COPY

Proposal for Executive Recruitment Services

Town Manager
Town of Jupiter, Florida
RFP # HR2017-01

March 2017

Strategic Government Resources

Ron Holifield, CEO
P.O. Box 1642
Keller, Texas 76244
214-676-1691
Ron@GovernmentResource.com
 March 9, 2017

Ms. Sally Boylan Town Clerk

Town of Jupiter
210 Military Trail
Jupiter, Florida 33458

Dear Ms. Boylan:

Thank you for the opportunity to submit this proposal to assist the Town of Jupiter in your
search for a new Town Manager.

SGR is one of the top three local government executive recruitment firms in the nation and has
the unique ability to provide a personalized and comprehensive recruitment to meet your
needs.

I would like to draw your attention to a few key items that distinguish SGR from other
recruitment firms:
• SGR has over 75,000 email subscribers to my weekly “10 in 10 Update on Leadership and
Innovation” e-newsletter.
• SGR will also send targeted emails to our database of over 4,000 city/county
management officials.
• SGR’s website, where this position would be posted, receives over 23,000 local
government official visitors each month, with over 210,000 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 1,200 jobs listed at any given time.
• SGR is the only search firm with a social media expert on staff, which provides a
comprehensive social media marketing campaign that includes email, Facebook,
Twitter, LinkedIn, Pinterest, and Instagram.

The simple fact is that 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 Town of Jupiter. I look
forward to discussing in more detail how we can help you select an exceptional Town Manager
and am available to visit in person with you at your convenience.

P.O. Box 1642 Keller, Texas 76244 817-337-8581 www.GovernmentResource.com

Respectfully submitted,

Ron Holifield
Chief Executive Officer
Strategic Government Resources
Ron@GovernmentResource.com
Cell: 214-676-1691
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
Tab 15 Required Forms
Company Contact Information

Contact Information for Binding Official / Primary Contact

Cyndy Brown, Managing Director of Operations

Strategic Government Resources

Address: P.O. Box 1642, Keller, TX 76244

Office: 817-337-8581
Fax: 817-796-1228
Email: CyndyBrown@GovernmentResource.com
Website: www.governmentresource.com

Alternate Contact

Ron Holifield, Chief Executive Officer

Strategic Government Resources

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 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:

Colorado Florida Missouri Oklahoma Pennsylvania Texas

Denver Kissimmee Gladstone Stillwater Philadelphia Abilene
Lakeland Corpus Christi
Dallas
Granbury
Greenville
Lubbock
Murchison
Seabrook
Sugar Land

Executive Recruitment Team

• Ron Holifield, Chief Executive Officer
• Cindy Hanna, Managing Director of Finance
• Melissa Valentine, Managing Director of Recruitment and Human Resources
• Kristin Navarro, Recruitment Director
• Katherine Lindley, Digital Communications Manager
• Becky Welch, Recruitment Coordinator
• Delena Franklin, Recruitment Coordinator
Executive Recruitment Team (continued)
• Sherry Green, Recruitment Coordinator
• Muriel Call, Research Manager
• Andra Henson, Research Specialist
• Doug Thomas, Senior Vice President
• Bill Peterson, Senior Vice President - Executive Recruitment
• Gary Holland, Senior Vice President - Executive Recruitment
• Katie Corder, Senior Vice President - Executive Recruitment
• Kirk Davis, Senior Vice President – Executive Recruitment
• Larry Gilley, Senior Vice President – Executive Recruitment
• Mike Tanner, Senior Vice President - Executive Recruitment
• Molly Deckert, Senior Vice President - Executive Recruitment
• Tommy Ingram, Senior Vice President - Executive Recruitment
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 70,000 subscribers.
• SGR has an opt-in subscriber database of over 4,000 city/county management
professionals.
• SGR has formal collaborative partnerships with Maryland Municipal League, Ohio
City/County Management Association, Missouri Municipal League, Oklahoma Municipal
League, National Public Employers Labor Relations Association, Engaging Local
Government Leaders, City Management Association of Oklahoma, and Texas Fire Chiefs
Association.
• 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.
• SGR hosted its 2017 Annual Conference on January 25-26, 2017. This conference is
designed for local government professionals and featured sessions carefully chosen to
enhance leadership development and encourage networking, all while focusing
specifically on local government. For more information and highlights visit:
https://www.governmentresource.com/SGR2017.
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 has never had a client embarrassed by surprises about a
candidate. 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.

Five Way Guarantee

SGR provides the strongest guarantee in the industry.
1. Our price is our price. You will never be charged an additional fee because we need
to come to another meeting or spend extra time.
2. You always have 24/7 cell phone and email access to the executive recruiter and
SGR’s CEO.
3. If you do not find the right candidate, we will start the process over with no
additional professional fees.
4. If we place a candidate, that 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.
5. If we place a candidate with you, we will not directly solicit them for another job.
Key Personnel for this Recruitment

Doug Thomas, Senior Vice President

Doug Thomas joined SGR in 2015 and heads up SGR's Florida office, where he focuses on
executive recruitment, leadership development, and training for local governments.

Prior to joining SGR, Doug served as City Manager for the City of Lakeland, Florida, where he
has vast experience working with state and local government leaders, private partnerships, and
is a charter member of Florida Business Watch. Doug is a regular presenter at national, state
and local association conferences and meetings on topics ranging from electric utilities, park
and recreational developments, legislative advocacy, strategic planning and budgeting,
performance reviews for the Chief Executive, and other municipal programs and practices.

Doug served as City Manager for the City of Alma, Michigan, and Assistant City Manager for the
City of Grand Haven Michigan. He also served with the Maryland cities of Rockville, and
Landover Hills. Doug holds a Bachelor of Arts in Political Science and History from Bowling
Green State University, and a MPA from The American University, Washington, D.C.

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 in 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 high profile in the city
management profession.

Ron holds a Bachelor of Arts in Government from Abilene Christian University and a Master’s in
Public Administration from Texas Tech University.
 Douglas B. Thomas
874 Summerfield Drive
Lakeland, Florida 33803
Cell (863) 860-9314

PROFESSIONAL EXPERIENCE

Senior Vice President (October 2015 to current)

Strategic Government Resources

Based in Keller Texas, Strategic Government Resources (SGR) exists to help local
governments be more successful by Recruiting, Assessing, and Developing Innovative,
Collaborative, Authentic Leaders.

Examples of experience:

Coordinate executive search functions for City Managers, City Attorneys, and
Department Head positions for local governments across the country. Provide various
services to clients including leadership development, assessments, governing body and
senior leadership team retreats, community and organizational strategic visioning, and
Priority-Based Budgeting, and other related services to promote innovation in local
governments. Represent SGR as a regular presenter at national, state, and local
association conferences and meetings on topics ranging from electric utilities, park &
recreational developments, legislative advocacy, strategic planning, Priority-Based
Budgeting, performance reviews for the Chief Executive, and other municipal programs.

City Manager (December 2003 to September 2015)

Lakeland, Florida

Serve as Chief Executive Officer for the city which is centrally located along the I-4
corridor between Tampa and Orlando with a population of over 100,000. Lakeland
offers its residents a full array of municipal services, including a municipal-owned electric
generation and distribution utility that is ranked as the 3rd largest in the state and
among the top 25 nationwide. The organization’s annual budget is approximately $600
million and employs approximately 2,500 personnel. The city is home to the Detroit
Tigers during Major League Baseball’s Spring Training; the Experimental Aircraft
Association’s Annual Sun ’n Fun Fly-in, recognized as America’s second largest aviation
event of its type, Florida Southern College, which features the world’s largest one-site
collection of buildings designed by the legendary architect, Frank Lloyd Wright and the
state’s 12th university, Florida Polytechnic University, which will start its inaugural class
in the fall of 2014.

Examples of experience:

Financial:

Implementation of innovative and award winning Performance Budget that aligns the
city’s Strategic Planning processes into the annual financial and operational document.
The approach involves a robust forward looking process, adoption of Actionable Items
and tracking of Key Success Indicators to track progress on initiatives and benchmark
services to comparable communities.
One of the first municipalities in the country to enact a Budget by Priorities fiscal model
to ensure strategic resource allocation are made in areas that advance the Vision,
Mission and Goals of the community. The innovative approach was presented in 2013 at
an International City/County Management Association & Alliance for Innovation Priority
Based Budgeting Conference “Summit of Leading Practices.”

Developed fiscal and operational strategies to address an inherited wholesale power

supply contract that failed to fully cover fuel costs which ultimately resulted in a $92
million loss over its term. The multifaceted response involved negotiations to shorten
the original term, coupled with utility-wide restructured operations; strategic short and
long term maintenance and capital planning; a smaller and more efficient workforce;
implementation of a quarterly fuel adjustment process and revisions to fuel hedging
programs; creation of a Risk Oversight Committee; a new governance oversight
structure involving representatives from all rate classes along with elected officials; and
adoption of a formalized methodology for calculating the transfer of dividends to the
host government. Collectively, these improvements positioned the electric utility from
being one of Florida’s highest cost providers to the lowest cost provider across almost all
rate classes.
Restructured local municipal employee pension plans, including bifurcation of Police and
Fire Plans from the General Employee Plan, in addition to being a frontrunner
community to offer a hybrid defined benefit-defined contribution plan option to better
meet the varying needs of employees in a fiscally sustainable manner.

Improved City’s bond ratings through sound financial management and regular meetings
with rating agencies, with City General Obligation currently rated AA by Fitch; Lakeland
Electric at AA with Standard & Poor’s and AA- by both Fitch and Moody’s, and
Water/Wastewater Utilities at AA+ with Fitch.

Successfully merged numerous stand-alone departments and divisions including

Facilities, Fleet, Records Retention, Information Technology, Purchasing, and Civil
Service/Retirement Services into more efficient consolidated operations

Public/Private Partnerships:

Partnered with private medical provider for the implementation of the City’s HealthStat
Employee Wellness Clinic, representing one of the first local government implemented in
Florida, to address increasing costs in the city’s self-insured medical plans. In 2013, the
Clinic saved an estimated $3.7 million on medical and Workers Compensation claims
through provided services. The program has resulted in a 4-1 return on investment and
is regularly used as a benchmark for many other communities and corporate wellness
program start-ups.

Charter member of Florida Business Watch, which is an organization designed to

connect private sector partners with local government officials to share knowledge,
goals and opportunities for the betterment of our communities. It is a truly unique group
designed to promote good public policy and opportunities across the State of Florida. I
was pleased and honored to receive their inaugural "Essential Piece Award" in May,
2014.
Award winning Fleet partnership with NAPA resulting in cost avoidance of over $200,000
per year in parts inventory, coupled with privatized tire services with GCR Tire Centers
which yields annual savings of $111,000. The Fleet Division was recognized in 2013 as
“100 Best Fleets” by Government Fleet Magazine for third straight year.

Partnership with SunEdison, LLC for the development of solar photovoltaic generation
facilities to leverage private capital financing and tax credits that would otherwise be
unavailable to a municipal electric utility. The agreement involved privately financed,
ownership and operation of up to 24 MW of ground and rooftop solar farms in return for
a 25 year purchased power agreement with Lakeland Electric. The largest installation
involved a 5.3 MW facility on 45 acres at the city’s airport which required special
approval from the FAA which was the first of its kind in the southeast region. As host of
the facility, the airport received a discount on its electric bill enabling it to finance a
variety of HVAC and lighting energy efficiency upgrades that further reduced energy
costs.

Negotiation of innovative 30-year agreement with Tampa Electric Company (TECO), the
Southwest Florida Water Management District (SWFWMD) and Lakeland’s Water Utilities
Department for the use of reclaimed water from the city’s wetland’s facility involving the
construction of $65 million pumping station and 15 mile transmission pipeline to supply
5 MGD of alternative water supply to TECO’s Polk Power Station for cooling purposes.
In conjunction with the agreement, Lakeland secured a 20-year water groundwater
permit from SWFWMD and eliminated the need for ongoing NPDES permit costs and
requirements for discharge from the wetlands into the Alafia River.

Economic Development:

Proven track record of economic development success with personal involvement in

roughly 50 industrial and high tech projects resulting in 7 million square feet of new
development, $510 million in capital investment and approximately 5,000 new jobs.
Projects include leading companies in the areas of high tech, health care, medical
supplies and packaging, pharmaceuticals, aviation, call centers, brewing and
wine/spirits, food processing, flavorings, warehousing/logistics, in addition to a diverse
range of industrial operations.

Economic development approach has involved the configuration of a “One Stop Shop”
consolidating all city utilities and permitting, coupled with a dedicated ombudsman to
overcome any challenges and to ensure projects meet their desired development
schedule with certainty.

Creative development approaches ranging from the negotiation of an economic

development electric rate to secure a $45 million air separation plant that became the
utility’s 2nd largest customer including locating the development on city-owned land
adjacent to the power plant for reliability purposes and utilization of re-use water to
crafting a proposed $37 million baseball stadium improvement and associated training
campus agreement in support of the Detroit Tigers Major League Baseball organization.

Innovation/Technology:

Development and implementation of new “form-based” zoning code which involves

emphasis on physical design, building scale and neighborhood character in contrast to
traditional zoning code approach.
Implementation of Lakeland Electric’s $35 million Smart Grid initiative to enable
customers to view and control their energy consumption and costs with time of use
rates through web-based portal, reduced distribution system operations and
maintenance costs, and improved system reliability and outage management. Initiative
was supported with a $20 million federal grant for the installation of 124,000 smart
meters, automated meter infrastructure and highly protected data management/security
system.

Conversion of manual system to new weekly Pay-As-You-Throw EZ Can solid waste and
recycling automated collection system. Program has become recognized as an industry
leader by public and private waste management entities across the U.S. for driving best
practices in full implementation and utilization of Radio Frequency Identification (RFID)
technologies

Implementation of Rapid Process Improvement (RPI) Teams to assist departments in

identifying potential projects and quickly develop low to no cost solutions to improve
operational efficiencies. Process involves trained RPI employees working with key
individuals involved in a project to break out the individual steps of process over the
course of a week to eliminate bottlenecks and streamline operations.

Development of unique combined municipal and Aircraft Rescue Fire Fighting (ARFF) fire
station in support of the airport’s FAA requirements coupled with cost effective method
to improve the city’s ISO rating in southwest Lakeland from class 10 to class 3.

Development of Power Academies with the Polk County School Board to expose high
school students to careers in the electric industry The innovative program has been
featured in numerous state and national conferences as an industry model in response
to the electric utility industry aging workforce challenges.

Intergovernmental Relations:

Member of the Florida League of Cities ‘Keys to the City” Task Force which was
comprised of 37 municipal officials from across the state to develop a state policy
agenda that was presented to newly-elected Governor Rick Scott to remove barriers that
prevent cities from prospering; developing policies that promote local self-governance;
invest in the economic vitality of cities as incubators or progress and allow cities to
protect their community’s quality of life.

Outsourced the City’s utility bill and business tax processing operations with the Polk
County Tax Collector, resulting in one-time capital savings $100,000 and elimination of
$200,000 in annual costs.

Extensive successful federal and state advocacy to advance the City’s Annual Legislative
Agenda, including a wide range of topics including passenger and freight rail, pension
reform, local and intergovernmental revenues, municipal bonds, funding for local capital
projects and initiatives, airport and convention operations, Major League Baseball Spring
Training, red light camera programs in addition to general government and utility
matters.
Regular presenter at various national, state and local association conferences and
meetings on topics ranging from electric utilities, park & recreational developments,
legislative advocacy, strategic planning and budgeting, performance reviews for the
Chief Executive and other City of Lakeland programs and practices.

City Manager (June 1989 to November 2003)

Alma, Michigan

Served as Chief Executive Officer for a full service city centrally located in the State of
Michigan. Alma is the core community within the area where many of the county’s
42,000 residents work, shop and rely upon the community’s recreational, retail and
cultural facilities. The city is also home to Alma College, and is also known as “Scotland,
USA” for hosting the annual Alma Highland Festival and Games, recognized as one of
North America’s most popular Scottish events.

Examples of experience:

Public/Private Partnerships:

Organized the city’s first Tax Increment Financing Authority that resulted in a public
investment of roughly $1.2 million that leveraged over $20 million in private funds and
maintained one of the city’s largest industries and employers.

Coordinated the investigation and strategy of establishing a competitive municipal

electric utility estimated to save the community an estimated $40 million over ten years.
Project received national attention and was one of the country’s first municipal electric
deregulation cases before the Federal Energy Regulatory Commission (FERC). Issue
involved direct testimony, extensive legislative monitoring and advocacy at both the
federal and state level.

Secured a “Covenant not to Sue” from the State of Michigan to provide legal protection
to both the city and a new industry as part of a project to redevelop a former ethanol
plant to an asphalt emulsion production and distribution facility. Development resulted in
the conversion of a delinquent property tax reverted property into one of the city’s top
ten taxpaying entities.

Negotiated a multi-year, multi-million dollar tax appeal involving a petroleum refinery

that comprised 20% of the community’s tax base. The settlement involved a uniquely
structured agreement that provided stability to the city’s tax base, satisfied the company
and included a refund to cover all public defense costs associated with the appeal.

Served as a member of the Gratiot Technical Educational Center (GTEC) Development

Committee which led to the development of a new job training and educational center to
assist area businesses and industries attract and retain skilled personnel.

Negotiated the groundwork agreement to relocate a scrap yard operation from a site
adjacent to a riverfront and the central business district to a former industrial
“brownfield” site and facilitate the redevelopment of the former scrap yard property to a
mixed-use commercial/office, and recreational area.
Intergovernmental Relations:

Played a leadership role in the consolidation of four separate jurisdictional public safety
dispatch operations into a countywide E-911 Central Dispatch Center. Project involved
union negotiations, equipment financing, development of an intergovernmental
contribution formula and public information campaign.

Initiated and co-chaired a multi-jurisdictional committee to address traffic, safety and

development concerns along the city’s busiest transportation corridor. Process led to the
establishment of a corridor master plan and subsequent construction of service drives,
numerous roadway extensions, traffic signal installations and future design standards.
Negotiated unique property acquisitions and development agreements to implement the
plan.

Steering committee member of the Gratiot County Strategic Planning Committee and
Co-Chaired the Intra-Intergovernmental Subcommittee. The effort has led to improved
cooperative strategies between the various local governmental units within the county.

Negotiated Conditional Land Transfer Agreements with neighboring townships to enlarge

the city by approximately 400 acres. One such agreement established the framework
for the development of an Urban Growth Boundary to define the parameters for future
land transfers to the city.

Nurtured the creation of the Mid-Michigan Area CATV Consortium that includes eleven
communities served by a common cable operator in an effort to consolidate franchise
negotiation strategies and costs, pool franchise fees to expand public access
programming and resources, and implement common telecommunication ordinances
and permit processes throughout the area.

Development of a proposed multi-jurisdictional recreational authority involving multiple

public school systems and local governments within the county. Proposal involved the
creation of an Interlocal Agreement and cost sharing financial model.

Financial:

Directed the conversion of the historical annual financial plan to a performance based
Program Budget that is policy oriented for review by the City Commission and public in
their oversight and analysis of the municipal operations. Document has consistently
received the “Distinguished Budget Presentation Award” from the Government Finance
Officers Association.

Management of financial and operational plan in response to the closure of the city’s
largest industry. Plan involved the development of an Early Retirement Incentive
Program that allowed the city to reduce its workforce by approximately 11% without the
need for layoffs, implementation of organization-wide restructuring plans and
maintenance of subsequent budgets at historical millage levels.

Initiated annual strategic planning and budget goal setting sessions for the City
Commission and department staff utilizing statistical trends and forecasts to support
long-range visioning.
Participated in the financial and administrative analysis associated with the re-rating of
the organization that resulted in an upgrade from Baa1 to A-, with bond interest rate
proposals typically reflecting A rated entities.

Coordinated and oversaw the filing of various project applications which resulted in over
$7 million of federal, state and local grant supported projects for park improvements,
infrastructure developments, housing rehabilitation programs, brownfield
redevelopments, library automation and airport capital improvements.

Developed the organization’s first Capital Improvement Plan which provides a five-year
development and financial strategy associated with significant public improvements and
equipment purchases.

Innovation/Technology:

Initiated the selection and development of computerization technology throughout the

organization resulting in new hardware and software in every department, a municipal
Local Area Network linking common data, a municipal website, an automated circulation
and Internet access program for the library and the implementation of a geographical
information system.

Coordinated the effort to eliminate fueling stations at both the municipal and public
school maintenance garages which resulted in the development of a private automated
attendant system that serves both entities in addition to a number of other area
businesses.

Converted a limited bi-weekly residential recycling program to a weekly curbside

program which includes an extensive list of eligible items, a multi-jurisdictional annual
household hazardous waste program and a seasonal yard waste collection/disposal
program.

Foundation Experience:

Grand Haven, Michigan:

-Assistant City Manager (1986 to 1989)
-Administrative Assistant to the City Manager (1984 to 1985)

Rockville, Maryland (1982 to 1984)

Landover Hills, Maryland (1982)

EDUCATION

M.P.A. The American University B.A. Bowling Green State University

Washington, D.C. (1983) Bowling Green, Ohio (1981)
Concentration: Urban Affairs Majors: Political Science & History
PROFESSIONAL AFFILIATIONS & HONORS

International City/County Management Association 30-year member

Florida City & County Management Association 10-year member
District VIII Director (2009 – 2012)
Co-Chair Public Policy Committee (2010-2013)
Technology & Public Information Committee (Co-Chair 2009-2010)
Strategic Planning Committee (2008-2009)
Florida League of Cities
Legislative Committee (2011)
“Keys to the Cities” Task Force Member (2011)
Finance & Taxation Committee (2007-2009)
Home Rule Administration Council (2006)
Michigan Local Government Management Association (1984-2004)
President (2000)
Board of Directors (1995-1997)
Chair, Winter Institute Planning Committee (1996)
Public Policy Committee
Nominating Committee
Michigan Municipal League (MML)
Trustee (1997-2000)
Public Policy Committee (1996-2003)
Chair, Region IV (1992)
Chair, Local Energy Aggregation Program (2000-2003)
National League of Cities (NLC)
Energy & Technology Committee (2000-2003)
Greater Gratiot Development Incorporated Board of Directors, 1992- 2003
Chair, Gratiot County Central Dispatch Authority, 1993 - 2003
Executive Director, Alma Local Development Authority, 1989 to 2003

Community Service

Lakeland Area Chamber of Commerce

Board Member (2003-present)
Governmental Affairs Committee
Leadership Lakeland, Class XXII (2004-2005)
Lakeland Volunteers in Medicine (2007-present)
Board Member
Mid-Michigan Industries Board of Directors, 1993-2003
Vice Chair, 1998; Treasurer, 1997
Gratiot Area Chamber of Commerce Board of Directors, 1995-2003
Alma Kiwanis Club, (1989-2003)
President, 1992-1993

Special Honors

Michigan Municipal League’s “Special Award of Merit”

Michigan Municipal League’s “Excellence in Service Award”
Florida Business Watch “Essential Piece” Inaugural Award Winner
 Ron Holifield
Resume – July 2014

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 local governments Recruit,
Assess and Develop Innovative, Collaborative and Authentic Leaders. Clients have
include over 350 local governments.
 SGR is the largest provider of live and online training in the nation designed specifically
for local government, training over 1,000 local government employees every month in
41 states.
 Interviewed and/or quoted by numerous news publications and media outlets including:
National Public Radio, Entrepreneur Magazine, Texas City Manager Magazine, Texas
Town and City, Government Technology Magazine, GovWire Online Magazine, Federal
Computer Week Magazine, CIO Magazine, Dallas Morning News, Dallas Business
Journal, Plano Star Courier, DFW Tech Biz, Today Newspapers, Focus on the News, D
Magazine, International Association of Chiefs of Police Journal, WOAI TV and KRLD and
KTET Radio, as well as the ABC and NBC affiliates in Tulsa and WAMU radio in
Washington, DC.

Government Relations Specialists – Owner & CEO

August 1996 to September 2001

 Owner and CEO of this 20 year old governmental 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.
Ronald Mack Holifield Page 2 of 7

City of DeSoto, Texas – City Manager

October 1994 to August 1996

 City Manager of this highly diverse suburban community.

 Hired to lead a rapid cultural change at City Hall, into a City known for being aggressively
customer service driven, highly successful in the economic development arena, and
operating in a very cost effective manner.
 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.

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.
 Significant accomplishments while with Plano include:
- Designed a program that doubled mid- and upper-level management minority
and female representation in four years.
- Designed a Disadvantaged Business Purchasing Program that dramatically
increased minority business contracts without quotas.
- Served as Project Manager for a $19.5 million Civic Center Project, bringing it in
$2 million under budget.
- Assisted in negotiating details of the JC Penney headquarters relocation from
New York City to Plano.
Ronald Mack Holifield Page 3 of 7

- Created Plano’s first Convention/Visitor’s Bureau that exceeded year six sales
and bookings projections in the first year.
- Initiated Plano’s first Neighborhood Integrity Program.
- Creatively designed construction projects for EDS and JC Penney to achieve a
$750,000 sales tax windfall for the city.
- Designed an Employee Wellness Program which resulted in participant health
care costs equaling only one-third those of non-participants.

City of Farmersville, Texas – City Manager

1984 to 1986

 First City Manager of this full service city, which operates an electric distribution system
and two city lakes.

City of Sundown, Texas – City Manager

1982 to 1984

 City Manager of this full service city, which operates a natural gas distribution system
and a municipal golf course.

City of Lubbock, Texas – City Administrative Intern to the City Manager

1981 to 1982

 Administrative Intern to the City Manager of this major city, which operates a
municipally owned electric utility.

EDUCATION

 Texas Tech University – Masters of Public Administration

 Abilene Christian University – Bachelor of Arts, Government Major / Student Association
President

MAJOR AWARDS for Municipal Organizations Managed

 3CMA Economic Development Marketing Campaign Savvy Award Certificate of
Excellence for International Development and Local Realtor Ads - Garland
 International Association of Chiefs of Police, Excellence in Policing Award for
Neighborhood Service Team - Garland
 Finalist, Governor’s Environmental Excellence Award - Garland
 Texas Natural Resource Conservation Commission Award for Excellence - Garland
 American Society of Landscape Architects, Texas Chapter, Environmental Stewardship
Award for Garland’s Spring Creek Forest Preserve - Garland
Ronald Mack Holifield Page 4 of 7

 Dallas Business Journal, “Metroplex Real Estate Deal of the Year (Existing Building),” –
Garland
 Dallas Business Journal “Metroplex Real Estate Deal of the Year (New Construction),” -
Garland
 GFOA Award for Distinguished Budget Presentation, every year, 1987-1996
 GFOA Certificate of Achievement for Excellence in Financial Reporting, 1987-1991

CURRENT PROFESSIONAL PARTICIPATION

 ICMA Task Force on Inclusiveness

 National Institute for Governmental Purchasing Talent Management Council
 Missouri Municipal League Governance Institute Fellow
 Member, Texas Fire Chief’s Association Best Practices Recognition Board
 Author, “the 16%” weekly blog, 2013-present
 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 a Monthly Column in Texas City Manager Magazine on “Innovations that

Make a Difference”
 ICMA Task Force on Employment Agreements
 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
Ronald Mack Holifield Page 5 of 7

SPEAKING ENGAGEMENTS

 National Forum for Black Public Administrators DFW Chapter Conference, 2014
 Public Purchasing Association of North Texas, 2014
 Missouri Intergovernmental Risk Association Annual Conference, 2014
 Texas City Management Association Annual Conference, 2014
 American Public Works Association Midwest Annual Conference, 2014
 Governmental Finance Officers Association Annual Conference, 2014
 National Public Employers Labor Relations Association Annual Conference, 2014
 North Texas Municipal Clerks Association, 2014
 National Institute for Governmental Purchasing Lone Star Conference, 2014
 Missouri Municipal Clerks and Finance Officers Association Annual Conference, 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
 Ohio City/County Management Assoc. Annual Conference, 2009
 West Texas City Management Association Annual Training Conference, 2009
Ronald Mack Holifield Page 6 of 7

 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
 Innovation Groups Regional Workshop, 1994
 Texas Foundation for the Improvement of Local Government Institute, 1994
Ronald Mack Holifield Page 7 of 7

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/ Community Leaders (if desired)
• Development of Position Profile and Professional Production of Brochure

2. Advertising and Recruitment

• Ad Placement
• Social Media and Marketing of Position
• 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 Select 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)
• Stakeholder Engagement (if desired)

6. Interview Process
• First Year Game Plan (if desired)
• Conduct Interviews
• Deliberations
• Reference Checks

7. Negotiations and Hiring Process

• Determine the Terms of an Offer
• Negotiate Terms and Conditions of Employment
• 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 70,000 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, LinkedIn, Instagram,
and Pinterest to promote the position. This communication is both to solicit high potential
candidates and to encourage key local government professionals to share information within
their professional circles.

Ongoing Communication with Applicants and Prospects

SGR communicates with all applicants on a frequent and ongoing basis to ensure applicants stay
enthusiastic about the opportunity. Outstanding prospects often will not submit a resume until
they have done considerable homework on the available position. A significant number of
inquiries will be made, and it is essential that the executive search firm be prepared to answer
those questions with fast, accurate, and complete information, and in a warm and personal
manner. This is one of the first places a prospective candidate will develop an impression about
organization, and it is an area in which SGR excels. SGR also utilizes Google Alerts for each client
organization and provide 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 with the semifinalist briefing
book 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
• 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)
• County civil search (for every county in which the candidate has lived or worked)
• 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.

Stakeholder Engagement (if desired)

At the discretion of the Search Committee, we will work closely with your organization to
engage stakeholders in the recruitment process. Our recommendation is that we design a
specific stakeholder engagement process after we learn more about the organization and the
community. Different approaches work best in different communities. Below is an array of
options we have used in the past, but we will collaborate with your organization to determine
which option, or combination of options, will be the most effective for the unique needs of the
organization.
• Interviewing community leaders at the outset of the recruitment;
• Holding a public forum for citizen engagement at the outset of the recruitment;
• Facilitating a Q&A series in the local newspaper with finalist candidates. This would run
a week or two prior to the interviews;
• Utilize a citizen committee to conduct the early stage candidate screening and then turn
over a semifinalist list to the City Council (if applicable);
• Community leader reception;
• Meet and greet;
• Search Committee and key community leader dinner meeting;
• “Round Robin” forum meetings with various community groups during a multi-day
interview process; and,
• Site visits by citizen committee members to the finalist candidates’ communities to
report back.

Step 6: Interview Process

Once the finalists have been selected, SGR will coordinate with you to schedule interviews.
First Year Game Plan (if desired)
“First Year Game Plan” process where finalist candidates are provided with elected official, key
staff, and community leader contact information, and the 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
At this meeting, SGR will facilitate a discussion about the finalist interviews and assist the
Search Committee in making a decision 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. Price is $4,000 for a half-
day onsite workshop, plus travel expenses, and $150 per person for I-OPT reports (if 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.
Timeline (Standard Recruitment)

Task Weeks

• Contract Executed Week 1

• Outline Project Plan, Timeline
• Individual Interviews with Search Committee/ Key Personnel/
Community Leaders (if desired)

• 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

• Stakeholder Engagement (if desired) Week 15

• Conduct Interviews
• 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: $ 8,500
All-Inclusive, Not-to-Exceed Maximum Price: $ 27,000*

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 $350 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 back at a per diem rate of $10 for breakfast, $15 for lunch, and $25 for dinner.
Mileage will be reimbursed at the current IRS rate. All other travel-related expenses are
billed back at actual cost, with no markup for overhead.
• Up to four (4) visits/trips by the Recruiter to the Organization. Any additional visits/trips
by the Recruiter to the Organization will be billed over and above the not-to-exceed
maximum price.
*Supplemental Services
The supplemental services listed below are not included in the maximum price above. These
supplemental services include:
• Candidate Travel. Candidates are typically reimbursed directly by the client for travel
expenses. If the client prefers a different arrangement for candidate travel, SGR will be
glad to accommodate the client’s wishes.
• Post-Hire Team Building Analysis. A half-day onsite workshop is $4,000, plus travel
expenses, and $150 per person for I-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 that 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

Matt Mueller, Town Manager Tadd Phillips, Human Resources Director

Town of Little Elm, Texas (pop. 5,100) City of Georgetown, Texas (pop. 50,800)
Email: mmueller@littleelm.org Email: Tadd.Phillips@georgetown.org
Phone: 214-975-0405 Phone: 512-930-2504

Laurie Dove, Mayor Tim Pogue, Mayor

City of Valley Center, Kansas (pop. 5,100) Haley Morrison, Human Resources Director
Email: vcmayor@valleycenterks.org City of Ballwin, Missouri (pop. 30,000)
Phone: 316-755-7310 Email: tpogue@ballwin.mo.us
Email: hmorrison@ballwin.mo.us
Jill Bissinger, Human Reources Manager Phone: 636-207-2332
City of Beavercreek, Ohio (pop. 45,900)
Email: bissinger@beavercreekohio.gov Brian Dickerson, Human Resources Director
Phone: 937-320-7387 City of Fort Worth, Texas (pop. 812,200)
Email: Brian.Dickerson@fortworthtexas.gov
Sharon Subadan, City Manager Phone: 817-392-7783
City of Albany, Georgia (pop. 75,600)
Email: SdSubadan@albany.ga.us Lynn Barboza, Human Resources Manager
Phone: 229-431-3234 City of Las Vegas, Nevada (pop. 567,600)
Email: lbarboza@lasvegasnevada.gov
Frank Klipsch, Mayor Phone: 702-229-4879
City of Davenport, Iowa (pop. 101,300)
Email: fklipsch@ci.davenport.ia.us Jon Admundson, Assistant City Manager
Phone: 563-326-7701 City of Richland, Washington (pop. 47,500)
Email: jamundson@ci.richland.wa.us
Paul Fetter, Council President Phone: 509-942-7380
Town of Clarksville, Indiana (pop. 22,100)
Email: pfetter@townofclarksville.com Catherine Blakeman, Human Resources
Phone: 502-777-4089 Director
City of Commerce City, Colorado (pop. 43,800)
Howard Klug, Mayor Email: cblakeman@c3gov.com
City of Williston, North Dakota (pop. 13,000) Phone: 303-289-3624
Email: howardklug@hotmail.com
Phone: 701-670-6321

Michael Cernech, City Manager

City of Tamarac, Florida (pop. 59,600)
Email: michaelc@tamarac.org
Phone: 954-597-3510
 Recent City Management Executive Searches

2017
City/Town Manager or Administrator
• Bedford, Texas (pop. 49,000)
• Killeen, Texas (pop. 119,000)
• Parkville, Missouri (pop. 5,400)
• San Marcos, Texas (pop. 53,000) – in process
• Stephenville, Texas (pop. 17,400)
• Topeka, Kansas (pop. 127,000) – in process

Deputy/Assistant City or Town Manager

• Hutto, Texas, ACM (pop. 1,800) – in process

2016
City/Town Manager or Administrator
• Amarillo, Texas (pop. 189,000)
• Angleton, Texas (pop. 19,000)
• Bastrop, Texas (pop. 8,400)
• Beavercreek, Ohio (pop. 45,000)
• Bethany, Oklahoma (pop. 19,500)
• Canadian, Texas (pop. 2,900)
• Carrollton, Texas (pop. 128,000)
• Choctaw, Oklahoma (pop. 11,500)
• Colleyville, Texas (pop. 24,500) – in process
• Clarksville, Indiana (pop. 22,000)
• Craig, Colorado (pop. 9,300)
• Davenport, Iowa (pop. 101,000)
• Des Moines, Washington (pop. 29,000)
• Elgin, Texas (pop. 10,000)
• Gunnison, Colorado (pop. 5,500)
• Lake Dallas, Texas (pop. 8,000)
• Lake Worth, Texas (pop. 4,000)
• Palestine, Texas (pop. 18,000)
• Palm Beach Shores, Florida (pop. 1,500)*
• Piney Point Village, Texas (pop. 3,500)
• Raytown, Missouri (pop. 28,000)*
• Spokane Valley, Washington (pop. 90,600)
• Sweetwater, Texas (pop. 10,000)
• Vail, Colorado (pop. 4,800) – in process
• Valley Center, Kansas (pop. 5,000)
• Williston, North Dakota (pop. 13,000)

Deputy/Assistant City or Town Manager

• Addison, Texas, DCM (pop. 15,700)
• Chandler, Arizona ACM (pop. (255,000) – in process
2015
City/Town Manager or Administrator
• Abilene, Texas (pop. 118,000)
• Altus, Oklahoma (pop. 19,000)
• Alvin, Texas (pop. 23,000)
• Arcadia, Florida (pop. 7,500)*
• Azle, Texas (pop. 11,500)
• Baytown, Texas (pop. 70,000)
• Ballwin, Missouri (pop. 30,000)
• Bridgeport, Texas (pop. 6,000)
• Casper, Wyoming (pop. 53,500)
• Forney, Texas (pop. 16,000)
• Georgetown, Texas (pop. 50,000)
• Granbury, Texas (pop. 6,800)
• Guthrie, Oklahoma (pop. 10,000)
• Hot Springs, Arkansas (39,000)
• Kaufman, Texas (pop. 8,900)
• Lamesa, Texas (pop. 9,300)
• Missouri City, Texas (pop. 74,500)
• Montgomery, Texas (pop. 600)
• Mount Pleasant, Tennessee (pop. 4,500)*
• Muskegon Heights, Michigan (pop. 11,500)
• Northglenn, Colorado (pop. 34,000)
• Port Lavaca, Texas (pop. 11,000)
• Sealy, Texas (pop. 6,000)
• St. Charles, Missouri (pop. 65,000)
• Stillwater, Oklahoma (pop. 46,000)

Deputy/Assistant City or Town Manager

• Bellevue, Washington, DCM (126,600)
• Fort Worth, Texas, ACM (pop. 790,000)
• Georgetown, Texas, ACM (pop. 50,000)
• Waco, Texas, ACM (pop. 129,000)

2014
City/Town Manager or Administrator
• Chapel Hill, Tennessee (pop. 1,500)*
• Converse, Texas (pop. 19,500)*
• Duncanville, Texas (pop. 36,400)
• Fate, Texas (pop. 7,000)
• Galveston, Texas (pop. 56,000)*
• Joshua, Texas (pop. 6,000)
• Kilgore, Texas (pop. 13,000)
• Kyle, Texas (pop. 30,500)
• Lindale, Texas (pop. 5,000)
• Miami, Oklahoma (pop. 13,500)
• Nolensville, Tennessee (pop. 3,100)*
• Port Arthur, Texas (pop. 56,700)
 • Port Lavaca, Texas (pop. 11,000)*
• Stephenville, Texas (pop. 17,400)
• Tyler, Texas (pop. 98,800)

Deputy/Assistant City or Town Manager

• Addison, Texas, DCM (pop. 15,700)
• Denison, Texas, ACM (pop. 24,000)
• El Paso, Texas, DCM-Transportation and Public Works (672,000)*
• Manhattan, Kansas, ACM (pop. 56,000)*
• Plainview, Texas, ACM (pop. 3,200)*

2013
City/Town Manager or Administrator
• Bellaire, Texas (pop. 17,000)
• Big Spring, Texas (pop. 27,500)*
• Burien, Washington (pop. 49,000)
• Burkburnett, Texas (pop. 10,500)
• College Station, Texas (pop. 98,000)
• Delray Beach, Florida (pop. 62,000)*
• Fate, Texas (pop. 800)
• Ferris, Texas (pop. 2,500)
• Henderson, Texas (pop. 14,000)
• League City, Texas (pop. 88,000)
• Manhattan, Kansas (pop. 56,000)*
• Owasso, Oklahoma (pop. 31, 500)
• Pearland, Texas (pop. 96,000)
• San Marcos, Texas (pop. 50,000)
• Sikeston, Missouri (pop. 16,000)
• South Padre Island, Texas (pop. 3,000)
• Wills Point, Texas (pop. 3,500)

Deputy/Assistant City or Town Manager

• Amarillo, Texas, ACM- Development Services (pop. 195,000)
• Cape Girardeau, Missouri, ACM-Development Services (pop. 38,500)*
• Cape Girardeau, Missouri, ACM-Administrative Services (pop. 38,500)*
• McKinney, Texas, DCM (pop. 143,000)*
• Orange County, North Carolina, ACM (pop. 138,000)*

2012
City/Town Manager or Administrator
• Argyle, Texas (pop. 3,500)
• Bainbridge Island, Washington (pop. 23,000)
• Breckenridge, Texas (pop. 5,500)
• Burkburnett, Texas (pop. 11,000)
• Canton, Texas (pop. 3,500)
• Cleveland, Texas (pop. 7,600)
• Duncanville, Texas (pop. 39,000)
• Elk City, Oklahoma (pop. 12,000)
• Fate, Texas (pop. 7,500)
 • Flower Mound, Texas (pop. 67,500)
• Guthrie, Oklahoma (pop. 10,500)*
• Hot Springs, Arkansas (pop. 35,000)
• Huntsville, Texas (pop. 39,500)
• Jacksboro, Texas (pop. 4,000)
• La Porte, Texas (pop. 34,500)
• Little Elm, Texas (pop. 28,500)
• Miami, Oklahoma (pop. 13,500)
• Paris, Texas (pop. 25,000)
• Piney Point Village, Texas (pop. 3,200)*
• Rockwall, Texas (pop. 39,000)
• San Angelo, Texas (pop. 95,500)
• Texarkana, Texas (pop. 37,000)
• Van Alstyne, Texas (pop. 3,000)
• Willow Park, Texas (pop. 4,000)

Deputy/Assistant City or Town Manager

• Brentwood, Tennessee, ACM (pop. 39,000)*
• Cedar Park, Texas, ACM (pop. 58,000)
• Corpus Christi, Texas, ACM (pop. 312,000)
• Victoria, Texas, ACM (pop. 64,000)*

2011
City Manager
• Breckenridge, Texas (pop. 5,500)
• College Station, Texas (pop. 98,000)*
• Gonzales, Texas (pop. 7,000)
• Kilgore, Texas (pop. 13,500)
• Van Alstyne, Texas (pop. 3,000)
• Yoakum, Texas (pop. 5,500)

2010
City Manager
• Amarillo, Texas (pop. 195,000)
• Burkburnett, Texas (pop. 10,500)
• Denison, Texas (pop. 23,000)

Deputy/Assistant City Manager

• Midland, Texas, ACM (pop. 119,000)*

*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.

Population numbers are approximate. Resource: www.City-Data.com

Executive Recruitment Clients

Arizona Kansas
• Chandler, AZ • Hutchinson, KS
• Lenexa, KS
Arkansas • Manhattan, KS
• Fort Smith, AR • Overland Park, KS
• Hot Springs, AR • Topeka, KS
• Valley Center, KS
Colorado • Wyandotte County / Kansas City, KS
• Commerce City, CO
• Craig, CO Louisiana
• Durango, CO • Shreveport, LA
• Englewood, CO
• Gunnison, CO Michigan
• Northglenn, CO • Kalamazoo County Consolidated Dispatch
• Pitkin County, CO Authority (KCCDA), MI
• Trinidad, CO • Muskegon Heights, MI
• Vail, CO
• Wheat Ridge, CO Mississippi
• Hancock County Port & Harbor Commission,
Florida MS
• Arcadia, FL
• Charlotte County, FL Missouri
• De Land, FL • Ballwin, MO
• Delray Beach, FL • Cameron, MO
• Hallandale Beach, FL • Cape Girardeau, MO
• Lakeland, FL • Parkville, MO
• Lee County, FL • Raytown, MO
• Palm Beach Shores, FL • Sikeston, MO
• Plant City, FL • Springfield, MO
• Sunny Isles Beach, FL • St. Charles, MO
• Tamarac, FL
Nevada
Georgia • Las Vegas, NV
• Albany, FA • Washoe County, NV

Indiana New Mexico

• Clarksville, IN • Farmington, NM
• Four Corners Economic Development, NM
Iowa • Los Lunas, NM
• Davenport, IA
Executive Recruitment Clients

North Carolina • Amarillo, TX

• Orange County, NC • Angleton, TX
• Anna, TX
North Dakota • Argyle, TX
• Mountrail Williams Electric Cooperative, ND • Arlington, TX
• Williston, ND • Atlanta, TX
• Austin, TX
Ohio • Azle, TX
• Beavercreek, OH • Bastrop, TX
• Franklin County, OH • Bay City, TX
• Baytown, TX
Oklahoma • Bedford, TX
• Altus, OK • Bellaire, TX
• Bethany, OK • Big Spring, TX
• Chickasha, OK • Breckenridge, TX
• Choctaw, OK • Bridgeport, TX
• Edmond, OK • Burkburnett, TX
• Elk City, OK • Burleson, TX
• Guthrie, OK • Burnet, TX
• Lawton, OK • Canadian, TX
• Miami, OK • Canton, TX
• Mustang, OK • Carrollton, TX
• Oklahoma Municipal League, OK • Cedar Hill, TX
• Owasso, OK • Cedar Park, TX
• Stillwater, OK • Cleveland, TX
• College Station, TX
Tennessee • Colleyville, TX
• Brentwood, TN • Colorado River Municipal Water District, TX
• Chapel Hill, TN • Commerce, TX
• Mount Pleasant, TN • Converse, TX
• Nolensville, TN • Copper Canyon, TX
• Thompson’s Station, TN • Corpus Christi, TX
• Dalhart, TX
Texas
• Dalworthington Gardens, TX
• Abilene, TX
• Denison, TX
• Addison, TX
• Denton County Fresh Water Supply District
• Alamo Heights, TX
1-A, TX
• Alice, TX
• Denton, TX
• Allen, TX
• Duncanville, TX
• Alvin, TX
• El Paso MPO, TX
Executive Recruitment Clients

• El Paso, TX • La Porte, TX
• Elgin, TX • Lake Dallas, TX
• Fairview, TX • Lakeway, TX
• Farmers Branch, TX • Lake Worth, TX
• Farmersville, TX • Lamesa, TX
• Fate, TX • Lancaster, TX
• Ferris, TX • League City, TX
• Flower Mound, TX • Leander, TX
• Forney, TX • Levelland, TX
• Fort Worth, TX • Lewisville, TX
• Freeport, TX • Lindale, TX
• Friendswood, TX • Little Elm, TX
• Gainesville, TX • Longview, TX
• Galveston, TX • Lorena, TX
• Garland, TX • Lubbock, TX
• Georgetown, TX • Lufkin, TX
• Gonzales, TX • McKinney EDC, TX
• Granbury, TX • McKinney, TX
• Grand Prairie, TX • Memorial Villages PD, TX
• Grapevine, TX • Midland, TX
• Greenville, TX • Midlothian, TX EDC
• Gulf Coast Water Authority, TX • Missouri City, TX
• Harris County ESD No. 48, TX • Montgomery, TX
• Henderson, TX • Mount Pleasant, TX
• Hewitt, TX • Nederland, TX
• Highland Park, TX • North East Texas Regional Mobility
• Hudson Oaks, TX Authority
• Huntsville, TX (NET RMA), TX
• Hutto, TX • North Richland Hills, TX
• Hutto EDC, TX • North Texas Emergency Communications
• Irving, TX Center (NTECC), TX
• Jacksboro, TX • Odessa, TX
• Jacksonville Development Corporation • Palestine, TX
(JEDCO), TX • Paris, TX
• Joshua, TX • Pearland, TX
• Kaufman, TX • Pflugerville, TX
• Keller, TX • Piney Point Village, TX
• Kilgore, TX • Plainview, TX
• Killeen, TX • Plano, TX
• Kyle, TX • Port Arthur, TX
Executive Recruitment Clients

• Port Lavaca, TX • Willow Park, TX

• Port Neches, TX • Wills Point, TX
• Prosper, TX • Yoakum, TX
• Red Oak, TX
• Richardson, TX Washington
• Richland Hills, TX • Bainbridge Island, WA
• Riverbend Water District, TX • Bellevue, WA
• Rockwall, TX • Burien, WA
• Round Rock, TX • Des Moines, WA
• Rowlett, TX • Richland, WA
• Royse City, TX • Shoreline, WA
• Sachse, TX • Spokane, WA
• San Angelo, TX • Spokane Valley, WA
• San Marcos, TX • Whitworth Water District #2, WA
• San Marcos/Hays County EMS, TX
• Seabrook, TX Wyoming
• Seagoville, TX • Casper, WY
• Sealy, TX
• Socorro, TX Other Organizations
• South Padre Island, TX • Institute for Building Technology and Safety
• Southlake, TX (IBTS)
• Stephenville, TX
• Sugar Land, TX
• Sweetwater, TX
• Temple, TX
• Terrell, TX
• TexAmericas Center, TX
• Texarkana, TX
• The Woodlands, TX
• Tomball, TX
• Trophy Club, TX
• Tyler, TX
• Van Alstyne, TX
• Victoria, TX
• Waco, TX
• Waxahachie, TX
• Weatherford, TX
• West Lake Hills, TX
• Westlake, TX
• Westworth Village, TX
Executive Recruitment Positions
Administration • Senior Building Inspector / Building Inspector
• Assistant City Manager • Tourism and Community Development Director
• Assistant County Manager
• Chief Administrative Officer Economic Development/CVB
• City Administrator/City Manager/Town Manager • Assistant Economic Development Director
• City Secretary • CVB Executive Director
• Deputy City Manager • Director of the Office of ED (County)
• Director of Administration • Downtown Development Director
• Executive Director • Economic Development Corporation President/CEO
• Economic Development Director/Executive Director
Administrative Services/Internal Services • Economic Development Manager
• Administrative Services Director • Executive Director of Port & Harbor Commission
• Arts Director • Vice President/Chief Econ Development Officer
• Assistant Police Director
• Chief Medical Examiner Finance
• Event/Marketing Specialist • Accounting Services Supervisor
• Intergovernmental Services Manager • Assistant Director of Finance
• Management Assistant • Budget Director / Manager / Officer
• Manager of Town Services • Capital Projects Budget Manager
• Chief Financial Officer
Animal Services/Environmental Health • Deputy Director of Finance
• Animal Services Manager • Finance Controller / Auditor / Comptroller
• Animal Shelter Manager • Finance Director/Finance Officer
• Animal Welfare Manager / Director • Finance Manager
• Assistant Director of Code Compliance/Animal • Purchasing Manager
Welfare • Senior Accountant
• Director of Animal Care and Control • Senior Budget Analyst
• Director of Regional Animal Services • Treasury Supervisor
• Environmental Health Director
• Executive Director of Animal Services Human Resources/Civil Services
• Assistant Human Resources Director
Development Services • Chief Performance Officer
• Assistant Property Management Director • Director of Human Resources & Risk Management
• Building Official / Chief Building Official • Human Resources/Civil Services Director
• City Inspector
• Community Development Director/Manager Information Technology
• Deputy Director of Development Services • Chief Information Officer
• Development Services Director • Chief Technology Officer
• Municipal Services Director • GIS Manager
• Neighborhood Services Director • IT Assistant Director
• New Urbanist • IT Developer / Director / Manager
• Planning & Community Development Director • IT Manager (Police Department)
• Property Management Director • Senior Software Developer
• Redevelopment Project Manager
Executive Recruitment Positions
Innovation, Process Improvement & Sustainability • Homeland Security and Emergency Management
• Chief Knowledge Officer Director
• Lieutenant
Legal • Police Chief
• Assistant City Attorney • Public Safety Director
• City Attorney (Individual and Firm)
• Court Administrator Public Works/Utilities/Engineering
• Director of Municipal Court Services • Assistant City Engineer
• First Assistant City Attorney • Assistant General Manager for Water District
• Assistant Utilities Director
Library • Chief Plant Operator
• Librarian • City Engineer
• Library Director • City Planner
• Senior Librarian • City Services Director
• Deputy Director of Public Works/City Engineer
Marketing and Community Engagement • Deputy Director of Utilities
• Community Relations Manager • Director of Engineering & Environmental Services
• Community Services Administrator • Director of Projects & Engineering
• Community Services Director • Director of Public Services
• Director of Marketing and Community Engagement • Director of Utilities
• Public Information Officer • Electric Utility Director
• Public Relations Coordinator • Engineering Project Manager
• Engineering Services Manager for Water District
Metropolitan Planning Organization • Planning & Engineering Director
• Director of Metropolitan Planning Organization • Planning Manager
• Public Works Assistant Director
Museum • Public Works Director
• Museum Director • Public Works Director/City Engineer
• Water District Executive Director
Parks and Recreation
• Water District General Manager
• Parks and Recreation Director
• Park Superintendent Transportation/Fleet Services
• Program Area Manager (Parks) • Assistant Municipal Garage Superintendent
• Recreation Superintendent • Director of Operations and Maintenance
• Director of Street Operations
Public Safety/EMS/Emergency Management
• Equipment Services Manager
• Assistant Fire Chief
• Facilities Services Manager
• Assistant Police Chief
• Fixed-Base Operator Services
• Chief of Public Safety
• Fleet Equipment Services Manager
• Deputy Director, Emergency Communications
• Senior Transportation Planner
• Emergency Dispatch Director
• Emergency Management Coordinator
• EMS Executive Director
• Executive Director, Emergency Communications
• Fire Chief
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.

July 2016: “I would like to take this opportunity to thank you and your associates for the
opportunity to participate in video recorded interview. Not only was this a new process for
me, it was great refresher for interviews period. It has been almost 25 years since I have
participated on this side of the interview process. It was rather ‘enlightening’.”

July 2016: “I just want to let you know how appreciative I am working with you even
though I was not selected for the position. I truly appreciate your and your team’s
professionalism and the friendship we have created.”

July 2016: “I also appreciate your engagement with me as a candidate during this process.
It has been one of the most professional experiences with a recruiter I have had. You should
be commended for your efforts to lead such an effort. In the future, if I ever need assistance
to fill a position, I will surely keep you in mind.”

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: “I have been very impressed with your selection process. This has been a very
time consuming process for candidates like me but I see a great value for the employers.
You have developed a great selection process. Honestly, when I compare it to what my
colleagues and I have done at Big 4 firms, your process is more comprehensive and much
better.”

May 2016: “I just wanted to take a moment of your time to thank you for your very
professional demeanor while conducting the job search for the [city]. SGR is very thorough.
I am impressed by the diligence of SGR. All interviews are a continuing learning process; I
have learned from this experience, especially the video interview. You all are very kind;
and, I wanted you to know that I appreciate having this experience and appreciated the
interaction with everyone at SGR.”“

April 2016: “I must say, this has been one of the most professional and well organized
recruiting processes I have seen in a very long time. You and your team have kept the
candidates abreast of the process completely along the way. Thank you kindly for going the
extra mile to make this a very pleasant experience. You and your team represent the HR
profession amazingly. Simply impressive.”
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: “I just wanted to say how nice it is to get updates on the status of the
search. I'm in the process of looking at several positions and it can be very frustrating to
sometimes go months without knowing if the organization has chosen anyone. (Many
places will not return calls or emails inquiring about status, either.) No matter the outcome,
this is definitely one of the best run searches I have been a part of. Thanks again for
keeping us all in the loop.”

January 2016: “I would like to say that I really appreciate the level of communication from
you and SGR regarding the status of the process in [city] and what the expected next steps
were. I have dealt with a number of search firms over the last year and SGR has done an
excellent job in communicating with applicants. Far too often I have heard nothing from the
firm conducting a search and found out through other sources that the position had been
filled. Again I really appreciate the level of communication.”

December 2015: “SGR really is a class act and I appreciate the personal nature of your
communications – you must have an excellent staff. I have been through more than a few
applications while transitioning from the military, and I will tell you that your company
stands at the top.”

November 2015: “I sincerely believe your personal courtesy and agency is the most
professional of any I have ever experienced.”

October 2015: “One of the reasons I enjoy working with your firm is you still have the old
fashion courtesy of keeping candidates updated. It is really appreciate, whether we are the
successful one(s) or not.”

July 2015: “You have been ‘top notch’ in your communication and willingness to share
resources.”

June 2015: “Please allow me to tell you how very much I appreciate your kind and
thoughtful e-mail. Civility and class never go out of style.”

April 2015: “I’m very impressed with how well SGR works on recruitment. I really
appreciated all of the follow-up emails and how much communication you provide. Should
any city I work for in the future seek an executive recruitment, I would not hesitate to
recommend SGR.”

April 2015: “This is the most informative and personable search communication that I’ve
ever received from an executive search firm. Kudos to you! I’ve been receiving the
notification updates.”
 Fire Chief
City of Hallandale Beach, Florida
The Community
Sunny Hallandale Beach is located in southeast Florida, along Interstate 95 and the Atlantic coastline, almost halfway between
Fort Lauderdale and Miami Beach and situated to the south of Hollywood, north of Aventura, and east of Pembroke Park, with
easy access to nearby airports, seaports, and expressways. Already a densely populated area of 38,000 residents, the
population swells to approximately 50,000, with the arrival of “snow birds,” many of whom eventually settle permanently in the
area. The community offers first-class amenities with a unique, hometown feel. With its sparkling beaches, ample recreation
opportunities, and business-friendly climate, Hallandale is “The City of Choice” for year-long residents and visitors.

The area known as Hallandale Beach was settled in the late 1800s when Henry Morrison Flagler expanded the Florida East
Coast Railway to Palm Beach. At the time, the area was mostly inhabited by Seminole Indians. Flagler recruited Luther Halland,
the son of a Swedish minister, to start a Swedish settlement promoting the area’s subtropical climate and affordable land.
Halland established a small trading post in the new community, named Halland, and later Hallandale, and became its first
postmaster. The first school was built in 1904 and the first church was established in 1906. Hallandale was originally a farming
community but grew to become an extremely popular tourist destination because of its beaches.
Hallandale officially became a town on May 14, 1927, at which point it had street lights, electricity, and 1,500 residents. It was
incorporated in 1947, and was allowed to annex land to the east. The city changed its name to Hallandale Beach in August
1999. Covering 4.4 square miles, the community and is a multi-lingual, multi-dimensional, and multi-talented city with one of the
fastest-growing populations in the county. The median home value is $140,000 and median income is $34,000.

The year-round sunshine and warm climate provide many opportunities for recreation. Residents and tourists enjoy golf, tennis,
swimming, boating, fishing, and scuba diving. One of the city’s most attractive amenities is its world-class beach. Hallandale
Beach Parks provides athletic facilities, playgrounds, and community centers, as well as an historic
village. As part of the City Wide Parks Master Plan, several of the community’s parks have been
renovated and feature basketball courts, playgrounds, dog parks, walking trails, swimming pools that
are open year-round, open-air pavilions, bocce courts, sand volleyball courts, weight rooms, tennis
courts, beach access, and beachside dining in a lush, tropical setting. Foster Park Community Center
is the City’s first LEED certified building and houses an African-American/Caribbean micro-library with
a computer lab. The Cultural Community Center and the historic Curci House are also located in
Hallandale Beach.

There are several state-of-the-art medical facilities in the city. Aventura Hospital and Medical Center
boasts the latest technologically advanced patient care equipment and has made major investments to
expand and renovate its facilities. Memorial Hospital is frequently recognized by national associations
and local publications for its high-quality healthcare and is one of Florida’s largest hospitals.

City Mission Statement


The City of Hallandale Beach is dedicated to enhancing the quality of life of its community in a fiscally
responsible manner by providing superior services that meet the needs of our community as well as plan for
their future needs through continued education.
 Fire Chief Position Profile
City of Hallandale Beach, Florida

The Community, continued

Shopping and dining options abound and include Mardi Gras Casino and Gulfstream Park, two of the most popular destinations for
locals and tourists alike. The latter is the home of the Florida Derby and offers Las Vegas-style slot machines, poker tables, fine
and casual dining, and entertainment. Small specialty and large outdoor malls provide access to top-of-the-line boutiques, dining,
and entertainment. A variety of sports cater to fans including baseball, basketball, hockey, and football and nearby Miami is home
to the Florida Marlins, Miami Heat, Miami Dolphins, and Florida Panthers professional sporting franchises.

Hallandale Beach’s educational needs are met by the Broward County Public School System, which provides quality education to
more than 260,000 students in grades K-12 in over 300 schools and education centers. It is the sixth largest public school system
in the country, the second largest in Florida, and the first fully accredited school system in Florida. Broward’s Virtual School offers
full-time enrollment through an online delivery system and part-time enrollment for home-schooled students. In addition, there are
several charter and public schools in the area, as well as career, technical, adult, and community education facilities.

A variety of options are available for those seeking higher education degrees. Area colleges and universities include Broward
Technical Colleges, Barry University, St. Thomas University, Broward College, Nova Southeastern University, DeVry University,
and Keiser University, Fort Lauderdale.

Governance & Organization

The City Commission, comprised of the Mayor, Vice-Mayor and three Commissioners is the legislative and policy-setting body of
the City. The members of the Mayor and Commissioners are elected at-large and the Vice-Mayor is selected by the
Commissioners from their own membership following each election.

The City Commission appoints the City Manager and City Attorney who are responsible for enacting all ordinances and resolutions
to determine City policy and ensure performance of all duties and obligations imposed upon the City by law. The City Manager is
the Chief Executive Officer for the organization and is responsible for establishing organizational goals and providing overall
administrative and direction for all City departments. Daniel Rosemond currently serves as Hallandale Beach’s City Manager. Mr.
Rosemond joined the City in February 2013, as Deputy City Manager and Director of the Hallandale Beach Community
Redevelopment Agency.

The City of Hallandale Beach has an annual FY2015-16 budget of $136.2 million and a millage of 5.9000, or approximately $5.90
per $1,000 of assessed taxable value as determined by the Broward County Property Appraiser. The total millage paid by area
residents, including Hallandale Beach millage is 21.0759 mills. The City's Fire Department is partially funded by a annual Fire
Assessment Fee.

The City has received many awards and accolades over the years including:
• Tree City USA by the National Arbor Day Foundation
• Distinguished Budget Award for 24 consecutive years
• Certificate of Achievement for Excellence in Financial Reporting for 25 consecutive years
• Beach Elevated Tower Creative Design Award by the US Environmental Protection Agency
• Pace Setter Award
• Project of the Year Award in Structures for the City’s water treatment plant by the South Florida American Public Works
Association
• Best Tasting Water Award from the FSAWWA Region VI.
 Fire Chief Position Profile
City of Hallandale Beach, Florida

About the Department

Hallandale Beach Fire Rescue responds to all incidents of fire, medical, and hazardous conditions within the City and is comprised
of five divisions:
• Administration
• Operations
• Training and Professional Development
• Emergency Medical Services
• Fire Prevention and Public Education.

Currently, the department staff of 102 professionals, including 69 emergency response personnel, 7 Command Staff, 23 Ocean
Rescue, and 3 Professional/Office staff, support the Operations Division, providing 24/7 city-wide coverage, with comprehensive
Fire and EMS services dispatched from three stations. Personnel work on three fire suppression vehicles and three emergency
medical advanced life support rescue vehicles. Each member is cross-trained, allowing all emergency report vehicles and their
personnel to handle medical calls, as well as fires. The Division of Fire Prevention and Public Education is comprised of a staff of
four devoted to fire inspections, public education, and public information.

The Department responds to approximately 7,000 calls per year. With new advances in fire prevention and building codes, the
number of fire calls has decreased, while the need for emergency medical services has increased steadily. The Department has an
ISO Public Protection Classification rating of 2, all division Chiefs have at least a bachelor’s degree. In City-wide satisfaction
surveys, citizens consistently rank the Fire Department as their favorite department.

Leadership & Innovation

The population density of the city is more than 8,600 people per square mile—one of the densest in the nation and 89% of housing
units are multi-family, multi-unit, or multi-story structures. The Hallandale Beach Fire Rescue Department is dedicated to protecting
the lives and property of the City’s residents and visitors through prompt and professional delivery of public education, fire
prevention, emergency intervention, and disaster management.

The Fire Department strives to develop a safety-oriented community and stresses community involvement and personal
development. In addition to standard suppression operations and fire inspection duties, the department also takes initiative in
providing services to the community such as installing smoke detectors in homes, fire hydrant inspections twice per year, pre-fire
planning, continuously testing of personal protective equipment.

The department participates in many community outreach programs, many which are geared to children. These include Fire
Prevention Week, Halloween Safety, reminders to change clocks/change battery smoke detectors, Burn Awareness Week,
Fireworks Safety for Independence Day, Holiday Safety Initiatives, and more. These programs cumulatively reach approximately
7,750 children in and around the community. The Fire Department also participates in broader community activities, such as the
Relay for Life, American Red Cross CPR/First Aid initiatives, EMS Open House, Bike Rodeo, Safe Prom, Weed & Seed, and the
Community Emergency Response Team (CERT).

About the Position

The Fire Chief reports directly to the City Manager and is responsible for:
• Administration and coordination of all fire department activities, including the City’s Emergency Preparedness initiatives
• Establishing departmental policies, procedures, and regulations pertaining to firefighting, fire prevention, and emergency
medical services
• Supervising directly or through subordinate supervisors, all employees of the department
• Handling grievances, maintaining departmental discipline and conduct of assigned personnel in accordance with City
policies, collective bargaining agreement, compliance with state and federal laws, and evaluating employee performance
• Command of the activities at all major fires or emergency incidents
• Preparation of the annual budget and exercising purchasing and budgetary control
• Capital improvement recommendations
• Administration of a personnel program which includes selection, placement, discipline, and in-service training

Fire Department Mission Statement


The Hallandale Beach Fire Rescue Department is dedicated to protect the lives and property of its citizens and visitors through
prompt and professional delivery of public education, fire prevention, emergency intervention, and disaster management.
 Fire Chief
City of Hallandale Beach, Florida

Ideal Candidate
The City of Hallandale Beach seeks an experienced, approachable Fire Chief who will lead by example and foster an environment
of trust, respect, and positivity within the department and throughout the organization. The successful candidate will be able to
interact politely and professionally with co-workers, City officials, and the general public, and will embrace the diversity of the
organization and community.

The next Fire Chief will provide superior customer service and respond to difficult and sensitive situations and citizen inquiries with
tact and diplomacy. The Fire Chief will supervise the work of subordinates in a manner conducive to exceptional performance and
high morale. An ability to work effectively in high stress situations, diffuse potential conflicts, and use discretion in confidential
matters is essential to this position.

The chosen candidate will have extensive knowledge of fire suppression and prevention principles, procedures, and applicable
laws and advanced professional knowledge of management principles to formulate departmental policy and manage departmental
activities. The City’s next Fire Chief must be able to easily adapt to changing situations, demonstrating flexibility and the use of
logical and practical courses of actions to meet organization, department, and division goals. The selected candidate will be able to
exercise sound judgement in devising, implementing, and interpreting departmental and City policies and carry out all duties with
discretion, fairness, and integrity.

Education and Experience

This position requires a bachelor’s degree with major coursework in Fire Science, Public Administration, or a closely related field,
at least five years of continuous service as a Fire Officer, and certification by the Fire Standards Bureau as a firefighter. National
Incident Management System certification in IS-100, IS-0200, IS-300, IS-400, IS-700 and IS-800 is required. Certification as an
Executive Fire Officer through the United States Fire Administration/Federal Emergency Management Administration (FEMA) is
highly desired and certification as a State of Florida Paramedic is a plus.

Compensation & Benefits

The City of Hallandale Beach offers a competitive salary and a full range of leave and benefits including retirement, health, dental,
vision, and life insurance coverage.

Application Process
Apply online at: http://fl-hallandalebeach.civicplus.com/jobs.aspx

For more information on this position, contact:

Taren Kinglee, Human Resources Director
City of Hallandale Beach
954-457-1345
humanresources@cohb.org

The deadline to apply for this position is March 31, 2016.

Resources
City of Hallandale Beach, FL
http://www.hallandalebeachfl.gov/

Hallandale Beach Chamber of Commerce

http://www.hallandalebeachchamber.com/

City Data, Hallandale Beach, FL

http://www.City-data.com/City/Hallandale-Beach-Florida.html

Broward County Public Schools

http://www.browardschools.com/

Progress. Innovation. Opportunity. City of Choice.

File # 70100 : TESTCASE, JANET Page 1 of 10

Background Screening Report

First Check
PO 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 ORDER DATE 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-6789 SEARCH DATE 04-02-2015 1:48 PM MDT
Applicant Information
FULL NAME / 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 ISSUED DATE RANGE

XXX-XX-6789 Y 1975-1976

WARNING: This search may not be used as the basis for an adverse action on an applicant. It should only be used to
verify or correct an applicant's information, or as a tool to further research of public records or other verifications.

Credit
Credit Summary
TOTAL TRADELINES 0 30 DAYS LATE 0
CURRENTLY SATISFACTORY 0 60 DAYS LATE 0
CURRENTLY DELINQUENT 0 90 DAYS LATE 0
PREVIOUSLY DELINQUENT 0 NEWEST TRADE
COLLECTION/CHR OFFS 0/0 OLDEST TRADE
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 SOC SEC DOB AKA

APPLICANT TESTCASE, JANET XXX-XX-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     TIMES TYPE
HIGH    PAST DUE C
CREDITOR OPENING DATE DATE BALANCE   PAST DUE PRESENT STATUS
CREDIT    AMOUNT O
MONTHS
30 60 90+ TERMS A
REVIEWED DLA

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 INQUIRY TYPE DATE SRC KIND OF BUSINESS ECOA
NO PRIOR INQUIRIES DEVELOPED
Repository Remarks
TU High Risk Fraud Alert;Available and Clear (H01)
TU A SUMMARY OF YOUR RIGHTS UNDER THE FAIR CREDIT REPORTING ACT

PARA INFORMACION EN ESPANOL, VISITE WWW.CONSUMERFINANCE.GOV/LEARNMORE O ESCRIBE A LA

CONSUMER FINANCIAL PROTECTION BUREAU, 1700 G STREET N.W., WASHINGTON,DC 20006.

THE FEDERAL FAIR CREDIT REPORTING ACT (FCRA) PROMOTES THE ACCURACY, FAIRNESS, AND PRIVACY OF
INFORMATION IN THE FILES OF CONSUMER REPORTING AGENCIES. THERE ARE MANY TYPES OF CONSUMER
REPORTING AGENCIES, INCLUDING CREDIT BUREAUS AND SPECIALTY AGENCIES (SUCH AS AGENCIES THAT
SELL INFORMATION ABOUT CHECK WRITING HISTORIES, MEDICAL RECORDS, AND RENTAL HISTORY
RECORDS). HERE IS A SUMMARY OF YOUR MAJOR RIGHTS UNDER THE FCRA. FOR MORE INFORMATION,
INCLUDING INFORMATION ABOUT ADDITIONAL RIGHTS, GO TO
WWW.CONSUMERFINANCE.GOV/LEARNMORE, OR WRITE TO: CONSUMER FINANCIAL PROTECTION BUREAU,
1700 G STREET N.W., WASHINGTON, DC 20006.

- YOU MUST BE TOLD IF INFORMATION IN YOUR FILE HAS BEEN USED AGAINST YOU.
ANYONE WHO USES A CREDIT REPORT OR ANOTHER TYPE OF CONSUMER REPORT TO 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 A 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.CONSUMERFINANCE.GOV/LEARNMORE.

- 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 (888-5OPTOUT).

- YOU MAY SEEK DAMAGES FROM VIOLATORS. IF A CONSUMER REPORTING AGENCY, OR,
IN SOME CASES, A USER OF CONSUMER REPORTS OR A FURNISHER OF INFORMATION TO 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 FCRA, AND MANY STATES HAVE THEIR OWN CONSUMER REPORTING LAWS. IN
SOME CASES, YOU MAY HAVE MORE RIGHTS UNDER STATE LAW. FOR MORE INFORMATION, CONTACT YOUR
STATE OR LOCAL CONSUMER PROTECTION AGENCY OR YOUR STATE ATTORNEY GENERAL. FOR
INFORMATION ABOUT YOUR FEDERAL RIGHTS, CONTACT:

TYPE OF BUSINESS: CONTACT:

1.a. BANKS, SAVINGS ASSOCIATIONS, AND BUREAU OF CONSUMER FINANCIAL

CREDIT UNIONS WITH TOTAL ASSETS OF PROTECTION
OVER $10 BILLION AND THEIR 1700 G STREET NW
AFFILIATES WASHINGTON, DC 20006

b. SUCH AFFILIATES THAT ARE NOT BANKS, FEDERAL TRADE COMMISSION

SAVINGS ASSOCIATIONS, OR CREDIT CONSUMER RESPONSE CENTER -FCRA
UNIONS ALSO SHOULD LIST, IN ADDITION WASHINGTON, DC 20580
TO THE BUREAU: 1-877-382-4357

2. TO THE EXTENT NOT INCLUDED IN ITEM 1 OFFICE OF THE COMPTROLLER OF THE

ABOVE: CURRENCY
a. NATIONAL BANKS, FEDERAL SAVINGS CUSTOMER ASSISTANCE GROUP
ASSOCIATIONS, AND FEDERAL BRANCHES 1301 McKINNEY STREET, SUITE 3450
AND FEDERAL AGENCIES OF FOREIGN BANKS HOUSTON, TX 77010-9050
1-800-613-6743

b. STATE MEMBER BANKS, BRANCHES AND FEDERAL RESERVE CONSUMER HELP

AGENCIES OF FOREIGN BANKS (OTHER THAN (FRCH)
FEDERAL BRANCHES, FEDERAL AGENCIES PO BOX 1200
AND INSURED STATE BRANCHES OF FOREIGN MINNEAPOLIS, MN 55480
BANKS), COMMERCIAL LENDING COMPANIES 1-888-851-1920
OWNED OR CONTROLLED BY FOREIGN BANKS, WEBSITE ADDRESS:
AND ORGANIZATIONS OPERATING UNDER WWW.FEDERALRESERVECONSUMERHELP.GOV
SECTION 25 OR 25A OF THE FEDERAL EMAIL ADDRESS:
RESERVE ACT CONSUMERHELP@FEDERALRESERVE.GOV

c. NONMEMBER INSURED BANKS, INSURED FDIC CONSUMER RESPONSE CENTER

STATE BRANCHES OF FOREIGN BANKS, AND 1100 WALNUT STREET BOX #11
INSURED STATE SAVINGS ASSOCIATIONS KANSAS CITY, MO 64106

d. FEDERAL CREDIT UNIONS NATIONAL CREDIT UNION

ADMINISTRATION
OFFICE OF CONSUMER PROTECTION (OCP)
DIVISION OF CONSUMER COMPLIANCE AND
OUTREACH (DCCO)
1775 DUKE STREET
ALEXANDRIA, VA 22314
1-703-519-4600

3. AIR CARRIERS ASST. GENERAL COUNSEL FOR AVIATION

ENFORCEMENT & PROCEEDINGS
DEPARTMENT OF TRANSPORTATION
400 SEVENTH STREET SW
WASHINGTON, DC 20590
1-202-366-1306
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 SUB CODE 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.com/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
TYPE MISD CLASS B OFFENSE DRIVING WHILE INTOXICATED
DISPOSITION CONVICTED
DISPOSITION DATE 10/01/2010 OFFENSE DATE 03/04/2010
SENTENCE 18 MOS PROBATION/ $1000.00 FINE
OTHER INFO PROBATION EXPIRED: 04/06/2012
COMMENT

WARNING: Based on the information provided First Check searched for public records in the sources referenced
herein for criminal history information as permitted by federal and state law. 'Records Found' means that our
researchers found a record(s) in that jurisdiction that matched the personal identifiers (i.e., Name, SSN, Date of Birth,
Address) listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of
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
NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:47 PM MDT
DOB SEARCHED 10-05-1962 SEARCH SCOPE 10 years
JURISDICTION TEXAS NORTHERN

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein
for criminal history information as permitted by federal and state law. 'No Reportable Records Found' means that our
researchers could not locate a record that matched at least two personal identifiers (i.e., Name, SSN, Date of Birth,
Address) for the subject in that jurisdiction. Further investigation into additional jurisdictions, or utilization of
additional identifying information, may be warranted. Please call for assistance.

InstaCriminal National Search

RESULTS No Reportable Records Found
NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT
DOB SEARCHED 10-05-1962 SEARCH SCOPE

JURISDICTION 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
NAME SEARCHED TESTCASE, JANET SEARCH DATE 04-02-2015 1:30 PM MDT
SOURCES Alabama Medicaid - Suspended Providers, America's Most Wanted Fugitive List, Australia Sex
Offender Registry, Australian Dept of Foreign Affairs and Trade - Sanctions List, Australian Reserve
Bank Sanctions List, Bank of England Sanctions List, California Medi-Cal - Suspended and Ineligible
Providers, Connecticut Dept of Social Services - Admin Actions List, DEA Diversion Control Program -
Admin Actions against Doctors, DEA Diversion Control Program - Cases against Doctors, Delaware
Adult Abuse Registry, Directorate of Defense Trade Controls - Debarred Parties List, European Union
Terrorism Sanctions List, FDA Office of Regulatory Affairs - Debarment List, FDA Office of Regulatory
Affairs - Warning Letters, Federal Deposit Insurance Corporation (FDIC) - Failed Bank List, Federal
Deposit Insurance Corporation (FDIC) - Enforcement Decisions and Orders, Federal Reserve Board -
Enforcement Actions, FinCEN - Enforcement Actions, FINRA - Disciplinary Actions, Florida Medicaid -
Sanctioned Providers, Fugitive List, Health Resources and Services Administration - Health Education
Assistance Loan - Defaulted Borrowers, HM Treasury - Consolidated List of Financial Sanctions, HM
Treasury - Investment Ban List, Hong Kong Securities and Futures Commission (SFC) - Enforcement
Actions, HUD - Limited Denials of Participation List, Idaho Medicaid Provider - Exclusion List, Illinois
Casino Exclusion List, Illinois Office of Inspector General - Sanctioned Providers, Immigration and
Customs Enforcement (ICE) - Most Wanted, Interpol Most Wanted, Japan Ministry of Economy,
Trade, and Industry (METI) - End User List, Kansas Dept of Health and Environment - Abuse
Registry, Kentucky Medicaid - Excluded Providers, Maryland Medicaid - Exclusion List, MIPT Terrorism
Knowledge Base, Mississippi Medicaid - Excluded Providers, Missouri Casino Exclusion List, Monetary
Authority of Singapore - Enforcement Actions, National Credit Union Administration (NCUA) -
Administrative Orders, Naval Criminal Investigative Service (NCIS) - Most Wanted Fugitives, Nevada
Gaming Control Board - Excluded Person List, New Jersey Casino Exclusion List, New Jersey Dept of
Treasury - Debarment List, New York Office of the Medicaid Inspector General - Exclusion List, New
York Stock Exchange Regulation - Disciplinary Actions, Office of Foreign Assets Control (OFAC) -
Specially Designated Nationals List, Office of Inspector General (OIG) - Health and Human Services
Exclusion List, Office of Inspector General (OIG) - Most Wanted Health Care Fugitives, Office of
Regulatory Affairs - Disqualified, Restricted and Assurances List for Clinical Investigators, Office of
Research Integrity - Public Health Service - Administrative Actions List, Office of the Comptroller of
Currency (OCC) - Enforcement Actions List, Office of the Superintendent of Financial Institutions
(OSFI) - Canadian Sanctions List, Office of Thrift Supervision (OTS) - Enforcement Actions List, Ohio
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) -
Disciplinary Actions, US Dept of Commerce - Denied Persons, Unverified, and Entity List, US Dept of
Labor - Forced and Child Labor List, US Dept of State - Foreign Terrorist Organizations List, US Dept
of State - Nonproliferation Sanctions, US Dept of State - Terrorist Exclusion List, US Dept of Treasury
- Primary Money Laundering Concern List, US General Services Administration (GSA) - Excluded
Parties List, World Bank Listing of Ineligible Individuals

CAUTION: Based on the information provided First Check searched for public records in the sources referenced herein
for criminal history information as permitted by applicable laws. 'No Reportable Records Found' means that our
researchers could not locate a record that matched. Further investigation into additional jurisdictions, or utilization of
additional identifying information, may be warranted. Please call for assistance.

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 ***
PLAINTIFF JANET TESTCASE CASE NUMBER CV556566
DEFENDANT CITY OF ROCKY ROAD COURT NAME COUNTY CT 456
FILE DATE 07/15/2011 JURISDICTION

PLAINTIFF MARK A FISHER CASE TYPE 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 record(s) in that jurisdiction that matched the personal identifiers (i.e., Name, SSN, Date of Birth, Address)
listed for the subject in the above abstract. First Check does not guarantee the accuracy or truthfulness of the
information as to the subject of the investigation, but only that it is accurately copied from public records. Information
generated as a result of identity theft, including evidence of civil activity, may be inaccurately associated with the
consumer who is the subject of this report. Further investigation into additional jurisdictions, or utilization of additional
identifying information, may be warranted. Please call for assistance.

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 JANET TESTCASE
INSTITUTION FAX

INSTITUTION EMAIL

SUBJECT-PROVIDED INFORMATION INSTITUTION-PROVIDED INFORMATION

SOCIAL SECURITY 123-45-6789
DATES CLAIMED MAY 2013 DATE AWARDED: 05/15/2013
DEGREE(S) CLAIMED MASTERS OF PUBLIC ADMIN MASTERS PUBLIC ADMIN
MAJOR(S) CLAIMED PUBLIC ADMINISTRATION PUBLIC ADMINISTRATION
GPA CLAIMED

HONORS CLAIMED

ATTENDING NAME

COMMENTS

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: JANET L TESTCASE DOB:10/05/1962
SSN: 123-45-xxxx issued in TEXAS between 01/01/1975 and 12/31/1976

Age: 31

Names Associated With Subject:

JANET L TESTCASE LexID: 8071868866 DOB: 1962

JANET TESTCASE LexID: 8071868866 DOB: 10/05/1962

123-45-xxxx issued in TX
Others Associated With Subjects SSN:
(DOES NOT usually indicate any type of fraud or deception)
[None Found]

Comprehensive Report Summary:

Names Associated With Subject:

2 Found
Others Associated With Subjects SSN:
None Found
Address Summary:
2 Found
Active Address(es):
1 Found
Previous & Non-Verified Addr:
1 Found
Possible Criminal Records:
None Found
Sexual Offenses:
None Found
Driver's License:
1 Found
Motor Vehicles Registered:
1 Found
Concealed Weapons Permit:
None Found
DEA Controlled Substances:
None Found
Professional Licenses:
None Found
Watercraft:
None Found
Bankruptcies:
None Found
Liens and Judgments:
None Found
UCC Filings:
None Found
Possible Properties Owned:
1 Found
Possible Associates:
None Found

Address Summary:

19 FOREST DR , BEDROCK, TX 77469-1826, HIDALGO COUNTY ( 1995- Jan 2015)

12924 PECOS RD, KNOXVILLE TX 37934-0885, KNOX COUNTY (Feb 2002 - Jan 2015)
7404 TOWN CENTER BLVD APT 808, ROSENBERG TX 77471-6232, FORT BEND COUNTY (Apr 2011 - May 2014)
Utility Locator - Connect Date: 4/28/2011
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):
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, HILDAGO COUNTY
Owner Address: 21027 JAMES LONG CT, RICHMOND TX 77406-6453, FORT BEND COUNTY
Sale Date - 05/29/1995
Sale Price - $325,850
Subdivision Name - LONG MEADOW
Total Market Value - $467,230
Assessed Value - $443,810
Land Value - $89,250
Improvement Value - $377,980
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 LN, 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

Possible Criminal Records:

[None Found]

Sexual Offenses:
[None Found]

Driver's License Information:

Name: JANET L TESTCASE
LexID: 80718688
DL Number: xxxxxxxx
State: Texas
License Address: 19 FOREST DR, BEDROCK TX 77469-1826, FORT BEND COUNTY
DOB: 10/05/1962
Potential SSN : 123-45-xxxx
Issue Date: 05/09/2014
Data Source: Governmental

Motor Vehicles Registered To Subject:

Vehicle:
Description: Gray Silver 2006 Toyota Camry - Sedan 4 Door
VIN: 4T1BE30K26U67
State Of Origin: TEXAS
Engine: 4 Cylinder 144 Cubic Inch
Anti Lock Brakes: 4 wheel standard
Air Conditioning: Standard
Daytime Running Lights: Standard
Power Steering: Standard
Power Brakes: Standard
Power Windows: Standard
Security System: Immobilizer and Alarm
Roof: None / not available
Price: 20375
Radio: AM/FM CD
Front Wheel Drive: Yes
Four Wheel Drive: No
Tilt Wheel: Unknown
Data Source: Governmental

Registrant(s)
Record Type: CURRENT
Name: JANET L TESTCASE
LexID: 8071868866
Potential SSN : 123-45-xxxx
Address: 19 FOREST HILL, BEDROCK TX 77469-1826, FORT BEND COUNTY
DOB: 10/05/1962
Sex: FEMALE

Tag Number: BD9B1

License State: TX
Earliest Registration Date: 10/1/2014
Latest Registration Date: 10/1/2014
Expiration Date: 9/30/2015
License Plate Type: Private

Concealed Weapons Permit: 

[None Found]

DEA Controlled Substances:

[None Found]

Professional License(s):
[None Found]

Watercraft:
File # 70100 : TESTCASE, JANET Page 10 of 10

[None Found]

Bankruptcies:

[None Found]

Liens and Judgments:

[None Found]

UCC Filings:
[None Found]

Possible Properties Owned by Subject:

Property:
Parcel Number - 6469-03-002-0010-901
Owner Name: JANET L TESTCASE LexID: 8071868866
Property Address - 19 FOREST DR, BEDROCK TX 77469-1826, HIDALGO COUNTY

Sale Date - 04/15/2014

Seller Name: PULTE HOME OF TEXAS LP
Loan Amount - $149,168
Loan Type - NEW CONVENTIONAL
Data Source - B

Possible Associates:

NONE FOUND

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 ***