
Sally A. Carlson, Managing Partner
17
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
COMPENSATION
Matt’s current compensation is Southern California Leadership Network (SCLN) an annual salary of
$135,000. He also makes about $120,000 each year through his law firm.
If he were to be selected for the JA position, he would not continue his law practice.
18
Candidate Presentation: Matthew P. Kelly
For President and Chief Executive Officer, Junior Achievement of Southern California
Attachment B
Confidential Candidate Matrix
California Client
Executive Director
30 October 2014
Carlson Beck, LLC advises California Client on the basis of an exclusive
consulting engagement.
Name
MR. CANDIDATE ONE
Education
2001
1993
1990
University of Illinois
Urbana-Champaign, IL
Ph.D., Philosophy
M.A., Philosophy
Bates College
Lewiston, ME
B.A., with high honors, Philosophy
Additional education
1993
Harvard University
Visiting Scholar
Career Experience
2009 to Present US Department of Health and Human Services,
Office Planning and Evaluation, Washington, DC
2010 to Present Principal Deputy Assistant Secretary
2009 to 2010
Acting Assistant Secretary
2007 to 2009
California Medical Association, Sacrament, CA
Vice President
2004 to 2007
Office of Research, California State Senate,
Sacramento CA
Director
2005 to 2007
Assemblée Populaire National de Algérie, Algiers,
Algeria
Consultant
1998 to 2004
Office of the President Pro Tempore,
California State Senate, Sacramento, CA
Principal Consultant
Status and Comments
Status: Expressed interest. Initial phone
assessment completed June 15. Interviewing
with CB in Washington, D.C. on June 21.
Qualifying Factors: Originally from
Sacramento, worked for Sam Smith and
headed up the Senate Office of Research.
Currently working for HHS and interested in
returning to Sacramento. Manages a staff of
150 and budget of $60M.
Concerns: Limited fundraising experience.
Next Steps: Discuss candidacy.
Teaching Experience
2002 to 2007
California State University, Sacramento, CA
Lecture in Philosophy
1993 to 1997
University of Illinois, Urbana-Champaign, IL
Teaching Assistant
1994 to 1995
Harvard University, Cambridge, MA
Teaching Fellow
1995
Bennington College July Program, Bennington, VT
Philosophy Instructor
March 16, 2015
Candidate Matrix – California Client
2
Name
MS. CANDIDATE TWO
Education
1984
McGeorge School of Law
University of the Pacific
Sacramento, CA
J.D.
National Moot Court Honors Board
1979
Weber State University
Ogden, UT
B.S., Political Science
Career Experience
2007 to Present Judicial Council of California, Administrative
Office of the Courts, Office of Governmental
Affairs, Sacramento, CA
Director
2007
California Assembly Committee on Human
Services (Jim Beall, Chair), Sacramento, CA
Principal Consultant
2004 to 2007
National Center for Youth Law (NCYL),
Sacramento, CA
Senior Attorney
2000 to 2004
California Department of Child Support Services
(DCSS), Sacramento, CA
Director
1997 to 2000
California Assembly Committee on Human
Services (Dion Aroner, Chair), Sacramento, CA
Principal Consultant
1996 to 1997
Northern California Lawyers for Civil Justice,
Sacramento, CA
Attorney
Child Support Assurance Project Director
Legislative Activities
1986 to 1995
Legal Services of Northern California, Sacramento
and Auburn, CA
Senior Staff Attorney and Public Benefits Unit
Director
Staff Attorney and Public Benefits Unit Director
1991 to 1995
1988 to 1991
1985 to 1986
March 16, 2015
Status and Comments
Status: Expressed interest. Initial phone
assessment completed June 8. Meeting with
CB in Sacramento June 25.
Qualifying Factors: 27 years of experience,
mostly in Sacramento. Manages a staff of 13
currently. Expertise in foster care and welfare
issues. Well known in Sacramento among
policy makers. Familiar with spokesperson
role.
Concerns: Limited fundraising experience.
Next Steps: Meeting with CB scheduled for
June 25.
Utah Legal Services, Inc., Ogden, UT
Staff Attorney
Candidate Matrix – California Client
3
Name
MR. CANDIDATE THREE
Education
2000
1996
1993
Claremont Graduate University
Claremont, CA
Ph.D., Political Science
M.A., Public Policy
The College of Idaho
Caldwell, ID
B.A., Political Science
March 16, 2015
Career Experience
2001 to Present Center for Research and Innovation, National
League of Cities, Washington, DC
2007 to Present Director
2001 to 2007
Manager
2000 to 2001
Center on Budget and Policy Priorities
Policy Analyst
1998 to 2000
Public Policy Institute of California, Sacramento,
CA
Dissertation/Research Fellow
1996 to 1998
Claremont Graduate University Research
Institute, Claremont, CA
Senior Research Associate
Candidate Matrix – California Client
Status and Comments
Status: Expressed interest. Initial phone
assessment completed June 18. Meeting with
CB in Washington, D.C. on June 21.
Qualifying Factors: Lived in California for
approximately eight years before moving to
DC. Currently manages 12–15 people and
budget of $1.2M. Six years of experience as
external spokesperson for current
organization including spots on PBS
Newshour. Manages relationships with
funders.
Concerns: TBD
Next Steps: Discuss candidacy.
4
Name
MS. CANDIDATE FOUR
Education
2001
University of Massachusetts
Amherst, MA
M.S., Union Leadership and
Administration
1982
University of California
San Diego, CA
B.A., Psychology
Career Experience
2009 to Present Excellence Consulting, Sacramento, CA
President & CEO
1995 to 2009
2002 to 2009
1998 to 2001
1995 to 1998
California Teachers Association, Sacramento, CA
Manager, Legislative Relations
Legislative Advocate
Political Consultant
1991 to 1995
Mt. Diablo Education Association
President
Qualifying Factors: 30 years of experience as a
teacher and advocate. Skilled manager of
teams as large as 17 and boards as large as 21.
Coalition builder and experience working on
education budget. Has served in a
spokesperson role for organization.
Concerns: Question of sufficient policy
analysis experience.
Harvard University
Cambridge, MA
Trade Union Executive Program
March 16, 2015
Status: Expressed interest. Conducted initial
assessment via phone. Interview with Carlson
Beck initiated on May 21.
Diversity candidate.
Additional Education
1997
Status and Comments
Next Steps: Discuss candidacy.
Candidate Matrix – California Client
5
Carlson Beck Search Process and Timeline (Attachment C)
Phase One : Organizational Consulting (weeks 1 to 2)
•
•
Meet with key staff and leadership at Client to specify and calibrate technical requirements and attributes for the
position as well as understand the organization’s culture
Draft, review and finalize the Position Specification
Phase Two: Identification and Outreach (weeks 2 to 8)
•
•
•
•
•
Perform independent research to identify potential candidates
Create initial search “call list” of professionals to be approached
Create an outreach strategy to maximize the probability of individuals’ consideration of this opportunity
Solicit, review and assess candidates in response to our outreach
Facilitate AAIP’s review of professionals’ presentations of qualifications
Phase Three: Interviewing and Presenting (weeks 5 to 12)
•
•
•
•
Interview and qualify candidates employing competency-based assessment
Prepare candidate presentations
Present qualified candidates to the Search Committee
Assist scheduling interviews and ensure a successful interview process with the Search Committee
Phase Four: Selection and Presentation of Offer (weeks 12 to 14)
•
•
•
Consult with the Search Committee on candidate selection
Perform 360-degree references
Assist in structuring and presenting an offer
Phase Five : Transition Planning and Follow Up
•
•
•
Assist Client and Placement on a work plan (activities, metrics, milestones) for the first 12
months of transition into the organization
Facilitate the Client and the Placement on a professional development plan based on feedback
from the interview and referencing processes
Follow-up with the Placement and Client to ensure successful transition at 60-day and sixmonth intervals, as well as at the one-year anniversary of the Placement’s date of hire