HomeMy WebLinkAbout18- Professional Services Agreement - Strategic Government Resources (SGR) - Public Works Director Recruitment Services �x
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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this 3 day of r V , 2018, by
and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation
organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street,
Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter
referred to as "City," and STRATEGIC GOVERNMENT RESOURCES (SGR), hereinafter
referred to as"Contractor."
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged,the parties hereto agree as follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Scope of Services attached hereto as Attachment"A"and by this reference
made a part hereof.
2. Term/Effective Date: This Agreement is effective upon the date of its execution.
3. Scone of Work: Contractor will perform the work and provide the services in
accordance with the requirements of the Scope of Services.For conflicts between this Agreement and
the Scope of Services,unless specifically provided otherwise,the Agreement governs.
4. Payment: City agrees to pay Contractor the amount specified in Attachment "A"
alteration or deviation from the described services that involves additional costs above the Agreement
amount will be performed by Contractor after written request by the City, and will become an
additional charge over and above the amount listed in the Scope of Services. The City must agree in
writing upon any additional charges.
5. Contractor's Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
and regulations that in any manner may affect cost,progress or performance of the Scope of Services.
b. Contractor represents and warrants to City that it has the experience and ability to
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perform the services required by this Agreement; that it will perform said services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this Agreement
shall not infringe upon or violate the rights of any third party,whether rights of copyright,trademark,
privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal,
state and municipal laws. The City will not determine or exercise control as to general procedures or
formats necessary to have these services meet this warranty.
7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered,to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney's fees and the costs and fees of and expert witness and consultants),
losses,expenses,liabilities(including liability where activity is inherently or intrinsically dangerous)
or damages of whatever kind or nature connected therewith and without limit and without regard to
the cause or causes thereof or the negligence of any party or parties that may be asserted against,
recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or
in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii)
any negligent,reckless, or intentional misconduct of any of the Contractor's agents.
For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses,including reasonable defense attorney fees,to the extent caused by the negligence or willful
misconduct of the Contractor or Contractor's agents or employees.
Such obligations shall not be construed to negate,abridge,or reduce other rights or obligations
of indemnity that would otherwise exist. The indemnification obligations of this Section must not be
construed to negate, abridge, or reduce any common-law or statutory rights of the indemnitee(s)
which would otherwise exist as to such indernnitee(s).
Contractor's indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should any indemnitee described herein be required to bring an action against the Contractor
to assert its right to defense or indemnification under this Agreement or under the Contractor's
applicable insurance policies required below the indemnitee shall be entitled to recover reasonable
costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court
of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was
obligated to indemnify the indemnitee for a claim(s)or any portion(s)thereof.
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In the event of an action filed against City resulting from the City's performance under this
Agreement,the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City or its officers,agents
or employees, including the right of contribution for loss or damage to person or property arising
fi-om,growing out of,or in any way connected with or incident to the performance of this Agreement
except"responsibility for his own fraud,for willful injury to the person or property of another,or for
violation of law,whether willful or negligent"as per 28-2-702,MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
In addition to and independent from the above,Contractor shall at Contractor's expense secure
insurance coverage through an insurance company or companies duly licensed and authorized to
conduct insurance business in Montana which insures the liabilities and obligations specifically
assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion
for liabilities specifically assumed by the Contractor.
The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City and Contractor
shall furnish to the City an accompanying certificate of insurance and accompanying endorsements
in amounts not less than as follows:
• Workers' Compensation—statutory;
• Employers' Liability-$1,000,000 per occurrence;$2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability-$1,000,000 property damage/bodily injury per accident; and
• Professional Liability-$1,000,000 per claim;$2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City of Bozeman, its officers,
agents, and employees, shall be endorsed as an additional or named insured on a primary non-
contributory basis on both the Commercial General and Automobile Liability policies. The insurance
and required endorsements must be in a form suitable to City and shall include no less than a sixty
(60) day notice of cancellation or non-renewal. The City must approve all insurance coverage and
endorsements prior to the Contractor commencing work. Contractor shall notify City within two (2)
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business days of Contractor's receipt of notice that any required insurance coverage will be terminated
or Contractor's decision to terminate any required insurance coverage for any reason.
The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8. Termination for Contractor's Fault:
a. If Contractor refuses or fails to timely do the work,or any part thereof,or fails
to perform any of its obligations under this Agreement, or otherwise breaches any tents or
conditions of this Agreement, the City may, by written notice,terminate this Agreement and
the Contractor's right to proceed with all or any part of the work ("Termination Notice Due
to Contractor's Fault"). The City may then take over the work and complete it,either with its
own resources or by re-letting the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
C. Any termination provided for by this Section 8 shall be in addition to any other
remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen,as a result of the termination.
9. Termination for City's Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease performance under this Agreement City may terminate
this Agreement by written notice to Contractor ("Notice of Termination for City's
Convenience"). The termination shall be effective in the manner specified in the Notice of
Termination for City's Convenience and shall be without prejudice to any claims that the City
may otherwise have against Contractor.
b. Upon receipt of the Notice of Termination for City's Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance under
this Agreement and make every reasonable effort to refrain from continuing work, incurring
additional expenses or costs under this Agreement and shall immediately cancel all existing
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orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as
may be necessary to preserve,protect, and maintain work already completed or immediately
in progress.
C. In the event of a termination pursuant to this Section 9, Contractor is entitled
to payment only for those services Contractor actually rendered on or before the receipt of the
Notice of Termination for City's Convenience.
d. The compensation described in Section 9(c) is the sole compensation due to
Contractor for its performance of this Agreement. Contractor shall,under no circumstances,
be entitled to claim or recover consequential,special,punitive,lost business opportunity, lost
productivity, field office overhead, general conditions costs, or lost profits damages of any
nature arising,or claimed to have arisen,as a result of the termination.
10. Limitation on Contractor's Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
Contractor's damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within thirty(30) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11. Representatives:
a. City's Representative: The City's Representative for the purpose of this
Agreement shall be Bethany Jorgenson, Human Resources Director or such other individual
as City shall designate in writing. Whenever approval or authorization from or
communication or submission to City is required by this Agreement,such communication or
submission shall be directed to Bethany Jorgenson as the City's Representative and approvals
or authorizations shall be issued only by such Representative; provided, however, that in
exigent circumstances when City's Representative is not available, Contractor may direct its
communication or submission to other designated City personnel or agents as listed above and
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may receive approvals or authorization from such persons.
b. Contractor's Representative: The Contractor's Representative for the
purpose of this Agreement shall be Cindy Hanna(Managing Director,Finance) or such other
individual as Contractor shall designate in writing. Whenever direction to or communication
with Contractor is required by this Agreement, such direction or communication shall be
directed to Contractor's Representative; provided, however, that in exigent circumstances
when Contractor's Representative is not available, City may direct its direction or
communication to other designated Contractor personnel or agents.
12. Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances,rules,and regulations,obtain all necessary permits,licenses,including a City of Bozeman
business license, and inspections from applicable governmental authorities, and pay all fees and
charges in connection therewith.
13 Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers'
compensation laws, all environmental laws including, but not limited to,the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA,all applicable City, County, and
State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination,
affirmative action,and utilization of minority and small business statutes and regulations.
14. Nondiscrimination: The Contractor agrees that all hiring by Contractor of persons
performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have
a policy to provide equal employment opportunity in accordance with all applicable state and federal
anti-discrimination laws,regulations, and contracts. The Contractor will not refuse employment to a
person,bar a person from employment,or discriminate against a person in compensation or in a term,
condition,or privilege of employment because of race,color,religion,creed,political ideas,sex,age,
marital status, national origin, actual or perceived sexual orientation, gender identity, physical or
mental disability, except when the reasonable demands of the position require an age, physical or
mental disability, marital status or sex distinction. The Contractor shall be subject to and comply
with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all
regulations promulgated thereunder. The Contractor shall require these nondiscrimination terms of
its sub-Contractors providing services under this agreement.
15. Intoxicants;DOT Drug and Alcohol Regulations/Safety and Training: Contractor
shall not permit or suffer the introduction or use of any intoxicants,including alcohol or illegal drugs,
by any employee or agent engaged in services to the City under this Agreement while on City property
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or in the performance of any activities under this Agreement.Contractor acknowledges it is aware of
and shall comply with its responsibilities and obligations under the U.S.Department of Transportation
(DOT)regulations governing anti-drug and alcohol misuse prevention plans and related testing. City
shall have the right to request proof of such compliance and Contractor shall be obligated to furnish
such proof.
The Contractor shall be responsible for instructing and training the Contractor's employees
and agents in proper and specified work methods and procedures. The Contractor shall provide
continuous inspection and supervision of the work performed. The Contractor is responsible for
instructing his employees and agents in safe work practices.
16. Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor's rights, including the right to compensation or duties arising
hereunder,without the prior written consent of City. Any subcontractor or assignee will be bound by
all of the terms and conditions of this Agreement.
17. Reports/Accountabilitv/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor's compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18. Non-Waiver:A waiver by either party any default or breach by the other party of any
terms or conditions of this Agreement does not limit the other party's right to enforce such term or
conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
19. Attornev's Fees and Costs: That in the event it becomes necessary for either Party of
this Agreement to retain an attorney to enforce any of the terms or conditions of this Agreement or to
give any notice required herein,then the prevailing Party or the Party giving notice shall be entitled
to reasonable attorney's fees and costs,including fees,salary,and costs of in-house counsel to include
City Attorney.
20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
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21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior-level
personnel from each party duly authorized to execute settlement agreements. Upon mutual
agreement of the parties,the parties may invite an independent,disinterested mediator to assist
in the negotiated settlement discussions.
b. If the parties are unable to resolve the dispute within thirty(30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22. Survival: Contractor's indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
23. Headings: The headings used in this Agreement are for convenience only and are not
be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to
which they refer.
24. Severability: If any portion of this Agreement is held to be void or unenforceable,the
balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors,and assigns of the parties.
27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
29. Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained therein or made a part thereof
by reference,are not binding upon the parties. There are no understandings between the parties other
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than as set forth in this Agreement. All communications, either verbal or written, made prior to the
date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this
Agreement by reference.
**** END OF AGREEMENT EXCEPT FOR SIGNATURES �77
IN WITNESS WHEREOF,the parties hereto have executed this instrument the day and year
first above written.
CITY OF BOZEMAN,MONTANA _SGR
CONTRACTOR(Type Name Above)
By By CG
Andrea Surratt, City Mana er
Print Name: CN�
Print Title:Cfl� d3'' �7i�� 65c0-
APPROVED AS TO FORM:
B
Gre ullivan,Bozeman City Attorney
Professional Services Agreement for Public Works Director Recruitment Services
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PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES
PUBLIC WORKS DIRECTOR - CITY OF BOZEMAN, MONTANA
May 2018
Strategic Government Resources
Ron Holifield, CEO
P.O. Box 1642
Keller, Texas 76244 SGR
214-676-1691
Ron@GovernmentResource.com
A
SGR
AM
May 9, 2018
Bethany Jorgenson
Human Resources Director
City of Bozeman, Montana
biorgenson@bozeman.net
Dear Ms.Jorgenson:
Thank you for the opportunity to submit this proposal to assist the City of Bozeman in your search
for a new 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.
would like to draw your attention to a few key items that distinguish SGR from other recruitment
firms:
• SGR has over 60,000 email subscribers to my weekly "10 in 10 Update on Leadership and
Innovation" e-newsletter.
• SGR will send targeted emails to our database of over 3,900 public works and engineering
professionals
• SGR's website, where this position would be posted, receives over 36,000 local
government official visitors each month, with over 75,000 page hits per month — more
than any other local government search firm website in the nation.
• SGR's job board (a separate website),where this position would also be posted, is the 2nd
largest local government job board in the nation, with over 16,000 local government job
seeker visitors each month, and over 1,800 jobs listed at any given time.
• SGR is the only search firm with a social media expert on staff, who provides a
comprehensive social media marketing campaign that includes email, Facebook,Twitter,
Instagram, and Linkedln.
No other firm can touch our reputation for being trusted by both clients and candidates, and for
successful long-term placements. We are truly excited about the prospect of doing this
recruitment for the City of Bozeman. We are available to visit in person with you at your
convenience.
Respectfully submitted,
Ron Holifield, Chief Executive Officer
Strategic Government Resources
PO Box 1642, Keller,TX 76244 817-337-8581 www.GovernmentResource.com
TABLE OF CONTENTS
Tab 1 Company Contact Information
Tab 2 Company Profile
Tab 3 Unique Qualifications
Tab 4 Key Personnel for this Project
Tab 5 Project Methodology
Tab 6 Proposed Timeline
Tab 7 Project Cost
Tab 8 Provision of Service Guarantee
Tab 9 References
Tab 10 Recent Executive Recruitment Clients and Positions Recruited
Tab 11 Unsolicited Feedback
Tab 12 Sample Position Profile Brochure
Tab 13 Sample Comprehensive Background Screening Report
Tab 14 Sample DiSC Management Profile Report
Company Contact Information
Strategic Government Resources
Contact Information for Binding Official/ Primary Contact
Chuck Sparks, Chief Operating Officer
Address: P.O. Box 1642, Keller,TX 76244
Office: 817-337-8581
Fax: 817-796-1228
Email: ChuckSparks@GovernmentResource.com
Website: www.governmentresource.com
Alternate Contact
Ron Holifield, Chief Executive Officer
Address: P.O. Box 1642, Keller,TX 76244
Cell: 214-676-1691
Office: 817-337-8581
Fax: 817-796-1228
Email: Ron@GovernmentResource.com
Website: www.governmentresource.com
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; and, 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 Pennsylvania
Kissimmee Philadelphia
Lakeland
Texas
Massachusetts Abilene
Boston Coppell
Corpus Christi
Missouri Granbury
Gladstone Greenville
Lubbock
North Carolina Murchison
Mooresville North Richland Hills
Sugar Land
Oklahoma Tyler
Stillwater
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
• Gary Holland, Senior Vice President
• Ken Wiegand, Senior Vice President
• Kirk Davis, Senior Vice President
• Kurt Hodgen, 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
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 60,000 subscribers.
• SGR has an opt-in subscriber database of over 3,900 public works professionals.
• SGR has formal collaborative partnerships with Florida City and County Management
Association, Louisiana Municipal Association, Missouri Municipal League, Oklahoma
Municipal League, National Public Employers Labor Relations Association, Engaging
Local Government Leaders, City Management Association of Oklahoma, Texas Fire
Chiefs Association, and Texas Recreation and Parks Society.
• SGR trains approximately 800 local government employees each month in live training
classes.
• SGR has almost 300 local government clients in over 40 states for our recruitment,
training, and leadership development business lines combined.
Each executive recruiter has many years of experience in local government and a national
network 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.
Responsive to You
If a problem arises, or 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.
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.
Emerging Leaders
SGR has a unique and unparalleled reputation of engaging and mentoring emerging leaders and
young professionals. We will utilize our frequent personal interaction with emerging leaders, as
well as our entire team's social media networks, to market this position and to identify
potential applicants.
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.
KEY PERSONNEL FOR THIS RECRUITMENT
Mike Tanner, Senior Vice President
Mike Tanner became part of the SGR team in October 2013. He has 35 years of Texas municipal
government experience. During 31 of those years, Mike served as the city manager of Portland,
West University Place, Flower Mound, Universal City and Ingleside.
He is recognized for the practice of governance, strategic planning, growth management,
organizational development and customer service.
Mike received his BA from the University of Texas in 1976 and his MPA from Southwest Texas
State University in 1978.
Ron Holifield, CEO
Ron Holifield is the Founder and CEO of SGR. He previously served as 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, which he
grew into the 49th largest lobby firm in Texas before selling it to an employee. In 1999, Ron
founded Strategic Government Resources to specialize in facilitating collaboration among local
governments, with a particular emphasis on employee training and development of next
generation leaders.
He has grown SGR into the largest private sector training company that specializes in
leadership, management and customer service for local governments in the nation. He is a
frequent speaker at state and national conferences and remains a high-profile figure in the city
management profession.
Ron holds a Bachelor of Arts in Government from Abilene Christian University and a Master of
Public Administration from Texas Tech University.
Mike Tanner
Resume—January 2015
Strategic Government Resources, P.O. Box 1642, Keller,Texas 76248
Cell: 361-813-3707, MikeTanner@GovernmentResource.com
PROFESSIONAL HISTORY
Strategic Government Resources—Senior Vice President, Executive Recruitment
2013 to Present
• Manage executive level recruiting and selection processes for national executive
search firm. Work directly with local government elected councils, professional staff,
and prospective executives to match the right candidate with the right opportunity.
City of Portland,Texas—City Manager
1996 2013
Directed 155 employees (F/P/S) with $20,341,203.00 annual operating budget and
$15,610,750.00 capital budget during final fiscal year. Major achievements follow:
• Transformed under-performing municipality into model for small city government in
South Texas (committed city council to "modified" Carver Policy Governance Model,
choreographed meetings/workshops, reorganized advisory bodies, implemented
continuous strategic planning process, utilized performance based budgeting,
implemented comprehensive customer service program, adopted regulatory-
compliant comprehensive plan, adopted economic development incentive guide,
enacted unified development ordinance, implemented capital facilities plan, etc.).
• Reorganized city government to increase efficiency and improve overall effectiveness
(privatized sanitation services, privatized emergency medical services, privatized new
construction plan review/inspections, privatized economic development services,
replaced a volunteer fire department with a professional fire department, expanded
police department, created full-service park and recreation department, etc.)
• Employed 54 fewer full-time employees "on average" than comparable size Texas
cities despite an expanded and high-quality service menu (direct and indirect savings
during final fiscal year were estimated to be$4,072,525.00).
• Improved overall financial position (the city that wasn't sure it could afford to install
basketball goals in the new Community Center gym in 1996, had reserves that totaled
$9,365,961.00 during final fiscal year),gained GFOA recognition (budget and CAFR)
and secured 5 separate bond rating upgrades.
• Directed or coordinated approximately$100,000,000,00 in capital improvements
(City Hall, Police Station, Community Center, Fire Station No. 2, Public Works Center,
Senior Services Center,Wastewater Treatment Plant, 4 water storage tanks, 2 water
pump stations, 18 sanitary sewer lift stations, multiple sports complexes,
Mike Tanner Page 2 of 4
4 additional major parks, Aquatics Center, Festival Site, Skate Park, thoroughfare
improvements, major drainage improvements, water line replacement, and sanitary
sewer line replacement, etc.).
• Successfully recruited major businesses (Super Wal-Mart, Academy Sports, Movie
Theater, etc.) and played significant role in recruitment of nearby industry
($700,000,000.00 Voestalpine steel processing plant, $1,400,000,000.00 Tianjin Pipe
Corporation-America steel pipe plant and $10,000,000,000.00 Chenier liquefaction
plant).
• Effectively mitigated 1,500 to 2,000 population decrease when Naval Station Ingleside
closed (Redeployment began in 2009 and was completed in 2010).
City of West University Place, Texas—City Manager
1990 to 1996
Directed 150 employees (F/P/S) with $12,704,180.00 annual operating budget. Major
achievements follow:
• Reorganized city government to increase efficiency and improve overall effectiveness
(closed sanitary landfill, modified sanitation services, privatized park/grounds
maintenance, privatized facility maintenance, etc.)
• Improved overall financial position and secured 2 bond rating upgrades
• Developed and implemented Comprehensive Municipal Facility Improvement Plan as
well as Comprehensive Park Development Plan
• Developed and implemented $86,000,000.00 "High Impact" Infrastructure
Replacement Program (every street, water line and sewer line in "West U" has since
been replaced)
• Directed $20,000,000.00 in miscellaneous capital improvements (street, drainage,
sanitary sewer, water, public works center, park and recreation facility projects)
• Directed city charter review and amendment
• Converted sanitary landfill to "pay to play" golf course
Town of Flower Mound,Texas—Town Manager
1987 to 1990
Directed 111 employees (F/P) with $9,200,000.00 annual operating budget. Major
achievements follow:
• Reorganized town government to accommodate unprecedented growth (20 to
25%annual), increase efficiency and improve overall effectiveness
• Increased General Fund Reserve from $256,799.00 to$1,400,000 in one year and
secured a bond rating upgrade following Wall Street/rating agency presentations.
Secured one additional bond rating upgrade later.
• Successfully negotiated major developments and mediated disputes in transition
areas.
• Expedited Farm to Market Roads 1171 and 2499 (financed TOOT engineering
costs, secured additional rights-of-way and negotiated necessary zoning
changes)
Mike Tanner Page 3 of 4
• Directed $10,000,000.00 in capital improvements (Wastewater Treatment Plant
expansion and street improvements)
City of Universal City,Texas—City Manager
1983 to 1987
Directed 95 employees (F) with $4,800,000 annual operating budget. Major achievements follow:
• Reorganized city government to increase efficiency, improve effectiveness and
overall financial position
• Directed construction of new Municipal Building, Central Fire Station, Public Works
Center improvements and Animal Shelter without raising ad valorem tax rate,
utility rates or fees
• Enacted comprehensive zoning ordinance that promoted negotiated land
use and development
• Promoted Universal City industrial sites in Los Angeles Metro Area and San
Francisco Bay Area
City of Kingsville,Texas— Director of Planning and Community Development
1980 to 1983
Directed multiple departments (Planning, Building and Community Development), activities and
special projects. Major achievements follow:
• Improved image and customer service of departments
• Developed, implemented and administered new Subdivision Ordinance
• Wrote or administered Coastal Environmental Impact Program, Main Street U.S.A.
and Urban Development Action grants
• Coordinated Hurricane Allen debris removal
• Coordinated downtown holiday decoration
City of Ingleside,Texas—City Manager
1978 to 1980
Directed 60 employees (F/P) with $2,041,000.00 annual operating budget. Major achievements
follow:
• Directed home-rule process that established council-manager form of government
(first city administrator and city manager)
• Reorganized city government to increase efficiency, improve effectiveness and
overall financial position
• Developed as well as implemented new subdivision ordinance, zoning ordinance and
building codes
• Promoted industrial development of Intercoastal Waterway sites via the
construction of water lines and storage
• Constructed first city swimming pool.
Mike Tanner Page 4 of 4
EDUCATION
• Southwest Texas State University—Masters, Planning Administration
• University of Texas—Bachelor, Government Major
AFFILIATION AND MEMBERSHIP
• Texas City Management Association : Full Member (former member of Board of Directors,
former Chairman of Member/Public Relations Committee, former Vice-Chairman of Ethics
Committee, former Regional President, statewide mentor of new city managers and former
statewide speaker: strategic planning and performance measurement.
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.
Ronald Mack Holifield Page 2 of 8
City of Garland,Texas—City Manager
November 1991 to June 1994
• City Manager of this rapidly growing city,which owns and operates an electric production
and distribution system, a regional wastewater treatment system, a regional landfill, and
a heliport, and offers a variety of social services and strong cultural arts. The ninth largest
city in Texas, Garland's population was in excess of 220,000 with over 2,300 employees,
and an annual operating and capital budget in excess of$350 million.
• Hired to take this very traditional manufacturing-based community and rapidly position
it as a statewide leader, transforming its one-dimensional image and reputation as a blue-
collar suburb into that of a leading first tier city.
City of Plano,Texas—Assistant City Manager, Assistant to the City Manager
November 1986 to November 1991
• Served in a variety of capacities in this rapidly growing, premier city, including: Assistant
City Manager of Community Services, Assistant City Manager of Administration, Acting
Assistant City Manager for Development, and Assistant to the City Manager.
City of Farmersville,Texas—City Manager
1984 to 1986
• First City Manager of this full service city operating an electric system and two lakes.
City of Sundown,Texas—City Manager
1982 to 1984
• City Manager of this full service city operating a natural gas system and a golf course.
City of Lubbock,Texas—City Administrative Intern to the City Manager
1981 to 1982
• Administrative Intern to the City Manager.
EDUCATION
• Texas Tech University—Masters of Public Administration
• Abilene Christian University—Bachelor of Arts, Government Major/Student Association
President
Ronald Mack Holifield Page 3 of 8
MAJOR AWARDS for Municipal Organizations Managed
• 3CMA Economic Development Marketing Campaign Savvy Award Certificate of Excellence
for International Development and Local Realtor Ads -Garland
• International Association of 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 01 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
Ronald Mack Holifield Page 4 of 8
• 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
Ronald Mack Holifield Page 5 of 8
• 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
Ronald Mack Holifield Page 6 of 8
• 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
Ronald Mack Holifield Page 7 of 8
• 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
Ronald Mack Holifield Page 8 of 8
• 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
PROJECT METHODOLOGY
SGR provides a comprehensive scope of executive recruitment services, and each executive
recruitment service contract is tailored to meet the client's specific needs. However, a full-
service recruitment typically entails the following:
1. Organizational Inquiry and Analysis
• Outline 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
• Ongoing Communication with Applicants and Prospects
3. Initial Screening and Review
• Management of Applications
• Evaluation and Triage of Resumes
• Search Committee Briefing to Facilitate Selection of Semifinalists
4. Evaluation of Semifinalist Candidates
• Personal Interaction with 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
• Transition Strategy
8. Post-Hire Team Building Workshop(supplemental service,if desired)
• I-OPT Team Building Workshop
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 60,000 local government professionals, in
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, Linkedln, 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.
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
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)
• 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
Once the finalists have been selected, SGR will coordinate with you to schedule interviews.
First Year Game Plan (if desired)
The "First Year Game Plan" is a process where finalist candidates are provided with the contact
information for elected officials, key staff, and community leaders, and candidates are given
free rein to make contact with all of them in advance and use those insights to develop a "first
year game plan" based on what they know so far. Feedback is received from the key contacts
on their impressions of the finalist candidates from the interactions with the candidates prior to
the interviews. This exercise provides the opportunity to evaluate candidates' written and
interpersonal communication skills, as well as critical analysis skills.
Conduct Interviews
SGR will schedule interviews at a date/time convenient to your organization. This process can
be as simple, or as complex, as your organization desires. SGR will help you determine the
specifics you need. SGR will prepare sample interview questions and will participate throughout
the process to make it smooth and efficient.
Deliberations
SGR will facilitate a discussion about the finalist interviews and assist the Search Committee in
making a hiring decision or on whether to bring back one or more candidates for a second
interview.
Reference Checks
Our reference checks are the most comprehensive in the industry. We place very little
confidence on the references provided by the candidates since those can be expected to be
biased. Instead, we will typically talk to as many as 20 professional contacts for a given
candidate including elected officials, direct supervisors, direct reports, internal organizational
peers, professional peers in other organizations, civic leaders, and media representatives. We
always seek out the candidate's greatest critics and greatest fans to ensure a complete, yet
balanced, perspective and overview of each candidate.
Step 7: Negotiations and Hiring Process
Once the organization is ready to make an offer, SGR can provide additional assistance to the
client in the following areas.
Determine the Terms of an Offer
Upon request, SGR will provide comparative data for selected organizations, appropriate
employment agreement language, and other similar information to assist you in determining an
appropriate offer to extend to your candidate of choice.
Negotiate Terms and Conditions of Employment
SGR will assist to whatever degree you deem appropriate in conducting negotiations with the
chosen candidate. SGR will determine and define any special needs or concerns of the chosen
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.
TIMELINE STANDARD RECRUITMENT)
Task Weeks
• Contract Executed Week 1
• Outline Project Plan,Timeline
• Individual Interviews with Search Committee/Key Personnel
• Development of Position Profile Brochure Weeks 2-3
• Search Committee Reviews and Approves Brochure
• Ad Placements Weeks 4-7
• Accept Applications
• Email Distribution and Marketing of Position Profile
• Triage and Scoring of Resumes Week 8
• Search Committee Briefing(Slide Presentation)/Select Semifinalists Week 9
• Candidates Complete Questionnaire and Online Interviews
• Stage 1 Media Searches
• Deliverable:Semifinalist Briefing Books Week 10
• Search Committee Briefing/Select Finalist Candidates Week 11
• Comprehensive Media Search Stage 2 Weeks 12-13
• Comprehensive Background Screening Report
• Candidates Complete DiSC Management Assessment
• Deliverable: Finalist Briefing Books Week 14
• Conduct Interviews Week 15
• Deliberations
• Reference Checks
• Negotiations
• Announcement/Press Release
*Each recruitment timeline is different based on the particular needs of the organization. SGR has completed
searches in as little as 45 days, although this is not the recommended approach. We have also extended
recruitment well beyond 15 weeks,based on the preference of the client.
PROJECT COST
All-inclusive Maximum Price
Professional Services Fee: $ 18,500
Expenses Not-to-Exceed: $ 4,500
All-inclusive, Not-to-Exceed Maximum Price: $23,000*
Expenses Not-to Exceed
SGR does not bill the client for any expenses except for those explicitly detailed herein. Items
included in the Expenses Not-to-Exceed include:
• Professional production of a high quality brochure. This brochure (typically 4 pages) is
produced by SGR's graphic designer for a flat fee of$1,500.
• 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 three (3) 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 [-OPT reports (if reports were not previously
completed as part of the recruitment process), which include Individual Analysis Report,
Emotional Impact Management Report, Change Management Report, and Team
Management Report. Two-Person Reports can be ordered for an additional fee of $50
per report.
• 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.
PROVISION OF 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.
References
Michele Stayner, Executive Services Director
City of Winter Haven, Florida (pop. 36,000)
Email:mstayner@mvwinterhaven.com
Phone: 863-291-5622
Michael Cernech, City Manager
City of Tamarac, Florida (pop. 59,600)
Email: michaelc@tamarac.org
Phone: 954-597-3510
Tadd Phillips, Human Resources Director
City of Georgetown,Texas (pop. 50,800)
Email:Tadd.PhiIlips@georgetown.org
Phone: 512-930-2504
Missie Pustejovsky, Director of Human Resources
City of Waco,Texas (pop. 126,000)
Email: MissieP@wacotx.gov
Phone: 254-750-5740
Mitchell Normand, Human Resources Director
City of Amarillo,Texas (pop. 197,000)
Email: mitchell.normand@amarillo.gov
Phone: 806-378-3090
Recent Public Works/Utilities/Engineering Related Executive Searches
Full Service Searches
• Alice,Texas (pop. 19,000)-City Engineer(2013)
• Amarillo,Texas (pop. 189,000)- Director of Public Works (2016)
• Bainbridge Island, Washington (pop. 23,000) -Public Works Director(2013)
• Denton County Fresh Water Supply District 1-A,Texas-Director of Public Works (2014)
• Fort Lauderdale (pop. 178,700)-Assistant Public Works Director-Engineering (2018)
• Highland Park,Texas (pop. 9,300)- Director of Engineering (2017)
• Lee County, Florida (pop. 440,000)-Deputy Director of Utilities (2016)
• Missouri City, Texas (pop. 74,000)-Public Works Director/City Engineer(2017)
• 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)
• Terrell,Texas (pop. 19,000)-Assistant City Engineer(2013)
• 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. -Streets and Stormwater 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)
• Friendswood, Texas (pop. 37,000) -Public Works Director/City Engineer(2014)
• Georgetown,Texas (pop. 50,000)-Public Works Director(2016)
• Lewisville,Texas (pop. 105,000)-Public Services Director(2015)
• Midland, Texas (pop. 108,000)-Engineering Services Director(2013) and Director of
Utilities (2014)
• Mountrail-Williams Electric Cooperative, North Dakota-Electrical Engineer(2017)
• Mountrail-Williams Electric Cooperative, North Dakota-Senior Operations Electrical
Engineer(2017)
• Pearland,Texas (pop. 45,000)-Director of Projects and Engineering (2014)
• Pflugerville, Texas (54,000)-City Engineer(2016)
• Plainview,Texas (pop. 21,000)-Public Works Director(2016)
• Plano,Texas (pop. 273,000)-City Engineer(2013)
• Red Oak,Texas (pop. 11,500)- Director of Public Works (2018)
• Richardson, Texas (pop. 103,000)-Director of Public Works (2014)
• Shawnee, Kansas (pop. 65,000)—City Engineer(2018)
• Shreveport, Louisiana (pop. 199,000)—Director of Engineering and Environmental
Services (2015)
• Shreveport, Louisiana (pop. 199,000)—Director of Public Works (2015)
• Southlake, Texas (pop. 27,000)—Deputy Director of Public Works/City Engineer(2016)
• St. Charles, Missouri (pop. 66,000)— Public Works Director(2016)
• Terrell,Texas (pop. 19,000)— Engineering Project Manager(2014)
• Victoria,Texas (pop. 66,100)—Assistant Director of Public Works (2017)
• Williston, North Dakota (pop. 13,000)—Assistant City Engineer(2017)
• Winter Haven, Florida (pop. 36,000)—Utility Services Director(2018)
*Component based services 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.
Executive Recruitment Clients
Arizona • Jupiter
• Chandler • Lakeland
• Lee County
Arkansas • Palm Beach Shores
• Fort Smith • Plant City
• Hot Springs • Sunny Isles Beach
• Tamarac
Colorado • Winter Haven
• Arvada
• Aurora Georgia
• Commerce City • Albany
• Craig
• Durango Indiana
• Englewood • Clarksville
• Gunnison
• Mountain View Fire Protection District Iowa
• Northglenn • Davenport
• Pitkin County
• Trinidad Kansas
• Vail • Coffeyville
• Wheat Ridge • Hutchinson
• Lenexa
Connecticut • Manhattan
• Tolland • Overland Park
• Shawnee
Florida • Topeka
• Arcadia • Valley Center
• Boynton Beach • Wyandotte County/Kansas City
• Charlotte County
• DeLand Kentucky
• Delray Beach • Paducah
• Fernandina Beach
• Fort Lauderdale Louisiana
• Green Cove Springs • Shreveport
• Hallandale Beach
Michigan North Carolina
• Kalamazoo County Consolidated • Orange County
Dispatch Authority(KCCDA)
• Midland North Dakota
• Muskegon Heights • Mountrail Williams Electric Cooperative
• Williston
Mississippi
• Hancock County Port & Harbor Ohio
Commission • Beavercreek
• Franklin County
Missouri
• Ballwin Oklahoma
• Cameron • Altus
• Cape Girardeau • Bethany
• Grandview • Broken Arrow
• Lebanon • Chickasha
• Nixa • Choctaw
• Parkville • Edmond
• Raytown • Elk City
• Riverside • Guthrie
• Sikeston • Lawton
• Smithville • Miami
• Springfield • Mustang
• St. Charles • Oklahoma Municipal League
• Owasso
Montana • Stillwater
• Bozeman
Oregon
Nevada • Eugene
• Las Vegas
• Washoe County Tennessee
• Brentwood
New Mexico • Chapel Hill
• Farmington • Mount Pleasant
• Four Corners Economic Development • Murfreesboro
• Los Lunas • Nolensville
• Thompson's Station
Texas • Colleyville
• Abilene • Colorado River Municipal Water District
• Addison • Commerce
• Alamo Heights • Converse
• Alice • Copper Canyon
• Allen • Corpus Christi
• Alvin . Dalhart
• Amarillo • Dalworthington Gardens
• Angleton • Denison
• Anna • Denison Chamber of Commerce
• Argyle • Denton County Fresh Water Supply
• Arlington District 1-A
• Atlanta • Denton
• Austin • Duncanville
• Azle • El Paso MPO
• Bastrop • El Paso
• Bay City • Elgin
• Baytown • Fairview
• Bedford • Farmers Branch
• Bellaire • Farmersville
• Big Spring • Fate
• Boerne • Ferris
• Breckenridge • Flower Mound
• Brenham • Forney
• Bridgeport • Fort Worth
• Brushy Creek Regional Utility Authority • Freeport
• Burkburnett • Friendswood
• Burleson • Fulshear
• Burnet • Gainesville
• Canadian • Galveston
• Canton • Garland
• Carrollton • Georgetown
• Cedar Hill • Gonzales
• Cedar Park • Granbury
• Cleveland • Grand Prairie
• Clute • Grapevine
• College Station • Greenville
• Gulf Coast Water Authority • Lubbock
• Harris County ESD No. 48 • Lufkin
• Henderson • Marshall
• Hewitt • McKinney EDC
• Highland Park • McKinney
• Hudson Oaks • Memorial Villages PD
• Humble • Midland
• Huntsville • Midlothian EDC
• Hutto • Missouri City
• Hutto EDC • Montgomery
• Ingleside • Mount Pleasant
• Irving • Mount Pleasant EDC
• Jacksboro • Nederland
• Jacksonville • North East Texas Regional Mobility
• Jacksonville Development Corporation Authority
(JEDCO) (NET RMA)
• Joshua • North Richland Hills
• Kaufman • North Texas Emergency
• Keller Communications Center(NTECC)
• Kilgore • Odessa
• Killeen • Palestine
• Kyle • Paris
• La Porte • Pearland
• Lake Dallas • Pflugerville
• Lakeway • Piney Point Village
• Lake Worth • Plainview
• Lamesa • Plano
• Lancaster • Port Arthur
• League City • Port Lavaca
• Leander • Port Neches
• Levelland • Prosper
• Lewisville • Red Oak
• Lindale • Richardson
• Little Elm • Richland Hills
• Lockhart • Riverbend Water District
• Longview • Rockport
• Lorena • Rockwall
• Round Rock • Willow Park
• Rowlett • Wills Point
• Royse City • Yoakum
• Sachse
• Saginaw Washington
• San Angelo • Bainbridge Island
• San Marcos • Bellevue
• San Marcos/Hays County EMS • Burien
• Seabrook • Clallam County
• Seagoville • Clark County
• Sealy • Des Moines
• Snyder • Richland
• Socorro • Shoreline
• South Padre Island • Snoqualmie
• Southlake • Spokane
• Stephenville • Spokane Valley
• Sugar Land • Whitworth Water District#2
• Sweetwater
• Tarrant County 9-1-1 District Wyoming
• Taylor • Casper
• Temple
• Terrell Other Organizations
• TexAmericas Center • Institute for Building Technology and
• Texarkana Safety(IBTS)
• The Woodlands
• Tomball
• Trophy Club
• Tyler
• Van Alstyne
• Victoria
• Waco
• Waxahachie
• Weatherford
• West Lake Hills
• Westlake
• Westworth Village
• Wichita Falls
Executive Recruitment Positions
Development Services
Administration • Assistant Director of Planning and
• Assistant City Manager Development
• Assistant County Manager • Assistant Property Management
• Chief Administrative Officer Director
• City Administrator/City Manager/Town • Building Official/Chief Building Official
Manager • City Inspector
• City Secretary • Community Development
• Deputy City Manager Director/Manager
• Director of Administration • Deputy Director of Development
• Executive Director Services
• Development Services Director
Administrative Services/Internal Services • Municipal Services Director
• Administrative Services Director • Neighborhood Services Director
• Arts Director • New Urbanist
• Assistant Police Director • Planning& Community Development
• Chief Medical Examiner Director
• Event/Marketing Specialist • Property Management Director
• Intergovernmental Services Manager • Redevelopment Project Manager
• Management Assistant • Senior Building Inspector/Building
• Manager of Town Services Inspector
• Tourism and Community Development
Airport Director
• Airport General Manager
Economic Development/CVB
Animal Services/Environmental Health • Assistant Economic Development
• Animal Services Manager Director
• Animal Shelter Manager • Chamber of Commerce President
• Animal Welfare Manager/Director • CVB Executive Director
• Assistant Director of Code • Director of the Office of ED (County)
Compliance/Animal Welfare • Downtown Development Director
• Director of Animal Care and Control • Economic Development Corporation
• Director of Regional Animal Services President/CEO
• Environmental Health Director • Economic Development
• Executive Director of Animal Services Director/Executive Director
0 Economic Development Manager
• Executive Director of Port & Harbor Innovation, Process Improvement&
Commission Sustainability
• Senior Redevelopment Project Manager • Chief Knowledge Officer
• Vice President/Chief Econ Development
Officer Legal
• Assistant City Attorney
Finance • City Attorney(Individual and Firm)
• Accounting Services Supervisor • Court Administrator
• Assistant Director of Finance • Director of Municipal Court Services
• Budget Director/Manager/Officer • First Assistant City Attorney
• Capital Projects Budget Manager
• Chief Financial Officer Library
• Deputy Director of Finance • Librarian
• Finance Controller/Auditor/ • Library Director
Comptroller • Senior Librarian
• Finance Director/Finance Officer
• Finance Manager Marketing and Community Engagement
• Purchasing Manager • Community Relations Manager
• Senior Accountant • Community Services Administrator
• Senior Budget Analyst • Community Services Director
• Treasury Supervisor • Director of Community Affairs
• Director of Marketing and Community
Human Resources/Civil Services Engagement
• Assistant Human Resources Director • Public Information Officer
• Chief Performance Officer Public Relations Coordinator
• Director of Human Resources & Risk
Management Metropolitan Planning Organization
• Human Resources/Civil Services Director • Director of Metropolitan Planning
Organization
Information Technology
• Chief Information Officer Museum
• Chief Technology Officer Museum Director
• GIS Manager
• IT Assistant Director Parks and Recreation
• IT Developer/ Director/ Manager • Assistant Director of Parks and
• IT Manager(Police Department) Recreation
• Senior Software Developer 0 Parks and Recreation Director
• Park Superintendent • Deputy Director of Public Works/City
• Program Area Manager(Parks) Engineer
• Recreation Superintendent • Deputy Director of Utilities
• Director of Engineering &
Public Safety/EMS/Emergency Environmental Services
Management • Director of Projects & Engineering
• Assistant Fire Chief • Director of Public Services
• Assistant Police Chief • Director of Utilities
• Battalion Chief • Electric Utility Director
• Chief of Public Safety • Electrical Engineer
• Deputy Director, Emergency • Engineering Project Manager
Communications • Engineering Services Manager for Water
• Deputy Director- Police Administrative District
Services • Planning & Engineering Director
• Emergency Dispatch Director • Planning Manager
• Emergency Management Coordinator • Public Works Assistant Director
• EMS Executive Director • Public Works Director
• Executive Director, Emergency • Public Works Director/City Engineer
Communications • Sanitation Director
• Fire Chief • Utility Services Director
• Homeland Security and Emergency . Water District Executive Director
Management Director . Water District General Manager
• Lieutenant
• Police Chief Transportation/Fleet Services
• Public Safety Director • Assistant Municipal Garage
• Safety Services Manager Superintendent
• Director of Operations and Maintenance
Public Works/Utilities/Engineering • Director of Street Operations
• Assistant City Engineer • Equipment Services Manager
• Assistant General Manager for Water • Facilities Services Manager
District • Fixed-Base Operator Services
• Assistant Utilities Director • Fleet Equipment Services Manager
• Chief Plant Operator • Fleet Services Manager
• City Engineer • Senior Transportation Planner
• City Planner • Streets and Stormwater Director
• City Services Director • Transportation Manager
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.
December 2017: "1 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."
May 2017: "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."
May 2017: "...I do appreciate your and you 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."
May 2017: "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."
May 2017: "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."
April 2017: "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."
February 2017: "[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."
January 2017: "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."
December 2016: "1 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."
October 2016: "A special thank you to [recruiter]. He was very helpful during this process. I will
definitely be recommending SGR to my professional colleagues."
August 2016: "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."
July 2016: "1 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."
July 2016: "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."
June 2016: "1 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."
May 2016: "1 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."
April 2016: "1 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."
March 2016: "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."
February 2016: "1 just wanted to say how nice it is to get updates on the status of the search.
I'm in the process of looking at several positions and it can be very frustrating to sometimes go
months without knowing if the organization has chosen anyone. (Many places will not return
calls or emails inquiring about status, either.) No matter the outcome, this is definitely one of
the best run searches I have been a part of.Thanks again for keeping us all in the loop."
January 2016: "1 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."
4.v
ASSISTANT ~-
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WE BUILD
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THE COMMUNITY
he City of Fort Lauderdale is situated on the southeast coast of Florida, in the east-central portion
of Broward County, approximately 28 miles north of Miami and 42 miles south of Palm Beach.
The City shares boundaries with nine other municipalities, as well as unincorporated areas of the
County. This City is the county seat of Broward County and is a principal city of the Miami metropolitan
area, which is home to an estimated 6,012,331 people.
Incorporated on March 27, 1911, and supports a diverse range of industries, including
encompassing approximately 36 square miles marine, manufacturing, finance, insurance, real
with an estimated population of 179,063, Fort estate, high technology, avionics/aerospace, and
Lauderdale is the largest of Broward County's 31 film and television production.
municipalities and one of the ten largest cities
in Florida. Embraced by the Atlantic Ocean, New Fort Lauderdale also offers an outstanding quality
River, and a myriad of scenic inland waterways, of life, highlighted by a semi-tropical climate,
Fort Lauderdale truly lives up to its designation as rich natural beauty, and an array of cultural,
the "Venice of America." entertainment, and educational amenities.
Blessed with over 3,000 hours of sunshine each
Through the cooperative efforts of residents, year and pleasant year-round ocean breezes,
businesses,and local government,Fort Lauderdale world-famous Fort Lauderdale Beach offers
has evolved into a City that offers the best of both premier opportunities for recreation, relaxation,
worlds—an attractive business environment with and enjoyment. The picturesque Riverwalk serves
an outstanding quality of life. Fort Lauderdale is as the cornerstone of the City's arts, science,
a great place to live, work, and raise a family, and cultural, and historic district which features the
the City looks forward to continuing to build upon Broward Center for the Performing Arts, Museum
its success to meet the challenges of the 21 st of Discovery and Science, Museum of Art, and
Century and beyond. Old Fort Lauderdale Village and Museum. Las
Olas Boulevard has gained international acclaim
An advantageous economic climate has helped to as Fort Lauderdale's centerpiece of fashion, fine
establish the City of Fort Lauderdale as a world- dining, and entertainment. Additionally, the City's
class international business center and one of downtown area is home to Broward Community
the most desirable locations for new, expanding, College, Florida Atlantic University, Florida
or relocating businesses. Once known strictly as International University, the award-winning
a tourism-based economy, Fort Lauderdale now Broward County Main Library, and federal, county,
and school district offices.
FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING
ABOUT THE COMMUNITY Accolades and Awards
CONTINUED
The City of Fort Lauderdale parks offer a wide range of 14 1 a%,, ,
programs and activities to meet the health, recreation,
and leisure needs of its residents. Outstanding recreation
facilities provide an array of programming for all ages—from TOP 10 HAPPIEST #2 BEST AMERICAN
soccer, football, and swimming to nature walks, bingo, and CITY INFLORIDA- CITY FOR
ballroom dance. ONLYINYOURSTATE LGBT SENIORS-
SENIORADVICE
Area students are served by Broward County Public Schools
(BCPS), the sixth largest school district in the nation and the
second largest in the state of Florida. BCPS is Florida's first
fully accredited school system since 1962. BCPS has more
than 271,500 students and approximately 175,000 adult
students in 234 schools, centers, and technical colleges, and
93 charter schools. BCPS serves a diverse student population,
with students representing 204 different countries and 191 •
different languages. 11
#12 FOODIE #1 SINGLE-FAMILY
CITY IN AMERICA- HOUSING MARKET
WALLETHUB IN THE
UNITED STATES-
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SMALL BUSINESS FOR FAMILIES-
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THE KAUFFMAN MAN FOUNDATION
FOUNDATION
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TOP 10 BEST PLACES TO #3 BEST CITY FOR
4 RETIRE IN FLORIDA- SUMMERJOBS-
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WALLETHUB
FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING
GOVERNANCE AND ORGANIZATION
he City of Fort Lauderdale has been operating under a commission-manager
form of government since 1925. The City Commission is comprised of
the Mayor, who is elected at-large, and four Commissioners, who are
elected in non-partisan district races. Elections occur every three years
and each elected official is eligible to serve three consecutive three-year
terms. As the City's legislative body, the City Commission sets policy, ._
passes ordinances, adopts resolutions, and makes appointments to
advisory boards and committees.
The City Manager is appointed by and reports directly to the . •�,
City Commission. As Chief Executive Officer, the City Manager
is responsible for directing the City's day-to-day operations and
carrying out the policies set forth by the Commission. Lee R. `
Feldman, Fort Lauderdale's current City Manager, began serving in
June 2011. 1
%! ABOUT THE DEPARTMENT
The Public Works Department is made up of four Divisions:
■W.,
Engineering • Sustainability • Utilities • Strategic Support
_ he Public Works Department is a large provider of
r r� infrastructure services in Broward County and is responsible
for delivering many of the critical services and programs that
affect the daily lives of residents. The Department also produces
high quality drinking water, collects and treats wastewater,
manages solid waste through recycling, garbage, and yard waste,
- and oversees construction projects that provide direct neighborhood
benefits, including streets, drainage, sewers, parks, buildings, parking
facilities, fire stations, streetscapes, neighborhood improvements,
and more. The Public Works Department is committed to operating in a
sustainable manner that includes increased recycling, improved stormwater
management, environmental enhancement, and effective fleet maintenance.
FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING O
ABOUT THE DIVISION
Since the early 20th century, the City's Engineering Division has produced innovative designs for its
infrastructure and continues to manage its community investment and public right-of-way projects.
Projects are in compliance with approved plans, specifications, and applicable building codes and
meet high standards for quality, time, and cost, The City's engineers provide design supervision, design
verification, and project management services for water, sewer, stormwater, sidewalks, roadways, fire
stations, and various Public Works projects.
The Division's projects align with the City's Vision, Strategic Goals, and Objectives. The Engineering
Division takes pride in ensuring projects meet the community's needs and priorities as outlined by the
City Commission.The Department and the Division encourage continual learning, maintaining advanced
certifications and participation in trade organizations and conferences.The Engineering staff has multiple
PEs, master's degrees, and advanced certifications, along with decades of hands-on experience.
ABOUT THE POSITION
nder the direction of the Public Works Director, the Assistant Public Works Director-Engineering
performs highly responsible and complex managerial, administrative, and professional work and
assists the Department Director in directing and coordinating the operations of the Engineering
Division. The Assistant Public Works Director-Engineering performs responsible management,
administrative, and technical duties; plans, directs, and manages the Engineering Division in
connection with engineering design; and oversees construction, survey, inspection of public
works projects, and the Capital Improvement Program. This position requires a thorough
familiarity with construction management and construction laws, engineering and surveying
principles, the ability to exercise sound technical judgment on engineering issues, and the ability to
lead and direct divisional staff. Duties also include participation in the formulation, implementation,
and enforcement of divisional policies and handling a wide variety of special projects and assignments
of high complexity, priority, and importance.
Direct reports include two Assistant City Engineers and an Administrative Assistant II, with indirect
supervision of seven Senior Project Managers, the City Surveyor, two Program Managers, and related
Engineering Division employees comprising approximately 69 positions.
i
FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING
LEADERSHIP AND INNOVATION
he City's Engineering Division oversees a large and complex set of capital projects on an annual
basis and will be experiencing a significant increased project workload with recent and proposed
issuance of bonds to address a variety of infrastructure needs:
The City recently completed a Comprehensive efficient, modern, and resilient utility.
Utility Strategic Master Plan (CUSMP) which Stormwater improvements and projects typically
provides a holistic evaluation of the community's
entire water and wastewater system, identifying include roughly $8-$10 million annually, and the
needs and desires to operate, maintain, and City anticipates issuing $200 million in bonds in
improve systems, performance, efficiency, and early 2019 for additional projects planned for
quality of service to meet Fort Lauderdale's the next 5-10 years, including rehabilitation of
growing needs over the next 20 years. In seawalls at about $5 million annually to address
support of such, the City has developed the "Go climate resiliency concerns.
Big, Go Fast" initiative to accelerate water and , Transportation work includes roughly $1 million
wastewater community investment projects while annually for micro-surfacing and mill and
improving communications with neighbors about resurfacing, $1 million for transportation mobility
infrastructure investments. projects, and approximately $2 million annually
In January, the City issued $200 million in water to improve approximately 100 miles of the City's
and sewer revenue bonds in response to identified 425 total miles of sidewalks and walkways.
utility infrastructure needs arising from Consent Fort Lauderdale has 56 bridges in its inventory,
Order #16-1487 with the Florida Department of with rehabilitation work currently underway on
Environmental Protection(FDEP).The Engineering three bridges. The Engineering Division projects
Division has been tasked with implementation of rehabilitation work on 5-6 bridges annually over
all requirements in the Consent Order, including the next 5 years, at approximately $1-$2 million
mapping of existing assets, evaluating capacity of per bridge.
the collection system, and identifying assets with
insufficient capacity to meet projected demand The Engineering Division is also responsible forthe
over the next 10 years. design, construction, and maintenance projects
for almost 200 City properties, which typically
Other water and wastewater work includes involves 4-5 buildings/complexes (including fire
roughly $135 million in current utility projects, stations, storage facilities, energy management
$350 million in the 2018-2022 CIP for scheduled improvements, and facility inspections and
improvements, including treatment plant projects, associated design/construction repairs)at roughly
and approximately $20 million annually for
$445 million annually. Parks and Recreation
emerging projects typically added to Utility Capital facilities are also included in the Engineering
Improvement Plans. Division's projects, involving athletic fields, sports
In partnership with an Energy Services Company lighting, and related facilities at roughly $3-$4
(ESCO), Fort Lauderdale is in the planning stages million per year. The City's Parks Master Plan
of implementation of Automatic Meter Reading/ calls for a $50-$100 million bond issue which,
Advanced Metering Infrastructure (AMR/AMI) if approved, will result in increased Engineering
through the installation of water meters which work in this area.
will allow remote readings and real-time data Fort Lauderdale's General Aviation Executive
collection to improve billing accuracy, improve Airport (one of the busiest general aviation
leak detection, and increase revenues. airports in the countr
y)ry) also receives project
The Engineering Division is currently implementing support services from the Engineering Division,at
the Effective Utility Management (EUM) model $10 million peryear,depending upon the awarding
developed by the U.S. Environmental Protection of FAA and FDOT grant awards.
Agency (EPA) to meet the current challenges of
aging infrastructure and lay the foundation for an
FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING 0
IDEAL
CANDIDATE
he City of Fort Lauderdale seeks a creative, innovative Assistant Public Works Director-Engineering
to provide sound leadership forthe City's Engineering Division.The ideal candidate will be dynamic
and steadfastly strategic leader of high integrity who embraces a customer service philosophy.
The new Assistant Public Works Director-Engineering will be a change agent who recognizes the very real
challenges in the municipal engineering field and is committed to improving service delivery.
The City desires a thoughtful individual with excellent interpersonal communication and presentation
skills who can communicate effectively, both verbally and in writing, with engineers and non-engineers
and serve as a liaison between the Division and internal and external stakeholders. The Assistant Public
Works Director-Engineering will help lead a cultural transformation within the Division,fostering a culture
of transparency and serving as an advocate for the Division. The ideal candidate will have a proven
track record in implementing best practices in a municipal public works setting and skilled at navigating
political waters both with the public and internally within the organization.
The chosen candidatewill have strongtechnical knowledge and field experience in all areas of engineering.
The new Assistant Director will be a dedicated leader who is passionate about providing the highest
quality services possible and will place a high priority on increasing effectiveness and efficiency to meet
customer needs. The successful candidate will have experience managing both exceptionally large,
multi-million dollar simultaneous construction projects as well as smaller public sector projects from
groundbreaking to completion. The selected individual will need strong multi-tasking, decision-making,
and project management skills to ensure projects meet high quality standards and are completed in a
timely manner. An ability to remain calm and productive under pressure and adapt easily in a rapidly
changing environment is required.
The selected candidate will be a seasoned manager and mentor who will lead by example and ensure
productivity without micromanaging, instilling a sense of ownership and accountability throughout the
division and motivating all employees to delivera high level of service to citizens.The new Assistant Director
will be appreciative of employee contributions and open-minded to suggestions. The chosen candidate
will be comfortable working in a very diverse work environment and will encourage collaboration and
unite employees with a shared sense of purpose.An unbiased manager with experience in fostering high
performing teams, building trust, and promoting staff development will be successful in this position.An
ability to address and overcome conflicts with tact and diplomacy will be essential.
The new Assistant Director of Public Works-Engineering will be skilled in financial management, budget
administration, capital planning, and contract management and negotiations. Ensuring compliance with
federal, state, and local regulations is a critical component of the operational duties of this position.The
chosen individual will have broad knowledge of stormwater and utility management, as well as related
environmental and regulatory requirements. Experience with hurricanes and natural disasters, as well
as NIMS certification, is strongly desired.
FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING O
r
EDUCATION AND
EXPERIENCE
he selected candidate must hold a bachelor's
�
' degree in civil engineering, construction
i � tJIGHT '' management, or a closely related technical field
and must have five years of increasingly responsible
professional civil engineering experience in directing
CITY OF FORT LAUDERDALE PUBLIC WORKS D or assisting in directing a large public works program
B I
O� / involving the responsibility for engineering, project
FORT LAUDE management, administrative, and field operation;
experience must include oversight of budgeting
- and policy-making authority for the areas of
responsibility. Valid registration as a Professional
Engineer (PE) or the ability to obtain State of Florida
registration as a PE within six months of appointment
is required. A master's degree in engineering,
` a business, or public administration and certification
as a Project Management Professional (PMP) are
preferred qualifications.
COMPENSATION
AND BENEFITS
The Cityof Fort Lauderdale offers a competitive
p
salary depending on qualifications and
-' experience. The City provides a generous
benefits program including health, dental, life
.`'L insurance, and paid vacation and sick leave. In addition
to the competitive benefits package and salary, the City
offers 401(a) participation with a 9/o City contribution
and no employee match.
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FORT LAUDERDALE,FLORIDA:ASSISTANT PUBLIC WORKS DIRECTOR-ENGINEERING Q
r�S
i
S a
APPLICATION PROCESS
Please apply online at: http://bit.ly/SGRCurrentSearches
For more information on this position contact:
Doug Thomas, Senior Vice President SGR
Strategic Government Resources r
DouglasThomas@GovernmentResource.com
963-860-9314
This position is open until filled. To view the status of this position, please visit:
http://bit.ly/SGRCurrentSearches
The City of Fort Lauderdale is an Equal Opportunity Employer and values diversity in its workforce.
Applicants selected as finalists for this position will be subject to a comprehensive background check.
RESOURCES
4
City of Fort Lauderdale Greater Fort Lauderdale Chamber
www.fortlauderdale.gov/home of Commerce
www.ftichamber.com
Public Works
www.fortlauderdale.gov/departments/public- Greater Fort Lauderdale CVB
works www.sunny.org/
000Q)
File# 70100 : TESTCASE,JANET Page 1 of 10
Background Screening Report
FirsFI RSTC H EC + Check
PO BOX BOX 92033
Southlake,TX 76092
Phone:888-588-2525/888-588-2525
Fax:888-213-9341
FILE NUMBER 70100 REPORT DATE 04-02-2015
REPORT TO STRATEGIC GOVERNMENT RESOURCES ORDERDATE 04-02-2015 MELISSA VALENTINE
(20002) TYPE EXECUTIVE SEARCH-BACKGROUND
1117 Bourland Rd CHECK
Keller,TX 76248
Phone:214-676-1691
Fax:-
Application Information
APPLICANT TESTCASE,JANET SSN XXX-XX-6789 DOB 10-05-1962
ADDRESS(ES) 19 FOREST DR CITY/STATE/ZIP BEDROCK,TX 75214
Identity Development
Person Search-SSN TRACE/ADDRESS VERIF
RESULTS Records Found
SSN SEARCHED XXX-XX-f789 SEARCH DATE 04-02-20151:48 PM MDT
Applicant Information
FULLNAME/SSN DOB ADDRESS PHONE REPORTED DATE(S)
JANET TESTCASE 19 FOREST HILL First:2015-01-16
BEDROCK,TX Last:2015-04-02
County:HIDALGO
JANET LYNN 1962-10-05 19 FOREST HILL (954)547-3984 First:1995-02-13
TESTCASE BEDROCK,TX Last:2015-04-02
County:HIDALGO
JANET TESTCASE 1962-10-05 19 FOREST HILL First:1995-02-13
BEDROCK,TX Last:2015-04-02
County:HIDALGO
JANET L TESTCASE 7863 SLEEPING LILY (702)812-1460 First:1991-12-31
DR Last:1996-05-23
LAS VEGAS,MO 89178
County:JACKSON
SSN Information
SSN VALID ISSUED LOCATION ISSUEDDATERANGE
X00(-X0(-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.
Credit
Credit Summary
TOTAL TRADELINES 0 30 DAYS LATE 0
CURRENTLYSATISFACTORY 0 60 DAYS LATE 0
CURRENTLY DELINQUENT 0 90 DAYS LATE 0
PREVIOUSLY DELINQUENT 0 NEWESTTRADE
COLLECTIONICHR OFFS 0/0 OLDESTTRADE
PUBLIC RECORDS 0 INQUIRIES 0
Financial Summary
# PAYMENT TTL BALANCE PAST DUE UTILIZATION
MORTGAGE 0 $0 $0 $0
INSTALLMENT 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.
Variations
Personal Information Comparison
File# 70100 : TESTCASE, JANET Page 2 of 10
NAME SOCSEC DOB AKA
APPLICANT TESTCASE,JANET X)0(-)X-6789 10/05/1962
TU TESTCASE,JANET MISMATCH
Address Comparison
ADDRESS REPORTED
APPLICANT TU 19 FOREST DR,BEDROCK,TX 75214 04-02-2015
Employment Comparison
COMPANY POSITION REPORTED
NO EMPLOYERS DEVELOPED
Credit Bureau Report
Credit History
HISTORICAL E
REPORTED PAST DUE HIGH TIMES TYPE C
CREDITOR OPENING DATE DATE CREDIT BALANCE AMOUNT PAST DUE PRESENT STATUS 0
MONTHS REVIEWED DLA 30 SO 90+ TERMS A
NO TRADELINES DEVELOPED
ECOA KEY:B=BORROWER;C=CO-BORROWER;S=SHARED;J=JOINT;U=UNDESIGNATED;A-AUTHORIZED USER
Public Records
NO PUBLIC RECORDS DEVELOPED
Prior Inquiries
CREDITOR INQUIRYTYPE DATE SRC KIND OF BUSINESS ECOA
NO PRIOR INQUIRIES DEVELOPED
Repository Remarks
TU High Risk Fraud Alert;Available and Clear(HOl)
TU A SUMMARY OF YOUR RIGHTS UNDER THE FAIR CREDIT REPORTING ACT
PARA INFORMACION EN ESPANOL,VISITE WWW.CONSUMERFINANCE.GOV/LEARNMORE 0 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 DENY
YOUR APPLICATION FOR CREDIT,INSURANCE,OR EMPLOYMENT-OR TO TAKE ANOTHER
ADVERSE 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 OBTAIN
ALL THE INFORMATION ABOUT YOU IN THE FILES OF A CONSUMER REPORTING AGENCY
(YOUR"FILE DISCLOSURE"). YOU WILL BE REQUIRED TO PROVIDE PROPER
IDENTIFICATION,WHICH MAY INCLUDE YOUR SOCIAL SECURITY NUMBER.IN MANY CASES,
THE DISCLOSURE WILL BE FREE.YOU ARE ENTITLED TO A FREE FILE DISCLOSURE IF:
-A PERSON HAS TAKEN ADVERSE ACTION AGAINST YOU BECAUSE OF INFORMATION IN
YOUR CREDIT REPORT;
YOU ARE THE VICTIM OF IDENTITY THEFT AND PLACE A FRAUD ALERT IN YOUR FILE;
YOUR FILE CONTAINS INACCURATE INFORMATION AS A RESULT OF FRAUD;
YOU ARE ON PUBLIC ASSISTANCE;
YOU ARE UNEMPLOYED BUT EXPECT TO APPLY FOR EMPLOYMENT WITHIN 60 DAYS.
IN ADDITION,ALL CONSUMERS ARE ENTITLED TO ONE FREE DISCLOSURE EVERY 12
MONTHS UPON REQUEST FROM EACH NATIONWIDE CREDIT BUREAU AND FROM NATIONWIDE
SPECIALTY CONSUMER REPORTING AGENCIES.SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE
FOR MORE INFORMATION.
-YOU HAVE THE RIGHT TO ASK FOR A CREDIT SCORE.CREDIT SCORES ARE NUMERICAL
SUMMARIES OF YOUR CREDIT-WORTHINESS BASED ON INFORMATION FROM CREDIT BUREAUS.
YOU MAY.REQUEST CREDIT SCORE FROM CONSUMER REPORTING AGENCIES THAT CREATE
SCORES OR DISTRIBUTE SCORES USED IN RESIDENTIAL REAL PROPERTY LOANS,BUT YOU
WILL HAVE TO PAY FOR IT.IN SOME MORTGAGE TRANSACTIONS,YOU WILL RECEIVE
CREDIT SCORE INFORMATION FOR FREE FROM THE MORTGAGE LENDER.
-YOU HAVE THE RIGHT TO DISPUTE INCOMPLETE OR INACCURATE INFORMATION.IF YOU
IDENTIFY INFORMATION IN YOUR FILE THAT IS INCOMPLETE OR INACCURATE,AND
REPORT IT TO THE CONSUMER REPORTING AGENCY,THE AGENCY MUST INVESTIGATE
UNLESS YOUR DISPUTE IS FRIVOLOUS.SEE WWW.CONSUMERFINANCE.GOV/LEARNMORE FOR
AN EXPLANATION OF DISPUTE PROCEDURES.
-CONSUMER REPORTING AGENCIES MUST CORRECT OR DELETE INACCURATE,INCOMPLETE,
OR UNVERIFIABLE INFORMATION.INACCURATE,INCOMPLETE,OR UNVERIFIABLE
INFORMATION MUST BE REMOVED OR CORRECTED,USUALLY WITHIN 30 DAYS.HOWEVER A
CONSUMER REPORTING AGENCY MAY CONTINUE TO REPORT INFORMATION IT HAS VERIFIED
AS ACCURATE.
File# 70100 : TESTCASE, JANET Page 3 of 10
CONSUMER REPORTING AGENCIES MAY NOT REPORT OUTDATED NEGATIVE INFORMATION.
IN MOST CASES,A CONSUMER REPORTING AGENCY MAY NOT REPORT NEGATIVE
INFORMATION THAT IS MORE THAN SEVEN YEARS OLD,OR BANKRUPTCIES THAT ARE MORE
THAN 10 YEARS OLD.
-ACCESS TO YOUR FILE IS LIMITED.A CONSUMER REPORTING AGENCY MAY PROVIDE
INFORMATION ABOUT YOU ONLY TO PEOPLE WITH A VALID NEED-USUALLY TO CONSIDER
AN APPLICATION WITH A CREDITOR,INSURER,EMPLOYER,LANDLORD,OR OTHER
BUSINESS.THE FCRA SPECIFIES THOSE WITH A VALID NEED FOR ACCESS.
-YOU MUST GIVE YOUR CONSENT FOR REPORTS TO BE PROVIDED TO EMPLOYERS.A
CONSUMER REPORTING AGENCY MAY NOT GIVE OUT INFORMATION ABOUT YOU TO YOUR
EMPLOYER,OR A POTENTIAL EMPLOYER,WITHOUT YOUR WRITTEN CONSENT GIVEN TO THE
EMPLOYER.WRITTEN CONSENT GENERALLY IS NOT REQUIRED IN THE TRUCKING INDUSTRY.
FOR MORE INFORMATION,GO TO WWW.CONSUM ERFINANCE.GOV/LEARN MORE.
-YOU MAY LIMIT"PRESCREENED"OFFERS OF CREDIT AND INSURANCE YOU GET BASED ON
INFORMATION IN YOUR CREDIT REPORT.UNSOLICITED"PRESCREENED"OFFERS FOR
CREDIT AND INSURANCE MUST INCLUDE A TOLL-FREE PHONE NUMBER YOU CAN CALL IF
YOU CHOOSE TO REMOVE YOUR NAME AND ADDRESS FROM THE LISTS THESE OFFERS ARE
BASED ON.YOU MAY OPT-OUT WITH THE NATIONWIDE CREDIT BUREAUS AT
1-888-567-8688(888-50PTOUT).
-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 A
CONSUMER REPORTING AGENCY VIOLATES THE FCRA,YOU MAY BE ABLE TO SUE IN STATE
OR FEDERAL COURT.
-IDENTITY THEFT VICTIMS AND ACTIVE DUTY MILITARY PERSONNEL HAVE ADDITIONAL
RIGHTS.FOR MORE INFORMATION,VISIT WWW.CONSUMERFINANCE.GOV/LEARNMORE.
STATES MAY ENFORCE THE FORA,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 ME14BER 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, 11N 55480
BANKS), COMMERCIAL LENDING COMPANIES 1-888-851-1920
OWNED OR CONTROLLED BY FOREIGN BANKS, WEBSITE ADDRESS:
AND ORGANIZATIONS OPERATING UNDER WWW.FEDERALRESERVECONSU14ERHELP.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, 140 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
File#70100 : TESTCASE, JANET Page 4 of 10
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
Source Information
Creditors
CREDITOR SUBCODE ADDRESS PHONE
NO CREDITORS DEVELOPED
Submission Results
APPLICANT BUREAU DATE RESULT
APPLICANT TRANSUNION 04-02-2015 02:39:39 PM NO RECORD FOUND
Repository Referral
TransUnion Consumer Relations
www.transunion.oDm/myoptions
2 Baldwin Place
P.O.Box 1000
Chester,PA 19022
800-888-4213
Comments
•"End of Credit Report
Investigative
County Criminal Records Search
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
Count-1
TYRE MISD CLASS B OFFENSE DRIVING WHILE INTOXICATED
DISPOSITION CONVICTED
DISPOSITION DATE 10/01/2010 OFFENSEDATE 03/04/2010
SENTENCE 18 MOS PROBATION/$1000.00 FINE
OTHERINFO 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
File# 70100 : TESTCASE, JANET Page 5 of 10
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.
COUNTY WANTS AND WARRANT
NO REPORTABLE RECORDS FOUND-DALLAS COUNTY
JANET TESTCASE
State Criminal Records Search
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.
Federal Criminal Records Search
RESULTS No Reportable Records Found
NAW SEARCHED TESTCASE,JANET SEARCH DATE 04-02-2015 1:47 PM MDT
DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years '...
JURISDICTM 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.
InstaCriminal National Search
RESULTS No Reportable Records Found
NAN.E SEARCHED TESTCASE,JANET SEARCH DATE 04-02-2015 1:30 PM MDT
DOBSEARCHED 10-05-1962 SEARCH SCOPE
JURISDICTION NATIONWIDE '..
JURISDICTION(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.
Global Homeland Security Search
RESULTS No Reportable Records Found
NAMESEARCHED 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,MIPTTerrorism
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
File# 70100 : TESTCASE,JANET Page 6 of 10
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)-
Discipl(nary 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.
Sex Offender Records Search
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.
County Civil Records Search
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***
PWNTIFF JANETTESTCASE CASE NUMBER CV556566
DEFENDANT CITY OF ROCKY ROAD COURTNAME COUNTY CT 456
FILE DATE 07/15/2011 JURISDICTION
PLAINTIFF MARK A FISHER CASETYPE CIVIL-HARASSMENT
ATTORNEY
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 records)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.
Credentials
Education Verification
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 JANETTESTCASE
INSTITUTION FAX
INSTITUTION EMAIL
SUBJECT-PROVIDED INFORMATION INSTmRION-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
Instant Driving Records
RESULTS License Found
File# 70100 : TESTCASE, JANET Page 7 of 10
STATE OF ISSUE Texas SEARCH DATE 04-02-2015 1:37 PM MDT
LICENSE NUMBER 09555186
License Number: 01234567
License State: TX
Full Name: TESTCASE,JANET
DOB: 1962-10-05
Address: 19 FOREST DRIVE BEDROCK,TX 79501
License Info
Status: CLEAR
Class: C
Class Description: Non-Comm.C-Single or comb veh,not in class A or B
Expiration Date: 2018-10-05
Original Issue Date: 1978-03-16
Other License Info
Report Message: NO ENTRIES FOUND FOR THIS PERSON
MVR Status: MVR found
MVR History Length: 3
MVR 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.
File # 70100 : TESTCASE, JANET Page 8 of 10
COMPREHENSIVE REPORT
Subject Information: (Best Information for Subject)
Name: JANEr LTESTCASE DOB:10/05/1962
SSN: 123-45-xxxx issued in TEXAS between 0110111975 and 1213111976
Age:31
Names Associated With Subject:
JANET LTESTCASE 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:
ry�2 Found
AActive Address(es):
i Found
0 Previous&Non-Verified Addr:
1 Found
9 Possible Criminal Records:
None Found
ASexual Offenses:
None Found
ffffl Driver's License:
1 Found
a Motor Vehicles Registered:
1 Found
'%Concealed Weapons Permit:
None Found
DEA Controlled Substances:
None Found
Professional Licenses:
None Found
�'Watercraft:
None Found
4 Bankruptcies:
None Found
3.Liens and Judgments:
None Found
UCC Filings:
wNone Found
C1.7 Possible Properties Owned:
��p1 Found
[A 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-Conned Date: 4/28/2011
,/21027 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): a
19 FOREST HILL DR,BEDROCK,TX 77406-6453,HIDALGO COUNTY
Name Associated with Address:
JANET TESTCASE
Current Residents at Address:
DAVID TESTCASE
Property Ownership Information for this Address
Property:
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,HILAAGO 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
File#70100 : TESTCASE,JANET Page 9 of 10
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 W,RICHMOND TX 77469-1826,FORT BEND COUNTY(2014-Jan 2015)
Name Associated with Address:
DAVID TESTCASE
Current Residents at Address:
STEVEN FRYER
Property Ownership Information for this Address
Property:
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]
Q Drivers 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:4TIBE30K26U67
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 LTESTCASE
LexID:8071868866
Potential SSNjj: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
'Ej Concealed Weapons Permit:
[None Found]
1';1DEA Controlled Substances:
.__. [None Found]
®Professional License(s):
[None Found]
tWatercraft:
File# 70100 : TESTCASE, JANET Page 10 of 10
[None Found]
Bankruptcies:''
[None Found]
�+Liens and Judgments: 3
[None Found]
®UCC Filings:
[None Found]
Possible Properties Owned by Subject:"
Property:
Parcel Number-6469-03-002-0010-901
Owner Name:JANET LTESTCASE 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:
NONEFOUND
Disclaimer
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.
"'End Of Report"'