HomeMy WebLinkAboutItem 10 Strategic Government Resources Contract Amendment AGENDA ITEM SUMMARY Meeting Date: 12/3/2018
Meeting Type: Regular Meeting
Staff Contact/Dept.: Chaim Hertz/HR Staff Phone No: 541-726-3787
Estimated Time: Consent Calendar S P R I N G F I E L D C I T Y C O U N C I L Council Goals: Financially Responsible
and Stable Government
Services ITEM TITLE: STRATEGIC GOVERNMENT RESOURCE CONTRACT AMENDMENT
ACTION
REQUESTED:
Approve/Not Approve the following: APROVE A CONTRACT AMENDMENT
TO ADD FUNDS FOR AN ADDITIONAL EXECUTIVE RECRUITMENT.
ISSUE
STATEMENT:
Human Resources has an existing contract for executive recruitment and needs to
add funds for an additional executive recruitment. The change in cost will result in an amount greater than the allowable 30% for contract amendments under our
Municipal Code. A change of this nature requires the local contract review board
(City Council) to approve.
ATTACHMENTS: 1.) Current Contract
DISCUSSION/ FINANCIAL IMPACT:
Human Resources conducted a Request for Proposals (RFP) to select Strategic Government Resources (SGR) to provide executive recruitment services. Staff
utilized the RFP to contract SGR for the recruitment of the Development and
Public Works and the Finance Director’s positions. In order to add additional funds for an additional executive recruitment, City
Manager position, it will require a contract amendment that exceeds the allowable 30% under the Municipal Code. It is estimated that the cost will be similar to the
cost of each of the other two executive positions that SGR is under contract.
Staff is requesting that the City Council give the City Attorney the authority to
negotiate a statement of work, additional cost, develop recruitment timeline and to
sign a contract amendment. The statement of work and timeline would be in accordance with the direction that the City Council provided staff in the Work
Session held earlier on this same day.
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EXHIBIT “B”
City of Springfield Public Contracts Conformance with Oregon Public Contractors Laws Pursuant to Oregon law, every public contract shall contain the following conditions: 1) Make payment promptly, as due, to all persons supplying to the contractor labor or material for the performance of the work provided for in the contract. ORS 279B.220(1) 2) Pay all contributions or amounts due the Industrial Accident Fund from the contractor or subcontractor incurred in the performance of the contract. ORS 279B.220(2). 3) Not permit any lien or claim to be filed or prosecuted against the state or a county, school district, municipality, municipal corporation or subdivision thereof, on account of any labor or material furnished. ORS 279B.220(3). 4) Pay to the Department of Revenue all sums withheld from employees under ORS 316.167. ORS 279B.220(4). 5) If the agreement is for lawn and landscape maintenance, it shall contain a condition requiring the contractor to salvage, recycle, compost or mulch yard waste material at an approved site, if feasible and cost-effective. ORS 279B.225.
6) Promptly, as due, make payment to any person, copartnership, association or corporation furnishing medical, surgical and hospital care services or other needed care and attention, incident to sickness or injury, to the employees of the contractor, of all sums that the contractor agrees to pay for the services and all moneys and sums that the contractor collected or deducted from the wages of employees under any law, contract or agreement for the purpose of providing or paying for the services. All employers shall comply with ORS 656.017. ORS 279B.230. 7) A person may not be employed for more than 10 hours in any one day, or 40 hours in any one week, except in cases of necessity, emergency or when the public policy absolutely requires it, and in such cases, except in cases of contracts for personal services designated under ORS 279A.055, the employee shall be paid at least time and a half pay:
a) For all overtime in excess of eight hours a day or 40 hours in any one week when the work week is five consecutive days; or b) For all overtime in excess of 10 hours in any one day or 40 hours in any one week when the work week is four consecutive days, Monday through Friday; and c) For all work performed on Saturday and on any legal holiday specified in ORS 279B.020.
An employer must give notice in writing to employees who work on a public contract, either at the time of hire or before commencement of work on the contract, or by posting a notice in a location frequented by employees, of the number of hours per day and days per week that the employees may be required to work. ORS 279B.235(1)-(2).
8) If the agreement is for personal services, the contract shall contain a provision that the employee shall be paid at least time and a half for all overtime worked in excess of 40 hours in any one week, except for individuals under personal services contracts who are excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201-209 from receiving overtime. ORS 279B.235(3). 9) Contracts for services must contain a provision that requires that persons employed under contracts shall receive at least time and half pay for work performed on the legal holidays specified in a collective bargaining agreement or in ORS 279B.020(1)(b)(B)-(G) and for all time worked in excess of 10 hours in any one day or in excess of 40 hours in any one week, whichever is greater. Employer shall give notice in writing to employees who work on a contract for services, either at the time of hire or before commencement of work on the contract, or by posting a notice in a location frequented by employees, of the number hours per day and days per week that the employees may be required to work. ORS 279B.235(5).
If this agreement is for a public improvement, the contract shall contain the following conditions: 10) Make payment promptly, as due, to all persons supplying to the contractor labor or material for the performance of the work provided for in the contract. ORS 279C.505(1)(a). 11) Pay all contributions or amounts due the Industrial Accident Fund from the contractor or subcontractor incurred in the performance of the contract. ORS 279C.505(1)(b). 12) Not permit any lien or claim to be filed or prosecuted against the state or a county, school district, municipality, municipal corporation or subdivision thereof, on account of any labor or material furnished. ORS 279C.505(1)(c). 13) Pay to the Department of Revenue all sums withheld from employees under ORS 316.167. ORS 279C.505(1)(d). 14) The contractor shall demonstrate that an employee drug testing program is in place. ORS 279C.505(2).
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15) If the contractor fails, neglects or refuses to make prompt payment of any claim for labor or services furnished to the contractor or subcontractor by any person in connection with the public improvement contract as the claim becomes due, the proper officer or officers representing the state or a county, school district, municipality, municipal corporation or subdivision thereof, as the case may be, may pay such claim to the person furnishing labor or services and charge the amount of the payment against the funds due or to become due the contract by reason of the contract. If the contractor or first-tier subcontractor fails, neglects or refuses to make payment to a person furnishing labor or materials in connection with the public improvement contract within 30 days after receipt of payment from the contracting agency or a contractor, the contractor or first-tier subcontractor shall owe the person the amount due plus interest charges commencing at the end of the 10-day period that payment is due under ORS 279C.580(4) and is subject to a good faith dispute as defined in ORS 279C.580. If the contractor or a subcontractor fails, neglects or refuses to make payment to a person furnishing labor or materials in connection with the public improvement contract, the person may file a complaint with the
Construction Contractors Board, unless payment is subject to a good faith dispute as defined in ORS 279C.580. ORS 279C.515. 16) The payment of a claim does not relieve the contactor or the contractor’s surety from obligation with respect to any unpaid claims. ORS 279C.515(4).
17) A person may not be employed for more than 10 hours in any one day, or 40 hours in any one week, except in cases of necessity, emergency or when the public policy absolutely requires it, and in such cases, except in cases of contracts for personal services designated under ORS 279C.100, the employee shall be paid at least time and a half pay: a) For all overtime in excess of eight hours a day or 40 hours in any one week when the work week is five consecutive
days; or, b) For all overtime in excess of 10 hours in anyone day or 40 hours in any one week when the work week is four consecutive days, Monday through Friday; and, c) For all work performed on Saturday and on any legal holiday specified in ORS 279B.020. ORS 279C.520(1).
An employer shall give notice in writing to employees who work on a public contract either at the time of hire or before commencement of work on the contract, or by posting a notice in a location frequented by employees, of the number of hours per day and days per week that the employees may be required to work. ORS 279B.520(2). 18) If the agreement is for personal services, the contract shall contain a provision that the employee shall be paid at least time and a half
for all overtime worked in excess of 40 hours in any one week, except for individuals under personal services contracts who are excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201-209 from receiving overtime. ORS 279C.520(3). 19) Contracts for services must contain a provision that requires that persons employed under contracts shall receive at least time and half pay for work performed on the legal holidays specified in a collective bargaining agreement or in ORS 279C.540(1)(b)(B)-(G) and for all time worked in excess of 10 hours in any one day or in excess of 40 hours in any one week, whichever is greater. An employer shall give notice in writing to employees who work on a contract for services, either at the time of hire or before commencement of work on the contract, or by posting a notice in a location frequented by employees, of the number of hours per day and days per week that the employees may be required to work. ORS 279C.520(5) 20) ENVIRONMENTAL MATTERS: In compliance with ORS 279C.525, the Contractor is made aware that the following federal, state, and local agencies have enacted ordinances or regulations relating to the prevention of environmental pollution or the preservation of natural resources which may affect performance of SUB contracts. This is not intended to be a complete listing of agencies. Other agencies may have enacted ordinances or regulations that may apply. If the Contractor is delayed or must undertake additional work by reason of existing ordinances, rules or regulations of agencies not
cited in the Contract or due to enactment of new or the amendment of existing statutes, ordinances, rules or regulations relating to the prevention of natural resources occurring after the submission of the successful quote, the contracting agency may, at its discretion, terminate the Contract, complete the work itself; use non-agency forces already under contract with the City, require that the underlying property owner be responsible for cleanup, solicit quotes for a new contractor to provide the necessary services or issue the Contractor a change order setting forth the additional work that must be undertaken. If the Contractor encounters a condition not referred to in the Invitation to Bid documents, not caused by the Contractor or any subcontractor employed on the project and not discoverable pre-bid visual site inspection, and the condition requires compliance with the ordinances, rules or regulations referred to under this regulation, the contractor shall immediately notify SUB of the condition. FEDERAL AGENCIES Department of Agriculture Fish and Wildlife Services Forest Service Office of Surface Mining
Soil Conservation Service Reclamation and Enforcement Department of the Army Corps of Engineers Bureau of Reclamation Coast Guard Department of Labor Department of Health and Human Services Occupational Safety and Health Administration Department of the Interior Mine Safety and Health Administration Bureau of Indian Affairs Department of Transportation Bureau of Land Management Federal Highway Administration Bureau of Outdoor Recreation Environmental Protection Agency Department of Commerce STATE AGENCIES Department of Agriculture Department of Human Services Department of Energy Land Conservation and Development Commission Department of Environmental Quality Division of State Lands
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Department of Fish and Wildlife State Soil and Water Conservation Commission Department of Forestry Water Resources Department Department of Geology and Minerals Oregon Department of Transportation LOCAL AGENCIES Common Council, City of Springfield Planning Commission, City of Springfield Environmental Services, City of Springfield Development Services Department, City of Springfield Board of Commissioners, Lane County Planning Commission, Lane County Lane Regional Air Protection Agency Springfield Utility Board Willamalane Park & Recreation District Springfield Downtown & Glenwood Urban Renewal Districts
Rainbow Water District 21) Promptly, as due, make payment to any person, copartnership, association or corporation furnishing medical, surgical and hospital care services or other needed care and attention, incident to sickness or injury, to the employees of the contractor, of all sums that the contractor agrees to pay for the services and all moneys and sums that the contractor collected or deducted from the wages of
employees under any law, contract or agreement for the purpose of providing or paying for the services. All employers shall comply with ORS 656.017. ORS 279C.530. 22) A contract for public works shall contain a provision stating the existing state prevailing rate and wage and, if applicable, the federal prevailing rate of wage required. Every contract and subcontract shall contain a provision that workers shall be paid not less than the
specified minimum hourly rate of wage in accordance with ORS 279C.838. ORS 279C.830(1). If this agreement is for demolition, the contract shall also contain the following conditions:
23) Contractor must salvage or recycle construction and demolition debris, if feasible and cost-effective. ORS 279C.510(1)
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EXHIBIT C
OREGON TAX LAWS COMPLIANCE AND CERTIFICATION A. Independent Contractor's Compliance with Tax Laws.
1. Independent Contractor must, throughout the duration of this Contract and any extensions, comply
with all tax laws of this state and all applicable tax laws of any political subdivision of this state. For the purposes of
this Section, 'tax laws" includes all the provisions described in Subsection B. 3. (i) through (iv) of this Contract. 2. Any violation of Subsection 1 of this Section A shall constitute a material breach of this Contract. Further, any violation of Independent Contractor's warranty, in Subsection B.3. of this Contract, that Independent
Contractor has complied with the tax laws of this state and the applicable tax laws of any political subdivision of this
state also shall constitute a material breach of this Contract. Any violation shall entitle City to terminate this Contract,
to pursue and recover any and all damages that arise from the breach and the termination of this Contract, and to
pursue any or all of the remedies available under this Contract, at law, or in equity, including but not limited to:
a. Termination of this Contract, in whole or in part; b. Exercise of the right of setoff, and withholding of amounts otherwise due and owing to
Independent Contractor, in an amount equal to State's setoff right, without penalty; and
c. Initiation of an action or proceeding for damages, specific performance, declaratory or
injunctive relief. City shall be entitled to recover any and all damages suffered as the result of Independent Contractor's breach of this Contract, including but not limited to direct, indirect, incidental and consequential damages, costs of cure, and costs incurred in securing [replacement Services/replacement Goods/ a replacement Independent Contractor].
These remedies are cumulative to the extent the remedies are not inconsistent, and City may pursue any remedy or
remedies singly, collectively, successively, or in any order whatsoever.
B. Independent Contractor's Representations and Warranties. Independent Contractor represents and warrants to City that:
1. Independent Contractor (to the best of Independent Contractor's knowledge, after due inquiry), for
a period of no fewer than six calendar years preceding the [date of Closing of {bids/proposals}for/effective date of]
this Contract, faithfully has complied with:
(i) All tax laws of this state, including but not limited to ORS 305.620 and ORS chapters 316, 317, and 318;
(ii) Any tax provisions imposed by a political subdivision of this state that applied to
Independent Contractor, to Independent Contractor's property, operations, receipts, or income, or to Independent
Contractor's performance of or compensation for any work performed by Independent Contractor; (iii) Any tax provisions imposed by a political subdivision of this state that applied to Independent Contractor, or to goods, services, or property, whether tangible or intangible, provided by Independent Contractor; and
(iv) Any rules, regulations, charter provisions, or ordinances that implemented or enforced any
of the foregoing tax laws or provisions.
Any [Goods/Items/Equipment/Components/Hardware/Software/Intellectual Property Rights, etc.] [delivered to/granted to] City under this Contract, and Independent Contractor's Services rendered in the performance of Independent Contractor's obligations under this Contract, shall be provided to City free and clear of any and all
restrictions on or conditions of use, transfer, modification, or assignment, and shall be free and clear of any and all
liens, claims, mortgages, security interests, liabilities, charges, and encumbrances of any kind.
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EXHIBIT “D”
Protected Information
1. “Protected Information” shall be defined as data or information that has been designated as private or
confidential by law or by the City. Protected Information includes, but is not limited to, employment records, medical records, personal financial records (or other personally identifiable information), trade secrets, and
classified government information. To the extent there is any uncertainty as to whether any data constitutes Protected Information, the data in question shall be treated as Protected Information until a determination is
made by the City or proper legal authority. 2. Data Confidentiality. Independent Contractor shall implement appropriate measures designed to ensure the confidentiality and security of Protected Information, protect against any anticipated hazards or threats to the
integrity or security of such information, protect against unauthorized access or disclosure of information, and prevent any other action of unauthorized disclosure that could result in substantial harm to the City or an
individual identified with the data or information in Independent Contractor’s custody or access.
To the extent that Independent Contractor may have access to City protected health information (as the same is defined in the privacy regulations promulgated pursuant to the Health Insurance Portability and Accountability
Act of 1996 (HIPAA), as amended, and the implementing regulations known and referred to as Privacy Rule, Security Rule, Enforcement Rule and Breach Notification Rule, referred to herein collectively as “HIPAA”),
Independent Contractor agrees to protect such information in compliance with HIPAA and represents that it has the processes, systems and training to assure compliance with the same.
3. Data and Network Security. Independent Contractor agrees at all times to maintain commercially reasonable
network security that, at a minimum, includes: network firewall provisioning, intrusion detection/prevention and periodic third party penetration testing. Likewise Independent Contractor agrees to
maintain network security that at a minimum conforms to current standards set forth and maintained by the National Institute of Standards and Technology, including those at: http://checklists.nist.gov/repository.
Independent Contractor agrees to protect and maintain the security of data with protection security measures that include maintaining secure environments that are patched and up to date with all appropriate security
updates as designated by a relevant authority. 4. Security Breach. In the unlikely event of a security breach or issue, Independent Contractor will notify the appropriate City contact no later than one hour after they are aware of the breach. Independent Contractor will
be responsible for all remedial action necessary to correct the breach; provided however, that Independent Contractor will not undertake ligation on behalf of the City without prior written consent.
5. Data Storage and Backup. Independent Contractor agrees that any and all City data will be stored, processed,
and maintained solely on designated servers and that no City data at any time will be processed on or transferred to any portable or laptop computing device or any portable storage medium, unless that storage
medium is in use as part of the Independent Contractor's designated backup and recovery processes. All servers, storage, backups, and network paths utilized in the delivery of the service shall be contained within the states, districts, and territories of the United States unless specifically agreed to in writing by an City officer with designated data, security, or signature authority. An appropriate officer with the necessary authority can
be identified by the City Information Security Officer for any general or specific case.
Independent Contractor agrees to store all City backup data stored as part of its backup and recovery processes in encrypted form, using no less than AES 256. 6. Data Re-Use. Independent Contractor agrees that any and all data exchanged shall be used expressly
and solely for the purposes enumerated in the Agreement. Data shall not be distributed, repurposed or shared across other applications, environments, or business units of Independent Contractor. Independent Contractor
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further agrees that no City data of any kind shall be revealed, transmitted, exchanged or otherwise passed to
other Independent Contractor or interested parties except on a case-by-case basis as specifically agreed to in
writing by a City officer with designated data, security, or signature authority. 7. PCI Compliance. DELETED
8. End of Agreement Data Handling. Independent Contractor agrees that upon termination of this Agreement it
shall erase, destroy, and render unreadable all City data in its entirety in a manner that prevents its
physical reconstruction through the use of commonly available file restoration utilities, and certify in writing that these actions have been completed within 30 days of the termination of this Agreement or within 7 days of the request of an agent of City whichever shall come first.
9. Mandatory Disclosure of Protected Information. If Independent Contractor becomes compelled by law or
regulation (including securities' laws) to disclose any Protected Information, Independent Contractor will
provide City with prompt written notice so that City may seek an appropriate protective order or other remedy. If a remedy acceptable to City is not obtained by the date that Independent Contractor must comply with the request, Independent Contractor will furnish only that portion of the Protected Information that it is legally
required to furnish, and the Independent Contractor shall require any recipient of the Protected Information to exercise commercially reasonable efforts to keep the Protected Information confidential. 10. Remedies for Disclosure of Confidential Information. Independent Contractor and City acknowledge that unauthorized disclosure or use of the Protected Information may irreparably damage City in such a way that adequate compensation could not be obtained from damages in an action at law. Accordingly, the actual or
threatened unauthorized disclosure or use of any Protected Information shall give City the right to seek injunctive relief restraining such unauthorized disclosure or use, in addition to any other remedy otherwise available (including reasonable attorneys' fees). Independent Contractor hereby waives the posting of a bond with respect to any action for injunctive relief. Independent Contractor further grants City the right, but not
the obligation, to enforce these provisions in Independent Contractor's name against any of Independent Contractor's employees, officers, board members, owners, representatives, agents, contractors, and
subcontractors violating the above provisions.
11. Non-Disclosure. Independent Contractor is permitted to disclose Confidential Information to its employees, authorized subcontractors, agents, consultants and auditors on a need to know basis only, provided that all
such subcontractors, agents, consultants and auditors have written confidentiality obligations to both Independent Contractor and City.
12. Criminal Background Check. DELETED
13. Survival. The confidentiality obligations shall survive termination of any agreement with Independent
Contractor for a period of ten (10) years or for so long as the information remains confidential, whichever is longer and will inure to the benefit of City.
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Attachment 1
Statement of Work
Purpose of Project:
To provide the City with a pool of qualified, diverse candidates for the positions of Development & Public Works
Director and Finance Director which the City Manager is able to fill the vacancies.
Desired Outcomes/Project Objectives
As outlined in Strategic Government Resource’s (SGR) proposal and in accordance with the City Manager and
Human Resource staff, SGR will perform the activities outline in the ‘Recruitment Methodology’ for both the
Development & Public Works Director and Finance Director recruitments:
Organizational Inquiry and Analysis:
o Develop Project Plan and Timeline
o Individual interviews with Search Committee/ Key Personnel
o Development of Position Profile and Professional Production of Brochure
Advertising and Recruitment:
o Ad Placement
o Social Media and Marketing of Position
Initial Screening and Review:
o Management of Applications
o Evaluation of Resumes
o Search Committee Briefing to Facilitate Selection of Semifinalists
Evaluation of Semifinalist Candidates:
o Written Questionnaire
o Recorded Online Interviews
o Media Search Stage 1
o Semifinalist Briefing books
o Search Committee Briefing to Facilitate Selection of Finalists
Evaluation of Finalist Candidates:
o Comprehensive Media Search Stage 2
o Comprehensive Background investigation Report
o DiSC Management Assessment
o Finalist Briefing Books
o Press Release (if desired by the City Manager)
Interview Process:
o First Year Game Plan (if desired by the City Manager)
o Conduct Interviews
o Deliberations
o Reference Checks
Negotiations and Hiring Process:
o Determine the Terms of an Offer
o Negotiate Terms and Conditions of Employment
Post-Hire I-OPT Team Building Workshop (if desired by the City Manager)
The ‘Recruitment Methodology’ will be reviewed and revised in partnership with the City Manager and
Human Resources, as necessary, to meet the City’s needs.
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Attachment 1
Statement of Work
SGR will screen the initial pool of applicants to a pool of eight to twelve (8-12) semi-finalists, in
accordance with applicable federal and state laws (ex: Veteran’s Preference in Hiring and Promotions).
Provide the City Manager with written summary reports on all semi-finalists and respond to City Manager
questions. Work with the City Manager to narrow the semi-finalist group to finalist candidates.
Conduct in-depth interviews, detailed background investigations, conduct credit check (if necessary),
and verify references and credentials of finalists.
Provide the City Manager with written summary reports on all finalists and respond to City Manager
questions.
o Summary Reports will include:
Candidate cover letters, resumes, and supplemental questionnaire responses;
Candidate Overview sheets which summarize finalists' education, experience, and contact
information;
Candidate Matrix which provides a snapshot comparison of finalists' credentials; and
Results of finalists’ background investigation regarding criminal and civil court, driving, credit
records, and verification of college degrees.
Create, communicate, and facilitate a process for engaging the organization and key stakeholders in
the pre-selection process including other City executive directors, human resources staff, unions, and
general city staff.
Create terms of an employment offer that the City may use to negotiate with the successful
candidates, as directed by the City Manager and coordinated with Human Resources and legal staff.
SRG agrees to provide all professional personnel necessary to perform this Statement of Work,
including the individuals who were named in the Strategic Government Resources (SRG) proposal
submitted in response to the City’s Request for Proposals. These key personnel shall remain assigned for
the duration of the project, unless otherwise agreed to in writing by the public agency. In the event SRG
proposes to substitute any of the key personnel designated below, the individual(s) proposed must
demonstrate similar qualifications and experience as required to successfully perform such duties. The
City shall have the sole right to determine whether key personnel proposed as substitutes are qualified to
work on the project. The City shall not unreasonably withhold approval of staff changes.
Final Deliverables/Work Products
Qualified candidates well-suited to City of Springfield organization, community and culture, willing and
able to accept the position of Development & Public Works Director and Finance Director.
Each candidate search and selection process must be completed in time for the final candidates for
each position to be presented to the City Manager by November 1, 2018.
City of Springfield Responsibilities
Provide information to SGR within one business day of request to support recruitment efforts.
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Attachment 1
Statement of Work
Provide SGR a guided tour of the community and set up meeting times for SGR to meet with internal
and external stakeholders.
Be responsive to SGR’s requests for review of materials, etc.
City Project Lead
Michelle Blomquist, PH: 541-726-3786, mblomquist@springfield-or.gov- HR Analyst, Recruitment and
Selection
Independent Contractor Project Manager and Recruiter
Ron Holifield, PH: 817-337-8581, ron@governmentresource.com, CEO
Timeline, Major Milestones or Tasks
DAYS
Steps 1-30 30-45 45-60 60-90 90-120
Interviews with Stakeholders.
Develop recruitment profile and advertising program for
the City.
Identify Qualified candidates and receive application
materials.
Screen and evaluate prospective candidates.
Brief the City Manager on semi-finalists.
Conduct background investigations and additional
screenings.
Interview and evaluate finalists.
Follow-up, as needed.
Proposed Budget (not to exceed amount)
Total not to exceed including expenses $50,000
Finance Director Recruitment:
Professional Services Fee $16,500
Expenses* not to exceed $8,500
Development and Public Works Recruitment:
Professional Services Fee $16,500
Expenses* not to exceed $8,500
*Expenses – This figure isn’t a commitment of funds to the Independent Contractor but a mechanism to pay
for approved actual expenses.
Expenses Not-to Exceed (Per Search)
SGR will 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
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Attachment 1
Statement of Work
produced by SGR’s graphic designer for a flat fee of $1,500.
Ad placement in appropriate professional publications, including trade journals and
websites, and related advertising to announce the position. This is billed at actual cost,
with no markup for overhead. (However, the costs of ad placements in newspapers are
not part of the not-to-exceed ad placement costs.)
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).
Psychometric Assessments. There is a cost of $150 per candidate for the DiSC
Management Profile (up to 6 finalists).
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).
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.
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COPY
PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES
RESPONSE TO RFP #2018
July 2018
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
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TABLE OF CONTENTS
Tab 1 Transmittal Letter
Tab 2 Company Profile and Qualifications
Tab 3 Key Personnel
Tab 4 Recruitment Methodology
Tab 5 References, Recent Similar Recruitments, Client List
Tab 6 Fee Proposal
Tab 7 Timeline and Deliverables
Tab 8 Authorization to Legally Bind Bidder
Tab 9 MWESB Form
APPENDICES
Tab 10 Unsolicited Feedback
Tab 11 Sample Position Profile Brochure
Tab 12 Sample Comprehensive Background Screening Report
ATTACHMENT 2
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PO Box 1642, Keller, TX 76244 817-337-8581 www.GovernmentResource.com
June 29, 2018
Gino Grimaldi, City Manager
City of Springfield, Oregon
Dear Mr. Grimaldi:
Thank you for the opportunity to submit this proposal to assist the City of Springfield in your
search for a new Finance Director and Development and Public Works Director.
SGR is one of the top three local government executive recruitment firms in the nation and 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 59,000 email subscribers to my weekly “10 in 10 Update on Leadership and
Innovation” e-newsletter.
• SGR will send targeted emails to our opt-in subscriber database, which has over 6,800
local government finance professionals and over 3,800 public works professionals.
• SGR has a formal collaborative partnership with multiple associations, including the
League of Women in Government.
• 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 has 544 local government clients in 47 states for our recruitment, training, and
leadership development business lines combined. We have a strong national reach.
• SGR is the only search firm with a social media expert on staff, who provides a
comprehensive social media marketing campaign that includes email, Facebook, Twitter,
Instagram, and LinkedIn.
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COMPANY PROFILE
Background
Strategic Government Resources (SGR) was founded 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
Cleburne
Coppell
Corpus Christi
Forney
Granbury
Greenville
Lubbock
Murchison
North Richland Hills
Sugar Land
Tyler
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Executive Recruitment Team
• Ron Holifield, Chief Executive Officer
• Melissa Valentine, Managing Director of Recruitment and Human Resources
• Leigh Corson, Talent Research Manager
• 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
• Chester Nolen, Senior Vice President
• Gary Holland, Senior Vice President
• Ken Wiegand, 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
• Mike Tanner, Senior Vice President
• Ron Robinson, Senior Vice President
• Tommy Ingram, Senior Vice President
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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 59,000 subscribers.
• SGR has an opt-in subscriber database with over 6,800 local government finance
professionals and over 3,800 local government public works professionals.
• 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 has nearly 550 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.
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.
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.
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Responsive to You
If a problem arises, or if you have questions, you can count on SGR staff to be available,
prepared, and prompt.
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.
Comprehensive Background Investigation Reports
SGR provides the most comprehensive background investigations in the industry, and we are
the only recruitment firm to use a licensed private investigation firm for these services.
Psychometric Assessments
SGR uses the DiSC Management Profile psychometric assessment to provide a detailed
understanding of how candidates will lead and manage an organization. The DiSC assessment
report also provides valuable information regarding candidates’ strengths and weaknesses.
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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.
Value
For a variety of reasons that are detailed in this proposal, SGR will provide the most cost-
effective executive recruitment for your organization. Some firms low ball their price, and make
up for it by reducing the amount of time they commit, or charging extra for additional time
required. SGR gives you a fixed price, and we are with you until the end of the process
regardless of how many hours are required.
Service Guarantee
SGR provides the strongest guarantee in the industry.
1. You always have 24/7 cell phone and email access to the executive recruiter and
SGR’s CEO.
2. If you do not find the right candidate, we will start the process over with no
additional professional fees.
3. If we place a candidate, who we have fully vetted through the SGR recruitment
process, who stays less than 18 months, we will conduct the recruitment again with
no additional professional fees. If the organization circumvents SGR’s recruitment
process and selects a candidate that did not participate in the full recruitment
process, this guarantee is null and void.
4. If we place a candidate with you, we will not directly solicit them for another job.
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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.
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Ron Holifield
Resume – March, 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
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 in 45 states.
• 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.
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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
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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 Chief’s 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 Conference Evaluation Committee, 2017
• ICMA Task Force on Inclusiveness, 2014 – 16
• Texas Police Chief’s Association Training Advisory Committee 2018-present
• Member, Texas Fire Chief’s Association Best Practices Recognition Board, 2014-present
• National Institute for Governmental Purchasing Talent Management Council, 2014
• Missouri Municipal League Governance Institute Fellow, 2013-present
• Texas City Management Association Task Force on Professional Development, 2014-15
• Author, “the 16%” weekly blog, 2013-2017
• Author, “Fourth Dimension Leadership”, 2010
• 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
• 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”
• ICMA Task Force on Employment Agreements
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• ICMA Management Innovations Panel
• ICMA Conference Evaluation Committee
• ICMA/Innovation Groups National Management Practices Panel
• 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
SPEAKING ENGAGEMENTS
• Ohio City Management Association, 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
• 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
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• 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
• Texas City Manager’s Associationl, 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
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• 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
• 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
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• 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
• 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
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• 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
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RECRUITMENT 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
• 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
• Finalist Briefing Books
• Press Release (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)
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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 placement, 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 59,000 local government professionals, in
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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.
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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
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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
Once the finalists have been selected, SGR will coordinate with you to schedule interviews.
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.
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
• State criminal search (for current and previous states of residence)
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• 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.
Assessments (DiSC Management Profile)
It is critical for you to know as much as you can about your new executive before hiring
him/her. Historically, employers have depended upon resumes, references, and interviews as
sources of information for making hiring decisions. In practice, these sources have often proved
inadequate for consistently selecting successful employees. The use of assessments has
become essential for employers who want to place the right people in the right positions.
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.
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.
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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
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.
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References
Bob Larson, City Administrator
City of Snoqualmie, Washington (pop. 14,000)
Email: blarson@ci.snoqualmie.wa.us
Phone: 425-888-8003
Project: Finance Director recruitment in 2018.
Kristie Hammitt, Executive Director, Central Services
City of Eugene, Oregon (pop. 166,000)
Email: kristie.a.hammitt@ci.eugene.or.us
Phone: 541-337-4444
Project: Police Chief recruitment in 2018.
Missie Pustejovsky, Director of Human Resources
City of Waco, Texas (pop. 126,000)
Email: MissieP@wacotx.gov
Phone: 254-750-5740
Project: Multiple recruitments.
Ike Obi, Director of Human Resources and Risk Management
City of McKinney, Texas (pop. 172,000)
Email: iobi@mckinneytexas.org
Phone: 972-547-7562
Project: Multiple recruitments.
Tadd Phillips, Human Resources Director
City of Georgetown, Texas (pop. 50,800)
Email: Tadd.Phillips@georgetown.org
Phone: 512-930-2504
Project: Multiple recruitments.
Paul Berg, Public Works Director
City of Fort Lauderdale, Florida (pop. 179,000)
Email: pberg@fortlauderdale.gov
Phone: 954-828-5806
Project: Assistant Public Works Director-Engineering recruitment in process.
Dale Martin, City Manager
City of Fernandina Beach, Florida (pop. 12,000)
Email: dmartin@fbfl.org
Phone: 904-310-3100
Project: Comptroller recruitment in process
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C2135 Strategic Government Resources Page 44 of 80AIS ATTACHMENT 1, Page 44 of 80
Finance Related Executive Searches
Full Service Searches
• Addison, Texas (pop. 15,700) – Chief Financial Officer (2016)
• Colleyville, Texas (pop. 24,000) – Chief Financial Officer
• Garland, Texas (pop. 222,000) – Chief Financial Officer (2016)
• Georgetown, Texas (pop. 50,000) – Finance Director (2015)
• Johns Creek, Georgia (84,000) – Finance Director (2018)
• Las Vegas, Nevada (pop. 596,000) – Finance Director (2013)
• Little Elm, Texas (pop. 28,500) – Director of Finance (2015)
• Lubbock, Texas (pop. 225,800) – Chief Financial Officer (2017)
• McKinney, Texas (pop. 127,000)) – Finance Director (2016)
• North Richland Hills, Texas (pop. 66,000) – Finance Director (2015)
• Owasso, Oklahoma (pop. 31,000) – Finance Director (2013)
• Richland, Washington (pop. 51,000) – Finance Manager (2013)
• Rockport, Texas (pop. 10, 300) – Director of Finance (2018)
• Round Rock, Texas (pop. 105,000) – Chief Financial Officer (2014)
• Snoqualmie, Washington (pop. 12,600) – Finance Director (2018)
Component Based Searches*
• Addison, Texas (pop. 15,000) – Assistant Director of Finance (2014)
• Allen, Texas (pop. 84,000) – Chief Financial Officer (2015)
• Amarillo, Texas (pop. 195,000 – Finance Director (2014)
• Amarillo, Texas (pop. 195,000) – City Auditor (2014)
• Anna, Texas (pop. 1,800) – Finance Director (2016)
• Bay City, Texas (pop. 17,600) – Finance Director (2016)
• Baytown, Texas (pop. 70,000) – Finance Director (2015)
• Broken Arrow, Oklahoma (pop. 95,000) – Finance Director (2018)
• Burnet, Texas (pop. 6,000) – Finance Director (2012)
• Cape Girardeau, Missouri (pop. 39,000) - Deputy Finance Director (2018)
• Cedar Park, Texas (pop. 64,000) – Director of Finance (2015)
• Edmond, Oklahoma (pop. 81,000) – Finance Director (2016)
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C2135 Strategic Government Resources Page 45 of 80AIS ATTACHMENT 1, Page 45 of 80
• Fairview, Texas (pop. 8,300) – Chief Financial Officer (2018)
• Fate, Texas (pop. 75,000) – Director of Finance (2015)
• Fernandina Beach, Florida (pop. 12,500)– Comptroller (2018)
• Fort Worth, Texas (pop. 778,000 – Accounting Services Supervisor (2016)
• Fort Worth, Texas (pop. 778,000) – Assistant Finance Director (2014)
• Fort Worth, Texas (pop. 778,000) – Asst Finance Director–Accounting/Controller (2014)
• Fort Worth, Texas (pop. 778,000) – Asst Finance Director-Treasury (2015)
• Fort Worth, Texas (pop. 778,000) – Capital Projects Budget Manager (2015)
• Fort Worth, Texas (pop. 778,000) – Senior Accountant (2014)
• Fort Worth, Texas (pop. 778,000) – Senior Accountants (2014)
• Fort Worth, Texas (pop. 778,000) – Treasury Supervisor (2016)
• Georgetown, Texas (pop. 59,000) – Purchasing Manager (2017)
• Grapevine, Texas (pop. 51,000) – Chief Financial Officer (2014)
• Highland Park, Texas (pop, 9,000) – Finance Controller (2013)
• Irving, Texas (pop. 225,000) – Finance Director (2015)
• Keller, Texas (pop. 42,000) – Chief Financial Officer (2015)
• Lakeway, Texas (pop. 12,500) – Finance Director (2013)
• Midland, Texas (pop. 119,000) – Finance Director (2013)
• North Richland Hills, Texas (pop. 68,000) – Budget Director (2017)
• Palestine, Texas (pop. 18,000) – Finance Director (2015)
• Pearland, Texas (pop. 96,000) – Budget Officer (2015)
• Pearland, Texas (pop. 96,000) – Director of Finance (2015)
• Portland, Texas (pop.16,000) – Director of Finance (2018)
• Red Oak, Texas (pop. 11,500) – Assistant Director of Finance (2018)
• Round Rock, Texas (pop. 112,000) – Purchasing Manager (2017)
• Rowlett, Texas (pop. 57,000) – Director of Financial Services (2015)
• Southlake, Texas (pop. 27,500) – Deputy Director of Finance (2015)
• Springfield, Missouri (pop. 157,000) – Director of Finance (2017)
• Sweetwater, Texas (pop. 10,500) – Finance Director (2013)
• Waco, Texas (pop. 134,000) – Public Works Finance Officer (2018)
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C2135 Strategic Government Resources Page 46 of 80AIS ATTACHMENT 1, Page 46 of 80
• West Lake Hills, Texas (pop. 3,000) – Finance Officer (2016)
*Component based services may include, but are not limited to, social media and marketing,
application management, psychometric assessments, background investigation reports, media
search reports, reference checks, and resume evaluations.
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C2135 Strategic Government Resources Page 47 of 80AIS ATTACHMENT 1, Page 47 of 80
Public Works/Utilities Related Executive Searches
Full Service Searches
• Amarillo, Texas (pop. 189,000) – Director of Public Works (2016)
• Bainbridge Island, Washington (pop. 23,000) – Public Works Director (2013)
• Brushy Creek Regional Utility Authority – General Manager (2018)
• Denton County Fresh Water Supply District 1-A, Texas – Director of Public Works (2014)
• Lee County, Florida (pop. 440,000) – Deputy Director of Utilities (2016)
• Nederland, Texas (pop. 16,000) – Public Works Director (2017)
• Plant City, Florida (pop. 33,000) – Director of Utilities (2016)
• Southlake, Texas (pop. 27,000) – Public Works Director (2015)
• Tyler, Texas (pop. 101,500) – Managing Director of Public Works & Utilities (2017)
• Waco, Texas (pop. 126,000) – Director of Utilities (2015) and Deputy Director of
Utilities (2016)
Component Based Searches*
• Abilene, Texas (pop. 118,000) – Assistant Director of Public Works (2015)
• Baytown, Texas (pop. 70,000) – Public Works Director (2015)
• Broken Arrow, Oklahoma (pop. 109,000) – Streets and Stormwater Director (2018)
• Broken Arrow, Oklahoma (pop. 109,000) – Utilities Director (2018)
• Denison, Texas (pop. 22,500) – Assistant Director of Public Works (2014)
• Durango, Colorado (pop. 16,600) – Assistant Utilities Director (2016)
• Farmers Branch, Texas (pop. 29,000) – Public Works Director (2013)
• Fort Smith, Arkansas (pop. 87,000) – Sanitation Director (2018)
• Fort Smith, Arkansas (pop. 87,000) – Utilities Director (2016)
• Georgetown, Texas (pop. 50,000) – Public Works Director (2016)
• Lewisville, Texas (pop. 105,000) – Public Services Director (2015)
• Midland, Texas (pop. 108,000) – Director of Utilities (2014)
• Plainview, Texas (pop. 21,000) – Public Works Director (2016)
• Port St. Lucie, Florida (pop. 185,000) – Public Works Director (2018)
• Portland, Texas (pop. 16,000) – Director of Public Works (2018)
• Red Oak, Texas (pop. 11,500) – Director of Public Works (2018)
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• Richardson, Texas (pop. 103,000) – Director of Public Works (2014)
• Shreveport, Louisiana (pop. 199,000) – Director of Public Works (2015)
• St. Charles, Missouri (pop. 66,000) – Public Works Director (2016)
• Upper Brushy Creek WCID – General Manager (2018)
• Victoria, Texas (pop. 66,100) – Assistant Director of Public Works (2017)
• Waco, Texas (pop. 134,000) – Assistant Director of Public Works-Engineering & CIP
(2018)
• Waco, Texas (pop. 134,000) – Assistant Director of Public Works-Operations (2018)
• Winter Haven, Florida (pop. 36,000) – Utility Services Director (2018)
*Component based services may include, but are not limited to, social media and marketing,
application management, psychometric assessments, background investigation reports, media
search reports, reference checks, and resume evaluations.
ATTACHMENT 2
C2135 Strategic Government Resources Page 49 of 80AIS ATTACHMENT 1, Page 49 of 80
Executive Recruitment Clients
Arizona
• Chandler
Arkansas
• Fort Smith
• Hot Springs
Colorado
• Arvada
• Aurora
• Commerce City
• Craig
• Durango
• Englewood
• Gunnison
• Mountain View Fire Protection District
• Northglenn
• Pitkin County
• Trinidad
• Vail
• Wheat Ridge
Connecticut
• Tolland
Florida
• Arcadia
• Boynton Beach
• Charlotte County
• DeLand
• Delray Beach
• Fernandina Beach
• Fort Lauderdale
• Green Cove Springs
• Hallandale Beach
• Jupiter
• Lakeland
• Lee County
• Palm Beach Shores
• 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
Kentucky
• Paducah
Louisiana
• Shreveport
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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
• Oklahoma Municipal League
• Owasso
• Stillwater
Oregon
• Eugene
Tennessee
• Brentwood
• Chapel Hill
• Mount Pleasant
• Murfreesboro
• Nolensville
• Thompson’s Station
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C2135 Strategic Government Resources Page 51 of 80AIS ATTACHMENT 1, Page 51 of 80
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
• Cedar Hill
• Cedar Park
• Cleveland
• Clute
• College Station
• Colleyville
• Colorado River Municipal Water District
• Commerce
• Converse
• Copper Canyon
• Corpus Christi
• Dalhart
• 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
• Fulshear
• Gainesville
• Galveston
• Garland
• Georgetown
• Gonzales
• Granbury
• Grand Prairie
• Grapevine
• Greenville
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• 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
• Missouri City
• Montgomery
• Mount Pleasant
• Mount Pleasant EDC
• Nederland
• North East Texas Regional Mobility
Authority
(NET RMA)
• North Richland Hills
• North Texas Emergency
Communications Center (NTECC)
• Odessa
• Palestine
• Paris
• Pearland
• Pflugerville
• Piney Point Village
• Plainview
• Plano
• Portland
• Port Arthur
• Port Lavaca
• Port Neches
• Princeton
• Prosper
• Red Oak
• Richardson
• Richland Hills
• Riverbend Water District
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C2135 Strategic Government Resources Page 53 of 80AIS ATTACHMENT 1, Page 53 of 80
• 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
• 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 Building Technology and
Safety (IBTS)
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FEE PROPOSAL (SUBMITTED IN LIEU OF RFP ATTACHMENT #3)
First Search: All-Inclusive Maximum Price
Professional Services Fee: $ 18,500
Expenses Not-to-Exceed: $ 9,500
All-Inclusive, Not-to-Exceed Maximum Price: $ 28,000*
Second Search: All-Inclusive Maximum Price
Professional Services Fee: $ 18,500
Expenses Not-to-Exceed: $ 6,000
All-Inclusive, Not-to-Exceed Maximum Price: $ 24,500*
Expenses Not-to Exceed (Per Search)
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.
• Ad placement in appropriate professional publications, including trade journals and
websites, and related advertising to announce the position. This is billed at actual cost,
with no markup for overhead. (However, the costs of ad placements in newspapers are
not part of the not-to-exceed ad placement costs.)
• 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).
• Psychometric Assessments. There is a cost of $150 per candidate for the DiSC
Management Profile (up to 6 finalists).
• 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).
• 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.
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C2135 Strategic Government Resources Page 55 of 80AIS ATTACHMENT 1, Page 55 of 80
• 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.
• 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.
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
C2135 Strategic Government Resources Page 56 of 80AIS ATTACHMENT 1, Page 56 of 80
TIMELINE AND DELIVERABLES (SUBMITTED IN LIEU OF ATTACHMENT #4)
This timeline can be adjusted to meet Springfield’s needs. We would want to speak with you
about the specifics of each search prior to compressing the timeline.
Task Weeks
• Contract Executed
• Outline Project Plan, Timeline
• Individual Interviews with Search Committee / Key Personnel
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
• Candidates Complete DiSC Management Assessment
Weeks 12-13
• Deliverable: Finalist Briefing Books Week 14
• Conduct Interviews
• Deliberations
• Reference Checks
• Negotiations
• Announcement / Press Release
Week 15
ATTACHMENT 2
C2135 Strategic Government Resources Page 57 of 80AIS ATTACHMENT 1, Page 57 of 80
ATTACHMENT 2C2135 Strategic Government ResourcesPage 58 of 80AIS ATTACHMENT 1, Page 58 of 80
ATTACHMENT 2C2135 Strategic Government ResourcesPage 59 of 80AIS ATTACHMENT 1, Page 59 of 80
UNSOLICITED FEEDBACK REGARDING SGR’S PERFORMANCE
Following are a few unsolicited quotes from emails we have received. This unsolicited 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.
“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.”
“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.”
ATTACHMENT 2
C2135 Strategic Government Resources Page 60 of 80AIS ATTACHMENT 1, Page 60 of 80
“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.”
“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
ATTACHMENT 2
C2135 Strategic Government Resources Page 61 of 80AIS ATTACHMENT 1, Page 61 of 80
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.”
“I would like to say that I really appreciate the level of communication from you and SGR
regarding the status of the process in [city] and what the expected next steps were. I have dealt
with a number of search firms over the last year and SGR has done an excellent job in
communicating with applicants. Far too often I have heard nothing from the firm conducting a
search and found out through other sources that the position had been filled. Again I really
appreciate the level of communication.”
“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
C2135 Strategic Government Resources Page 62 of 80AIS ATTACHMENT 1, Page 62 of 80
FINANCE DIRECTORCITY OF SNOQUALMIE, WASHINGTON
EXECUTIVE SEARCH PROVIDED BY STRATEGIC GOVERNMENT RESOURCES
ATTACHMENT 2
C2135 Strategic Government Resources Page 63 of 80AIS ATTACHMENT 1, Page 63 of 80
SNOQUALMIE, WASHINGTON: FINANCE DIRECTOR2
WHY APPLY?
Located just 25 miles east of Seattle and surrounded by the stunning vistas of Mount Si and the Cascade
position for you!
THE COMMUNITY
has received numerous awards including the #5 “Best Place to Live in America” (Money, 2015) and the
made up of those 18 years of age and younger, which takes the number one position in King County for
parks have something for everyone, from play equipment for the little ones to tennis courts and athletic
ATTACHMENT 2
C2135 Strategic Government Resources Page 64 of 80AIS ATTACHMENT 1, Page 64 of 80
SNOQUALMIE, WASHINGTON: FINANCE DIRECTOR3
THE COMMUNITY
Complementing the downtown historic district are many shops and restaurants in the Snoqualmie
of Snoqualmie, including Bellevue College and the University of Washington, one of the preeminent
ATTACHMENT 2
C2135 Strategic Government Resources Page 65 of 80AIS ATTACHMENT 1, Page 65 of 80
SNOQUALMIE, WASHINGTON: FINANCE DIRECTOR4
THE DEPARTMENT
from and is now independent of the Administration
responsible for and manages City budgeting,
accounts payable, business licensing, Business and Occupation taxes, utility billing, pet licensing, and
Mayor and Council, and responsible department heads who understand the importance of and
THE CITY
The City of Snoqualmie is a non-charter Code City
which utilizes a mayor-council form of government.
and all Council members are elected citywide and
represent all citizens. Mayor Matt Larson recently
was re-elected for a fourth term. He has held many
ATTACHMENT 2
C2135 Strategic Government Resources Page 66 of 80AIS ATTACHMENT 1, Page 66 of 80
SNOQUALMIE, WASHINGTON: FINANCE DIRECTOR5
responsible for preparation of the biennial budget and related reports, deposits and investment of
accounts of all City monies, including participation in accounting activities to maintain accounting control,
Essential Responsibilities Include:
)
)Coordinates with the State Auditor on annual audit, performing research as needed for the State
)
)
)Provides highly responsible recommendations and advice to the Mayor, City Administrator, and
)Collaborates with the Public Works and Parks departments to develop the Capital Improvement
)Prepares clear, concise reports and makes presentations to City Council upon request, including
)
)
)
)
and participates in the preparation and submittal of reports and applications of payment to
federal and state agencies
THE POSITION
ATTACHMENT 2
C2135 Strategic Government Resources Page 67 of 80AIS ATTACHMENT 1, Page 67 of 80
SNOQUALMIE, WASHINGTON: FINANCE DIRECTOR6
OPPORTUNITIES AND CHALLENGES
UPDATING FISCAL FORECAST
INFORMATION SYSTEMS CONVERSION OVERSIGHT
FUTURE BUDGET PLANNING
CAPITAL IMPROVEMENT PROGRAM
UPDATING BOND RATING
NEW COUNCIL MAJORITY
Within the past eight months, the C
extremely important that the new director work closely with
the City Administrator, Mayor, and Council to ensure all
Council body to make informed decisions
NEW DEPARTMENT
and processes will need to be reviewed and changed
ATTACHMENT 2
C2135 Strategic Government Resources Page 68 of 80AIS ATTACHMENT 1, Page 68 of 80
SNOQUALMIE, WASHINGTON: FINANCE DIRECTOR7
director or senior manager with extensive
candidate will have a thorough knowledge of the
accounting, cash investment activity, auditing,
preferred candidate must be able to communicate
ideas with practical details, and, ultimately, should
of showing respect to others while exhibiting
also expected to be a contributor to the executive
leadership team by being diplomatic, personable,
EXPERIENCE AND EDUCATION
setting, with experience and responsibility for monies, securities, bonded debt management, and
IDEAL CANDIDATE PROFILE
ATTACHMENT 2
C2135 Strategic Government Resources Page 69 of 80AIS ATTACHMENT 1, Page 69 of 80
APPLICATION PROCESS
Please apply online at:
e visit
City of Snoqualmie
Snoqualmie Valley Chamber of Commerce
Savor Snoqualmie Valley
Follow Us
RESOURCES
)
)and vision insurance for employee and dependents
)with up to $200 per month match by City of Snoqualmie
)
)8 hours per month accrual for sick leave
)10 vacation days per year (increases with longevity)
)holidays)
)
)$50,000 life insurance
)Compensatory time – hour for hour earned
)
evaluation and after completing one full year at maximum salary step
COMPENSATION AND BENEFITS
ATTACHMENT 2
C2135 Strategic Government Resources Page 70 of 80AIS ATTACHMENT 1, Page 70 of 80
Background Screening Report First CheckPO BOX 92033Southlake, TX 76092
Phone: 888-588-2525 / 888-588-2525Fax: 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
DRLAS 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
C2135 Strategic Government Resources Page 71 of 80AIS ATTACHMENT 1, Page 71 of 80
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 PROPERIDENTIFICATION, 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/LEARNMOREFOR 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 FORAN EXPLANATION OF DISPUTE PROCEDURES.
- CONSUMER REPORTING AGENCIES MUST CORRECT OR DELETE INACCURATE, INCOMPLETE,OR UNVERIFIABLE INFORMATION. INACCURATE, INCOMPLETE, OR UNVERIFIABLEINFORMATION MUST BE REMOVED OR CORRECTED, USUALLY WITHIN 30 DAYS. HOWEVER ACONSUMER REPORTING AGENCY MAY CONTINUE TO REPORT INFORMATION IT HAS VERIFIEDAS ACCURATE.
ATTACHMENT 2
C2135 Strategic Government Resources Page 72 of 80AIS ATTACHMENT 1, Page 72 of 80
- 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 MORETHAN 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 CONSIDERAN 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. ACONSUMER 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 AREBASED 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
C2135 Strategic Government Resources Page 73 of 80AIS ATTACHMENT 1, Page 73 of 80
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 Relationswww.transunion.com/myoptions2 Baldwin PlaceP.O. Box 1000Chester, PA 19022800-888-4213
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
C2135 Strategic Government Resources Page 74 of 80AIS ATTACHMENT 1, Page 74 of 80
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
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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
C2135 Strategic Government Resources Page 76 of 80AIS ATTACHMENT 1, Page 76 of 80
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 InfoStatus:CLEARClass:CClass Description:Non-Comm. C - Single or comb veh , not in class A or BExpiration 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
C2135 Strategic Government Resources Page 77 of 80AIS ATTACHMENT 1, Page 77 of 80
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
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C2135 Strategic Government Resources Page 78 of 80AIS ATTACHMENT 1, Page 78 of 80
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
C2135 Strategic Government Resources Page 79 of 80AIS ATTACHMENT 1, Page 79 of 80
[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
C2135 Strategic Government Resources Page 80 of 80AIS ATTACHMENT 1, Page 80 of 80