HomeMy WebLinkAboutItem 02 City Manager Vacancy ProcessAGENDA ITEM SUMMARY Meeting Date: 12/3/2018
Meeting Type: Work Session
Staff Contact/Dept.: Mary Bridget Smith,
CAO
Chaim Hertz, HR
Staff Phone No: 541-744-4061
541-744-3787
Estimated Time: 30 minutes
S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: Mandate
ITEM TITLE: CITY MANAGER VACANCY
ACTION
REQUESTED:
Provide guidance on the process for selecting a new City Manager.
ISSUE
STATEMENT:
Hiring a City Manager is a unique process in that it involves several City of
Springfield Charter requirements and as it is a high profile position appointed by
the Council, public meeting and public record considerations must also be taken
into account throughout the hiring process.
ATTACHMENTS: Attachment 1: Council Briefing Memorandum
Attachment 2: Strategic Government Resources Proposal
DISCUSSION/
FINANCIAL
IMPACT:
City Manager, Gino Grimaldi, recently announced his retirement effective July,
2019. The City Manager is appointed by the Council and is a high profile position
within the community; therefore, the hiring process will be different from other
City positions.
Staff proposes to facilitate the recruitment with the City’s Human Resources
Department and the assistance of Strategic Government Resources (SGR), the
executive recruitment firm who has been assisting with the Finance and
Development & Public Works Department director openings.
A separate AIS with specific information about the contract is included in your
materials for the December 3, 2018 regular session.
Attachment 1, Page 1 of 2
M E M O R A N D U M City of Springfield
Date: 12/3/2018 COUNCIL
BRIEFING
MEMORANDUM
To: Mayor and City Council
From: Mary Bridget Smith, City Attorney
Chaim Hertz, Human Resources Director
Subject: City Manager Vacancy
ISSUE: Hiring a City Manager is a unique process in that it involves several City of Springfield
Charter requirements and as it is a high profile position appointed by the Council, public
meeting and public record considerations must also be taken into account throughout the hiring
process.
COUNCIL GOALS/
MANDATE: Council Goals: Mandate
Selecting a new City Manager is one of the most important responsibilities for a Council
because that person functions as the critical link between the Council and staff. It is also a high
profile position which will bring a lot attention to the City; therefore, it will be important to have
a thoughtful and deliberative process that will enable the Council to select the most suitable
candidate for the City of Springfield.
Who hires the City Manager? The City Manager is appointed by the Council. The
Springfield Charter states the City Manager may be appointed by the majority of the Council
without political considerations and solely on the basis of administrative qualification.
(Springfield Charter Sections 11 and 21)
What are the qualifications for the City Manager? The Council prescribes the qualifications
for the City Manager, except that the Charter requires the City Manager to become and remain a
resident of the City of Springfield promptly after becoming appointed. The City Manager is also
required to furnish a bond with the premium paid by the City. (Springfield Charter Sections 11
and 23)
How long can the City Manager position be vacant? The Council is required to fill a vacancy
of the City Manager within six months after the vacancy occurs. In this case, the vacancy would
occur the day immediately following the City Manager’s last day of employment. When the
position becomes vacant, the Council shall designate an interim City Manager who will perform
all the duties of the City Manager position except that person may only appoint or dismiss a
department head with the approval of Council. The Council’s appointment of an interim City
Manager must occur at a public meeting. The term of the interim City Manager ends when a
City Manager takes office. (Springfield Charter Section 21)
Who are Strategic Government Resources? Strategic Government Resources (SGR) is an
executive recruitment firm which specializes in recruitment for local government executive
positions. The owner is a former City Manager and the firm has worked in executive
recruitment for several jurisdictions around the country and including Oregon. They are
currently working or have worked with the Human Resources Department in the recruitment for
the Finance and Development & Public Works director positions.
11/26/2018 Page 2
Attachment 1, Page 2 of 2
What is the process for selecting a City Manager typically look like? The process for
selecting a City Manager includes developing with the recruiter a project plan and timeline along
with a position profile. To accomplish these objectives SGR will meet with the Council and
other key personnel or community leaders. After advertising and recruitment, an initial
screening will occur arriving at a selection of semi-finalists. Semi-finalists are evaluated and
further narrowed into a list of final candidates. There also may be some stakeholder engagement
in addition to a comprehensive background investigation, supplemental questions, and in-person
interviews.
What public meeting considerations must be made when selecting a City Manager? As the
City Manager is appointed by the Council and involves hiring a high level position within the
City, there will be several public meetings involving hiring and the selection process. A
governing body may hold an executive session to consider the employment of a public officer
such as the City Manager, provided that the public body has advertised the vacancy, adopted
regular procedures for hiring that person, and the public has had an opportunity to comment on
the employment. The standards, criteria, and policy directives used in hiring the City Manager
must be adopted at a meeting open to the public. The executive session applies only to the
deliberations for the initial hiring and does not include a discussion of salary.
Public record considerations. Questions often arise concerning a public body’s duty to
disclose information in applications for employment particularly with higher level positions;
therefore, it will be important to think about public record considerations throughout the process.
For example, a candidate may want to keep their identity confidential until later in the hiring
process.
RECOMMENDED ACTION: Provide guidance regarding the process for filling the City
Manager vacancy and authorize staff to amend its contract with SGR and start the recruiting
process for the City Manager.
PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES
CITY MANAGER – SPRINGFIELD, OREGON
Strategic Government Resources
P.O. Box 1642, Keller, Texas 76244
Office: 817-337-8581
Ron Holifield, CEO
Ron Holifield Cell: 214-676-1691
Ron@GovernmentResource.com
Chuck Sparks, COO (Binding Official)
ChuckSparks@GovernmentResource.com
Attachment 2, Page 1 of 89
PO Box 1642, Keller, TX 76244 817-337-8581 www.GovernmentResource.com
Michelle Blomquist
City of Springfield, Oregon
mblomquist@springfield-or.gov
Dear Ms. Blomquist:
Thank you for the opportunity to submit this proposal to assist the City of Springfield, Oregon in
your search for a new City Manager.
SGR has the unique ability to provide a personalized and comprehensive recruitment to meet
your needs. I would like to draw your attention to a few key items that distinguish SGR from other
recruitment firms:
• SGR has over 57,000 email subscribers to our weekly “10 in 10 Update on Leadership and
Innovation” e-newsletter.
• SGR will send targeted emails to our database of over 3,900 city management officials.
• SGR’s website, where this position would be posted, receives over 36,000 local
government official visitors each month, with over 75,000 page hits per month – more
than any other local government search firm website in the nation.
• SGR’s job board (a separate website), where this position would also be posted, is the 2nd
largest local government job board in the nation, with over 16,000 local government job
seeker visitors each month and over 1,800 jobs listed at any given time.
• SGR is the only search firm with a social media expert on staff who provides a
comprehensive social media marketing campaign that includes custom-made graphics, a
custom-made video clip, and distribution on Facebook, Twitter, Instagram, and LinkedIn.
No other firm can touch our reputation for being trusted by both clients and candidates. We are
excited about the prospect of doing this recruitment for the City of Springfield, and we are
available to visit in person with you at your convenience.
Respectfully submitted,
Ron Holifield, Chief Executive Officer
Strategic Government Resources
Ron@GovernmentResource.com
Cell: 214-676-1691
Attachment 2, Page 2 of 89
TABLE OF CONTENTS
Tab 1 Company Contact Information
Tab 2 Company Profile
Tab 3 Unique Qualifications
Tab 4 Key Personnel
Tab 5 Project Methodology and Timeline
Tab 6 Project Cost and Service Guarantee
Tab 7 Similar Recruitments
Tab 8 References
Tab 9 Sample Position Profile Brochures
Tab 10 Executive Recruitment Clients and Positions Recruited
Tab 11 Feedback from Clients and Candidates
Tab 12 Sample Comprehensive Background Screening Report
Attachment 2, Page 3 of 89
TAB 1
Attachment 2, Page 4 of 89
Company Contact Information
Strategic Government Resources
Contact Information for Binding Official
Chuck Sparks, Chief Operating Officer
Address: P.O. Box 1642, Keller, TX 76244
Office: 817-337-8581
Fax: 817-796-1228
Email: ChuckSparks@GovernmentResource.com
Website: www.governmentresource.com
Alternate Contact
Ron Holifield, Chief Executive Officer
Address: P.O. Box 1642, Keller, TX 76244
Cell: 214-676-1691
Office: 817-337-8581
Fax: 817-796-1228
Email: Ron@GovernmentResource.com
Website: www.governmentresource.com
Attachment 2, Page 5 of 89
TAB 2
Attachment 2, Page 6 of 89
COMPANY PROFILE
Background
Strategic Government Resources, Inc. (SGR) was incorporated in 1999 and is fully owned by
former City Manager Ron Holifield. Ron spent two high-profile decades in city management,
which included service as City Manager in several cities. He founded SGR for the express purpose
of helping local governments be more successful by recruiting, assessing, and developing
innovative, collaborative, authentic leaders. We specialize in executive recruitment, live training,
online training, leadership development, assessments, consulting, and various other services
geared to promote innovation in local governments.
Mission & Core Values
SGR’s mission is to facilitate innovative leadership in local government. The simple fact is that in
today’s world of limited resources, local governments must innovate to survive. SGR has been,
and continues to be, a leader in spurring innovation in local government.
SGR’s core values are:
• Customer Service
• Integrity; Philanthropy
• Continuous Improvement
• Flexibility
• The Golden Rule
• Collaboration
• Protecting Relationships.
Office Locations
SGR’s corporate headquarters is in Keller, Texas, in the Dallas/Fort Worth Metroplex. SGR also
has virtual offices in:
Florida
Kissimmee
Lakeland
Georgia
Savannah
Massachusetts
Boston
Missouri
Gladstone
North Carolina
Mooresville
Oklahoma
Stillwater
Pennsylvania
Philadelphia
Texas
Abilene
Arlington
Coppell
Corpus Christi
Forney
Texas (cont’d)
Granbury
Greenville
Lubbock
Murchison
North Richland Hills
Richardson
Sugar Land
Tyler
Attachment 2, Page 7 of 89
Executive Recruitment Team
• Ron Holifield, Chief Executive Officer
• Jennifer Fadden, President of Executive Recruitment and Interim Services
• Melissa Valentine, Managing Director of Recruitment and Human Resources
• Kristin Navarro, Director of Business Development and Recruitment
• Muriel Call, Research Manager
• Delena Franklin, Lead Recruitment Coordinator
• Becky Welch, Recruitment Coordinator
• Courtney Ware, Recruitment Coordinator
• Andra Henson, Research Specialist
• Doug Thomas, Senior Vice President
• Cindy Hanna, Senior Consultant
• Bill Peterson, Senior Vice President
• Bob Turner, Senior Vice President
• David Leininger, Senior Vice President
• Gary Holland, Senior Vice President
• Kirk Davis, Senior Vice President
• Kurt Hodgen, Senior Vice President
• Larry Bell, Senior Vice President
• Larry Boyd, Senior Vice President
• Larry Gilley, Senior Vice President
• Lissa Barker, Senior Vice President
• Margie Rose, Senior Vice President
• Mike Tanner, Senior Vice President
• Ron Robinson, Senior Vice President
• Tommy Ingram, Senior Vice President
For a full list of SGR team members, please visit: www.governmentresource.com/SGR_team.
Attachment 2, Page 8 of 89
TAB 3
Attachment 2, Page 9 of 89
UNIQUE QUALIFICATIONS
Marketing and Networking
• SGR’s 10 in 10 Update on Leadership and Innovation e-newsletter, where all
recruitments conducted by SGR are announced, reaches over 57,000 subscribers.
• SGR has an opt-in subscriber database of over 3,900 city management officials.
• SGR’s marketing includes custom-made graphics and targeted ad placement on
LinkedIn users’ pages who are selected by LinkedIn’s algorithms to be a match for your
job posting. This helps recruit passive candidates who might otherwise not be aware of
the opening.
• SGR’s marketing includes a custom-made video clip. View sample video clips at the
following links: https://adobe.ly/2PTh5tP, spark.adobe.com/video/z7W4oZFk5H3Ax,
https://adobe.ly/2OHJ1R5
• SGR has a social media expert on staff, who provides a comprehensive social media
marketing campaign that includes email, Facebook, Twitter, Instagram, and LinkedIn.
• SGR has formal collaborative partnerships with:
o League of Women in Government (LWG)
o Florida City and County Management Association (FCCMA)
o Louisiana Municipal Association (LMA)
o Missouri Municipal League (MML)
o Oklahoma Municipal League (OML)
o City Management Association of Oklahoma (CMAO)
o National Public Employers Labor Relations Association (NPELRA)
o Texas Fire Chiefs Association (TFCA)
• SGR conducts over 320 live training classes each year on average, and we currently
serve over 23,000 local government employees in our Learning Management System
(LMS).
• SGR has 544 local government clients in 47 states for our recruitment, training, and
leadership development business lines combined.
Our recruiters have years of experience in local government and both regional and national
networks of relationships. The entire executive recruitment group works as a team to leverage
their networks to assist with each recruitment. SGR team members are active on a national
basis, in both local government organizations and professional associations. Many SGR team
members frequently speak and write on issues of interest to local government executives. Only
SGR can work all of the relevant networks as a peer and insider, resulting in better recruitment,
better investigation, better intelligence, better information, and better final decisions.
Attachment 2, Page 10 of 89
Comprehensive Needs Assessment
SGR’s executive recruiting services are unequaled. Our role is to find the candidate who is the
best match for your organization. SGR devotes a tremendous amount of energy to
understanding your organization’s unique culture, environment, and local issues to ensure a
great “fit” from values, philosophy, and management style perspectives.
Finding qualified candidates is not difficult; the hard part is finding qualified candidates who are
the right fit for your organization. A leading-edge candidate and a safe harbor candidate often
look the same on paper, but will have profoundly different impacts on your organization.
Trust of Candidates
SGR has a track record of remarkable confidentiality and providing wise counsel to candidates
and next generation leaders; we have earned their trust. As a result, SGR is typically able to get
exceptional prospects to become candidates, even if they have declined to become involved in
other recruitment processes, because candidates trust SGR to assess the situation well,
communicate honestly and bluntly, and maintain their confidentiality.
Listening to Your Unique Needs
SGR is more interested in listening than in talking. Some firms depend on their tried and true
stable of reliable candidates. These firms do not really need to listen to the client because the
recruitment will result in the same list of finalists, no matter the type of information they
receive from the client. SGR devotes tremendous energy to actively listening to your
organization and helping you define and articulate your needs. SGR does not just go through
the motions and then provide you with a list of qualified names from a stable of regulars. We
work hard to conduct a comprehensive recruitment that is unique to you.
Recorded Online Interviews with Candidates
SGR’s unique online recorded interview process allows the search committee to see candidates
in an interview setting prior to the finalist stage of the recruitment process, and without having
to pay travel expenses.
Comprehensive Media Reports
One of the worst things that can happen for your organization is to be surprised by undisclosed
information about a finalist, especially if the surprise comes in the form of a newspaper article
that is found by your critics. SGR produces a comprehensive media search report on each
finalist candidate. Each Media Report is compiled from information gathered using our
proprietary online search process. This is not an automated process and produces far superior
results than a standard Google search which is typically utilized by other recruitment firms. The
report length may be as long as 350 pages per candidate and may include news articles, links to
video interviews, blog posts by residents, etc. No other firm provides such comprehensive
media reports. A sample media report can be viewed at the following link:
www.governmentresource.com/Sample_Media_Search_Redacted.pdf.
Attachment 2, Page 11 of 89
Accessibility
Your executive recruiter is accessible at all times throughout the recruitment process and can
be reached by candidates or clients, even at night and on weekends, by cell phone or email.
Responsive to You
If a problem arises, or if you have questions, you can count on SGR staff to be available,
prepared, and prompt.
Equal Opportunity Commitment
SGR strongly believes in equal opportunity. SGR does not discriminate and is careful to follow
both the letter and the spirit of laws regarding equal employment opportunities and non-
discrimination. More importantly, however, SGR believes that equal opportunity is an ethical
issue. SGR quite simply will not enter into an engagement with an entity or organization that
directs, or expects, that bias should, or will be, demonstrated on any basis other than those
factors that have a bearing on the ability of the candidate to do the job. You can anticipate that
SGR will make a serious and sincere effort to include qualified women and minority candidates
in the finalist pool. Although SGR obviously cannot, and would not, guarantee the makeup of
the finalist group, SGR does have relationships and contacts nationwide to encourage the
meaningful participation of women and minority candidates.
Attachment 2, Page 12 of 89
TAB 4
Attachment 2, Page 13 of 89
KEY PERSONNEL FOR THIS RECRUITMENT
Ron Holifield, CEO
Ron Holifield served almost two decades in City Management, including Assistant City Manager
in Plano, Texas, as well as City Manager in Garland, DeSoto, Farmersville and Sundown, and on
the City Manager’s staff in Lubbock. In 1996, he left city management and purchased
Government Relations Specialists, where he provided strategic marketing consultation for many
of the leading corporations in America, including Space Imaging, American Express, IBM, Xerox
and over 50 other Fortune 500 companies, as well as NASA. In 1999, Ron sold that company
and founded Strategic Government Resources to specialize in Recruiting, Assessing and
Developing Innovative, Collaborative, Authentic Leaders for local governments nationwide.
Today, Ron speaks at over 50 state and national conferences and workshops each year and
remains high profile in the city management profession. SGR is the third largest local
government executive search firm in the nation, operates the second largest local government
job board in the nation, and provides live and online leadership development to more local
government executives and midlevel managers than any other company in the nation.
Ron holds a Bachelor of Arts in Government from Abilene Christian University and a Master of
Public Administration from Texas Tech University.
Attachment 2, Page 14 of 89
Ron Holifield
Resume – September 2018
Strategic Government Resources, P.O. Box 1642, Keller, Texas 76248
Cell: 214-676-1691, Ron@GovernmentResource.com
PROFESSIONAL HISTORY
Strategic Government Resources – Owner & CEO
January 1999 to Present
• Owner and CEO of this strategic management firm, helping over 550 local governments
in 47 states Recruit, Assess and Develop Innovative, Collaborative and Authentic Leaders.
• SGR is the largest provider of live and online training in the nation designed specifically
for local government, training up to 1,000 employees/officials every month.
• SGR is the third largest local government executive search firm in the nation.
• Interviewed and/or quoted by numerous news publications and media outlets including:
National Public Radio, Entrepreneur Magazine, Government Technology, GovWire,
Federal Computer Week, CIO Magazine, Dallas Business Journal, DFW Tech Biz, D
Magazine, International Association of Chiefs of Police Journal, as well as numerous
newspapers and broadcast news outlets in a wide variety of national media markets.
Government Relations Specialists – Owner & CEO
August 1996 to September 2001
• Owner and CEO of this consulting firm which represented businesses doing business with
government and in legislative advocacy efforts.
• Doubled it in size, becoming the 49th largest lobby firm in Texas, and then sold it to an
employee to focus all efforts on the launch of SGR.
• Major clients included over 40 Fortune 500 firms including American Express, Aramark,
Automated Licensing Systems, Children's Comprehensive Services, IBM, Quorum Health
Group, Library Systems and Services, PeopleSoft, SCT, Space Imaging, TXI, Verizon, Xerox
and many others.
City of DeSoto, Texas – City Manager
October 1994 to August 1996
• Significant accomplishments include:
- Named by Texas Business Magazine as a top 20 Texas city to relocate a business.
- Named by Texas Outlook Magazine as a top 25 city for economic development.
- Named by Texas Business Magazine as one of the “Best Run Cities in Texas.”
- Increase in commercial building permits in excess of 1,000% over previous year.
- Lowest crime rate of any major city in the Dallas-Fort Worth Metroplex.
Attachment 2, Page 15 of 89
Ronald Mack Holifield Page 2 of 8
City of Garland, Texas – City Manager
November 1991 to June 1994
• City Manager of this rapidly growing city, which owns and operates an electric production
and distribution system, a regional wastewater treatment system, a regional landfill, and
a heliport, and offers a variety of social services and strong cultural arts. The ninth largest
city in Texas, Garland’s population was in excess of 220,000 with over 2,300 employees,
and an annual operating and capital budget in excess of $350 million.
• Hired to take this very traditional manufacturing-based community and rapidly position
it as a statewide leader, transforming its one-dimensional image and reputation as a blue-
collar suburb into that of a leading first tier city.
City of Plano, Texas – Assistant City Manager, Assistant to the City Manager
November 1986 to November 1991
• Served in a variety of capacities in this rapidly growing, premier city, including: Assistant
City Manager of Community Services, Assistant City Manager of Administration, Acting
Assistant City Manager for Development, and Assistant to the City Manager.
City of Farmersville, Texas – City Manager
1984 to 1986
• First City Manager of this full service city operating an electric system and two lakes.
City of Sundown, Texas – City Manager
1982 to 1984
• City Manager of this full service city operating a natural gas system and a golf course.
City of Lubbock, Texas – City Administrative Intern to the City Manager
1981 to 1982
• Administrative Intern to the City Manager.
EDUCATION
• Texas Tech University – Masters of Public Administration
• Abilene Christian University – Bachelor of Arts, Government Major / Student Association
President
Attachment 2, Page 16 of 89
Ronald Mack Holifield Page 3 of 8
MAJOR AWARDS for Municipal Organizations Managed
• 3CMA Economic Development Marketing Campaign Savvy Award Certificate of Excellence
for International Development and Local Realtor Ads - Garland
• International Association of Chiefs of Police, Excellence in Policing Award for
Neighborhood Service Team - Garland
• Finalist, Governor’s Environmental Excellence Award - Garland
• Texas Natural Resource Conservation Commission Award for Excellence - Garland
• American Society of Landscape Architects, Texas Chapter, Environmental Stewardship
Award for Garland’s Spring Creek Forest Preserve - Garland
• Dallas Business Journal, “Metroplex Real Estate Deal of the Year (Existing Building),” –
Garland
• Dallas Business Journal “Metroplex Real Estate Deal of the Year (New Construction),” -
Garland
• GFOA Award for Distinguished Budget Presentation, every year, 1987-1996
• GFOA Certificate of Achievement for Excellence in Financial Reporting, 1987-1991
CURRENT PROFESSIONAL PARTICIPATION
• ICMA Task Force on Model Employment Agreements
• Member, Texas Fire Chief’s Association Best Practices Recognition Board, 2014-present
• Missouri Municipal League Governance Institute Fellow, 2013-present
• Member, International City/County Management Association (ICMA), 1982-present
• Member, Texas City Management Association (TCMA), 1982-present
• Member, Texas Municipal Human Resources Association, 2006 - present
• Member, Governmental Finance Officers Association, 2010 - present
PREVIOUS PROFESSIONAL PARTICIPATION
• Co Author with Stacy Schweikart of Building Brands and Creating Cultures of Authentic
Servant Leadership
• ICMA Committee on the Model Employment Agreement, 2018-19
• Author of 4th Dimension Leadership – a Radical Strategy for Creating An Authentic
Servant Leadership Culture
• Author of a Monthly Column in Texas City Manager Magazine on “Innovations that
Make a Difference”
• Author, “the 16%” weekly blog
• ICMA Task Force on Employment Agreements
• ICMA Task Force on Inclusiveness
• ICMA Conference Evaluation Committee
Attachment 2, Page 17 of 89
Ronald Mack Holifield Page 4 of 8
• ICMA Management Innovations Panel
• ICMA Conference Evaluation Committee
• ICMA/Innovation Groups National Management Practices Panel
• Texas Police Chief’s Association Training Advisory Committee
• National Institute for Governmental Purchasing Talent Management Council
• Texas City Management Association Task Force on Professional Development
• Author, “The Public Executive’s Complete Guide to Employment Agreements”, book
published by ICMA and the Innovation Groups
• Texas Innovation Groups Executive Committee
• Author, “Crossing Department Lines – Garland’s Neighborhood Service Team”, article
published in the International Association of Chiefs of Police National Journal
• Author, “Redefining Thinking, Structures and the Rules of the Game in Government”,
article published in Texas Town and City Magazine
• Contributor, State Comptroller Bob Bullock’s handbook for municipalities: “Standard
Financial Management System for Texas Cities”
• Texas Municipal League Advisory Committee on Legislative Affairs – Personnel Issues
• TCMA Ethics and Professional Standards Committee
• TCMA Annual Conference Committee
MAJOR SPEAKING ENGAGEMENTS
• Tennessee IPMA Conference, 2018
• Regional Vision Workshop in Englewood, CO, 2018
• Colorado Municipal League Elected Officials Luncheon, 2018
• Missouri Municipal League Elected Officials Conference, 2018
• National Public Employers Labor Relations Association, 2018
• Tennessee City Management Association, 2018
• Ohio City Management Association/International City Management Association
Midwest Joint Winter Conference , 2018
• Louisiana Municipal Association, 2018
• Florida City County Management Association Winter Summit, 2018
• SGR Servant Leadership Conference, 2018
• Texas Recreation and Parks Society, 2017
• Illinois Public Health Association, 2017
• Tennessee Governmental Finance Officers Association, 2017
• Texas Municipal HR Association, 2017
• Washington Public Employers Labor Relations Association, 2017
• International Personnel Management Association, 2017
• Oklahoma Municipal League, 2017
• Missouri Municipal League, 2017
• Florida League of Cities, 2017
Attachment 2, Page 18 of 89
Ronald Mack Holifield Page 5 of 8
• Michigan City Management Association, 2017
• Texas Municipal Utilities Association, 2017
• Florida City County Management Association, 2017
• International Personnel Management Association Midwest, 2017
• Missouri City Management Association, 2017
• National Public Employers Labor Relations Association, 2017
• Texas Municipal Clerks Association Annual School, 2017
• SGR Leadership Conference, 2017
• Texas City Management Association Regional Meeting, 2016
• Colorado Governmental Finance Officers Association, 2016
• Ohio City Management Association/Ohio Parks and Recreation Association Joint
Conference, 2016
• Illinois Public Employer’s Labor Relations Association, 2016
• Urban Management Assistant’s/Emerging Local Government Leaders Pop Up
Conference, 2016
• Texas Fire Marshall’s, 2016
• Kentucky League of Cities, 2016
• Missouri Municipal League, 2016
• Florida League of Cities, 2016
• Arizona Parks and Recreation Association Conference, 2016
• Association of Public Safety Communications, 2016
• Texas City Management Association, 2016
• Florida City County Manager’s Conference, 2016
• Colorado Emerging Leaders Conference, 2016
• Texas Municipal HR Association, 2016
• Florida City County Management Association, 2016
• Speak at National Public Employers Labor Relations Association, 2016
• Georgia City Management Association, 2016
• New Mexico Society of Human Resource Management, 2016
• Colorado Chapter of International Personnel Management Association, 2016
• Colorado City County Management Conference, 2016
• CPS Annual Conference, 2016
• Ohio Public Employer’s Labor Relations Association, 2016
• Emerging Local Government Leaders, 2015
• National Purchasing Institute, 2015
• Public Libraries Association of North Texas, 2015
• Washington Public Employers Labor Relations Association, 2015
• Oregon City Management Association, 2015
• Colorado City Management Association Emerging Leaders, 2015
• Texas Municipal HR Association Nuts and Bolts Workshop, 2015
• National Association of County Clerks and Recorders, 2015
• Gettysburg Leadership Workshop, 2015
• Association of Washington Cities, 2015
Attachment 2, Page 19 of 89
Ronald Mack Holifield Page 6 of 8
• Texas City Manager’s Association, 2015
• International Personnel Management Association Midwest Conference, 2015
• East Texas City Manager’s Association, 2015
• Missouri Association of Purchasing Professionals, 2015
• Association of Washington Cities Labor Relations Institute, 2015
• Texas Public Employers Labor Relations Association, 2015
• Dallas Office of the FBI on Valuing Workplace Diversity and the Difference Between Bias
and Prejudice, 2015
• Government Finance Officers Association of Texas, 2015
• National Public Employers Labor Relations Association, 2015
• Tennessee Government Finance Officers Association, 2015
• Missouri City Clerks, 2015
• Texas Fire Educators Association, 2015
• SGR Servant Leadership Conference, 2015
• National Forum for Black Public Administrators DFW Chapter, 2014
• Public Purchasing Association of North Texas, 2014
• Missouri Intergovernmental Risk Association, 2014
• Texas City Management Association, 2014
• American Public Works Association Midwest, 2014
• Governmental Finance Officers Association, 2014
• National Public Employers Labor Relations Association, 2014
• North Texas Municipal Clerks Association, 2014
• National Institute for Governmental Purchasing Lone Star Conference, 2014
• Missouri Municipal Clerks and Finance Officers Association, 2014
• South Texas City Manager’s Association 2014
• Urban Counties Annual Conference, 2014
• SGR Annual Conference on Creating a Learning Organization, 2014
• National Public Employers Labor Relations Association Annual Conference, 2013
• National Parks and Recreation Annual Conference 2013
• Missouri Municipal League Annual Conference, 2013
• Washington City/County Management Association Annual Conference, 2013
• Nebraska City/County Management Association Annual Conference, 2013
• Tennessee Municipal League Annual Conference, 2013
• Texas City Manager’s Association Annual Conference, 2013
• Government Finance Officers Association of Texas Annual Conference, 2013
• American Public Works Association Regional Conference, 2013
• Kansas Public Works Association Annual Conference, 2013
• Texas Recreation and Parks Association Annual Conference, 2013
• Texas Public Purchasing Association Annual Conference, 2013
• Colorado City County Management Association Annual Conference, 2013
• Kansas City County Management Association Annual Conference, 2012
• National Parks and Recreation Management School, 2012
• Texas City Management Study Group, 2012
Attachment 2, Page 20 of 89
Ronald Mack Holifield Page 7 of 8
• International City County Management Association Annual Conference, 2012
• National Procurement Institute, 2012
• Missouri Municipal League Annual Conference, 2012
• Texas City Clerk’s Association Annual School, 2012
• Texas County Clerk’s Association Annual School, 2012
• Kansas Governmental Finance Officers Association Annual Conference, 2011
• Texas City Management Association Annual Conference, 2010
• Public Risk Management Assoc. Annual Conference, 2010
• Oklahoma City Manager’s Association Annual Conference, 2010
• Northwest States City Management Association Annual Conference, 2010
• Ohio City/County Management Assoc. Annual Conference, 2009
• West Texas City Management Association Annual Training Conference, 2009
• Texas Municipal League Regional Meeting, 2009
• Texas Municipal Human Resources Association Annual Nuts and Bolts Conference, 2009
• East Texas City Management Association Annual Training Conference, 2008
• East Texas City Management Association Annual Training Conference, 2007
• International City/County Management Association Conference, 2006
• Certified Public Manager Program, 2006
• North Texas Municipal Clerks Association Management Institute, 2006
• City of Carrollton, Texas, Leadership Academy, 2006
• City of Arlington, Texas, Leadership Academy, 2005
• Urban Management Assistants of North Texas Annual One Day Conference, 2005
• Leadership Southwest, 2004, 2006, 2008
• International City/County Management Association Annual Conference, 2003
• Keynote Speaker (along with the Deputy Secretary of Defense), Government Electronics
and Information Technology Association Information Technology and Defense
Electronics Forecast Annual Conference – State and Local Homeland Security, 2002
• Transforming Local Government Conference, 2001
• National Association of Counties Annual Conference, 1999
• World Services Congress – Building Public Private Partnerships, 1999
• Central Texas City Management Association, 1999
• Carolinas-Virginia Hospital Trustee/Physician Conference, 1999
• Quorum Ohio CEO Conference, 1999
• Chairman of the Board In-Service Training, Quorum, 1999
• Quorum Foundations for the Future, 1999
• Quorum Chairman of the Board Training, 1998
• International City County Management Association, 1998
• Iowa Municipal Management Institute, 1997
• Quorum Foundations for the Future, 1997
• Quorum Board of Trustees Training, 1997
• Urban Management Assistants of North Texas, Conference of Minority Public
Administrators, and National Forum for Black Public Administrators Workshop – 1996
• Innovation Groups Regional Conference, 1996
Attachment 2, Page 21 of 89
Ronald Mack Holifield Page 8 of 8
• Texas City Management Association Annual Conference, 1996
• Florida City/County Management Assoc. Annual Conference, 1996
• North Carolina City/County Management Association Annual Conference, 1996
• Quorum Foundations for the Future, 1996
• International City/County Management Association Conference, 1996
• Texas City Management Association Conference, 1995
• Kansas Innovation Groups Regional Workshop, 1995
• City-County Communications & Marketing Association National Conference, 1994
• National League of Cities Innovations in Government National Conference, 1994
• Innovation Groups Regional Workshop, 1994
• Texas Foundation for the Improvement of Local Government Institute, 1994
OTHER HONORS AND ACTIVITIES
• American MENSA member
• Distinguished Alumni, Abilene Christian University
• Abilene Christian University Public Administration Visiting Committee
• Texas Tech University, Center for Public Service, Alumni of the Year
Attachment 2, Page 22 of 89
TAB 5
Attachment 2, Page 23 of 89
PROJECT METHODOLOGY
Each executive recruitment service is tailored to meet the client’s specific needs. A full-service
recruitment typically entails the following:
1. Organizational Inquiry and Analysis
• Develop Project Plan and Timeline
• Individual Interviews with Search Committee / Key Personnel / Community Leaders (if
desired)
• Development of Position Profile and Professional Production of Brochure
2. Advertising and Recruitment
• Ad Placement
• Social Media and Marketing of Position
3. Initial Screening and Review
• Management of Applications
• Evaluation of Resumes
• Search Committee Briefing to Facilitate Selection of Semifinalists
4. Evaluation of Semifinalist Candidates
• Written Questionnaire
• Recorded Online Interviews
• Media Search Stage 1
• Semifinalist Briefing Books
• Search Committee Briefing to Facilitate Selection of Finalists
5. Evaluation of Finalist Candidates
• Comprehensive Media Search Stage 2
• Comprehensive Background Investigation Report
• DiSC Management Assessment (supplemental service, if desired)
• Finalist Briefing Books
• Press Release (if desired)
• Stakeholder Engagement (if desired)
6. Interview Process
• First Year Game Plan (if desired)
• Conduct Interviews
• Deliberations
• Reference Checks
7. Negotiations and Hiring Process
• Determine the Terms of an Offer
• Negotiate Terms and Conditions of Employment
8. Post-Hire I-OPT Team Building Workshop (supplemental service, if desired)
Attachment 2, Page 24 of 89
Step 1: Organizational Inquiry and Analysis
In the Organizational Inquiry and Analysis Stage, SGR devotes tremendous energy to
understanding your organization’s unique culture, environment, and goals to ensure you get
the right match for your particular needs.
Outline Project Plan and Timeline
SGR will meet with the client at the outset of the project to finalize the recruitment plans and
timeline. At this time, SGR will also request that the client provide additional information about
the community, organization, and position. Information requested will include general
information and available resources about the community, school district, economic vitality,
political leadership, organization, strategic plan, governing body goals and objectives, budget
information, major projects, job description, salary range, benefits package, etc.
Individual Interviews with Search Committee and Key Personnel (if desired)
Fully understanding your organizational needs is the most critical part of conducting a
successful executive recruitment. SGR conducts individual interviews with the Search
Committee, key staff, and/or direct reports to find out more about the position, special
considerations, and the political environment. These interviews last approximately 30 minutes
to one hour each and identify individual issues that may affect the dynamics of the recruitment,
as well as develop a composite understanding of the organization’s preferences. This process
helps with organizational buy-in and will assist us in developing the Position Profile as we look
for any significant staff issues or major disconnects that may not otherwise be apparent.
Development of Position Profile Brochure
Following the individual interviews and internal analysis, SGR will develop a draft Position
Profile Brochure that is reviewed and revised in partnership with your organization until
everyone agrees it accurately reflects the sought-after leadership and management
characteristics. A sample brochure is included with this proposal document.
Step 2: Advertising and Recruitment
The Advertising and Recruitment stage includes ad placements, email distribution of the
Position Profile, responding to inquiries about the position, and ongoing communication with
applicants and prospects.
Ad Placement / Social Media and Marketing of Position
The Executive Recruiter and client work together to determine the best ways to advertise and
recruit for the position. Ads are typically placed in various state and national publications,
targeting the most effective venues for reaching qualified candidates for that particular
position.
SGR’s preferred strategy is to rely on email distribution of the Position Profile Brochure to key
opinion leaders and potential prospects across the country. The position will be announced in
our “10 in 10” e-newsletter, which reaches over 60,000 local government professionals, in
Attachment 2, Page 25 of 89
addition to a targeted email announcement to specific professional categories and/or areas of
the country. By utilizing an email distribution strategy, these brochures tend to “get legs” of
their own, resulting in a very high penetration rate at minimal cost.
SGR will utilize Facebook, Twitter, personal phone calls, personal emails, LinkedIn, Instagram,
and Pinterest to promote the position. This communication is both to solicit high potential
candidates and to encourage key local government professionals to share information within
their professional circles.
Ongoing Communication with Applicants and Prospects
SGR communicates with all applicants on a frequent and ongoing basis to ensure applicants stay
enthusiastic about the opportunity. Outstanding prospects often will not submit a resume until
they have done considerable homework on the available position. A significant number of
inquiries will be made, and it is essential that the executive search firm be prepared to answer
those questions with fast, accurate, and complete information, and in a warm and personal
manner. This is one of the first places a prospective candidate will develop an impression about
organization, and it is an area in which SGR excels. SGR also utilizes Google Alerts for each client
organization and provides updates to our Executive Recruiters and applicants of any references
made regarding the client organization in various media outlets.
Step 3: Initial Screening and Review
This stage of the executive recruitment involves managing the flow of resumes, and screening
and evaluating resumes.
Management of Applications
Handling the flow of resumes is an ongoing and significant process. On the front end, it involves
tracking resumes and promptly acknowledging their receipt. It also involves timely and personal
responses to any questions or inquiries.
Evaluation and Triage of Resumes
SGR uses a triage process to identify high-probability, medium-probability, and low-probability
candidates. The triage ranking is focused on overall assessment based on interaction with the
applicant, qualifications, any known issues regarding previous work experience, and evaluation
of cultural fit with the organization.
In contrast with the triage process described above, which focuses on subjective assessment of
the resumes and how the candidates present themselves, we also evaluate each candidate to
make sure that the minimum requirements of the position are met, and which of the preferred
requirements are met. This sifting process assesses how well candidates’ applications fulfill the
recruitment criteria outlined in the Position Profile.
Attachment 2, Page 26 of 89
Search Committee Briefing / Selection of Semifinalist Candidates
At this briefing, SGR will provide a comprehensive progress report via PowerPoint presentation
and will facilitate the selection of approximately 8-12 semifinalists. The presentation will
include summary information on the process so far, the candidate pool overall, and any trends
or issues that have arisen, as well as a briefing on each candidate and their credentials. No
other firm offers this level of reporting detail and transparency.
Step 4: Evaluation of Semifinalist Candidates
Reviewing resumes is an important and valuable step in the executive recruitment process.
However, the simple fact is that resumes can be misleading. They tell you nothing about the
individual’s personal qualities or his/her ability to get along with other people. Resumes can
also exaggerate or inflate accomplishments or experience. SGR’s responsibility is to go more in-
depth than the resume to ensure that those candidates who continue in the process are truly
outstanding.
Personal Interaction with Semifinalist Candidates
SGR’s goal is to have a clear understanding of the person behind the resume and what makes
him/her an outstanding prospect for you. The evaluation of semifinalist candidates includes
follow-up by phone when appropriate to ask any questions about underlying issues.
Written Questionnaire
SGR will ask semifinalist candidates to complete a comprehensive written exercise designed to
provide greater insight into candidate thought processes and communication styles. SGR’s
written instrument is custom-designed around the priorities identified by the Search
Committee and usually includes about 20 questions focusing on 5-6 key areas of particular
interest to the client. This written instrument will be included in the semifinalist briefing book
along with the cover letters and resumes.
Recorded Online Interviews
SGR offers recorded online videos of candidates answering pre-recorded questions. This
provides a very insightful, efficient and cost effective way to gain additional insights to utilize in
selecting finalists you want to come in for live interviews. The online interviews allow the
Search Committee to evaluate technological competence, demeanor, verbal communication
skills, and on-camera presence. Online interviews also convey to candidates that the
organization is using leading edge technology in its business processes and provide an
opportunity for the Search Committee to ask candidates questions on specific topics of special
interest. Online interviews are emailed to the Search Committee for viewing prior to selection
of finalist candidates.
Media Search Stage 1
Stage 1 of our media search involves a comprehensive review of all newspaper articles on the
candidate in major news outlets within the previous two years. These media reports at the
semifinalist stage have proven helpful by uncovering issues that were not previously disclosed
Attachment 2, Page 27 of 89
by prospective candidates. The Executive Recruiter will communicate any “red flags” to the
Search Committee immediately upon discovery.
Search Committee Briefing / Selection of Finalist Candidates
Prior to this briefing, SGR will provide each member of the Search Committee with a briefing
book on the semifinalist candidates. The briefing book will include written questionnaires,
online interviews, and any additional information obtained about the candidate. The purpose of
this briefing is to facilitate narrowing the list to 4-6 finalists who will be invited for personal
interviews.
Step 5: Evaluation of Finalist Candidates
Comprehensive Media Search Stage 2
These Stage 2 Media Reports are compiled by utilizing our proprietary media search process
including variations of the candidates’ names and states/cities in which they have lived or
worked, and searches of local papers where the candidates have lived or worked. We also
search social media sites. The Media Reports typically range from 20-300 pages per candidate
and may include news articles, links to video interviews, blog posts by residents, etc. The Media
Reports are put into an easy-to-read format and recorded onto flash drives for the Search
Committee. The candidate’s name is highlighted each time it appears.
These media reports have proven helpful to Search Committees by uncovering issues that were
not previously disclosed by candidates and that would likely not have been discovered through
an automated search or Google search, typically used by other recruitment firms. The Media
Reports also give the Search Committee an overview of the type and extent of press coverage
that a candidate has experienced over the course of his/her career.
A sample media report can be viewed at the following link:
www.governmentresource.com/Sample_Media_Search_Redacted.pdf.
Comprehensive Background Investigation Reports
Through SGR’s partnership with FirstCheck, a licensed private investigations company, we are
able to provide our clients with comprehensive background screening reports that include
detailed information such as:
• Social Security number trace
• Address history
• Driving history/motor vehicle records
• Credit report
• Federal criminal search
• National criminal search
• County wants and warrants for previous 10 years
• Global homeland security search
• Sex offender registry search
Attachment 2, Page 28 of 89
• State criminal search (for current and previous states of residence)
• County criminal search (for every county in which candidate has lived or worked) for
previous 10 years
• County civil search (for every county in which the candidate has lived or worked) for
previous 10 years
• Education verification
A sample Background Investigation Report is included with this proposal document.
DiSC Management Assessments (supplemental service, if desired)
SGR uses a DiSC Management assessment tool, which is among the most validated and reliable
personal assessment tools available. The DiSC Management Profile analyzes and reports
comprehensively on the candidate’s preferences in five vital areas: management style, directing
and delegating, motivation, development of others, and working with his/her own manager.
Press Release (if desired)
Until you have “sealed the deal,” you need to be cautious in order to avoid the embarrassment
of a premature announcement that does not work out. You also want to try to notify all senior
staff and unsuccessful candidates before they read about it in the newspaper. SGR will assist
with this coordination and with drafting any announcements or press releases.
Stakeholder Engagement (if desired)
At the discretion of the Search Committee, we will work closely with your organization to
engage stakeholders in the recruitment process. Our recommendation is that we design a
specific stakeholder engagement process after we learn more about the organization and the
community. Different approaches work best in different communities. Below is an array of
options we have used in the past, but we will collaborate with your organization to determine
which option, or combination of options, will be the most effective for the unique needs of the
organization.
• Interviewing community leaders at the outset of the recruitment;
• Holding a public forum for citizen engagement at the outset of the recruitment;
• Facilitating a Q&A series in the local newspaper with finalist candidates. This would run
a week or two prior to the interviews;
• Utilize a citizen committee to conduct the early stage candidate screening and then turn
over a semifinalist list to the City Council (if applicable);
• Community leader reception;
• Meet and greet;
• Search Committee and key community leader dinner meeting;
• “Round Robin” forum meetings with various community groups during a multi-day
interview process; and,
• Site visits by citizen committee members to the finalist candidates’ communities to
report back.
Attachment 2, Page 29 of 89
Step 6: Interview Process
First Year Game Plan (if desired)
The “First Year Game Plan” is a process where finalist candidates are provided with the contact
information for elected officials, key staff, and community leaders, and candidates are given
free rein to make contact with all of them in advance and use those insights to develop a “first
year game plan” based on what they know so far. Feedback is received from the key contacts
on their impressions of the finalist candidates from the interactions with the candidates prior to
the interviews. This exercise provides the opportunity to evaluate candidates’ written and
interpersonal communication skills, as well as critical analysis skills.
Conduct Interviews
SGR will schedule interviews at a date/time convenient to your organization. This process can
be as simple, or as complex, as your organization desires. SGR will help you determine the
specifics you need. SGR will prepare sample interview questions and will participate throughout
the process to make it smooth and efficient.
Deliberations
SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in
making a hiring decision or on whether to bring back one or more candidates for a second
interview.
Reference Checks
Our reference checks are the most comprehensive in the industry. We place very little
confidence on the references provided by the candidates since those can be expected to be
biased. Instead, we will typically talk to as many as 20 professional contacts for a given
candidate including elected officials, direct supervisors, direct reports, internal organizational
peers, professional peers in other organizations, civic leaders, and media representatives. We
always seek out the candidate’s greatest critics and greatest fans to ensure a complete, yet
balanced, perspective and overview of each candidate.
Step 7: Negotiations and Hiring Process
Once the organization is ready to make an offer, SGR can provide additional assistance to the
client in the following areas.
Determine the Terms of an Offer
Upon request, SGR will provide comparative data for selected organizations, appropriate
employment agreement language, and other similar information to assist you in determining an
appropriate offer to extend to your candidate of choice.
Negotiate Terms and Conditions of Employment
SGR will assist to whatever degree you deem appropriate in conducting negotiations with the
chosen candidate. SGR will determine and define any special needs or concerns of the chosen
Attachment 2, Page 30 of 89
candidate, including anything that could be a complicating factor. SGR is experienced and
prepared to help craft win-win-solutions to negotiation “log-jams.”
Transition Strategy
There are a variety of transition issues when hiring a new executive. SGR will brief the client on
transition issues that need to be addressed and will provide a recommendation on what actions
to take. Together, we will create a transition strategy that builds the foundation for a successful
long-term relationship.
Step 8: Post-Hire Team Building Analysis (supplemental service)
SGR can provide a customized team building workshop after you hire for the position. SGR
utilizes I-OPT, which is a validated measurement tool that shows how a person perceives and
processes information. Because people “see” different things when they assess a situation, they
are motivated to take various courses of action, so understanding you and your colleagues’ I-
OPT Profiles will enable you to work much more effectively as a team. The price is $4,000 for a
half-day onsite workshop, plus travel expenses, and $150 per person for I-OPT reports.
Attachment 2, Page 31 of 89
STANDARD TIMELINE
Timeline will be adjusted at the outset of the search to meet the organization’s needs.
Task Weeks
• Contract Executed
• Outline Project Plan, Timeline
• Individual Interviews with Search Committee / Key Personnel /
Community Leaders (if desired)
Week 1
• Development of Position Profile Brochure
• Search Committee Reviews and Approves Brochure
Weeks 2-3
• Ad Placements
• Accept Applications
• Email Distribution and Marketing of Position Profile
Weeks 4-7
• Triage and Scoring of Resumes
Week 8
• Search Committee Briefing (Slide Presentation) / Select
Semifinalists
• Candidates Complete Questionnaire and Online Interviews
• Stage 1 Media Searches
Week 9
• Deliverable: Semifinalist Briefing Books
Week 10
• Search Committee Briefing / Select Finalist Candidates Week 11
• Comprehensive Media Search Stage 2
• Comprehensive Background Screening Report
• DiSC Management Assessment (supplemental service)
Weeks 12-13
• Deliverable: Finalist Briefing Books Week 14
• Stakeholder Engagement (if desired)
• Conduct Interviews
• Deliberations
• Reference Checks
• Negotiations
• Announcement / Press Release
Week 15
Attachment 2, Page 32 of 89
TAB 6
Attachment 2, Page 33 of 89
PROJECT COST
All-Inclusive Maximum Price
Professional Services Fee: $ 18,500
Expenses Not-to-Exceed: $ 8,000
All-Inclusive, Not-to-Exceed Maximum Price: $ 26,500*
Expenses Not-to Exceed
SGR does not bill the client for any expenses except for those explicitly detailed herein. Items
included in the Expenses Not-to-Exceed include:
• Professional production of a high quality brochure. This brochure (typically 4 pages) is
produced by SGR’s graphic designer for a flat fee of $1,500.
• Marketing and Ad Placements:
o Announcement in SGR’s 10 in 10 Leadership and Innovation e-newsletter
o Email blast to SGR’s profession-specific opt-in subscriber list
o Featured post on SGR’s website
o Featured ad on SGR’s job board
o Promotions on SGR’s social media pages – Facebook, Twitter, LinkedIn, Instagram
o Targeted ad placements on LinkedIn users’ pages who have been selected by
LinkedIn’s algorithm to be a match for your job posting.
o Ad placements with one national association and one state association. These two
ads are billed at actual cost, with no markup for overhead. Additional ad
placements, or the organization’s choice, will be billed over and above the not-to-
exceed maximum price.
• Printing of documents and materials. Reproduction costs for reports and briefing books
presented to the client at 26 cents per copy, plus the cost of binders/binding. Flash drives
are billed at $10 each.
• Online interviews. There is a cost of $200 for each recorded online interview. SGR
recommends conducting online interviews at the semifinalist stage (up to 12
semifinalists).
• Comprehensive Media Reports – Stage 2. There is a cost of $500 per candidate. SGR
recommends conducting Stage 2 media searches on the finalist candidates (up to 6
finalists).
• Comprehensive Background Investigation Reports. There is a cost of $300 per candidate
for comprehensive background screening reports prepared by our licensed private
investigations provider. SGR recommends conducting comprehensive background
investigations on the finalist candidates (up to 6 finalists).
Attachment 2, Page 34 of 89
• Travel for the Executive Recruiter (incurred for the benefit of the client). Meals are billed
at a per diem rate of $10 for breakfast, $15 for lunch, and $25 for dinner. Mileage will be
reimbursed at the current IRS rate. All other travel-related expenses are billed back at
actual cost, with no markup for overhead.
• Up to four (4) visits/trips by the Recruiter to the Organization. Any additional visits/trips
by the Recruiter to the Organization will be billed over and above the not-to-exceed
maximum price.
*Supplemental Services
The supplemental services listed below are not included in the maximum price above. These
supplemental services include:
• Candidate Travel. Candidates are typically reimbursed directly by the client for travel
expenses. If the client prefers a different arrangement for candidate travel, SGR will be
glad to accommodate the client’s wishes.
• Stakeholder Survey. SGR will conduct a Stakeholder Survey for $1,000. SGR provides
recommended survey questions and sets up an online survey. Stakeholders are directed
to a web page or invited to take the survey by email. Written summary of results is
provided to the organization.
• Additional Ad Placements. Additional ad placements, as approved by the organization,
that are not included in the not-to-exceed expenses will be billed back at actual cost with
no markup for overhead.
• DiSC Assessments. There is a cost of $150 per candidate for the DiSC Management Profile.
• Post-Hire Team Building Analysis. A half-day onsite workshop is $4,000, plus travel
expenses, and $150 per person for I-OPT reports.
• Site Visits to Communities of Finalist Candidates. If desired, the Executive Recruiter will
travel to the communities of the finalist candidates to conduct onsite visits. Site visits will
be charged at a day rate of $1,000 per day, plus travel expenses.
• In the unexpected event the client shall request that unusual out of pocket expenses be
incurred, said expenses will be reimbursed at the actual cost with no mark up for
overhead.
• If the client desires any supplemental services not mentioned in this section, an estimate
of the cost and hours to be committed will be provided at that time, and no work shall be
done without approval. Supplemental services will be billed out at $250 per hour.
Attachment 2, Page 35 of 89
Billing
Professional fees for the recruitment are billed in three equal installments during the course of
the recruitment. The initial installment is billed after the Organizational Inquiry and Analysis is
completed and the position profile has been created. The second installment is billed when
semifinalists are selected. The final installment is billed at the conclusion of the recruitment.
Expense (reimbursable) items and supplemental services will be billed with each of the three
installments, as appropriate.
Service Guarantee
SGR guarantees that you will be satisfied with the results of the recruitment process, or we will
repeat the entire process at no additional professional fee until you find a candidate that you
desire. Additionally, if you select a candidate (that SGR has fully vetted) who resigns or is released
within 18 months of their hire date, SGR will repeat the process at no additional professional fee
to the client. If the Organization circumvents SGR’s recruitment process and selects a candidate
who did not participate in the full recruitment process, the service guarantee is null and void. We
also guarantee that we will not directly solicit a candidate we bring to you for another job.
Attachment 2, Page 36 of 89
TAB 7
Attachment 2, Page 37 of 89
City/Town/County Manager & Administrator Recruitments, 2014 to Present
2018
• Anna, Texas (pop. 11,000)
• Bethany, Oklahoma (pop. 19,600)
• Cameron, Missouri (pop. 10,000) – in process
• Clackamas County, Oregon (pop. 408,000) – in process
• Clallam County, Washington (pop. 75,000)
• Clark County, Washington (pop. 345,000)
• Coffeyville, Kansas (9,800)
• Craig, Colorado (pop. 8,800)
• Erie, Colorado (pop. 26,000) – in process
• Forney, Texas (pop. 17,500)
• Freeport, Texas (pop. 12,000)
• Fulshear, Texas (pop. 4,000)
• Green Cove Springs, Florida (pop. 7,000)
• Humble, Texas (pop. 15,000)
• Jacksonville, Texas (pop. 15,000)
• Lawton, Oklahoma (pop. 94,000) – in process
• Lebanon, Missouri (pop. 15,000)
• Lockhart, Texas (pop. 13,000)
• Marshall, Texas (pop. 24,700) – in process
• Mineral Wells, Texas (pop. 15,000) – upcoming
• Murfreesboro, Tennessee (pop. 131,900)
• Nixa, Missouri (pop. 20,500)
• Paducah, Kentucky (pop. 25,000)
• Palm Coast, Florida (pop. 88,000)
• Pflugerville, Texas (pop. 54,600)
• Riverside, Missouri (pop. 3,000)
• Smithville, Missouri (pop. 9,000)
• South Windsor, Connecticut (pop. 26,000) - upcoming
• Springfield, Missouri (pop. 167,300)
Attachment 2, Page 38 of 89
• Sunnyvale, Texas (pop. 5,700)
• Tolland, Connecticut (pop. 15,000) - upcoming
• West University Place, Texas (pop. 14,000)
• Wethersfield, Connecticut (pop. 26,000) – in process
2017
• Amarillo, Texas (pop. 189,000)
• Bastrop, Texas (pop. 8,400)
• Bedford, Texas (pop. 49,000)
• Bozeman, Montana (pop. 41,600)
• Brenham, Texas (pop. 16,300)
• Clute, Texas (pop. 11,000)
• Choctaw, Oklahoma (pop. 11,500)
• Colleyville, Texas (pop. 24,500)
• Grandview, Missouri (pop. 25,300)
• Jupiter, Florida (pop. 60,700)
• Killeen, Texas (pop. 119,000)
• Midland, Michigan (pop. 40,800)
• Parkville, Missouri (pop. 5,400)
• Plant City, Florida (pop. 33,000)
• Saginaw, Texas (pop. 21,700)
• San Marcos, Texas (pop. 53,000)
• Sealy, Texas (pop. 6,400)
• Stephenville, Texas (pop. 17,400)
• Temple, Texas (pop. 70,000)
• Topeka, Kansas (pop. 127,000)
• Vail, Colorado (pop. 4,800)
2016
• Angleton, Texas (pop. 19,000)
• Beavercreek, Ohio (pop. 45,000)
• Bethany, Oklahoma (pop. 19,500)
Attachment 2, Page 39 of 89
• Canadian, Texas (pop. 2,900)
• Carrollton, Texas (pop. 128,000)
• Clarksville, Indiana (pop. 22,000)
• Craig, Colorado (pop. 9,300)
• Davenport, Iowa (pop. 101,000)
• Des Moines, Washington (pop. 29,000)
• Elgin, Texas (pop. 10,000)
• Forney, Texas (pop. 16,000)
• Gunnison, Colorado (pop. 5,500)
• Hot Springs, Arkansas (39,000)
• Lake Dallas, Texas (pop. 8,000)
• Lake Worth, Texas (pop. 4,000)
• Muskegon Heights, Michigan (pop. 11,500)
• Northglenn, Colorado (pop. 34,000)
• Palestine, Texas (pop. 18,000)
• Piney Point Village, Texas (pop. 3,500)
• Port Lavaca, Texas (pop. 11,000)
• Spokane Valley, Washington (pop. 90,600)
• Stillwater, Oklahoma (pop. 46,000)
• Sweetwater, Texas (pop. 10,000)
• Valley Center, Kansas (pop. 5,000)
• Williston, North Dakota (pop. 13,000)
2015
• Abilene, Texas (pop. 118,000)
• Altus, Oklahoma (pop. 19,000)
• Alvin, Texas (pop. 23,000)
• Azle, Texas (pop. 11,500)
• Baytown, Texas (pop. 70,000)
• Ballwin, Missouri (pop. 30,000)
• Bridgeport, Texas (pop. 6,000)
• Casper, Wyoming (pop. 53,500)
Attachment 2, Page 40 of 89
• Duncanville, Texas (pop. 36,400)
• Georgetown, Texas (pop. 50,000)
• Granbury, Texas (pop. 6,800)
• Kaufman, Texas (pop. 8,900)
• Kilgore, Texas (pop. 13,000)
• Lamesa, Texas (pop. 9,300)
• Missouri City, Texas (pop. 74,500)
• Montgomery, Texas (pop. 800)
• Sealy, Texas (pop. 6,400)
2014
• Burien, Washington (pop. 49,000)
• Fate, Texas (pop. 7,000)
• Henderson, Texas (pop. 14,000)
• Joshua, Texas (pop. 6,000)
• Kyle, Texas (pop. 30,500)
• League City, Texas (pop. 88,000)
• Lindale, Texas (pop. 5,000)
• Miami, Oklahoma (pop. 13,500)
• Pearland, Texas (pop 96,000)
• Port Arthur, Texas (pop. 56,700)
• South Padre Island, Texas (pop. 3,000)
• Stephenville, Texas (pop. 17,400)
• Tyler, Texas (pop. 98,800)
Population numbers are approximate.
Attachment 2, Page 41 of 89
TAB 8
Attachment 2, Page 42 of 89
References
Town of Erie, Colorado
Population: 26,000
Contact: Farrell Buller, Acting Town Manager
Email: townadministrator@erieco.gov
Phone: 303-926-2710
Recruitment: Town Manager, 2018
City of Stillwater, Oklahoma
Population: 50,000
Contact: Norm McNickle, City Manager
Email: nmcnickle@stillwater.org
Phone: 405-742-8290
Recruitment: City Manager, 2016
City of Topeka, Kansas
Population: 230,000
Contact: Michelle De La Isla, Mayor
Email: mrangel@topeka.org
Phone: 785-368-3895
Recruitment: City Manager, 2017
City of Temple, Texas
Population: 80,000
Contact: Brynn Myers, City Manager
Email: bmyers@templetx.gov
Phone: 254-298-5600
Recruitments:
− Fire Chief, 2014
− Chief of Police, 2015
− City Manager, 2018
− Assistant City Manager, 2018
− Director of Human Resources, 2018
− Main Street Manager, 2018
− Convention Center Operations Manager, 2018
− Utility Services Manager, 2018
Attachment 2, Page 43 of 89
City of Baytown, Texas
Population: 76,000
Contact: Carol Flynt, Director of Human Resources
Email: Carol.Flynt@Baytown.org
Phone: 281-422-8281
Recruitments:
− Public Works Director, 2015
− City Manager, 2015
City of Carrollton, Texas
Population: 128,000
Contact: Erin Rinehart, City Manager
Email: erin.rinehart@cityofcarrollton.com
Phone: 972-466-3008
Recruitment: City Manager, 2016
City of Beavercreek, Ohio
Population: 45,900
Contact: Jill Bissinger, Human Resources Manager
Email: bissinger@beavercreekohio.gov
Phone: 937-320-7387
Recruitment: City Manager, 2016
Attachment 2, Page 44 of 89
TAB 9
Attachment 2, Page 45 of 89
EXECUTIVE SEARCH PROVIDED BY STRATEGIC GOVERNMENT RESOURCES
CITY MANAGERCity of Topeka Kansas
Attachment 2, Page 46 of 89
TOPEKA, KANSAS: CITY MANAGER2
Ideally situated along the Kansas River, Topeka is
the capital of Kansas, covering 60.46 square miles,
and is located along I-70, approximately 60 miles
from Kansas City. The City is home to over 127,000
residents and is part of a metro area that consists
Wabaunsee, and Osage, with a population of
Kansas behind Wichita, Overland Park, Olathe, and
Kansas City, and is the seat of Shawnee County.
Residents of Topeka enjoy a high quality of life,
exceptional services and amenities, and ample,
Topeka was founded in 1854 and incorporated in 1857. Both the Oregon and Santa Fe trails came to and through Topeka. Topekans treasure the City’s heritage from the Civil War era, and its global recognition as the home of the landmark US Supreme Court case Brown v. Topeka Board of Education, which outlawed discrimination in schools. Topeka has a long history of freedom and opportunities for all, including a profound belief in the rights of all to speak up about what they believe.
Over the years, the City has grown into a thriving
commerce hub with a pro-business attitude that
encourages sustainable economic development
and entrepreneurship. The area’s major employers
are the State of Kansas, Stormont-Vail HealthCare,
Topeka Public Schools, BlueCross BlueShield
of Kansas, St. Francis Health, Goodyear Tire &
Rubber Company, and Burlington Northern Santa
Fe Railroad. Topeka is headquarters to national
and international companies, including Hill’s Pet
and local companies that have grown to that level
such as Advisors Excel and American Home Life
Insurance. With a cost of living and cost of doing
business that are well-below the national average,
Topeka is an ideal location for businesses. Recent
Target Distribution Center and the opening of a
MARS Chocolate North America manufacturing
plant, as well as a Home Depot Rapid
Deployment Distribution Center and a Bimbo
Bakeries USA facility.
The core downtown is at the completion stage of over $11 million in public and private redevelopment on Kansas Avenue. Building upon the downtown revitalization initiative is a proposed $8.6 million public plaza at the intersection of Kansas Avenue
stages. The Cyrus Hotel development is also under construction, featuring a 79 room boutique hotel and restaurant. The Kansas State Capitol Building
is a major visitor attraction. NOTO (North Topeka) is emerging as a redeveloped arts area north of the Kansas River. This historic downtown district features an assortment of eclectic art galleries, antiques, clothing stores, andtaurants and is
The Community
Attachment 2, Page 47 of 89
TOPEKA, KANSAS: CITY MANAGER3
The Community
City’s First Friday Art Walk, a popular event attracting visitors
throughout the region. The Topeka Zoo has two major capital
projects in the late planning stages: the $4 million Camp Cowabunga
Safari Exhibit, scheduled to open in 2018, and a $6 million Kay’s Asian
Garden & Event Center, scheduled for completion in 2019. Heartland
Park, an NHRA-sanctioned racetrack with a road course, drag strip,
motocross, and dirt track, reopened under new ownership in 2016
and has a full, exciting 2017 schedule including the NHRA Nationals
in May.
Topeka students are served by six school districts, including two magnet schools in the Topeka Public Schools, District #501: Scott Dual Language and Williams Science & Fine Arts. There are also several private and parochial schools in the area, including Topeka Collegiate and Cair Paravel-Latin School. For those seeking higher education, there are several top-notch universities in the area. Washburn University’s 160-acre primary campus and Washburn Tech campus
Other area colleges include Baker University, Rasmussen College, Friends University, and Bryan University. Additionally, Kansas State University, the University of Kansas, Emporia State University, and several community colleges are within commuting distance.
The area is served by several state-of-the-art healthcare facilities.
Stormont Vail Health is a regional medical center that includes primary
care and specialty physicians as part of the Mayo Clinic Network and is
the area’s only Level III Neonatal Intensive Care and trauma center. St.
Health System, and the Colmery- O’Neil VA Medical Center provides a
full range of medical, surgical, and psychiatric services for veterans.
CONTINUED
MEDIAN HOME VALUE
$96,500
MEDIAN HOUSEHOLDINCOME$42,250
RESIDENTIALPROPERTYis assessed at 11.5% of the appraisal value
AVERAGE SALES PRICE OF HOMES$143,686
Attachment 2, Page 48 of 89
TOPEKA, KANSAS: CITY MANAGER4
VISION:As the capital city of Kansas, Topeka is recognized as a vibrant community where people choose to live, work, learn, and play and of which Kansans are proud.
MISSION:
in partnership with the community, which add value and enhance the quality of life for all.
GOAL:
trust in service delivery and operations management.
VALUES:We recognize and value a diverse workforce committed to service to the community. We value and believe in:
Collaboration. We embrace a spirit of teamwork, empowerment, cooperation, communication, and community involvement.
Integrity. We hold ourselves to the highest level
of honesty, truthfulness, and ethical conduct.
Accountability. We use public resources responsibly and regularly report on the achievement of stated performance objectives.
Professionalism. We are committed to ensuring
the highest level of professional standards.
Transparency. We provide access by the public to timely and reliable information on decisions and performance.
Governance and Organization
Since its founding, Topeka has operated
under four forms of government. From 1857
until 1910, Topeka was governed by the
mayor-council plan. The commission form
of government was adopted in 1910 and
plan was adopted. In 2005, citizens voted
for a council-manager form of government.
2011, and its second served from 2012–2016.
The City is currently governed by a Mayor and
9 City Council Members elected from districts,
each serving 4-year terms with no term limits.
The Council votes on ordinances, resolutions,
applications, and plats, and considers zoning
petitions, receiving reports, and other items.
A professional City Manager is hired by the
STRATEGIC PLAN PRIORITIES
SAFE AND SECURE COMMUNITY
THRIVING, LIVABLE NEIGHBORHOODS
ORGANIZATIONAL EXCELLENCE
STEWARDSHIP OF THE CITY’S PHYSICAL ASSETS
COMMITMENT TO CUSTOMER SERVICE
FISCAL HEALTH AND SUSTAINABLE GROWTH
Attachment 2, Page 49 of 89
TOPEKA, KANSAS: CITY MANAGER5
Governance and Organization CONTINUED
Council to oversee the delivery of public services. The City’s Deputy City Manager and eleven epartment irectors report directly to the City Manager including the Police Chief, Fire Chief, City Attorney, Director of Finance & Administrative Services, Human Resources Director, Municipal Judge, Public Works Director, Utilities Director, Director of Neighborhood Relations, Planning Director and the Zoo Director.
Topeka’s FY 2017 Adopted Annual Operating Budget is $288.5 million, including a General Fund of
$101.4 million. The City’s budget is recognized by GFOA through their Distinguished Budget Presentation
Award. The City’s current long-term General Obligation bond rating by Standard & Poor’s is AA/Positive,
and the current Combined Utility Revenue bond rating by Moody’s is Aa3. City residents, in partnership
with Shawnee County, approved a 12-year ½ cent sales tax issue in 2015 which provides funding for
streets, renovation of the Expocentre, completion of the Bikeways Plan, Zoo improvements, and a
comprehensive Joint Economic Development program. Topeka Public Schools are also undergoing a
major renovation and development initiative funded by a voter-approved bond issue. Additionally,
Evil Knievel Museum, the historic Jayhawk Theater, historic Constitution Hall, and the proposed
Downtown Plaza.
The City provides a full array of municipal services including Police, Fire, Legal, Municipal Court, Utilities (Water, Sewer, and Stormwater), Public Works, Planning, Media Relations, Neighborhood Relations, Information Technology, Fleet, Parking, Cemeteries, Performing Arts, and a Zoo. Services are provided by approximately 1,200 full-time employees, with most employees covered by Civil Service and represented by collective bargaining agreements with seven labor unions.
The City has outlined these goals for 2017:
)for the City of Topeka
)Create a service-oriented culture in City government
)Continually work to improve and carry out expectations of residents
)Enhance public perception of Topeka as a more enjoyable place to live
Attachment 2, Page 50 of 89
TOPEKA, KANSAS: CITY MANAGER6
Leadership And Innovation
The next City Manager will face several challenges long-term strategies to help position Topeka to achieve its goals and realize its mission of providing a high quality of life and exceptional service to its citizens.
Topeka is facing various infrastructure issues that
will require the new City Manager’s attention.
Based upon a recent Pavement Management
Study, to maintain Topeka’s streets at the
current average of 55 Pavement Condition Index
(PCI) would require $19 million per year for the
next ten years. There is a community desire to
improve the quality of city streets, and to achieve
an average 65 PCI would require an additional
annual investment of $14 million over the current
amount allocated to street maintenance funded
largely through a dedicated ½ cent sales tax levy.
Financing strategies to address funding shortfalls
will be a high priority for the new City Manager.
Water and wastewater capital projects and
funded in part through recent multi-year rate
increases. Many of the City’s 100 facilities will also
require capital upgrades and improvements, with
the beginnings of a Comprehensive City Facility
Master Plan currently in development. Financing
strategies to fund these projects and address
funding shortfalls will be a high priority for the
new City Manager.
The community has expressed concerns with code enforcement and compliance, especially in some of the older areas of the City. The Neighborhood Services Department logged approximately 10,000 code enforcement cases in 2016 out of a total of roughly 51,000 parcels within the City. Enforcement is performed by eight Code Inspectors, and the City is in the midst of a revamped inspection and enforcement program designed to improve the appearance of various neighborhoods and commercial corridors.
The City has undertaken several initiatives
designed to improve services and engage
residents.Topeka’s Open Government Portal/
Transparency Platform was recently recognized
as one of 12 new cities to participate in Bloomberg
Philanthropies’ What Works Cities initiative—one
the use of data and evidence in the public sector
to improve services, inform local decision-making,
and engage residents. The City has launched the
Topeka Open Performance Portal to provide
quick, interactive assessment of the City’s key
service areas to track performance measurement
data. The platform was recognized by Route Fifty
has also recently implemented the SeeClickFix
application for residents to request geo-tracked
service needs.
Attachment 2, Page 51 of 89
TOPEKA, KANSAS: CITY MANAGER7
Building upon the 2008 Heartland Visioning Initiative
which has transformed how the community views
itself and is marketed, the Chamber is about to
release a broad-based Holistic Economic Development
Community Assessment and Strategy which the City
study include:
1.A Critical Need to Improve Community Pride
2.Threats to a Strong Workforce Go BeyondPopulation Growth
3.Quality of Place Enhancements Are Needed toChange Outlooks
4.Homegrown Talent: A Need to Connect the Localand Regional Talent Pipeline
5.Enhancing Economic Opportunities ThroughExisting Strengths
6.Prosperity and Well-being Lag Behind
The complete study can be viewed @ www.topekashawneecountystrategy.com.
The area’s commitment to diversity and inclusion
are evidenced through programs such as INCLUDED,
backed by GO Topeka and The Greater Topeka Chamber
of Commerce involving partnerships and commitments
with local businesses to improve and grow their
diversity and inclusion initiatives within their own
organizations and throughout the community. Other
programs include the Chamber’s dynamic Forge young
professionals division and its programs for minorities
and women, and USD 501’s Courageous Conversations
local businesses and organizations
help make Topeka’s
forward Topeka’s heritage of
freedom and opportunity for all.
The City will continue to build on business-friendly development services to encourage economic investment in the coming years, and there is a growing desire to develop Topeka’s “Sense of Place” as part of an integrated strategy to retain and attract a younger
Leadership and Innovation CONTINUED
Attachment 2, Page 52 of 89
TOPEKA, KANSAS: CITY MANAGER8
Ideal Candidate
Education and Experience
The City of Topeka seeks an energetic, visionary leader who is willing to take calculated risks and pursue outside-the-box strategies to advance both the organization and community. The next City Manager will continually demonstrate a dedication to public service and a strong commitment to the mission, vision, and values of the City. A highly ethical, inclusive, fair-minded manager, the ideal candidate will lead the
forward motion sustainable growth and economic development.
The City desires a candidate who will excel in helping a diverse governing body achieve consensus on community-wide initiatives and projects and build upon the established organizational base of a relatively young council-manager form of governance. The City Manager will help the City Council, organization, and community implement a cohesive strategic plan, leveraging assistance and support from a variety of engaged community stakeholders and organizations. The ideal candidate will have an established economic development track record and demonstrated
experience in working collaboratively with external community and economic development partners. Experience in developing excellent intergovernmental relationships with both county and state partners will be essential.
A transformative leader with a collaborative management style, the new City Manager will encourage cooperation across departments and foster a culture of accountability. The chosen candidate must possess the leadership skills
micromanaging. The City Manager will build a strong team by maintaining high morale and
The chosen candidate must have excellent interpersonal and communication skills.
The selected individual should have experience in street and utility capital improvements, progressive labor management practices and
promoting the use of open data and cutting edge technology is strongly desired.
*Ideally in similar sized organizations and/or complexity. **Or an equivalent combination of training and experience
10 YEARSof Progressively Responsible Experience in the Management of Municipal Operations*
A MASTERS’SDEGREEin Public Administration or a Closely Related Field
STRONGMANAGEMENTof Budgetary and Financial Matters
DEMONSTRATEDRECORD
EXPERIENCE in Working with a Governing Bodyor Board**
STRONG COMMUNITY RELATIONS
RESIDENCYis required for this position.
Attachment 2, Page 53 of 89
Application Process
Please apply online at:
For more information on this position contact:
Doug Thomas, Senior Vice President
Strategic Government Resources
DouglasThomas@GovernmentResource.co
863-860-9314
http://bit.ly/SGRCurrentSearches
The City of Topeka is an Equal Opportunity Employer and values diversity in its workforce. Applicants
City of Topeka
www.topeka.org
Topeka Chamberwww.topekachamber.org
JEDO
www.jedoecodevo.com
Go Topekawww.gotopeka.com
MTPO
www.topekampo.org
Follow Us
Resources
Compensation and Benefits
Health Insurance OptionsCompetitive Salary Dependent on
Experience.
Vehicle and cell phone allowance Retirement plan administered by the Kansas Public Employee Retirement System (KPERS) with a current employer contribution of 8.46%, with a 6% employee match.
Attachment 2, Page 54 of 89
FINANCE
DIRECTOR
City of Springfield, Oregon
Attachment 2, Page 55 of 89
Proud History,
Bright Future
THE COMMUNITY
Nestled between the beautiful McKenzie and Willamette Rivers in the Southern Willamette Valley, Springfield, Oregon, is a city in Lane County. Covering 15.6 square miles, the city is adjacent to I-5 and is within the Eugene-Springfield
Metropolitan Statistical Area. With a population of 62,353, Springfield is the second-most populous city in the metropolitan area after Eugene. Springfield is a family-friendly community where a healthy economy and numerous
historical aspects of Oregon’s past have blended into a vibrant place to call home. The City has a median income of
$41,911 and an average home value of $183,231.
Springfield capitalizes on traditional wood products, emerging high-technology industries, and a diversifying economy. The city has the fourth largest industrial area in Oregon, with highly respected companies having large investments in
Springfield, such as Roseburg Forest Products, So Delicious Dairy Free, Royal Caribbean Cruise Lines, Mckenzie-
Willamette Medical Center, and PeaceHealth. Major forest products companies, including International Paper (formerly Weyerhaeuser), Rosboro Lumber, and Kingsford Charcoal, maintain a strong presence and a long-term positive impact
on the community. The city received the 2016 Oregon Best Cross Laminated Timber Design Award.
Outdoor enthusiasts enjoy the abundant recreation opportunities the Willamalane Park and Recreation District offers, from its exceptional walking, biking, and running trails to its scenic rivers. The McKenzie River is world-famous for fly fishing and summer steelhead, and the Willamette River boasts excellent fishing and is popular for whitewater rafting.
Within a two-hour drive from Springfield, residents and visitors find many other outdoor recreational opportunities such as
the Oregon Coast with world-class golf courses and sand-surfing, skiing in the Cascade Mountains, and windsurfing in
the Columbia River Gorge.
Springfield’s vibrant, historic downtown has received continued positive recognition in the media and community for its
revitalization efforts. It has transformed into an arts and antiques haven, with the Emerald Art Center, numerous art
galleries, extensive murals and public art, plentiful antique and resale shops, and a monthly art walk. Also downtown is
the Richard E. Wildish Community Theater that focuses on dance, musical presentations, full theatrical productions, and film festivals. Residents have access to a variety of other performing arts, such as symphony, opera, musical theater, and major college sports at the University of Oregon and Oregon State University. Craft breweries round out the scene
downtown. A variety of family-friendly activities are available year round in Springfield, including park concerts, outdoor
movies, fishing tournaments, holiday festivals and parades, and Splash!, the city’s indoor water park.
Public education in the city is provided by the Springfield Public School District, serving 10,600 students in Springfield and
east-central Lane County. The District consists of 12 elementary schools, five middle schools (one of which is a leadership focused charter school), and five high schools, including a small learning community high school, an arts-focused charter
high school, and a leadership-focused charter high school. The district offers a strong core educational program across all
its schools. For more information, visit the district's website.
There are also several universities and community colleges nearby, including University of Oregon, Oregon State University (41 miles away in Corvallis), Lane Community College, and Pioneer Pacific College.
Attachment 2, Page 56 of 89
GOVERNANCE & ORGANIZATION
The City of Springfield has operated under a home-rule charter since 1947, with a council-manager form of government. The City Council, comprised of
volunteers, consists of one person nominated from each of six wards and
elected by voters at large. The Mayor is elected by citywide vote, and Mayor
and Council elections are nonpartisan. The Mayor and City Council members serve four-year, overlapping terms with no term limits. The City Council sets overall City policy and establishes goals for the City. The Mayor and City
Council appoint the City Manager, City Attorney, Municipal Court Judges,
and community members who serve on advisory committees.
The City of Springfield is a value-focused organization that emphasizes excellent customer relations and service within the context of an overall
philosophy of team management and support of a work/life balance for its
employees. The City is also characterized as a high-performance, high-quality organization where continuity of effort and service emerges from
employees with a strong commitment to public service.
The City is very responsive to its community members, and public
involvement in governance is highly encouraged to ensure services meet community expectations and needs. In response, Springfield residents
consistently support public tax and bond measures to pay for its services.
With 390 full-time employees, the City of Springfield is a “can-do”
organization that enjoys a reputation for making good things happen. The City is not bound by tradition and is known for its many innovations.
Springfield has received numerous MarCom Awards for city promotions.
The City has a fiscal year 2018 budget of $321 million and is on a July 1
through June 30 fiscal year. Springfield's ad valorem tax rate is 1.052%.
Council Goals/Objectives:
• Provide financially responsible and innovative government services
• Encourage economic development and revitalization through community partnerships
• Strengthen public safety by leveraging partnerships and resources • Foster an environment that values diversity and inclusion • Maintain and improve infrastructure and facilities
• Promote and enhance the hometown feel while focusing on livability and environmental qualityAttachment 2, Page 57 of 89
ABOUT THE DEPARTMENT
The mission of the Finance Department is to:
• Provide professional oversight and consultation to City programs and services regarding financial, accounting, and budgetary practices
• Ensure compliance with all financial and budgetary regulations and with the laws that protect the safety and quality of life for residents in the community
• Maintain public confidence in the ability of the legal judicial system to uphold the rule of law
• Fairly and impartially resolve legal contests in a timely manner
The Department has nine programs used for tracking activities and accounting for the 18.74 FTE in the department. The staff is equally divided between the finance division and the municipal court division. Of the nine programs in the budget,
five are in the finance division (accounts payable, audit & reporting, budget development, procurement, and treasury) and
the remaining four are all associated with the municipal court. The total annual departmental budget is $3.2 million. The Accounting Manager, Court Supervisor, Budget Officer, and the Procurement & Contracts Manager report directly to the
Finance Director.
ABOUT THE POSITION
Reporting directly to the City Manager, the Finance Director performs duties directing the activities of the City’s Finance
Department, including financial reporting, budget management, economic forecasting, treasury, purchasing, accounts
payable, and payroll. This position serves as City Treasurer and the Metropolitan Wastewater Management Commission Finance Officer.
Responsibilities include:
• Planning, coordinating, directing, and evaluating the operations of the Finance Department • Developing concepts and philosophy that guides the fiscal operations for the City
• Administering overall City budget and long-range financial planning activities to include the control of city revenues and expenditures
• Providing financial management and planning guidance to the City Manager, budget committee, and various other
committees, departments, boards, commissions, and City Council • Directing personnel
• Developing and administering budget • Serving on the City Executive Team • Completing complex staff reports and difficult research and analyses of City fiscal programs, systems, and issues
Passion-Integrity-Results
Attachment 2, Page 58 of 89
LEADERSHIP & INNOVATION
In the next fiscal year, each of the department’s program areas is planning to make improvements to the services being provided. The
Budget program will be working with CMO and Council to continue the identification of strategic outcomes and incorporating this into the priority based
budgeting efforts. Municipal Court is working on a proposal to introduce additional
alternative sentencing options into the court system to address both mental health issues and recidivism efforts. Accounting is still responding to the needs of City departments. The
Procurement and Contract program will be working to identify technological solutions streamlining the preparation of solicitations and contracts across all departments. The Finance Department will be
involved in financing urban renewal districts that are currently underway. The new Finance Director will also
have opportunities to look at operations and help take the department to a higher level.
IDEAL CANDIDATE
The City of Springfield seeks an innovative, highly ethical leader with a strong sense of initiative to become its new Finance
Director. The chosen candidate will be an approachable management professional who has an outgoing personality and
passion for municipal government. It will be critical for the new Finance Director to operate with a high degree of integrity, honesty, trust, and openness and foster an environment of financial transparency and respect. A dedicated public servant with
a collaborative management style, the Finance Director will be focused on team building and internal customer service and
can serve as a change agent.
The next Finance Director should be an excellent communicator and advocate for the City. The ideal candidate will have highly developed communication, presentation, and media skills and will be a good listener who is forward-thinking, broad-minded,
receptive to new ideas, and encourages an inclusive and collaborative working environment.
The new Finance Director should be able to speak effectively in high-pressure situations, explain financial systems in simple terms, possess strong negotiation skills, and be able to assess complex proposals and contracts. Understanding city, state, and federal laws, regulations, policies, and procedures as related to municipal finance operations will be crucial.
The new Finance Director must have the ability to strategically analyze a problem, recommend creative solutions, and make
sound decisions. The ideal candidate will be detail-oriented but also able to see the big picture and utilize strong financial forecasting skills. The Finance Director must be able to work independently while also functioning effectively within the
organizational structure.
The selected candidate should have thorough knowledge of, and experience with, capital financing methods and procedures,
economic development, municipal bonds, and financial management of public-private partnerships. An ability to expertly plan and manage multiple projects with changing priorities that have citywide financial implications will be essential. A tech-minded
candidate who will seek out innovative approaches to budgeting, staffing, and strategic planning is strongly desired.
Staff development, relationship building, coaching, and inspiring high-performing teams will be important priorities for the next Finance Director. A dedicated, approachable, and hard-working leader who can encourage accountability, delegate responsibilities appropriately, and treat team members fairly will be essential in taking the Finance Department to the next level. The chosen candidate must also be able to recognize and embrace the role of internal service provider to other departments.
Attachment 2, Page 59 of 89
EDUCATION & EXPERIENCE
The selected candidate must hold a bachelor’s degree from an accredited
college or university in business administration, finance, accounting, or a related field. Seven to 10 years of increasingly responsible experience in financial operations is required, along with at least five years of management
experience, including two years of executive management experience. A valid
driver’s license at time of appointment is required. Any equivalent
combination of knowledge, skills, education, and experience may be considered qualifying.
COMPENSATION & BENEFITS
The hiring range for this outstanding opportunity is between $92,290-
$129,189, depending on qualifications and experience. The City of Springfield provides a comprehensive benefits package including excellent medical,
dental, and vision health insurance coverage; free medical care for
employees and dependents when accessed through the City’s employee wellness center; a city-paid life and AD&D insurance policy; ten paid holidays
in addition to paid time off; and a phone allowance. The City participates in the Oregon Public Service Retirement Plan (OPSRP) and contributes both
the employee’s 6% portion and the employers contribution amount to the
State of Oregon. For more information on the City’s benefit offerings, please go to the City’s website: www.springfield-or.gov.
APPLICATION PROCESS
Please apply online at: http://bit.ly/SGRCurrentSearches
For more information on this position contact:
Ron Holifield, CEO Strategic Government Resources
Ron@GovernmentResource.com
214-676-1691
This position is open until filled. To view the status of this position, please visit: http://bit.ly/SGRCurrentSearches
The City of Springfield is an Equal Opportunity Employer and
values diversity in its workforce. Applicants selected as finalists for this position will be subject to a comprehensive background check.
RESOURCES
City of Springfield
springfield-or.gov
Springfield Chamber of Commerce
springfield-chamber.org
Travel Lane County
eugenecascadescoast.org Attachment 2, Page 60 of 89
TAB 10
Attachment 2, Page 61 of 89
Executive Recruitment Clients
Arizona
• Chandler
Arkansas
• Fort Smith
• Hot Springs
Colorado
• Arvada
• Aurora
• Commerce City
• Craig
• Durango
• Englewood
• Erie
• Golden
• Gunnison
• Mountain View Fire Protection District
• Northglenn
• Pitkin County
• Trinidad
• Vail
• Wheat Ridge
Connecticut
• South Windsor
• Tolland
• Wethersfield
Florida
• Arcadia
• Boca Raton
• Boynton Beach
• Charlotte County
• DeLand
• Delray Beach
• Fernandina Beach
• Fort Lauderdale
• Green Cove Springs
• Hallandale Beach
• Jupiter
• Lakeland
• Lee County
• Palm Beach Shores
• Palm Coast
• Plant City
• Port St. Lucie
• Sunny Isles Beach
• Tamarac
• Winter Haven
Georgia
• Albany
• Johns Creek
Indiana
• Clarksville
Iowa
• Davenport
Kansas
• Coffeyville
• Hutchinson
• Lenexa
• Manhattan
• Overland Park
• Shawnee
• Topeka
• Valley Center
• Wyandotte County / Kansas City
Attachment 2, Page 62 of 89
Kentucky
• Paducah
Louisiana
• Shreveport
Michigan
• Kalamazoo County Consolidated
Dispatch Authority (KCCDA)
• Midland
• Muskegon Heights
Mississippi
• Hancock County Port & Harbor
Commission
Missouri
• Ballwin
• Cameron
• Cape Girardeau
• Grandview
• Lebanon
• Nixa
• Parkville
• Raytown
• Riverside
• Sikeston
• Smithville
• Springfield
• St. Charles
Montana
• Bozeman
Nevada
• Las Vegas
• Washoe County
New Mexico
• Farmington
• Four Corners Economic Development
• Los Lunas
North Carolina
• Orange County
North Dakota
• Mountrail Williams Electric Cooperative
• Williston
Ohio
• Beavercreek
• Franklin County
Oklahoma
• Altus
• Bethany
• Broken Arrow
• Chickasha
• Choctaw
• Edmond
• Elk City
• Guthrie
• Lawton
• Miami
• Mustang
• Norman
• Oklahoma Municipal League
• Owasso
• Stillwater
Oregon
• Eugene
• Clackamas County
• Springfield
Attachment 2, Page 63 of 89
Tennessee
• Brentwood
• Chapel Hill
• Mount Pleasant
• Murfreesboro
• Nolensville
• Thompson’s Station
Texas
• Abilene
• Addison
• Alamo Heights
• Alice
• Allen
• Alvin
• Amarillo
• Angleton
• Anna
• Argyle
• Arlington
• Atlanta
• Austin
• Azle
• Bastrop
• Bay City
• Baytown
• Bedford
• Bellaire
• Big Spring
• Boerne
• Breckenridge
• Brenham
• Bridgeport
• Brushy Creek Regional Utility Authority
• Burkburnett
• Burleson
• Burnet
• Canadian
• Canton
• Carrollton
• Castroville
• Cedar Hill
• Cedar Park
• Cleveland
• Clute
• College Station
• Colleyville
• Colorado River Municipal Water District
• Commerce
• Converse
• Copper Canyon
• Corpus Christi
• Dalhart
• Dallas County
• Dalworthington Gardens
• Denison
• Denison Chamber of Commerce
• Denton County Fresh Water Supply
District 1-A
• Denton
• Duncanville
• El Paso MPO
• El Paso
• Elgin
• Fairview
• Farmers Branch
• Farmersville
• Fate
• Ferris
• Flower Mound
• Forney
• Fort Worth
• Freeport
• Friendswood
Attachment 2, Page 64 of 89
• Fulshear
• Gainesville
• Galveston
• Garland
• Georgetown
• Gonzales
• Granbury
• Grand Prairie
• Grapevine
• Greenville
• Gulf Coast Water Authority
• Harris County ESD No. 48
• Henderson
• Hewitt
• Highland Park
• Hudson Oaks
• Humble
• Huntsville
• Hutto
• Hutto EDC
• Ingleside
• Irving
• Jacksboro
• Jacksonville
• Jacksonville Development Corporation
(JEDCO)
• Joshua
• Kaufman
• Keller
• Kilgore
• Killeen
• Kyle
• La Porte
• Lake Dallas
• Lakeway
• Lake Worth
• Lamesa
• Lancaster
• League City
• Leander
• Levelland
• Lewisville
• Lindale
• Little Elm
• Lockhart
• Longview
• Lorena
• Lubbock
• Lufkin
• Marshall
• McKinney EDC
• McKinney
• Memorial Villages PD
• Midland
• Midlothian EDC
• Mineral Wells
• Missouri City
• Montgomery
• Mount Pleasant
• Mount Pleasant EDC
• Nederland
• North East Texas Regional Mobility
Authority
• North Richland Hills
• North Texas Emergency
Communications Center (NTECC)
• Odessa
• Palestine
• Paris
• Pearland
• Pflugerville
• Piney Point Village
• Plainview
• Plano
Attachment 2, Page 65 of 89
• Portland
• Port Arthur
• Port Lavaca
• Port Neches
• Princeton
• Prosper
• Red Oak
• Richardson
• Richland Hills
• Riverbend Water District
• Rockport
• Rockwall
• Round Rock
• Rowlett
• Royse City
• Sachse
• Saginaw
• San Angelo
• San Marcos
• San Marcos/Hays County EMS
• Seabrook
• Seagoville
• Sealy
• Sherman
• Snyder
• Socorro
• South Padre Island
• Southlake
• Stephenville
• Sugar Land
• Sweetwater
• Tarrant County 9-1-1 District
• Taylor
• Temple
• Terrell
• TexAmericas Center
• Texarkana
• The Woodlands
• Tomball
• Trophy Club
• Tyler
• Van Alstyne
• Victoria
• Waco
• Waxahachie
• Weatherford
• West Lake Hills
• West University Place
• Westlake
• Westworth Village
• Wichita Falls
• Willow Park
• Wills Point
• Yoakum
Washington
• Bainbridge Island
• Bellevue
• Burien
• Clallam County
• Clark County
• Des Moines
• Richland
• Shoreline
• Snoqualmie
• Spokane
• Spokane Valley
• Whitworth Water District #2
Wyoming
• Casper
Other Organizations
• Institute for Bldg Tech. and Safety (IBTS)
Attachment 2, Page 66 of 89
• BCFS Health & Human Services
Attachment 2, Page 67 of 89
1
Executive Recruitment Positions (2014 to Date)
Administration
• Assistant City Manager
• Assistant County Manager
• Chief Administrative Officer
• City Administrator
• City Clerk
• City Manager
• City Secretary
• County Administrator
• County Manager
• Deputy City Manager
• Director of Administration
• Town Manager
Animal Services
• Animal Services Manager
• Animal Shelter Manager
• Animal Welfare Director
• Animal Welfare Manager
• Assistant Director of Code Compliance/ Animal Welfare
• Director of Animal Care & Control
• Director of Animal Management & Welfare
• Director of Animal Services
• Director of Regional Animal Services
• Executive Director of Animal Services
Aviation
• Airport General Manager
Building Inspection
• Building Official
• Chief Building Official
Attachment 2, Page 68 of 89
2
• Deputy Building Official
Code Enforcement
• Code Compliance Superintendent
Communications
• Communications Manager - 911
• Deputy Director of Emergency Communication Center
• Emergency Dispatch Director
• Executive Director of Emergency Communications Center
• Executive Director of County Consolidated Dispatch Authority
• Executive Director of 911 District
Economic Development/CVB/Tourism
• Assistant Director of Economic Development
• Assistant Director of Housing & Economic Development
• Business Development Director
• CEO of Port & Harbor Commission
• Convention Center Operations Manager
• CVB Director
• Director of Economic Development
• Director of the Office of Economic Development
• Economic Development & Tourism Coordinator
• Economic Development Manager
• Executive Director of Port & Harbor Commission
• Executive Director of EDC
• Executive Vice President/Chief Economic Development Officer
• Main Street Manager
• President of EDC
• President of Chamber of Commerce
• President/CEO of EDC
• President/CEO of Regional Chamber of Commerce and Economic Development
• President/CEO of Office of Economic Development
• Special Events Director
Attachment 2, Page 69 of 89
3
Emergency Management
• Executive Director/Emergency Management (nonprofit)
• Homeland Security & Emergency Management Director
Engineering
• Assistant City Engineer
• Assistant City Engineer for Development
• City Engineer
• Construction Engineer
• Director of Capital Projects and Development Engineering
• Director of Engineering
• Director of Engineering and Environmental Services
• Director of Engineering Services
• Electrical Engineer
• Senior Operations Electrical Engineer
• Traffic Engineer
Finance
• Assistant Finance Director
• Budget Director
• Capital Projects Budget Manager
• Chief Financial Officer
• Comptroller
• Deputy Finance Director
• Financial Services Director
• Finance Director
• Public Works Finance Officer
• Senior Accountant
Fire/EMS
• Assistant Fire Chief
• Battalion Chief
Attachment 2, Page 70 of 89
4
• Executive Director of EMS
• Fire Chief
• Training Chief
Fleet
• Fleet Services Manager
Human Resources/Risk Management
• Assistant Human Resources Director
• Human Resources Director
• Director of Human Resources & Risk Management
• Human Resources/Civil Service Director
Information Technology
• Assistant Director-IT Solutions
• Chief Information Officer
• Chief Knowledge Officer
• Chief Technology Officer
• Director of Information Technology
• GIS Manager
• IT Manager
• Police IT Manager
• Senior Software Developer
Legal
• City Attorney (firm)
• City Attorney (individual)
• First Assistant City Attorney
Libraries
• Chief Librarian
• Director of Libraries
• Library Director
Marketing and Community Engagement
Attachment 2, Page 71 of 89
5
• Director of Community Affairs
• Public Information Officer
Municipal Court
• Director of Municipal Court Services
• Municipal Court Director
Parks & Recreation
• Assistant Director of Parks & Recreation
• Parks & Recreation Director
Planning/Development Services
• Assistant Director of Planning & Development
• Assistant Planning Director
• Building Official
• City Planner
• Community Development Director
• Deputy Director of Development Services
• Development Services Director
• Director of Community and Development Services
• Director of Municipal Development Services
• Director of Planning
• Planning & Development Director
• Redevelopment Project Director
• Senior Redevelopment Project Director
Police
• Assistant Police Chief
• Chief Administrative Officer (police)
• Chief of Police
• Deputy Director-Police Administrative Services
• Safety Services Manager/Police Chief
Public Health/Social Services
Attachment 2, Page 72 of 89
6
• Environmental Health Director
• Health & Human Services Director
• Neighborhood Services Director
Public Works/Utilities
• Assistant General Manager-Water Authority
• Assistant Public Works Director
• Deputy Municipal Services Director
• Deputy Director of Utilities
• Development & Public Works Director
• Director of Public Services
• Director of Public Works
• Director of Street Operations
• Electric Utility Director
• Executive Director-Water District
• General Manager-Regional Utility Authority
• General Manager-Water District
• Managing Director for Public Works & Utilities
• Public Works Director/City Engineer
• Sanitation Director
• Solid Waste Superintendent
• Streets & Stormwater Director
• Utility Services Director
• Utilities Director
• Utilities Services Manager
• Water/Wastewater Utilities Director
Transportation
• Assistant Director of Transportation
• Executive Director-Regional Mobility Authority
• MPO Administrator
• Transportation Manager
Other
Attachment 2, Page 73 of 89
7
• Deputy Chief Medical Examiner
• Executive Director-Municipal League
• Property Management Director
Attachment 2, Page 74 of 89
TAB 1
Attachment 2, Page 75 of 89
FEEDBACK REGARDING SGR’S PERFORMANCE
Following are a few quotes from clients and candidates. This feedback demonstrates that our
practice of using the Golden Rule to determine how we treat everyone leaves no doubt in the
minds of both clients and candidates that we are truly superior to the competition. We do not
include names to avoid the suggestion of an endorsement, which is prohibited under the ICMA
Code of Ethics.
“You did an incredible job of working with the Council and getting a unanimous vote in a very
short amount of time.”
“[The Recruiter] was always available, very professional, and an absolute joy to work with.”
“…I will say that the professionalism from your organization in both process and
communication was at the highest level I have experienced in my career search.”
“…Please also thank your kind, efficient, and thorough staff for their professionalism. They are
excellent ambassadors for your organization.”
“Well I can finally take a breath and a minute to say THANK YOU for all of your help with our
search. [The HR Director] and I enjoyed working with you very much. Your calm demeanor was
such a help too when we were dealing with some of the nonsense with which we were faced!
All is good on that front now. You were a tremendous help and I can honestly say I wouldn’t
have felt as confident through the process without your insight and guidance.”
“I have had the opportunity to apply and interview with various executive search firms in the
past but I can say with absolute honesty that the applicant review and interview process that
SGR conducted was the most in-depth and thorough applicant process of which I have had the
pleasure to participate.”
“I wanted to thank you again for the opportunity to speak with you about the [position]. I have
always said that the difference between a good recruiter and a great recruiter is the distance
they go to find the absolutely best qualified candidates for any given position. The fact that you
relentlessly hunted me down on the other side of the world speaks volumes about you as a
professional.”
“I was impressed with the professionalism and thoroughness of your company. I am very
pleased with where we ended up. I was a little nervous entering the process. But it turned into
a very positive experience for the Council and the City.”
Attachment 2, Page 76 of 89
“Thanks so much for SGR's help. We had dozens of well qualified applicants, and most would
probably not have been received without the support and expertise of SGR. The contacts and
network that SGR brought to the process were invaluable. [Recruiter] was a joy to work with.
He was extremely professional and knowledgeable. He guided us through the process and kept
us on the preset timeline.”
“…I do appreciate your and your company's professionalism, but more importantly the
thoughtfulness and personal attention you provide candidates, which I'm sure is equally
provided to your client. That attention is often lacking in other municipal search firms and is a
great attribute of SGR.”
“Thanks for the update. I have to admit, I've never received a status update note from a
recruiter providing such an informative message about what is happening with the position. I
really appreciate it and as a human resources professional, I'll tuck this thought away for future
reference as a best practice.”
“Thank you so much for sharing the article. I haven't seen another executive recruitment firm
be so proactive and engaged with job candidates. Very impressive.”
“Ron, I thought I would reinforce to you, how much I appreciate the way your staff, like
[recruiter] and others, stay in touch with applicants throughout the process. You are unique in
the current trends of electronic application systems but some are operated by people not
functioning like "Servant leaders"! Your staff gets the concept and walks the walk! Thanks for
your "Servant leadership" and its impact on the HR leadership.”
“[T]hank [recruiter] and Ron Holifield for your professionalism and timely attention to my
inquiries and concerns…I sincerely appreciate the firm’s commitment to its clients and the
applicant pool.”
“Thanks to your company for all of the opportunities that they allowed me during my brief stint
amongst the unemployed. You have amazing people working for you.”
“I truly value your level of communication in this process. I’d not realized my commitment to
communication until being in a position where there is an extreme lack of communication and I
have no way to foster. So thank you for being one of the few examples of how it can be done.”
“A special thank you to [recruiter]. He was very helpful during this process. I will definitely be
recommending SGR to my professional colleagues.”
“Thank you very much for your continuous update on the status of my application for the
[position] and I really appreciate the commitment by your team and yourself to make this a
wonderful experience. I admire your level of professionalism and hope that I get a chance to
work among such a wonderful team in future.”
Attachment 2, Page 77 of 89
“I also appreciate your engagement with me as a candidate during this process. It has been one
of the most professional experiences with a recruiter I have had. You should be commended for
your efforts to lead such an effort. In the future, if I ever need assistance to fill a position, I will
surely keep you in mind.”
“The more I deal with you, Ron, and the rest of your team, the more impressed I am with your
level of professionalism and care. You are awesome.”
“I have been very impressed with your selection process. This has been a very time consuming
process for candidates like me but I see a great value for the employers. You have developed a
great selection process. Honestly, when I compare it to what my colleagues and I have done at
Big 4 firms, your process is more comprehensive and much better.”
“I just wanted to take a moment of your time to thank you for your very professional demeanor
while conducting the job search for the [city]. SGR is very thorough. I am impressed by the
diligence of SGR. All interviews are a continuing learning process; I have learned from this
experience, especially the video interview. You all are very kind; and, I wanted you to know that
I appreciate having this experience and appreciated the interaction with everyone at SGR.”
“I must say, this has been one of the most professional and well organized recruiting processes I
have seen in a very long time. You and your team have kept the candidates abreast of the
process completely along the way. Thank you kindly for going the extra mile to make this a very
pleasant experience. You and your team represent the HR profession amazingly. Simply
impressive.”
“Thank you for the update. I wanted to let you know that I truly enjoyed your recruitment style.
You are timely and informative. The information sent by yourself and [SGR staff] is relevant and
a wonderful way to keep potential candidates ‘warm’ while you evaluate resumes.”
“I just wanted to say how nice it is to get updates on the status of the search. I'm in the process
of looking at several positions and it can be very frustrating to sometimes go months without
knowing if the organization has chosen anyone. (Many places will not return calls or emails
inquiring about status, either.) No matter the outcome, this is definitely one of the best run
searches I have been a part of. Thanks again for keeping us all in the loop.”
“SGR really is a class act and I appreciate the personal nature of your communications – you
must have an excellent staff. I have been through more than a few applications while
transitioning from the military, and I will tell you that your company stands at the top.”
“I sincerely believe your personal courtesy and agency is the most professional of any I have
ever experienced.”
Attachment 2, Page 78 of 89
TAB 1
Attachment 2, Page 79 of 89
Background Screening Report
First CheckPO BOX 92033Southlake, TX 76092
Phone: 888-588-2525 / 888-588-2525
Fax: 888-213-9341
FILE NUMBER 70100
REPORT TO STRATEGIC GOVERNMENT RESOURCES
(20002)
1117 Bourland RdKeller, TX 76248Phone: 214-676-1691
Fax: -
REPORT DATE 04-02-2015
ORDER DATE 04-02-2015 MELISSA VALENTINE
TYPE EXECUTIVE SEARCH - BACKGROUND CHECK
APPLICANT TESTCASE, JANET SSN XXX-XX-6789 DOB 10-05-1962
ADDRESS(ES) 19 FOREST DR CITY / STATE / ZIP BEDROCK, TX 75214
RESULTS Records Found
SSN SEARCHED XXX-XX-6789 SEARCH DATE 04-02-2015 1:48 PM MDT
Applicant InformationFULL NAME / SSN DOB ADDRESS PHONE REPORTED DATE(S)JANET TESTCASE 19 FOREST HILL
BEDROCK, TX
County: HIDALGO
First: 2015-01-16
Last: 2015-04-02
JANET LYNN TESTCASE 1962-10-05 19 FOREST HILLBEDROCK, TX County: HIDALGO
(954)547-3984 First: 1995-02-13Last: 2015-04-02
JANET TESTCASE 1962-10-05 19 FOREST HILLBEDROCK, TX County: HIDALGO
First: 1995-02-13Last: 2015-04-02
JANET L TESTCASE 7863 SLEEPING LILY
DR
LAS VEGAS, MO 89178County: JACKSON
(702)812-1460 First: 1991-12-31
Last: 1996-05-23
SSN Information
SSN VALID ISSUED LOCATION ISSUED DATE RANGE
XXX-XX-6789 Y 1975-1976
WARNING: This search may not be used as the basis for an adverse action on an applicant. It should only be used to verify or correct an applicant's information, or as a tool to further research of public records or other verifications.
TOTAL TRADELINES 0 30 DAYS LATE 0CURRENTLY SATISFACTORY 0 60 DAYS LATE 0
CURRENTLY DELINQUENT 0 90 DAYS LATE 0PREVIOUSLY DELINQUENT 0 NEWEST TRADE
COLLECTION/CHR OFFS 0/0 OLDEST TRADE
PUBLIC RECORDS 0 INQUIRIES 0
#PAYMENT TTL BALANCE PAST DUE UTILIZATION
MORTGAGE 0 $0 $0 $0INSTALLMENT 0 $0 $0 $0
OPEN 0 $0 $0 $0
REVOLVING 0 $0 $0 $0
OTHER 0 $0 $0 $0
0$0$0$0
Warning; Use careful judgment the past due column of this financial summary may possibly combine amounts of an original creditor with amounts from
a collection agency collecting for the original creditor. A single debt could be included as a trade amount and with the collection agency. In a few cases,
this single debt can appear as a judgment in the public records section, as well.
Attachment 2, Page 80 of 89
NAME SOC SEC DOB AKAAPPLICANT TESTCASE, JANET XXX-XX-6789 10/05/1962TUTESTCASE, JANET MISMATCH
ADDRESS REPORTEDAPPLICANT TU 19 FOREST DR , BEDROCK, TX 75214 04-02-2015
COMPANY POSITION REPORTEDNO EMPLOYERS DEVELOPED
CREDITOR OPENING DATE
REPORTED DATE HIGH CREDIT BALANCE PAST DUEAMOUNT
HISTORICALTIMESPAST DUE TYPE PRESENT STATUS
ECOAMONTHS REVIEWED DLA
30 60 90+ TERMS
NO TRADELINES DEVELOPED
ECOA KEY: B = BORROWER; C = CO-BORROWER; S = SHARED; J = JOINT; U = UNDESIGNATED; A = AUTHORIZED USER
NO PUBLIC RECORDS DEVELOPED
CREDITOR INQUIRY TYPE DATE SRC KIND OF BUSINESS ECOANO PRIOR INQUIRIES DEVELOPED
TU High Risk Fraud Alert;Available and Clear (H01)TU A SUMMARY OF YOUR RIGHTS UNDER THE FAIR CREDIT REPORTING ACT
PARA INFORMACION EN ESPANOL, VISITE WWW.CONSUMERFINANCE.GOV/LEARNMORE O ESCRIBE A LA CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON,DC 20006.
THE FEDERAL FAIR CREDIT REPORTING ACT (FCRA) PROMOTES THE ACCURACY, FAIRNESS, AND PRIVACY OF
INFORMATION IN THE FILES OF CONSUMER REPORTING AGENCIES. THERE ARE MANY TYPES OF CONSUMER REPORTING AGENCIES, INCLUDING CREDIT BUREAUS AND SPECIALTY AGENCIES (SUCH AS AGENCIES THAT SELL INFORMATION ABOUT CHECK WRITING HISTORIES, MEDICAL RECORDS, AND RENTAL HISTORY RECORDS). HERE IS A SUMMARY OF YOUR MAJOR RIGHTS UNDER THE FCRA. FOR MORE INFORMATION,
INCLUDING INFORMATION ABOUT ADDITIONAL RIGHTS, GO TO WWW.CONSUMERFINANCE.GOV/LEARNMORE, OR WRITE TO: CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON, DC 20006.
- YOU MUST BE TOLD IF INFORMATION IN YOUR FILE HAS BEEN USED AGAINST YOU.ANYONE WHO USES A CREDIT REPORT OR ANOTHER TYPE OF CONSUMER REPORT TO DENYYOUR APPLICATION FOR CREDIT, INSURANCE, OR EMPLOYMENT - OR TO TAKE ANOTHERADVERSE ACTION AGAINST YOU - MUST TELL YOU, AND MUST GIVE YOU THE NAME,
ADDRESS, AND PHONE NUMBER OF THE AGENCY THAT PROVIDED THE INFORMATION.
- YOU HAVE THE RIGHT TO KNOW WHAT IS IN YOUR FILE. YOU MAY REQUEST AND OBTAINALL THE INFORMATION ABOUT YOU IN THE FILES OF A CONSUMER REPORTING AGENCY(YOUR "FILE DISCLOSURE"). YOU WILL BE REQUIRED TO PROVIDE PROPER
IDENTIFICATION, WHICH MAY INCLUDE YOUR SOCIAL SECURITY NUMBER. IN MANY CASES,THE DISCLOSURE WILL BE FREE. YOU ARE ENTITLED TO A FREE FILE DISCLOSURE IF:
- A PERSON HAS TAKEN ADVERSE ACTION AGAINST YOU BECAUSE OF INFORMATION IN
YOUR CREDIT REPORT;
- YOU ARE THE VICTIM OF IDENTITY THEFT AND PLACE A FRAUD ALERT IN YOUR FILE;
- YOUR FILE CONTAINS INACCURATE INFORMATION AS A RESULT OF FRAUD;
- YOU ARE ON PUBLIC ASSISTANCE;
- YOU ARE UNEMPLOYED BUT EXPECT TO APPLY FOR EMPLOYMENT WITHIN 60 DAYS.
IN ADDITION, ALL CONSUMERS ARE ENTITLED TO ONE FREE DISCLOSURE EVERY 12MONTHS UPON REQUEST FROM EACH NATIONWIDE CREDIT BUREAU AND FROM NATIONWIDESPECIALTY CONSUMER REPORTING AGENCIES. SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE
FOR MORE INFORMATION.
- YOU HAVE THE RIGHT TO ASK FOR A CREDIT SCORE. CREDIT SCORES ARE NUMERICALSUMMARIES OF YOUR CREDIT-WORTHINESS BASED ON INFORMATION FROM CREDIT BUREAUS.
YOU MAY REQUEST A CREDIT SCORE FROM CONSUMER REPORTING AGENCIES THAT CREATESCORES OR DISTRIBUTE SCORES USED IN RESIDENTIAL REAL PROPERTY LOANS, BUT YOUWILL HAVE TO PAY FOR IT. IN SOME MORTGAGE TRANSACTIONS, YOU WILL RECEIVECREDIT SCORE INFORMATION FOR FREE FROM THE MORTGAGE LENDER.
- YOU HAVE THE RIGHT TO DISPUTE INCOMPLETE OR INACCURATE INFORMATION. IF YOUIDENTIFY INFORMATION IN YOUR FILE THAT IS INCOMPLETE OR INACCURATE, ANDREPORT IT TO THE CONSUMER REPORTING AGENCY, THE AGENCY MUST INVESTIGATE
UNLESS YOUR DISPUTE IS FRIVOLOUS. SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE FOR
AN EXPLANATION OF DISPUTE PROCEDURES.
- CONSUMER REPORTING AGENCIES MUST CORRECT OR DELETE INACCURATE, INCOMPLETE,OR UNVERIFIABLE INFORMATION. INACCURATE, INCOMPLETE, OR UNVERIFIABLE
INFORMATION MUST BE REMOVED OR CORRECTED, USUALLY WITHIN 30 DAYS. HOWEVER ACONSUMER REPORTING AGENCY MAY CONTINUE TO REPORT INFORMATION IT HAS VERIFIEDAS ACCURATE.
Attachment 2, Page 81 of 89
- CONSUMER REPORTING AGENCIES MAY NOT REPORT OUTDATED NEGATIVE INFORMATION.IN MOST CASES, A CONSUMER REPORTING AGENCY MAY NOT REPORT NEGATIVE
INFORMATION THAT IS MORE THAN SEVEN YEARS OLD, OR BANKRUPTCIES THAT ARE MORE
THAN 10 YEARS OLD.
- ACCESS TO YOUR FILE IS LIMITED. A CONSUMER REPORTING AGENCY MAY PROVIDE
INFORMATION ABOUT YOU ONLY TO PEOPLE WITH A VALID NEED - USUALLY TO CONSIDER
AN APPLICATION WITH A CREDITOR, INSURER, EMPLOYER, LANDLORD, OR OTHERBUSINESS. THE FCRA SPECIFIES THOSE WITH A VALID NEED FOR ACCESS.
- YOU MUST GIVE YOUR CONSENT FOR REPORTS TO BE PROVIDED TO EMPLOYERS. A
CONSUMER REPORTING AGENCY MAY NOT GIVE OUT INFORMATION ABOUT YOU TO YOUREMPLOYER, OR A POTENTIAL EMPLOYER, WITHOUT YOUR WRITTEN CONSENT GIVEN TO THEEMPLOYER. WRITTEN CONSENT GENERALLY IS NOT REQUIRED IN THE TRUCKING INDUSTRY.FOR MORE INFORMATION, GO TO WWW.CONSUMERFINANCE.GOV/LEARNMORE.
- YOU MAY LIMIT "PRESCREENED" OFFERS OF CREDIT AND INSURANCE YOU GET BASED ONINFORMATION IN YOUR CREDIT REPORT. UNSOLICITED "PRESCREENED" OFFERS FORCREDIT AND INSURANCE MUST INCLUDE A TOLL-FREE PHONE NUMBER YOU CAN CALL IF
YOU CHOOSE TO REMOVE YOUR NAME AND ADDRESS FROM THE LISTS THESE OFFERS ARE
BASED ON. YOU MAY OPT-OUT WITH THE NATIONWIDE CREDIT BUREAUS AT1-888-567-8688 (888-5OPTOUT).
- YOU MAY SEEK DAMAGES FROM VIOLATORS. IF A CONSUMER REPORTING AGENCY, OR,
IN SOME CASES, A USER OF CONSUMER REPORTS OR A FURNISHER OF INFORMATION TO ACONSUMER REPORTING AGENCY VIOLATES THE FCRA, YOU MAY BE ABLE TO SUE IN STATEOR FEDERAL COURT.
- IDENTITY THEFT VICTIMS AND ACTIVE DUTY MILITARY PERSONNEL HAVE ADDITIONALRIGHTS. FOR MORE INFORMATION, VISIT WWW.CONSUMERFINANCE.GOV/LEARNMORE.
STATES MAY ENFORCE THE FCRA, AND MANY STATES HAVE THEIR OWN CONSUMER REPORTING LAWS. IN
SOME CASES, YOU MAY HAVE MORE RIGHTS UNDER STATE LAW. FOR MORE INFORMATION, CONTACT YOUR
STATE OR LOCAL CONSUMER PROTECTION AGENCY OR YOUR STATE ATTORNEY GENERAL. FOR INFORMATION ABOUT YOUR FEDERAL RIGHTS, CONTACT:
TYPE OF BUSINESS: CONTACT:
1.a. BANKS, SAVINGS ASSOCIATIONS, AND BUREAU OF CONSUMER FINANCIAL
CREDIT UNIONS WITH TOTAL ASSETS OF PROTECTION
OVER $10 BILLION AND THEIR 1700 G STREET NW
AFFILIATES WASHINGTON, DC 20006
b. SUCH AFFILIATES THAT ARE NOT BANKS, FEDERAL TRADE COMMISSION
SAVINGS ASSOCIATIONS, OR CREDIT CONSUMER RESPONSE CENTER -FCRA
UNIONS ALSO SHOULD LIST, IN ADDITION WASHINGTON, DC 20580
TO THE BUREAU: 1-877-382-4357
2. TO THE EXTENT NOT INCLUDED IN ITEM 1 OFFICE OF THE COMPTROLLER OF THE
ABOVE: CURRENCY
a. NATIONAL BANKS, FEDERAL SAVINGS CUSTOMER ASSISTANCE GROUP
ASSOCIATIONS, AND FEDERAL BRANCHES 1301 McKINNEY STREET, SUITE 3450
AND FEDERAL AGENCIES OF FOREIGN BANKS HOUSTON, TX 77010-9050
1-800-613-6743
b. STATE MEMBER BANKS, BRANCHES AND FEDERAL RESERVE CONSUMER HELP
AGENCIES OF FOREIGN BANKS (OTHER THAN (FRCH)
FEDERAL BRANCHES, FEDERAL AGENCIES PO BOX 1200
AND INSURED STATE BRANCHES OF FOREIGN MINNEAPOLIS, MN 55480
BANKS), COMMERCIAL LENDING COMPANIES 1-888-851-1920
OWNED OR CONTROLLED BY FOREIGN BANKS, WEBSITE ADDRESS:
AND ORGANIZATIONS OPERATING UNDER WWW.FEDERALRESERVECONSUMERHELP.GOV
SECTION 25 OR 25A OF THE FEDERAL EMAIL ADDRESS:
RESERVE ACT CONSUMERHELP@FEDERALRESERVE.GOV
c. NONMEMBER INSURED BANKS, INSURED FDIC CONSUMER RESPONSE CENTER
STATE BRANCHES OF FOREIGN BANKS, AND 1100 WALNUT STREET BOX #11
INSURED STATE SAVINGS ASSOCIATIONS KANSAS CITY, MO 64106
d. FEDERAL CREDIT UNIONS NATIONAL CREDIT UNION
ADMINISTRATION
OFFICE OF CONSUMER PROTECTION (OCP)
DIVISION OF CONSUMER COMPLIANCE AND
OUTREACH (DCCO)
1775 DUKE STREET
ALEXANDRIA, VA 22314
1-703-519-4600
3. AIR CARRIERS ASST. GENERAL COUNSEL FOR AVIATION
ENFORCEMENT & PROCEEDINGS
DEPARTMENT OF TRANSPORTATION
400 SEVENTH STREET SW
WASHINGTON, DC 20590
1-202-366-1306
Attachment 2, Page 82 of 89
4. CREDITORS SUBJECT TO SURFACE OFFICE OF PROCEEDINGS, SURFACE
TRANSPORTATION BOARD TRANSPORTATION BOARD
DEPARTMENT OF TRANSPORTATION
1925 K STREET NW
WASHINGTON, DC 20423
5. CREDITORS SUBJECT TO PACKERS AND NEAREST PACKERS AND STOCKYARDS
STOCKYARDS ACT ADMINISTRATION AREA SUPERVISOR
6. SMALL BUSINESS INVESTMENT COMPANIES ASSOCIATE DEPUTY ADMINISTRATOR FOR
CAPITAL ACCESS
UNITED STATES SMALL BUSINESS
ADMINISTRATION
406 THIRD STREET, SW, 8TH FLOOR
WASHINGTON, DC 20416
7. BROKERS AND DEALERS SECURITIES AND EXCHANGE COMMISSION
100 F ST NE
WASHINGTON, DC 20549
8. FEDERAL LAND BANKS, FEDERAL LAND FARM CREDIT ADMINISTRATION
BANK ASSOCIATIONS, FEDERAL 1501 FARM CREDIT DRIVE
INTERMEDIATE CREDIT BANKS, AND McLEAN, VA 22102-5090
PRODUCTION CREDIT ASSOCIATIONS
9. RETAILERS, FINANCE COMPANIES, AND FTC REGIONAL OFFICE FOR REGION IN
ALL OTHER CREDITORS NOT LISTED ABOVE WHICH THE CREDITOR OPERATES OR
FEDERAL TRADE COMMISSION: CONSUMER
RESPONSE CENTER- FCRA
WASHINGTON, DC 20580
1-877-382-4357
CREDITOR SUB CODE ADDRESS PHONENO CREDITORS DEVELOPED
APPLICANT BUREAU DATE RESULTAPPLICANTTRANSUNION 04-02-2015 02:39:39 PM NO RECORD FOUND
TransUnion Consumer Relations
www.transunion.com/myoptions2 Baldwin PlaceP.O. Box 1000Chester, PA 19022
800-888-4213
RESULTS Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:50 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years
JURISDICTION TX-HIDALGO
*** Abstract ***
NAME ON RECORD JANET L TESTCASE CASE NUMBER CR- 1234565656
DOB ON RECORD 10/05/1962 COURT DISTRICT
OTHER IDENTIFIERS FILE DATE 03/04/2010
OTHER INFO
TYPE MISD CLASS B OFFENSE DRIVING WHILE INTOXICATED
DISPOSITION CONVICTED
DISPOSITION DATE 10/01/2010 OFFENSE DATE 03/04/2010
SENTENCE 18 MOS PROBATION/ $1000.00 FINE
OTHER INFO PROBATION EXPIRED: 04/06/2012
COMMENT
WARNING: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'Records Found' means that our researchers found a record(s) in that jurisdiction that matched the personal identifiers (i.e., Name, SSN, Date of Birth, Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of
Attachment 2, Page 83 of 89
the information as to the subject of the investigation, but only that it is accurately copied from public records. Information generated as a result of identity theft, including evidence of criminal activity, may be inaccurately associated with the consumer who is the subject of this report. Further investigation into additional jurisdictions, or
utilization of additional identifying information, may be warranted. Please call for assistance.
NO REPORTABLE RECORDS FOUND - DALLAS COUNTYJANET TESTCASE
RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:46 PM MDT
DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years
JURISDICTION TEXAS
CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein
for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.
RESULTS No Reportable Records Found
NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:47 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years
JURISDICTION TEXAS NORTHERN
CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth, Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of
additional identifying information, may be warranted. Please call for assistance.
RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT DOB SEARCHED 10-05-1962 SEARCH SCOPE
JURISDICTION NATIONWIDEJURISDICTION(S) SEARCHED
The search you have selected is a search of our criminal database(s) and may not represent 100% coverage of all criminal records in all jurisdictions and/or sources. Coverage details available upon request.
CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth,
Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of
additional identifying information, may be warranted. Please call for assistance.
RESULTS No Reportable Records Found NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT SOURCES Alabama Medicaid - Suspended Providers, America's Most Wanted Fugitive List, Australia Sex Offender Registry, Australian Dept of Foreign Affairs and Trade - Sanctions List, Australian Reserve Bank Sanctions List, Bank of England Sanctions List, California Medi-Cal - Suspended and Ineligible Providers, Connecticut Dept of Social Services - Admin Actions List, DEA Diversion Control Program -
Admin Actions against Doctors, DEA Diversion Control Program - Cases against Doctors, Delaware Adult Abuse Registry, Directorate of Defense Trade Controls - Debarred Parties List, European Union Terrorism Sanctions List, FDA Office of Regulatory Affairs - Debarment List, FDA Office of Regulatory Affairs - Warning Letters, Federal Deposit Insurance Corporation (FDIC) - Failed Bank List, Federal
Deposit Insurance Corporation (FDIC) - Enforcement Decisions and Orders, Federal Reserve Board - Enforcement Actions, FinCEN - Enforcement Actions, FINRA - Disciplinary Actions, Florida Medicaid - Sanctioned Providers, Fugitive List, Health Resources and Services Administration - Health Education Assistance Loan - Defaulted Borrowers, HM Treasury - Consolidated List of Financial Sanctions, HM
Treasury - Investment Ban List, Hong Kong Securities and Futures Commission (SFC) - Enforcement
Actions, HUD - Limited Denials of Participation List, Idaho Medicaid Provider - Exclusion List, Illinois Casino Exclusion List, Illinois Office of Inspector General - Sanctioned Providers, Immigration and Customs Enforcement (ICE) - Most Wanted, Interpol Most Wanted, Japan Ministry of Economy, Trade, and Industry (METI) - End User List, Kansas Dept of Health and Environment - Abuse
Registry, Kentucky Medicaid - Excluded Providers, Maryland Medicaid - Exclusion List, MIPT Terrorism Knowledge Base, Mississippi Medicaid - Excluded Providers, Missouri Casino Exclusion List, Monetary Authority of Singapore - Enforcement Actions, National Credit Union Administration (NCUA) - Administrative Orders, Naval Criminal Investigative Service (NCIS) - Most Wanted Fugitives, Nevada
Gaming Control Board - Excluded Person List, New Jersey Casino Exclusion List, New Jersey Dept of Treasury - Debarment List, New York Office of the Medicaid Inspector General - Exclusion List, New York Stock Exchange Regulation - Disciplinary Actions, Office of Foreign Assets Control (OFAC) - Specially Designated Nationals List, Office of Inspector General (OIG) - Health and Human Services
Exclusion List, Office of Inspector General (OIG) - Most Wanted Health Care Fugitives, Office of
Regulatory Affairs - Disqualified, Restricted and Assurances List for Clinical Investigators, Office of Research Integrity - Public Health Service - Administrative Actions List, Office of the Comptroller of Currency (OCC) - Enforcement Actions List, Office of the Superintendent of Financial Institutions
(OSFI) - Canadian Sanctions List, Office of Thrift Supervision (OTS) - Enforcement Actions List, Ohio
Attachment 2, Page 84 of 89
Medicaid - Sanctioned Providers, Ohio Medicaid - Suspended Providers, Palestinian Legislative Council List, Pennsylvania Medicheck - Precluded Providers List, Politically Exposed Persons List, SEC - Enforcement Actions, South Carolina Medicaid - Excluded Providers, Tennessee Dept of Health -
Abuse Registry, Texas Employee Misconduct Registry, Texas Health and Human Services Commission
Medicaid and Title XX Provider Exclusion List, TRICARE Sanctions List, UK Disqualified Directors List, United Nations Consolidated Sanctions List, US Commodity Futures Trading Commission (CFTC) - Disciplinary Actions, US Dept of Commerce - Denied Persons, Unverified, and Entity List, US Dept of
Labor - Forced and Child Labor List, US Dept of State - Foreign Terrorist Organizations List, US Dept
of State - Nonproliferation Sanctions, US Dept of State - Terrorist Exclusion List, US Dept of Treasury - Primary Money Laundering Concern List, US General Services Administration (GSA) - Excluded Parties List, World Bank Listing of Ineligible Individuals
CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein
for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.
RESULTS No Reportable Records Found
NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:47 PM MDT
DOB SEARCHED 10-05-1962 SEARCH SCOPE
JURISDICTION TEXAS
CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.
RESULTS Records Found
NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:42 PM MDT
DOB SEARCHED 10-05-1962 SEARCH SCOPE 7 years
JURISDICTION MO-OSAGE
*** Abstract ***
PLAINTIFF JANET TESTCASE CASE NUMBER CV556566
DEFENDANT CITY OF ROCKY ROAD COURT NAME COUNTY CT 456
FILE DATE 07/15/2011 JURISDICTION
PLAINTIFF ATTORNEY MARK A FISHER CASE TYPE CIVIL - HARASSMENT
DISPOSITION DATE 06/12/2012 DISPOSITION JUDGMENT
COMMENT
WARNING: Based on the information provided First Check searched for public records in the sources referenced herein for civil history information as permitted by federal and state law. 'Records Found' means that our researchers
found a record(s) in that jurisdiction that matched the personal identifiers (i.e., Name, SSN, Date of Birth, Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of the information as to the subject of the investigation, but only that it is accurately copied from public records. Information generated as a result of identity theft, including evidence of civil activity, may be inaccurately associated with the
consumer who is the subject of this report. Further investigation into additional jurisdictions, or utilization of additional identifying information, may be warranted. Please call for assistance.
RESPONSE RECEIVED Yes INSTITUTION NAME UNIVERSITY OF SYRACUSE SEARCH DATE 04-02-2015 1:51 PM MDT
CITY, STATE SYRACUSE, NY CONTACT WRITTEN/ SC
INSTITUTION PHONE N/A SUBJECT JANET TESTCASE
INSTITUTION FAX
INSTITUTION EMAIL
SUBJECT-PROVIDED INFORMATION INSTITUTION-PROVIDED INFORMATION SOCIAL SECURITY 123-45-6789
DATES CLAIMED MAY 2013 DATE AWARDED: 05/15/2013
DEGREE(S) CLAIMED MASTERS OF PUBLIC ADMIN MASTERS PUBLIC ADMIN
MAJOR(S) CLAIMED PUBLIC ADMINISTRATION PUBLIC ADMINISTRATION
GPA CLAIMED
HONORS CLAIMED
ATTENDING NAME
COMMENTS
RESULTS License Found
Attachment 2, Page 85 of 89
STATE OF ISSUE Texas SEARCH DATE 04-02-2015 1:37 PM MDT LICENSE NUMBER 09555186
License Number:01234567License State:TXFull Name:TESTCASE, JANETDOB:1962-10-05Address:19 FOREST DRIVE BEDROCK, TX 79501
License Info
Status:CLEAR
Class:C
Class Description:Non-Comm. C - Single or comb veh , not in class A or B
Expiration Date:2018-10-05Original Issue Date:1978-03-16
Other License InfoReport Message:NO ENTRIES FOUND FOR THIS PERSONMVR Status:MVR foundMVR History Length:3MVR Score:A valid driver license (active, clear, eligible, valid, etc) with at least 3 years of history and a clear MVR. (0)
Messages
Alert: Requested last name(TESTCASE) did not match.
Commercial Driver License (CDL) Indicator: N
THIS TYPE OF RECORD WILL NOT REFLECT COMPLETION OF A DRIVING SAFETY COURSE.
THIS RECORD REFLECTS CONVICTIONS AND CRASH INVOLVEMENTS THAT ARE ALLOWED TO BE
DISPLAYED BY LAW.
WARNING: Confidential Information - To Be Used As Per State And Federal Laws. Misuse May Result In A Criminal Prosecution.
Attachment 2, Page 86 of 89
Subject Information:
Name: JANET L TESTCASE DOB:10/05/1962
SSN: 123-45-xxxx issued in TEXAS between 01/01/1975 and 12/31/1976
Age: 31
Names Associated With Subject:
JANET L TESTCASE LexID: 8071868866 DOB: 1962
JANET TESTCASE LexID: 8071868866 DOB: 10/05/1962 123-45-xxxx issued in TX Others Associated With Subjects SSN:
(DOES NOT usually indicate any type of fraud or deception) [None Found]
Comprehensive Report Summary:
Names Associated With Subject:
2 Found
Others Associated With Subjects SSN:
None Found
Address Summary:
2 Found
Active Address(es):
1 Found
Previous & Non-Verified Addr:
1 Found
Possible Criminal Records:
None Found
Sexual Offenses:
None Found
Driver's License:
1 Found
Motor Vehicles Registered:
1 Found
Concealed Weapons Permit:
None Found
DEA Controlled Substances:
None Found
Professional Licenses:
None Found
Watercraft:
None Found
Bankruptcies:
None Found
Liens and Judgments:
None Found
UCC Filings:
None Found
Possible Properties Owned:
1 Found
Possible Associates:
None Found
Address Summary:
19 FOREST DR , BEDROCK, TX 77469-1826, HIDALGO COUNTY ( 1995- Jan 2015) 12924 PECOS RD, KNOXVILLE TX 37934-0885, KNOX COUNTY (Feb 2002 - Jan 2015) 7404 TOWN CENTER BLVD APT 808, ROSENBERG TX 77471-6232, FORT BEND COUNTY (Apr 2011 - May 2014) Utility Locator - Connect Date: 4/28/201121027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY (Jun 2007 - Oct 2013)
1611 LAUREL AVE APT 303, KNOXVILLE TN 37916-2078, KNOX COUNTY (Oct 2005) 135 WHITE DR APT -2, TALLAHASSEE FL 32304-3090, LEON COUNTY (May 2004 - Jun 2004) 1505 W THARPE ST APT 3632, TALLAHASSEE FL 32303-4575, LEON COUNTY (Sep 2002 - Jan 2004)
Active Address(es):
19 FOREST HILL DR, BEDROCK, TX 77406-6453, HIDALGO COUNTY
Name Associated with Address: JANET TESTCASECurrent Residents at Address:
DAVID TESTCASE
Property Ownership Information for this AddressProperty: Parcel Number - 5121-06-001-0320-901 Owner Name: DAVID WTESTCASE LexID: 2561089892 Owner Name 2: JANET TESTCASE LexID: 2561096692 Property Address: - 19 FOREST HILL, BEDROCK TX 77406-6453, HILDAGO COUNTY Owner Address: 21027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY Sale Date - 05/29/1995 Sale Price - $325,850 Subdivision Name - LONG MEADOW Total Market Value - $467,230
Assessed Value - $443,810 Land Value - $89,250 Improvement Value - $377,980
Attachment 2, Page 87 of 89
Land Size - 13,299 Square Feet Year Built - 2006 Seller Name: HOUSTON VILLAGE BUILDERS INC Legal Description - LONG MEADOW FARMS SEC 6, BLOCK 1, LOT 32 Loan Amount - $245,000
Lender Name - CITIMORTGAGE Data Source - A
Previous And Non-Verified Address(es):
1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY ( 2014 - Jan 2015) Name Associated with Address: DAVID TESTCASECurrent Residents at Address:
STEVEN FRYERProperty Ownership Information for this AddressProperty: Parcel Number - 6469-03-002-0010-901 Owner Name: STEVEN FRYER LexID: 8071868866 Property Address - 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY Owner Address: 1118 MESSINA LN, RICHMOND TX 77469-1826, FORT BEND COUNTY Sale Date - 04/15/2014 Seller Name: PULTE HOME OF TEXAS LP Loan Amount - $149,168 Loan Type - NEW CONVENTIONAL Data Source - B
1
Possible Criminal Records:
[None Found]
Sexual Offenses:
[None Found]
Driver's License Information:
Name: JANET L TESTCASE LexID: 80718688 DL Number: xxxxxxxx State: Texas License Address: 19 FOREST DR, BEDROCK TX 77469-1826, FORT BEND COUNTY
DOB: 10/05/1962 Potential SSN : 123-45-xxxx Issue Date: 05/09/2014 Data Source: Governmental
Motor Vehicles Registered To Subject:
Vehicle: Description: Gray Silver 2006 Toyota Camry - Sedan 4 Door VIN: 4T1BE30K26U67
State Of Origin: TEXAS Engine: 4 Cylinder 144 Cubic Inch Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard
Power Steering: Standard Power Brakes: Standard Power Windows: Standard Security System: Immobilizer and Alarm Roof: None / not available Price: 20375 Radio: AM/FM CD Front Wheel Drive: Yes
Four Wheel Drive: No Tilt Wheel: Unknown Data Source: Governmental
Registrant(s)
Record Type: CURRENT Name: JANET L TESTCASE LexID: 8071868866 Potential SSN : 123-45-xxxx
Address: 19 FOREST HILL, BEDROCK TX 77469-1826, FORT BEND COUNTY DOB: 10/05/1962 Sex: FEMALE
Tag Number: BD9B1 License State: TX Earliest Registration Date: 10/1/2014 Latest Registration Date: 10/1/2014 Expiration Date: 9/30/2015 License Plate Type: Private
Concealed Weapons Permit:
[None Found]
DEA Controlled Substances:
[None Found]
Professional License(s):
[None Found]
Watercraft:
Attachment 2, Page 88 of 89
[None Found]
Bankruptcies:
[None Found]
Liens and Judgments:
[None Found]
UCC Filings:
[None Found]
Possible Properties Owned by Subject:
Property:
Parcel Number - 6469-03-002-0010-901 Owner Name: JANET L TESTCASE LexID: 8071868866 Property Address - 19 FOREST DR, BEDROCK TX 77469-1826, HIDALGO COUNTY
Sale Date - 04/15/2014 Seller Name: PULTE HOME OF TEXAS LP Loan Amount - $149,168 Loan Type - NEW CONVENTIONAL
Data Source - B
Possible Associates:
NONE FOUND
This report is furnished to you pursuant to the Agreement for Service between the parties and in compliance with the Fair Credit Reporting Act. This report is furnished based upon your certification that you have a permissible purpose to obtain the report. The information contained herein was obtained in good faith from sources deemed
reliable, but the completeness or accuracy is not guaranteed.
Attachment 2, Page 89 of 89