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Search-SGR Proposal Proposal for Executive Search Services City Manager City of Atlantic Beach, Florida Request for Proposal No. 14-06 February 2014 Strategic Government Resources Ron Holifield, Principal PO Box 1642 Keller, Texas 76244 214-676-1691 Ron@GovernmentResource.com P O Box 1642 Keller, Texas 76244 817-337-8581www.GovernmentResource.com February 26, 2014 Ms. Catherine Berry, J.D. Attn: Human Resources Director 800 Seminole Road City of Atlantic Beach, Florida 32233 Dear Ms. Berry: Thank you for the opportunity to submit this full service proposal to assist the City of Atlantic Beach in your search for a new City Manager. SGR is widely recognized as one of the leading local government executive search firms, and many of our clients have used our services for multiple key positions, reflecting the quality of our work and the long‐term nature of our relationships. SGR has the unique ability to provide a personalized and comprehensive search service to meet your needs. I would like to draw your attention to a few key items that distinguish SGR from other search firms:  SGR’s website, where this position would be posted, receives over 23,000 local government officials visiting it 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 (separate website), where this job will also be posted, is the largest local government job board in the nation, with over 16,000 local government job seekers visiting each month, and over 1,200 jobs listed at any given time.  My “10 in 10 Leadership and Innovation Update” reaches over 60,000 of the most innovative and leading edge thinkers in local government in the nation each week. This position would also be posted in that newsletter and no other search firm has anything similar to reach the real opinion leaders in all 50 states.  SGR has formal collaborative training partnerships with the Maryland Municipal League, the Ohio City/County Management Association, the Missouri Municipal League, the Oklahoma Municipal League, and the National Public Employers Labor Relations Association.  I speak at an average of one state or national conference 3-4 weeks, providing higher visibility and a stronger network among leading financial and municipal officials than any other firm comes close to.  SGR trains approximately 800 local government employees each month in live training classes.  SGR has almost 300 local government clients in 40 states for our recruitment, training, and leadership development business lines combined.  SGR provides the most comprehensive background checks, media searches, and reference checks in the industry. We do everything possible to eliminate the chance for surprises later in the process, and we have never had a client embarrassed by surprises about one of our candidates.  SGR has a track record of confidentiality and of providin g 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 search processes, merely beca use candidates trust SGR to assess the situation well, to communicate honestly and bluntly, and to maintain their confidentiality. Of course with all of that, only one thing matters... results! We are so confident of our ability to deliver exceptional results that SGR offers the strongest guarantee in the search industry. If a candidate selected in our process leaves in less than two years, for any reason whatsoever, we will conduct the search again for no additional professional fee, no questions asked. This proposal lists all of our clients, and we welcome you to call any of them blind. 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 search for the City of Atlantic Beach. I look forward to discussing in more detail how we can help you select an exceptional City Manager and am available to visit in person with you at your convenience. Respectfully submitted, Ron Holifield Chief Executive Officer SGR Executive Search Ron@GovernmentResource.com 214-676-1691 Table of Contents Tab 1 City of Atlantic Beach Request for Proposal No. 14-06 Documents Tab 2 Company Contact Information Tab 3 Company Profile Tab 4 Unique Qualifications Tab 5 References Tab 6 City Management Searches to Date Tab 7 Client/Position List for Executive Search Services Tab 8 Unsolicited Feedback Tab 9 Project Methodology Tab 10 Proposed Timeline Tab 11 Key Personnel for this Project (Bios and Resumes) Tab 12 Project Cost Tab 13 Provision of Service Guarantee Tab 14 Sample Position Profile Brochure Tab 15 Sample Comprehensive Background Screening Report Tab 16 Sample DiSC Management Profile Report                                 TAB 1                                  TAB 2  Contact Information Contact Information for Binding Official / Primary Contact Ron Holifield, CEO 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 Alternate Contact Cyndy Brown, Director of Executive Search Strategic Government Resources Address: P.O. Box 1642, Keller, TX 76244 Cell: 817-919-4778 Office: 817-337-8581 Fax: 817-796-1228 Email: CyndyBrown@GovernmentResource.com Website: www.governmentresource.com                                 TAB 3  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 Texas cities. He left city management in 1996 and purchased Government Relations Specialists, a small company that specialized in representing companies that do business with government at all levels. In a little over three years, he doubled the size of the company, growing it into one of the 50 largest lobby firms in Texas. However, Ron missed the sense of making a difference that city management had provided. In response, he sold that company in 1999 and founded SGR for the express purpose of helping to transform local government through employee recruitment, selection, assessment, training, development, coaching, and career path planning. SGR is organized into three primary business lines, Executive Recruitment, Employee Development, and Consulting. Office Locations SGR’s corporate headquarters is in the Dallas/Fort Worth Metro area in Keller, Texas. SGR also has satellite offices in Austin, Texas; Sugar Land, Texas; Fort Myers, Florida; Kissimmee, Florida; Chicago, Illinois; Norman, Oklahoma; and, Stillwater, Oklahoma. SGR Executive Search Team  Ron Holifield, Chief Executive Officer  Cyndy Brown, Director of Executive Search  Mike Tanner, Senior Vice President, Executive Search  Gary Holland, Senior Vice President, Executive Search  Tommy Ingram, Senior Vice President, Executive Search  Tom Muehlenbeck, Senior Vice President, Executive Search  Chester Nolen, Senior Vice President, Executive Search  Bill Peterson, Senior Vice President, Executive Search  Ron Robinson, Senior Vice President, Executive Search                                 TAB 4  Unique Qualifications Marketing and Networking  SGR’s 10 in 10 Leadership and Innovation e-newsletter, where this position will be announced, reaches over 60,000 subscribers.  SGR has a database of over 5,000 city management professionals.  SGR has formal collaborative training partnerships with the Maryland Municipal League, the Ohio City/County Management Association, the Missouri Municipal League, the Oklahoma Municipal League, and the National Public Employers Labor Relations Association.  SGR trains approximately 800 local government employees each month in live training classes.  SGR has almost 300 local government clients in 40 states for our recruitment, training, and leadership development business lines combined. Comprehensive Needs Assessment SGR’s executive recruiting services are unequaled. Our role is to find the person who is the very best possible match for you. 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 very 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. The Network SGR maintains one of the most extensive networks of local government professionals in the nation. For instance, CEO Ron Holifield sends out a weekly e-newsletter that reaches of 60,000 local government professionals. In addition, each executive search project manager has years of experience in local government and a national network of relationships. The entire group works as a team to leverage their networks to assist with each search. SGR team members are active on a national basis, in both local government organization and professional associations. Many SGR staff 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. Accessibility Your search will be handled directly by Ron Holifield, CEO. Ron is accessible at all times throughout the search process and can be reached by candidates or clients, even at night and on weekends, on cell phone, home phone, or via email. 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 decline d to become involved in other search processes, merely because candidates trust SGR to assess the situation well, to communicate honestly and bluntly, and to maintain their confidentiality. Responsive to You When a problem arises or you have questions, you can count on SGR staff to be available, to be prepared, and to respond promptly. 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 search will result in the same list of finalists, no matter what type of information they receive from the client. SGR devotes tremendous energy to actively listening to you 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 search that is unique to you. No Surprises One of the worst things that can happen for you is to get surprised with undisclosed information about a finalist, especially if the surprise comes in the form of a newspaper article that you find out about from your critics. SGR does thorough background work on candidates to minimize the chance for surprises and has never had one single client embarrassed by surprises about one of our candidates. Recruitment Videos SGR offers the option of developing a custom video recruitment ad for posting on YouTube and linking to the video in other media sources. A sample SGR recruitment video for the City of Plano, Texas, can be viewed at http://tinyurl.com/PlanoFC. Comprehensive Background Investigation Reports SGR provides the most comprehensive background investigations in the industry, and we are the only search firm to use a licensed private investigation firm for these services. Recorded Online Interviews with Candidates SGR offers the option of recording short videos of candidates answering 3 -6 questions. This allows the search committee to see candidates in an interview situation prior to the finalist stage of the search process and without having to pay for travel expenses. Comprehensive Media Reports 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 media or simple Google search. 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. Psychometric Assessments SGR uses the DiSC Management psychometric assessment to provide a detailed understanding of how candidates will lead and manage an organization. The psychometric 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 ab ility 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. Superior Experience and Track Record SGR has a reputation for excellence among both candidates and clients. Many of our clients have used our services for multiple key positions, reflecting the high quality of our work and the long-term nature of our relationships. For example, when we conducted the Amarillo City Manager search, the local newspaper editorialized that our search process “approached perfection” and praised the elected officials for conducting such a rigorous process. Practicing the Golden Rule Because of our years of experience in local government, SGR understands what you are experiencing, how as executive search consultants we can make your life easier, and what will frustrate you. In short, SGR believes in the Golden Rule as a matter of philosophy, but SGR is able to practice the Golden Rule as a matter of experience. Cost For a variety of reasons that are detailed in this proposal, SGR will provide the most cost - effective executive search for your city. 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 give 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. A few examples of our interaction with emerging leaders:  Ron Holifield recently spoke at the Colorado City & County Management Association and the National Public Employer Labor Relations Association (NPELRA) on how to build leadership development programs.  In 2012, Ron was invited to speak at the Oregon Emerging Leaders g roup.  SGR collaborated with the City of Colleyville, Texas, in developing a highly successful emerging leader program that was recognized by TML for its success.  SGR has also assisted the City of Arlington, Texas, and the North Central Texas Council of Governments in creating leadership development programs. Five Way Guarantee SGR provides the strongest guarantee in the industry. 1. Our price is our price. You will never be charged an additional professional fee because we need to come to another meeting or spend extra time. 2. You always have 24/7 cell and home contact access to both the recruiter and the company CEO. 3. If you do not find the right candidate, we will start the process over from scratch at no additional cost to you. 4. If we place a candidate who stays less than two years, we will conduct the search again at no cost. 5. If we place a candidate with you, we will not solicit them for another job for at least five years.                                 TAB 5  References Client: City of Rockwall, Texas (pop. 38,000) Contact: Honorable David Sweet, Mayor Phone: 972-771-7700 Email: davidsweet@rockwall.com Date of Service: 2012 Position: City Manager Client: City of Piney Point Village, Texas (pop. 3,000) Contact: Honorable Ron Goodwine, City Council Member Phone: 713-782-0271 Email: ron@ppvcouncil.org Date of Service: 2012 Position: City Administrator Client: City of Bainbridge Island, Washington (pop. 23,000) Contact: Honorable Anne Blair, City Council Member Phone: 206-214-7907 Email: ablair@bainbridgewa.gov Date of Service: 2012 Position: City Manager Additional Executive Search References: Brian Brooks, City Manager, City of Forney, Texas (pop. 14,000) bbrooks@cityofforney.org 972-564-7300 Matt Mueller, Town Manager, Town of Little Elm, Texas (pop. 26,000) mmueller@littleelm.org 214-975-0405 Troy Powell, City Manager, City of The Colony, Texas (pop. 36,000) cm@thecolonytx.gov 972-625-1756 Jennifer Fadden, City Manager, City of Colleyville, Texas (pop. 23,000) jfadden@colleyville.com 817-503-1116 Below is a list of references to allow evaluation of our track record from a variety of perspectives. We have included clients as well as successful and unsuccessful can didates in the reference list. We believe our long-term success dictates we treat every candidate with honesty and respect, while communicating frequently and meaningfully. How we deal with candidates, both successful and unsuccessful, has helped build our incredible environment of trust amongst municipal managers across the nation. Because we have included candidates on this list, we request a high commitment to confidentiality regarding these references. Kurt Bressner ICMA Range Rider-Florida and former City Manager for Boynton Beach, Florida kbressner@gmail.com 561-436-2328 772-492-3471 Louie Chapman City Manager, Delray Beach, Florida chapman@mydelraybeach.com Doug Smith Assistant City Manager, City of Margate, Florida DS00034@aol.com Dennis Kelly City Manager, City of North Bay Village, Florida dwkellys@earthlink.net 479-926-9546 786-402-3019 Jim Landon City Manager, City of Palm Coast, Florida jlandon@palmcoastgov.com 386-986-3703 386-986-3700                                 TAB 6  City Manager and Deputy/Assistant City Manager Searches 2014 City/Town Manager  Lindale, Texas (pop. 4,800) – in process 2013 City/Town Manager  Bellaire, Texas (pop. 17,000)  Burien, Washington (pop. 32,000) – in process  Fate, Texas (pop. 800) – in process  Henderson, Texas (pop. 11,000) – in process  League City, Texas (pop. 71,000) – in process  Owasso, Oklahoma (pop. 31, 000)  Pearland, Texas (pop. 96,000)  San Marcos, Texas (pop. 50,000)  South Padre Island, Texas (pop. 3,000) – in process  Burkburnett, Texas (pop. 11,000)  College Station, Texas (pop. 94,000)  Ferris, Texas (pop. 2,500)  Sikeston, Missouri (pop. 16,000)  Wills Point, Texas (pop. 3,500)  Delray Beach, Florida (pop. 60,000) ** Deputy/Assistant City Manager  Amarillo, Texas, ACM for Development Services (pop. 191,000)  Cape Girardeau, Missouri, ACM-Development Services (pop. 38,000) *  Cape Girardeau, Missouri, ACM-Administrative Services (pop. 38,000) *  McKinney, Texas, DCM (pop. 132,000) * 2012 City/Town Manager  San Angelo, Texas (pop. 93,000)  Flower Mound, Texas (pop. 65,000)  Duncanville, Texas (pop. 38,000)  Huntsville, Texas (pop. 38,000)  Rockwall, Texas (pop. 38,000)  Texarkana, Texas (pop. 36,000)  Hot Springs, Arkansas (pop. 35,000)  La Porte, Texas (pop. 34,000)  Little Elm, Texas (pop. 26,000)  Paris, Texas (pop. 25,000)  Bainbridge Island, Washington (pop. 23,000)  Miami, Oklahoma (pop. 13,500)  Burkburnett, Texas (pop. 11,000)  Elk City, Oklahoma (pop. 11,000)  Fate, Texas (pop. 6,400)  Jacksboro, Texas (pop. 4,500)  Willow Park, Texas (pop. 4,000)  Canton, Texas (pop. 3,500)  Argyle, Texas (pop. 3,300)  Van Alstyne, Texas (pop. 3,000)  Guthrie, Oklahoma (pop. 10,000) *  Piney Point Village, Texas (pop. 3,100) * Deputy/Assistant City Manager  Corpus Christi, Texas, ACM (pop. 305,000)  Victoria, Texas, ACM (pop. 62,000) *  Brentwood, Tennessee, ACM (pop. 37,000) ** 2011 City/Town Manager  Kilgore, Texas (pop. 13,000)  Cleveland, Texas (pop. 7,500)  Gonzales, Texas (pop. 7,000)  Yoakum, Texas (pop. 5,800)  Breckenridge, Texas (pop. 5,700)  Van Alstyne, Texas (pop. 3,000)  College Station, Texas (pop. 94,000) ** Deputy/Assistant City Manager  Cedar Park, Texas, ACM (pop. 49,000) 2010 City/Town Manager  Amarillo, Texas (pop. 191,000)  Denison, Texas (pop. 23,000)  Burkburnett, Texas (pop. 11,000) Deputy/Assistant City Manager  Midland, Texas, ACM (pop. 111,000) * * Limited Service Search - Limited service searches include marketing, sourcing of candidates, management of applicant submittals, triage level review of applicants, and any additional services requested. ** Component Based Search Services - Some examples of component based search services include marketing, psychometric assessments, background investigation reports, media search reports, reference checks, and resume evaluations. Population numbers are approximate. Resource: www.City-Data.com                                 TAB 7  Client List for Executive Search Services Abilene, Texas Addison, Texas Alice, Texas Amarillo, Texas Argyle, Texas Arlington, Texas Atlanta, Texas Bainbridge Island, Washington Bellaire, Texas Big Spring, Texas Breckenridge, Texas Brentwood, Tennessee Burkburnett, Texas Burnet, Texas Canton, Texas Cape Girardeau, Missouri Cedar Hill, Texas Cedar Park, Texas Cleveland, Texas College Station, Texas Colleyville, Texas Colorado River Municipal Water District Commerce, Texas Copper Canyon, Texas Corpus Christi, Texas Dalhart, Texas Delray Beach, Florida Denison, Texas Denton, Texas Duncanville, Texas El Paso, Texas El Paso MPO, Texas Elk City, Oklahoma Farmers Branch, Texas Farmersville, Texas Fate, Texas Ferris, Texas Flower Mound, Texas Forney, Texas Freeport, Texas Gainesville, Texas Gonzales, Texas Grand Prairie, Texas Grapevine, Texas Greenville, Texas Guthrie, Oklahoma Hancock County Port & Harbor Commission, Mississippi Harris County ESD No. 48, Texas Hewitt, Texas Highland Park, Texas HJV Associates Hot Springs, Arkansas Hudson Oaks, Texas Huntsville, Texas Hutto EDC, Texas Irving, Texas Jacksboro, Texas Keller, Texas Kilgore, Texas Kyle, Texas La Porte, Texas Lakeway, Texas Lancaster, Texas Las Vegas, Nevada Lawton, Oklahoma League City, Texas Lenexa, Kansas Little Elm, Texas Longview, Texas Lorena, Texas Los Lunas, New Mexico Lufkin, Texas Manhattan, Kansas McKinney, Texas McKinney EDC, Texas Memorial Villages PD, Texas Miami, Oklahoma Midland, Texas Midlothian, Texas EDC Mount Pleasant, Texas Mustang, Oklahoma Orange County, North Carolina Owasso, Oklahoma Palestine, Texas Paris, Texas Pearland, Texas Piney Point Village, Texas Plano, Texas Prosper, Texas Red Oak, Texas Richland, Washington Richland Hills, Texas Riverbend Water District, Texas Rockwall, Texas Rowlett, Texas Royse City, Texas San Angelo, Texas San Marcos/Hays County EMS Seabrook, Texas Seagoville, Texas Shoreline, Washington Socorro, Texas Southlake, Texas St. Charles, Missouri Sunny Isles Beach, Florida Terrell, Texas Texarkana, Texas Tomball, Texas Van Alstyne, Texas Victoria, Texas Waxahachie, Texas Weatherford, Texas Westlake, Texas Willow Park, Texas Wills Point, Texas WMI Yoakum, Texas Positions Administration City Manager Deputy City Manager Assistant City Manager Assistant County Manager City Secretary Administrative Services/Internal Services Administrative Services Director Finance Director Finance Manager Fleet Equipment Services Manager Assistant Municipal Garage Superintendent Human Resources Director IT Director IT Manager IT Developer Animal Services Animal Services Manager Development Services Community Development Director Development Services Director Building Official New Urbanist Economic Development, CVB CVB Executive Director Downtown Development Director Economic Development Director Economic Development Executive Director Executive Director of Port & Harbor Commission Legal City Attorney First Assistant City Attorney Library Library Director Marketing and Community Engagement Community Relations Manager Community Services Director Public Information Officer Metropolitan Planning Organization Director of Metropolitan Planning Organization Museum Museum Director Parks and Recreation Parks and Recreation Director Park Superintendent Program Area Manager (Parks) Recreation Superintendent Public Safety, EMS, Emergency Management Emergency Management Coordinator EMS Executive Director Police Chief Assistant Police Chief Fire Chief Assistant Fire Chief Public Works, Utilities, Engineering City Engineer Public Works Director Public Works Assistant Director Water District Executive Director Planning & Engineering Director Assistant Utilities Director Engineering Services Manager for Water District Assistant General Manager for Water District Private Sector Business Development Manager Municipal Service Representative Public Sector Marketing Manager                                 TAB 8  Unsolicited Feedback Regarding SGR’s Performance Quotes from Emails 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 have not included names to avoid the suggestion of an endorsement, which is prohibited under the ICMA Code of Ethics. October 2013: “I cannot begin to thank [SGR] enough for the services that were provided. SGR did an incredible job with this search. It ran very smoothly and efficiently. I cannot think of one thing that could be improved. Thank you so much!” October 2013: “Just a short note to thank you for the multiple communications regarding your search. You folks are a class act as one rarely hears a thing from a search these days.” September 2013: “Thank you so much for a superb effort i n assisting us in a search for [Position]. … I would recommend SGR to anyone. Your process is one that is highly likely to lead to success, certainly more so than a typical head -hunting outfit.” September 2013: “This was without a doubt as professional as I have seen. You did an amazing job. I look forward to working with you in the future. Thank again.” September 2013: “Thank you for the professionalism that you brought to this community when it was needed the most.” September 2013: “Thank you, [Project Manager]. Without you, we would have had a far different result.” July 2013: “Just a brief note to say thank -you for considering me for [Position]. While I am obviously disappointed in the final outcome, I cannot help but view the overall experience positively…I would also like to thank you for your professio nalism through the process. You are a credit to your firm, and do all of us who serve the public a great service.” July 2013: “On behalf of [Department Head] and our entire HR team, I just want to thank you and your team members for making this search such a smooth and easy process for us.” June 2013: “I want you to know that [Project Manager] did a fantastic job for us. He got us an outstanding list of applicants, made excellent recommendations regarding who we should be considering, and it was just a really terrific effort on SGR’s part all the way around. [Staff Member] was most helpful during the posting process and wonderful to deal with over the phone. Your company added tremendous value to the process.” June 2013: “I am impressed with the technolog y, thoroughness and professionalism of SGR in the selection process you’re conducting for [client].” May 2013: “THANK YOU FOR ALL YOUR ASSISTANCE! What an AMAZING team at SGR… I’m loving this experience working with you all.” May 2013: “Just wanted to pass along my sincere THANKS to you and [Project Manager]. [SGR’s] efforts to support our search for [position] were extremely professional and meshed well with our constrained timeline. We feel confidence that the candidate selected will perform to our high level of expectation. Thanks again.” April 2013: “It has been a pleasure being considered for the position [with client]. Although not chosen for the position, I feel I am better prepared for future interviews (live or recorded) due to my interaction with Strategic Government Resources. The level of professionalism shown by your entire staff at SGR has been exemplary. Throughout the entire process phone messages and emails were returned pr omptly, enabling me to become more prepared for the interview process. If I can be of any assistance to you in the future, please do not hesitate to call upon me.” April 2013: “…I would also like to say that I am very impressed with SGR. You have been prompt and professional and have kept me informed during the process. I will utilize your website and the information it provides.” March 2013: “…having been part of a few national searches over the past year, I sincerely appreciate the prompt and meaningful communication you and your firm embraced in this process. It made it a refreshing experience.” February 2013: “[Project Manager] and SGR deserve significant credit for not only helping us find the best fit for our community but moreover for being an integral component in ensuring the [client] has vital human resources necessary to meet [department] challenges ahead and excel beyond the goals set before us. For your guidance and expertise, we are truly appreciative.” February 2013: “Just a short note to tell you how happy we are here in [community] with [city manager]. It has been a joy and fun to work with him. It was such a change to have someone who actually wants your input, easy to get used to. Thanks again for your help.” January 2013: “Thank you. The fact that you have continually taken the initiative to keep me up to date speaks volumes to your ethics and professionalism. Quite honestly, both of these qualities have become less evident in the field.” December 2012: “Your firm and employees have a level of caring and customer service our organization aspires to. You have made excellence of product and service the standard for your firm. You guys are one of very few firms (maybe the only one I know of) that has made superior customer service its everyday standard to the point where even great customer service would be a letdown.” November 2012: “Thanks for the simple and continuous communications throughout the process. I have submitted over 20 applications and you are the only one t hat has provided communication throughout. I truly appreciate the communication in a tough process to find employment.” November 2012: “I wanted to thank you for an outstanding experience regardless of eventual outcome. [The search] was very well done, head and shoulders above any past experience that I have had…well done and thanks!” October 2012: “I have been working with [SGR staff] on the [client] posting. They are a class act and have been nothing but a pleasure to work with thus far.” October 2012: “Just wanted to thank you for providing the information about the [client] to us. It is the first time I have received additional information during a process as this and felt compelled to let you know how much it is appreciated.” September 2012: “Thanks so much for your kind and generous email. I also appreciate your phone call this afternoon. There are very few folks these days that take the time to actually make a personal contact and I thank you for that.” September 2012: “Thank you, Thank you, Thank you…This was a great experience and I really enjoyed working with you.” September 2012: “I have really enjoyed being able to participate in the recruitment process to date. I was especially intrigued with the use of online interview technology…I also really like the way you’ve organized the First Year Game Plan exercise. It’s a really neat way for the candidates, city staff and council members to get to know one another better before the formal interviews take place.” September 2012: “Like many in the city manager profession, I have experienced and participated in a number of different search processes as a candidate as well as employer. The search process for the [client] City Manager position was my first experience with a search conducted by SGR. Without question, your process was the most thorough search I have experienced in 25 years and dozens of searches. As a candidate, I felt the process challenged me to be extremely well-informed about the position and the community. In addition, all SGR representatives provided me with accurate, timely and complete information throughout the search process. Congratulations and thank you!” July 2012: “I have received this type of message dozens of times, and this was the best in its courtesy and sensitivity. Thank you for your response. I will be sure to consider your company for any future executive search needs.” June 2012: “Again, I want to THANK YOU and your staff I have had the pleasure to work with. There definitely is a reason you are swa mped with searches. The “Golden Rule” is serving SGR well. Please know that [staff members] have all been great and they have certainly helped me through this transition.” June 2012: “Our organization continues to be delighted with our search results. When we made the commitment to take [the department] to the next level we only hope our search would equip us with the tools…man, did we get what we were looking for!” June 2012: “I will have to say you all are the first firm that I have ever had that kee ps candidates updated! That is excellent business in my book! Thank you for being so good!”                                 TAB 9  Project Methodology Overview SGR provides a comprehensive scope of executive search services, and each executive search service contract is tailored to meet the client’s specific needs. However, a full service executive search typically entails the following: 1. Organizational Inquiry and Analysis  Outline Project Plan and Timeline  Individual Interviews with Search Committee, Key Personnel ,and Community Leaders (optional)  Development of Position Profile and Production of High Quality Brochure  Search Committee Briefing to Review/Approve Position Profile Brochure 2. Advertising and Recruitment  Ad Placement  Recruitment Video (optional)  Email Distribution and Marketing of Position Profile  Ongoing Communication with Applicants and Prospects 3. Initial Screening and Review  Management of Applications  Triage and Scoring 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  Search Committee Briefing to Select Finalists 5. Evaluation of Finalist Candidates  Comprehensive Media Search and Report Stage 2  Comprehensive Background Screening Report  DiSC Management Assessment (optional)  Stakeholder Engagement (optional) 6. Interview Process  Assessment Center Process  Conduct Interviews  Deliberations  Reference Checks 7. Negotiations and Hiring Process  Determine the Terms of an Offer  Negotiate Terms and Conditions of Employment  Announcement/Press Release and Transition Strategy Step 1: Organizational Inquiry and Analysis In the Organizational Inquiry and Analysis Stage, SGR devotes tremendous energy to understanding your 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 search 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 or 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 Fully understanding your needs is the most critical part of conducting a successful executive search. 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 search, 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 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 you until everyone agrees it accurately reflects the sought-after leadership and management characteristics. A sample brochure is included with this proposal document. Search Committee Briefing to Review/Approve Position Profile This communication with the Search Committee may be conducted in person, over the phone, or even via email, depending on the preference of the organization. This briefing is designed to report on themes or trends identified in the individual staff interviews and in particular to determine if there are any disconnects in perceptions or expectations regarding the roles and responsibilities of the position. SGR’s goal is to zero in on the specific attributes you want and need, both tangible and intangible. SGR will evaluate the responsibilities, organizational and cultural demands, technical background, personality, and potential required. SGR will also develop a clear understanding of salary range, benefits, and other relevant employment expectations. Of particular importance is to identify any “litmus tests” that are absolute prerequisites to you before starting the recruitment. 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/Marketing The Project Manager and client work together to determine the best way 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. Recruitment Video SGR offers the option of developing a custom video recruitment ad , which can be posted on YouTube and linked to other media sources. It is estimated that job postings with video icons are viewed 12 percent more than traditional job postings, and that the job application rate increases by an average of 34 percent when video is added. A sample SGR recruitment video for the City of Plano, Texas, can be viewed at: http://tinyurl.com/PlanoFC. Email Distribution and Marketing of Position Profile SGR’s preferred strategy is to rely on email distribution of the position profile brochure to key opinion leaders and potential prospects across the country. The position will be announced in our “10 in 10” e-newsletter, which reaches over 60,000 local government professionals, in addition to a targeted email announcement to specific professional categories and/or areas of the country. By utilizing an email distribution strategy, these brochures tend to “get legs” of their own, resulting in a very high penetration rate at minimal cost. SGR will utilize Facebook, Twitter, personal phone calls, personal emails, and LinkedIn 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 informat ion, 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. Step 3: Initial Screening and Review This stage of the executive search 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. Triage and Scoring of Resumes SGR uses a triage process to identify high probability, medium probability, a nd 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 10-12 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 search 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 comm unication 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 the option of recording short 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 Project Manager will communicate any “red flags” to the Search Committee immediately upon discovery. Search Committee Briefing / Selection of Finalist Candidates At this briefing, SGR will provide each member of the Search Committee with a briefing book and present a progress report on the semifinalist candidates . The progress report will include discussion of 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 and Report 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 not have been discovered th rough a quick Internet search. 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  Nationwide 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 Screening Report is included with this proposal document. Psychometric Assessment (optional) 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. Stakeholder Engagement (optional) At the discretion of the City Commission, we will work closely with the city and commission members 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, bu t we will collaborate with the City Commission 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 search  Holding a public forum for citizen engagement at the outset of the search  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 a nd then turn over a semifinalist list to the City Commission.  “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.  Community leader reception  Community wide reception  Commission and key community leader dinner meeting  “Round Robin” forum meetings with various community groups during a multiday interview process.  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. Assessment Center Process This is a proprietary assessment center process customized to your search. Our assessment center process 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 the client. This process can be as simple, or as complex, as the client desires. SGR will help you determine the specifics you need. SGR will prepare sample 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 thos e 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 leade rs, 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.” Announcement/Press Release 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. 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.                                 TAB 10  Proposed Timeline Task Weeks  Contract Executed  Outline Project Plan, Timeline  Individual Interviews with Search Committee, Key Personnel, and Community Leaders (optional) Weeks 1  Development of Position Profile Brochure  Search Committee Reviews and Approves Brochure Weeks 2-3  Ad Placements  Accept Applications  Email Distribution and Marketing of Position Profile Weeks 4-7  Triage and Scoring of Resumes Week 8  Search Committee Briefing (Slide Presentation)/Select Semifinalists  Candidates Complete Questionnaire and Online Interviews  Stage 1 Media Searches Week 9  Deliverable: Semifinalist Briefing Books Week 10  Search Committee Briefing/Select Finalist Candidates Week 11  Comprehensive Media Search Stage 2  Comprehensive Background Screening Report  Candidates Complete DiSC Management Assessment Weeks 12-13  Deliverable: Finalist Briefing Books Week 14  Stakeholder Engagement (optional)  Conduct Interviews  Deliberations  Reference Checks  Negotiations  Announcement/Press Release Week 15 *Each search 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 searches well beyond 15 weeks, based on the preference of the client.                                 TAB 11  Key Personnel for this Project Ron Holifield, CEO Ron Holifield spent 17 high profile years in city management before entering the private sector. He served as Assistant City Manager in Plano, Texas, City Manager in Garland, Texas, and City Manager in three other mid-size and smaller cities. Ron is a frequent speaker at city management conferences nationwide. In addition, he has written numerous articles and was a periodic contributor to Texas City Manager Magazine on Innovations That Make a Difference. Ron has served on numerous state and national committees and is an active member of the International City/County Management Association (ICMA), the Texas City Management Association (TCMA), Urban Management Assistants of North Texas (UMANT), and several other regional organizations. He holds a BA from Abilene Christian University, and an MPA from Texas Tech. Ron brings strength to the executive recruitment profession with his extensive experience as a city manager. Numerous professionals around the nation have worked with Ron over his long career, giving SGR a network among municipal management professionals that is unequaled. Ron also brings a unique ability to evaluate candidates from the perspective of a city manager and assist city officials in effectively understanding not just qualifications, but issues of management style, reputation, and philosophical compatibility. Ronald Mack Holifield 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 leaders. Clients have included over 350 local governments as well as NASA, TXU, Oncor, Accountability International, SportsCenter, Pro Players Foundation, HVJ Engineers, Waste Management and others.  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.  As CEO of Strategic Government Resources, I have been interviewed and/or quoted by various news publications and media outlets on issues related to local government. These publications include: National Public Radio, 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 Newspaper s, 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, specializing in representing businesses doing business with government and in legislative advocacy efforts.  During my tenure as owner and CEO, the business doubled in size, becoming the 49th largest lobby firm in Texas, after which I sold it to one of my employees so that I could focus more of my efforts on the launch of SGR.  Major clients included American Express, Aramark, Automated Licensing Systems, Children's Comprehensive Services, IBM, Quorum Health Group, Library Systems and Services, PeopleSoft, SCT, Space Imaging, TXI, Verizon, and Xerox as well as many other Fortune 500 firms. 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, located 20 minutes south of downtown Dallas.  I was hired to lead a rapid cultural change at City Hall, with a specific challenge to transform the organization from one known for being highly bureauc ratic, stagnant, and ineffective in economic development, into one known for being aggressively customer service driven, highly successful in the economic development arena, and operating in a very cost effective manner.  Significant accomplishments in Economic Development: - Named by Texas Business Magazine as a top 20 Texas city to relocate a business. - Named by Texas Business Magazine as one of the “Best Run Cities in Texas.” - Named by Texas Outlook Magazine as a top 25 city for economic development.  Other significant achievements: - Dramatic improvements in all financial operating systems. - Complete overhaul of the city’s personnel systems. - Implementation of the city’s first comprehensive long range CIP. - Substantial increases in the city’s fund balances. - 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.  I was hired in 1991 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.  Specific City Council goals established and achieved during my tenure include: - Financial Management – Strengthen the financial position of the City, and overhaul the City’s financial and budgetary systems to make them more accountable and understandable; make Garland’s cost of services more competitive with area cities; minimize dependence on debt; and, operate City utilities as if they were private enterprises. - Economic Development – Reinvigorate the City’s economic development program, positioning Garland as the statewide leader in demonstrating that Ronald Mack Holifield Page 3 of 7 strong environmental policies and strong economic growth efforts are compatible; and enhance citywide housing and neighborhood standards. - Quality of Life – Provide Garland with a national profile in the Arts; dramatically improve Garland’s commitment to basic infrastructure repair and repl acement; make Garland the safest city in the Metroplex; and, revitalize downtown. - Organizational Excellence – Establish an organization whose diversity reflects the community; establish routine evaluation of privatization alternatives; introduce benchmarking as the basis for effective performance measurement; dramatically improve citizen communication and trust in the integrity of local government; create an innovation-minded organization, known for a results-orientation, and capable of overcoming traditional bureaucratic mind-sets and obstacles. 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. - 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 a chieve 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.  Major achievements were in the areas of growth management, infrastructure improvements and municipal finance. Ronald Mack Holifield Page 4 of 7 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.  Major achievements were in the areas of economic development, public/private partnerships, infrastructure improvements, and municipal finance. 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.  Primary accomplishments were in the area of performance measurement. 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 Chief’s of Police, Excellence in Policing Award for Neighborhood Service Team - Garland  Finalist, Governor’s Environmental Excellence Award - Garland  Texas Natural Resource Conservation Commission Award for Excellence - Garland  American Society of Landscape Architects, Texas Chapter, Environmental Stewardship Award for Garland’s Spring Creek Forest Preserve - Garland  Dallas Business Journal, “Metroplex Real Estate Deal of th e 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 Ronald Mack Holifield Page 5 of 7 PROFESSIONAL PARTICIPATION  Author, “the 16%” weekly blog, 2013  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 “Innov ations 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 SPEAKING ENGAGEMENTS  National Public Employers Labor Relations Association Annual Conference, 2013  American Public Works Association Regional Conference, 2013  Texas Recreation and Parks 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 Ronald Mack Holifield Page 6 of 7  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  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 Ronald Mack Holifield Page 7 of 7  Urban Management Assistants of North Texas, Conference of Minority Public Administrators, and National Forum for Black Public Administrators Joint 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 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                                 TAB 12  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* Expense Items (Included in Not-to-Exceed Price Above) SGR considers incidentals to be covered by the professional services fee, and we do not bill the client for any expenses except for those explicitly detailed herein. Expense items include:  Professional production of a high quality brochure. This brochure (typically four pages) is produced by SGR’s graphic designer for a flat fee of $300 per page.  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.  Printing of documents and materials. Reproduction costs for reports and briefing books presented to the client at 23 cents per copy, plus the cost of binders/binding. Electronic discs are billed at $5 each. Flash drives are billed at $10 each.  Online interviews. There is an additional 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 an additional cost of $150 per candidate for the DiSC Management Profile (up to 6 finalists).  Comprehensive Media Reports – Stage 2. There is an additional 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 and related costs for the Project Manager incurred for the benefit of the client. Meals are billed back at $10 for breakfast, $15 for lunch, and $20 for dinner. Hotels are billed at a $150 per night per diem. 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. *Optional Services The optional services listed below are not included in the maximum price above. These include:  Candidate Travel. Candidates are typically reimbursed directly by the client for travel expenses. If the client prefers a different arrangement for candidate travel, SGR will be glad to accommodate the client’s wishes.  Stakeholder Engagement. Should the City Commission elect to include stakeholders in the recruitment process, all direct expenses such as meeting location, refreshments, etc. would be handled and paid for by the City. SGR’s professional services rendered for a stakeholder engagement process are included in the not-to-exceed cost above.  Recruitment video. SGR offers the option of a customized recruitment video for a cost of $3,000.  Site Visits to Communities of Finalist Candidates. If desired, the Project Manager 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 search are billed in three equal installments during the course of the search. 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 search. Expense (reimbursable) items and supplemental services will be billed with each of the three installments, as appropriate.                                 TAB 13  Provision of Service Guarantee SGR guarantees that you will be satisfied with the results of the search process, or we will repeat the entire process at no additional cost until you find a candidate that you desire. Additionally, if you select a candidate who resigns or is released within 24 months of their hire date, SGR will repeat the process at no cost to the client. We also guarantee that we will not solicit a candidate we bring to you for another job for at least five years.                                 TAB 14  $*5:0' #"*/#3*%(&*4-"/% 8"4)*/(50/ UIFDPNNVOJUZ Bainbridge Island, located 35 minutes from downtown Seattle via ferry, has a population of just over 23,000. This vibrant, diverse community, with 53 miles of shoreline, is rich in history, culture and natural beauty. With its semi-rural environment, the Island is home to an eclectic mix of farms, wineries, hiking trails, museums, and local arts. With views of the snow-capped Olympic Mountains to the west and Mount Rainier to the east, Bainbridge Island is the closest getaway destination by ferry from Seattle. Residents and visitors enjoy the best of scenic, small-town charm. Islanders have gone to great lengths to reach a delicate balance: preserving nature, while living within it. Bainbridge Island successfully blends its Paciﬁc Northwest heritage with a casual, artistic, forward-thinking sensibility. Working farms and grassy meadows still dot this friendly island. With several natural harbors, the Island has a strong boating community, and boasts several marinas, yacht clubs, and moorage facilities. Waterfront parks, $*5:."/"(&3104*5*0/130'*-& SFTPVSDFT city website XXXDJCBJOCSJEHFJTMXBVT chamber of commerce XXXCBJOCSJEHFDIBNCFSDPN economic development alliance XXXLJUTBQFEBPSH visitor information XXXCBJOCSJEHFJTMBOEDPN $*5:."/"(&3104*5*0/130'*-& woodland trails and miles of shoreline with natural harbors provide water-related, as well as land-based, recreation for all generations. Popular outdoor sports include kayaking, canoeing, and sailing. Bainbridge is home to the 150-acre internationally renowned Bloedel Reserve, a bountiful and popular farmers’ market, numerous parks and two golf courses, as well as the Bainbridge Historical Museum, the Kids Discovery Museum and the future home of the Bainbridge Island Museum of Art. Residents hold protection and conservation of the Island's natural systems as a primary community value. They voted to tax themselves to purchase hundreds of acres of forests, meadows, beaches, trails, and public farmland to insure the sustainability of environmental protections, community recreational access, and opportunity for local food sources. A 2008 survey of community values reported that 90% of respondents wanted taxes and City services to remain the same or were willing to support a tax increase to support increased services. 93.5% of respondents rated quality of life as good or excellent. Incorporated in 1947 as the City of Winslow, the City of Bainbridge Island was established in 1991 as a strategy for dealing with island-wide growth issues. At that time, Winslow, which was two square miles with a population of 6,000, annexed the remaining 26 square miles of the Island’s unincorporated area. Immediately following incorporation, the city experienced a signiﬁcant increase in population. This growth has been in single digits and stable during the last ﬁve years. Currently, Bainbridge Island ranks 42 out of Washington’s 281 cities in terms of population. Once home to the world’s largest sawmill, Bainbridge Island has grown primarily as a residential community with an active central business district and three small business parks. Employment on the Island comes from a mixture of small retail shops, numerous home-based businesses, manufacturing, government, and healthcare. Many Island residents commute for employment, primarily to Seattle using the Washington State Ferry System. Highly rated Bainbridge Island School District (BISD), with an enrollment of approximately 3,800 students, is the community's largest employer with a staff of 500. BISD's mission is to prepare students for the global workplace, college and personal success. District students demonstrate some of the highest academic achievement in the state. In 2012, US News & World Report ranked Bainbridge High School and Eagle Harbor High School in the list of "America's Best High Schools." Of the 22,000 public high schools ranked, BHS received a Gold Medal as #212 in the nation, and EHHS was designated with a Silver Medal as #1,583. BHS also was designated as one of the US News Best High Schools in Math and Science, ranking #68 in the nation. In addition, a number of Island students attend parochial and private schools on the Island. With over 75% owner-occupied housing units, the average home value in Bainbridge Island is $597,500 with a median family income of $113,686. DJUZPSHBOJ[BUJPO The City of Bainbridge Island is a non-charter code city with a Council-Manager form of government. The City Council is made up of seven members, including two representatives from each of three wards (north, central, south), and one “at-large” member representing the Island as a whole. Council members each serve a staggered four-year term. The members of the City Council choose a chair on a biennial basis. The Chair has the title of Mayor and presides at Council meetings. A Mayor Pro Tem is also selected and presides over City Council Study Sessions. The City Council appoints a professional City Manager, who reports to the City Council and is responsible for the day-to-day operations of the organization. Those directly reporting to the City Manager include the City Attorney, Deputy City Manager, Finance and Administrative Services Director, Information Technology Manager, Planning and Community Development Director, Police Chief, and Public Works Director. The City of Bainbridge Island has 108 fulltime equivalent employees. $*5:."/"(&3104*5*0/130'*-& The City of Bainbridge Island adopts a biennial budget. The 2012 Adopted Budget includes $21 million in operating expenditures, $10.5 million in non-operating expenditures, and total revenues of $32.3 million. Bainbridge Island has several separate government entities (i.e. Special Purpose Districts, also referred to as junior taxing districts), including a Fire District, Metro Parks and Recreation District and School District. Other taxing districts provide services to speciﬁc areas/neighborhoods around the Island, and a local branch of the County-wide library system serves Bainbridge Island. JTTVFTDIBMMFOHFT Having rebalanced the City budget and established reserve accounts over the past 18 months, sustainable and smart growth, sound ﬁscal management and economic development are high priorities for the City Council. Bainbridge Island has an aging infrastructure. Capital improvements have been largely grant funded and with limited resources allocated for repairs, there has been very little maintenance of the Island’s 142 miles of roadway for many years. Having no major industry, the majority of revenues come from property taxes, real estate excise taxes and city development and building fees. The City of Bainbridge Island has limited water and sewer service. The majority of the Island is served by private wells or water systems and septic systems. The City Council intends to reassess the City’s operation of its small water system later this year. It will be important for the next City Manager to communicate well and utilize team building skills to improve customer service, facilitate community participation, and strengthen public trust. The next City Manager will be responsible for working with the City Council to develop and implement an assessment of the organization and its processes to assure provision of the best municipal services at the lowest cost. JEFBMDBOEJEBUF The new City Manager should be a seasoned and professional leader who can demonstrate exceptional leadership ability, a collaborative spirit, and excellent communication and interpersonal skills. An empowering management style with a strong commitment to organizational development and team building is critical. A commitment to open and transparent government and the willingness to be an integral part of the community are highly desired attributes. Dedication to improving the credibility of the municipal government organization and the Police Department will be important in strengthening the public’s trust. The successful candidate will have experience in community policing and unionization issues. The new City Manager will need to work with the City Council to develop a broad community vision and strategic plan that preserves the Island’s characteristics, charm, and its artistic and diverse culture. A person who recognizes what is special about Bainbridge Island and will work to protect its unique nature using economic sustainability is vital. The ideal candidate will be personally involved in the community and have a sense of humor, as well as the ability to engage residents, resulting in a more involved citizenry. The successful candidate will be results oriented, have a keen understanding of economic development principles and a proven track record of business retention and development. The candidate will need to cultivate a positive working relationship with other jurisdictions and organizations, clearly deﬁne zoning to protect Island resources, and encourage smart growth. $*5:."/"(&3104*5*0/130'*-& A strong background in municipal ﬁnance and performance based budgeting is essential. The new City Manager will be dedicated to ﬁnancial transparency and have the ability to improve cost efﬁciency through creative service delivery. Challenged with an aging infrastructure and limited resources, the new City Manager will need to quickly grasp the big picture and present the City Council with options for solutions to balance resources and expenses. The new City Manager will promote organizational development through process improvement. The successful candidate will be capable of guiding and coaching employees in a calm and professional manner to encourage a team approach to delivering a high level of customer service. Setting clear expectations and accountability standards will be important as the new City Manager reviews the organizational structure and considers redistribution of resources to more efﬁciently manage operations. FEVDBUJPOFYQFSJFODF The successful candidate should have a Bachelor’s Degree in Public Administration, Business Administration or a related ﬁeld with a minimum of ten (10) years of progressively responsible experience as a professional City Manager. An advanced degree in a relevant ﬁeld, as well as ICMA training and membership are preferred. The successful candidate should have strong leadership skills, experience with economic development, a solid ﬁnancial background, and familiarity with unionization and labor laws, as well as complex land-use issues. The candidate should have a demonstrated record of process improvement and the ability to evaluate a variety of municipal issues and opportunities and offer sound policy and procedural recommendations. DPNQFOTBUJPOCFOFGJUT The City of Bainbridge Island offers a competitive salary, depending on experience and qualiﬁcations, and a choice between two State of Washington retirement plans. A full range of leave and insurance beneﬁts is also provided. BQQMJDBUJPOQSPDFTT To apply for this position, please email cover letter and resume to: Tom Muehlenbeck, Senior Vice President Strategic Government Resources Tom@GovernmentResource.com 972-740-4468 Applications are preferred electronically. Please insert “Bainbridge Island City Manager” in the subject line. Kindly use PDF format if possible. Should you have any questions regarding the opportunity, or a recommendation of a colleague, please contact SGR Executive Search. This position is open until ﬁlled. Please visit www.GovernmentResource.com for the review status of this position. The City of Bainbridge Island is an Equal Opportunity Employer and values diversity in its workforce. Applicants selected as ﬁnalists for this position will be subject to a comprehensive background check. The Community Sikeston, Missouri, with a popula3on of over 16,000, is located in both southern Sco< and northern New Madrid coun3es. Sikeston covers over 17 square miles and is conveniently located on Interstate 55 and Interstate 57/US Highway 60. It is the halfway point between St. Louis and Memphis, and is four hours from Nashville. Originally known as “Big Prairie,” Sikeston was named for John Sikes, who founded the community in 1860. Un3l 1872, Sikeston was the terminus for the Cairo and Fulton, later the Missouri-‐Pacific, railroad. At the 3me, the train was the only means of transporta3on across the region’s vast swampland. In the early 1900s, a series of dams constructed during the Li<le River Drainage District Project, along with 3mber barons and loggers, converted the area into fer3le farmland. The town experienced growth and prosperity as farmers moved to the area. The Sikeston region became so important to early 20th century agriculture that during World War I, the Sikeston Depot shipped more corn and flour than any other depot in the United States. Today, Sikeston is a community with southern hospitality and historic charm. Residents enjoy life to the fullest, with excellent opportuni3es for recrea3on, family ac3vi3es, historical and cultural events. The Sikeston Depot Museum is the region’s newest historic museum and cultural arts center featuring exhibits that recount important aspects of the area’s history, an art gallery, and a cultural center displaying na3onal traveling exhibits. Sikeston is also home to the Southeast Missouri Agricultural Museum, boas3ng the largest collec3on of an3que farm machinery in Missouri. Sikeston Li<le Theatre has been providing entertainment in Southeast Missouri for over 50 years. The 250-‐seat venue offers five shows each season including children’s produc3ons, plays, and musicals. Every August, the Sikeston Jaycee Bootheel Rodeo, one of the top five PRCA sanc3oned rodeos in the country, a<racts visitors from across the region. This annual event, held over four days, hosts na3onally ranked cowboys and country music stars. CITY MANAGER POSITION PROFILEfor the City of Sikeston, Missouri City of Sikeston Website www.sikeston.org The Community, continued Sikeston Public Schools is AAA rated and provides comprehensive and quality educa3on to over 3,800 students on nine campuses. Addi3onally, three private schools are also available offering educa3on opportuni3es to approximately 200 students. For those seeking higher educa3on, Sikeston is home to three ins3tu3ons with a variety of opportuni3es available. Southeast Missouri State University-‐Sikeston Campus, with an enrollment of 2,000 students, offers a number of four-‐year degree programs. Three Rivers Community College-‐Sikeston Campus, with a new 55-‐acre campus under development, offers associate degree programs in several disciplines. Addi3onally, Sikeston Career and Technology Center provides customized voca3onal and technical training. Governance & Organization Sikeston is a home rule city opera3ng under the Council-‐Manager form of government. The City Council consists of the Mayor and six Council Members. The Mayor and two Council Members are elected at-‐large, with four council members each represen3ng separate wards. The City Council appoints a professional City Manager who manages the day-‐to-‐day opera3ons of the organiza3on. The City has over 150 full-‐ 3me equivalent employees including a Public Safety Department with trained personnel serving as both police and fire protec3on officers. Posi3ons repor3ng directly to the City Manager include the directors of Administra3ve Services, Governmental Services, Public Safety, Public Works, and Economic Development. The City-‐owned Sikeston Board of Municipal U3li3es (BMU) is an autonomous en3ty which provides the community’s electric, water and sewer services. U3lity rates are the lowest in the State. The City also operates a municipal airport, which includes a 5,500-‐foot runway and fixed based opera3on accommoda3ng 10,000 opera3ons annually and is home to several corporate aircrah. Sikeston’s current annual budget is over $12 million (not including the BMU), and the property tax rate is $0.7494 per $100 of valua3on. The median household income is $31,788, and the average home value is $101,373. Leadership & Innovation Upda3ng the strategic plan will be a top priority for the new City Manager. It will be important to iden3fy measurable objec3ves that meet the goals of the plan and to guide and hold City Staff accountable for pursuing and reaching those goals. Addi3onally, a comprehensive plan needs to be updated and officially adopted, and a number of ci3zen advisory boards should be evaluated for consolida3on or re3rement. While the City Staff works well together, a need exists to restructure the organiza3on to establish clear chains of command. Implementa3on of a more effec3ve performance appraisal system that will ensure accountability and follow-‐through is necessary. The current City Manager has served the organiza3on for 28 years and directed the public works and planning departments. The new City Manager will need to recruit and hire someone to oversee those responsibili3es. Sikeston has successfully a<racted new industry with accompanying jobs. However, many new employees are not reloca3ng to Sikeston due to a housing shortage. A rela3vely high propor3on of the exis3ng housing stock is rental, and a need exists for affordable homes in the community. Adding to the challenge, FEMA flood plain maps have recently been revised to include developed residen3al areas, requiring homeowners to obtain costly flood insurance. Making posi3ve progress in addressing the exis3ng housing situa3on will be an important issue for the new City Manager. A large number of derelict and abandoned proper3es have been acquired by the City, and the new City Manager will need to develop a strategy to help return the proper3es to private ownership for development. The City can benefit by fostering effec3ve working rela3onships with other local and regional government agencies. It will be essen3al for the new City Manager to develop those partnerships to enhance efficiencies through coopera3ve agreements. Ideal Candidate The new City Manager will be an asser3ve and energe3c leader who is personable and approachable with broad experience as a management generalist. The ideal candidate will be a proven change agent capable of implemen3ng improvements in an efficient manner without crea3ng a stressful environment. The successful candidate will be a polished communicator who is poli3cally savvy while remaining poli3cally neutral. It will be important for the new City Manager to be highly visible and be an ac3ve par3cipant in community life and events. Having previously lived and worked in a rural community is helpful. Con3nued growth is a priority for Sikeston. The City Council seeks a City Manager experienced in economic development and strategic planning. The new City Manager should have strong budget and financial management skills, personnel management experience, and the ability to delegate effec3vely. Education & Experience The successful candidate will have five or more years of local government experience as a city manager or as an assistant city manager in a comparable or larger community. A bachelor’s degree in business, finance, or a related field is required. A master’s degree in business or public administra3on is preferred, and economic development cer3fica3on is highly desired. Compensation & Benefits The City of Sikeston offers a compe33ve star3ng salary of up to $110,000, depending on qualifica3ons and experience. The City par3cipates in the Local Government Employee Re3rement System (LAGERS) LT8-‐65 with the City paying 100% of the re3rement contribu3ons. In addi3on to a full range of leave and benefits, either a car allowance or use of a City-‐owned vehicle is provided. Residency within the city limits of Sikeston is required, and a reasonable reloca3on expense reimbursement is offered. Application Process Please apply online at: apply.governmentresource.com For more informa3on on this posi3on contact: Gary Holland, Senior Vice President Strategic Government Resources GaryHolland@governmentresource.com 405-‐269-‐3445 The posi3on is open un3l filled. For the review status of this posi3on, please visit: www.GovernmentResource.com/pages/CurrentSearches. The City of Sikeston is an Equal Opportunity Employer and values diversity in its workforce. Applicants selected as finalists for this posi3on will be subject to a comprehensive background check.                                 TAB 15  Background Screening Report First Check 1500 Corporate Circle Ste 13 Southlake, TX 76092 Phone: 817-410-8383 / 888-588-2525 Fax: 888-213-9341 FILE NUMBER 1023 REPORT TO STRATEGIC GOVERNMENT RESOURCES (20002) 1117 Bourland Rd Keller, TX 76248 Phone: 817-337-8581 Fax: - REPORT DATE 02-27-2009 LM ORDER DATE 02-26-2009 REFERENCE CITY OF BEDROCK TYPE EXECUTIVE SEARCH - BACKGROUND CHECK Application Information APPLICANT FLINTSTONE, FREDERICK SSN123-44-5678 DOB 09 -29-XXXX ADDRESS(ES) 480 SLATE RD CITY / STATE / ZIP BEDROCK , TX 75189 Identity Development Person Search - SSN TRACE/ ADDRESS VERIF RESULTS Records Found SSN SEARCHED 123-44-5678 SEARCH DATE 02-26-2009 8:46 AM Applicant Information FULL NAME / SSN DOB ADDRESS PHONE REPORTED DATE(S) FRED FLINTSTONE 123-44-5678 XXXX-00 Age: 49 480 HOWELL RD BEDROCK TX 75189 County: ROCK (888)636 -2459 First: 1993 -04 Last: 2009-02 FREDERICK FLINTSTONE 123-44-5678 480 HOWELL RD BEDROCK, TX 75189 County: ROCK (888)636 -2459 First: 1993 -04 Last: 2007 FRED FLINTSTONE 123-44-5678 XXXX-00 Age: 49 1006 COLUMBINE DR SUGAR, TX 75043 County: TILE First: 1996-08 Last: 2004-06 FRED FLINTSTONE 123-44-5678 306 W VISTA DR SUGAR, TX 75041 County: TILE First: 2002-04 Last: 2002-06 FRED R FLINTSTONE 123-44-5678 XXXX-09-29 Age: 49 1824 DEVON SUGAR, TX 75041 County: TILE First: 1990-12 Last: 1990-12 FRED FLINTSTONE 123-44-5678 XXXX-00 Age: 49 1518 COLONEL DR CREEK, AR 71839 County: MILLER FREDDY FLINTSTONE 123-44-5678 XXXX-00 Age: 49 1824 DEVONSHIRE DR GARLAND CITY, AR 71839 County: MILLER FRED R FLINTSTONE 123-44-5678 1518 COLONEL DR CREEK, TX 75043 County: DALLAS SSN Information SSN VALID ISSUED LOCATION ISSUED DATE RANGE 123-44-5678 SSN is valid.Issued in Texas 1974 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 40 30 DAYS LATE 0 CURRENTLY SATISFACTORY 40 60 DAYS LATE 0 CURRENTLY DELINQUENT 0 90 DAYS LATE 0 PREVIOUSLY DELINQUENT 0 NEWEST TRADE 09/01/08 COLLECTION/CHR OFFS 0/0 OLDEST TRADE 12/01/79 PUBLIC RECORDS 0 INQUIRIES 0 Financial Summary #PAYMENT TTL BALANCE PAST DUE UTILIZATION MORTGAGE 2 $1458 $80157 $0 INSTALLMENT 15 $575 $47296 $0 OPEN 0 $0 $0 $0 REVOLVING 23 $75 $1689 $0 OTHER 0 $0 $0 $0 40 $2108 $129142 $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 NAME SOC SEC DOB AKA APPLICANT FLINTSTONE, FRED 123-44-5678 09/29/1959 XP FLINTSTONE, FREDERICK MATCH MATCH 09/29/59 FRED FLINTSTONE Address Comparison ADDRESS REPORTED 480 HOWELL ROAD , BEDROCK, TX 75189 02/27/09 APPLICANT XP 480 HOWELL RD , BEDROCK, TX 75189 10-2008 APPLICANT XP ROYSE CITY TX , BEDROCK, TX 75189 01-2001 APPLICANT XP 1006 COLUMBINE DR , SUGAR TX 75043 10-1999 Employment Comparison COMPANY POSITION REPORTED APPLICANT XP BEDROCK POLICE 09-1994 APPLICANT XP SLATE GRAVEL CO 08-1995 Credit Bureau Report Credit History COUNTRYWIDE HOME LOANS 08/01/02 75 01/01/09 01-2009 $125000 $80157 $0 0 0 0 MTG 180 $1458 AS AGREED J Remarks: CONVENTIONAL REAL ESTATE LOAN, INCLUDING PURCHASE MONEY FIRST NISSAN MOTOR ACCEPTANC 02/01/07 24 01/01/09 01-2009 $32086 $20338 $0 0 0 0 AUTO 060 $575 AS AGREED B SALLIE MAE 08/01/05 42 01/01/09 01-2006 $11475 $14118 $0 0 0 0 EDU UNK $0 AS AGREED J Remarks: STUDENT LOAN-PAYMENT DEFERRED SALLIE MAE 08/01/06 30 01/01/09 $11210 $12840 $0 0 0 0 EDU UNK $0 AS AGREED J Remarks: STUDENT LOAN-PAYMENT DEFERRED CITI 01/01/97 99 02/01/09 02-2009 $0 $996 $0 0 0 0 REV $20 AS AGREED B CIT BANK/DFS 02/01/04 60 01/01/09 01-2009 $5000 $291 $0 0 0 0 REV $15 AS AGREED B EXXMBLCITI 01/01/05 23 02/01/09 02-2009 $1900 $196 $0 0 0 0 REV $10 AS AGREED B MCYDSNB 10/01/83 30 02/01/09 12-2008 $2000 $97 $0 0 0 0 REV $5 AS AGREED J GEMB/JCP 02/01/83 99 02/01/09 01-2009 $1200 $73 $0 0 0 0 REV $15 AS AGREED J GEMB/DILLARDS 01/01/83 99 02/01/09 02-2009 $4000 $36 $0 0 0 0 REV $10 AS AGREED J AMERICAN HONDA FINANCE 03/01/00 8 11/01/00 $15056 $0 $0 0 0 0 AUTO 060 $0 AS AGREED B BALLY TOTAL FITNESS 01/01/88 1 02/01/03 $1102 $0 $0 0 0 0 INST 024 $0 AS AGREED B Remarks: INSTALLMENT SALES CONTRACT BANK OF AMERICA 05/01/02 30 10/01/04 $11680 $0 $0 0 0 0 AUTO 060 AS AGREED B CREDITOR OPENING DATE REPORTED DATE HIGH CREDIT BALANCE PAST DUE AMOUNT HISTORICAL TIMES PAST DUE TYPE PRESENT STATUS E C O AMONTHS REVIEWED DLA 30 60 90+TERMS $0 BANK OF AMERICA 12/01/99 24 11/01/01 $4478 $0 $0 0 0 0 INST 036 $0 AS AGREED J Remarks: INSTALLMENT LOAN CHASE 12/01/01 6 06/01/02 $8122 $0 $0 0 0 0 AUTO 048 $0 AS AGREED B CHASE 05/01/99 11 03/01/00 $20891 $0 $0 0 0 0 AUTO 060 $0 AS AGREED B CHASE 09/01/94 79 02/01/09 02-2007 $21000 $0 $0 0 0 0 REV $0 AS AGREED B CITI/SHELL 09/01/83 88 02/01/09 01-2009 $800 $0 $0 0 0 0 REV $0 AS AGREED J CITIFINANCIAL RETAIL S 03/01/01 35 12/01/03 $1688 $0 $0 0 0 0 REV $0 AS AGREED B COMPASS BANK 07/01/04 34 04/01/07 03-2007 $33949 $0 $0 0 0 0 AUTO 066 $0 AS AGREED B CREDIT UNION OF TEXAS 01/01/02 51 04/01/06 07-2005 $5000 $0 $0 0 0 0 REV $0 AS AGREED J Remarks: ACCOUNT CLOSED DUE TO TRANSFER OR REFINANCE; ACCOUNT CLOSED DUE TO TRANSFER CREDIT UNION OF TEXAS 01/01/02 43 09/01/07 01-2006 $1797 $0 $0 0 0 0 REV $0 AS AGREED J Remarks: ACCOUNT CLOSED AT CONSUMER'S REQUEST DISCOVER FIN SVCS LLC 04/01/86 99 02/01/09 06-2004 $11900 $0 $0 0 0 0 REV $0 AS AGREED J FIRST USA BANK N A 09/01/94 99 10/01/04 $21000 $0 $0 0 0 0 REV $0 AS AGREED B Remarks: ACCOUNT CLOSED AT CONSUMER'S REQUEST FORD CRED 10/01/00 19 04/01/02 $29758 $0 $0 0 0 0 AUTO 060 $0 AS AGREED B GDYR/CBSD 03/01/88 80 02/01/09 12-2008 $4750 $0 $0 0 0 0 REV $0 AS AGREED B GMAC 10/01/04 28 02/01/07 01-2007 $18088 $0 $0 0 0 0 AUTO 060 $0 AS AGREED B GMAC 04/01/02 21 01/01/04 $28851 $0 $0 0 0 0 AUTO 066 $0 AS AGREED B GNB/BEALLS 03/01/98 66 08/01/03 $2400 $0 $0 0 0 0 REV $0 AS AGREED P Remarks: TRANSFERRED TO ANOTHER LENDER; PURCHASED BY ANOTHER LENDER SEARS/CBSD 12/01/79 99 02/01/09 03-2000 $20000 $0 $0 0 0 0 REV $0 AS AGREED B TEXANS CREDIT UNION 04/01/05 42 09/01/08 08-2008 $15000 $0 $0 0 0 0 REV $0 AS AGREED B Remarks: CHECK CREDIT OR LINE OF CREDIT TEXANS CREDIT UNION 08/01/95 99 01/01/04 $26005 $0 $0 0 0 0 AUTO 045 $0 AS AGREED B THE AMERICAN NATL BANK 12/01/96 1 09/01/02 $127400 $0 $0 0 0 0 MTG 030 $0 AS AGREED P Remarks: CONVENTIONAL REAL ESTATE LOAN, INCLUDING PURCHASE MONEY FIRST TRANSAMERICA BANK 02/01/01 14 04/01/02 $6000 $0 $0 0 0 0 REV $0 AS AGREED P Remarks: TRANSFERRED TO ANOTHER LENDER US BANK 12/01/03 08/01/04 $31308 $0 $0 0 0 0 AUTO AS AGREED B CREDITOR OPENING DATE REPORTED DATE HIGH CREDIT BALANCE PAST DUE AMOUNT HISTORICAL TIMES PAST DUE TYPE PRESENT STATUS E C O AMONTHS REVIEWED DLA 30 60 90+TERMS 9 066 $0 US BANK/NA ND 09/01/08 5 01/01/09 12-2008 $1000 $0 $0 0 0 0 REV $0 AS AGREED J USAA FEDERAL SAVINGS B 04/01/91 99 02/01/09 01-2009 $17500 $0 $0 0 0 0 REV $0 AS AGREED J WFNNB/BEALLS 03/01/98 85 02/01/09 03-2008 $2400 $0 $0 0 0 0 REV $0 AS AGREED J WFNNB/VICTORIAS SECRET 12/01/93 38 02/01/09 02-2009 $1250 $0 $0 0 0 0 REV $0 AS AGREED B CREDIT UNION OF TEXAS 01/01/02 49 09/01/07 01-2006 $5000 $$0 0 0 0 REV $0 CRCDLOST J Remarks: CREDIT CARD LOST OR STOLEN ECOA KEY: B = BORROWER; C = CO -BORROWER; S = SHARED; J = JOINT; U = UNDESIGNATED; A = AUTHORIZED USER CREDITOR OPENING DATE REPORTED DATE HIGH CREDIT BALANCE PAST DUE AMOUNT HISTORICAL TIMES PAST DUE TYPE PRESENT STATUS E C O AMONTHS REVIEWED DLA 30 60 90+TERMS Public Records NO PUBLIC RECORDS DEVELOPED Prior Inquiries CREDITOR INQUIRY TYPE DATE SRC ECOA NO PRIOR INQUIRIES DEVELOPED Repository Remarks XP CONSUMER STATEMENT: 27& 11-11-08 2499947 ID SECURITY ALERT: FRAUDULENT APPLICATIONS MAY BE SUBMITTED IN MY NAME OR MY IDENTITY MAY HAVE BEEN USED WITHOUT MY CONSENT TO FRAUDULENTLY OBTAIN GOODS OR SERVICES. DO NOT EXTEND CREDIT WITHOUT FIRST VERIFYING THE IDENTITY OF THE APPLICANT. I CAN BE REACHED AT 972-977-7184. THIS SECURITY ALERT WILL BE MAINTAINED FOR 90 DAYS BEGINNING 11-11-08. XP CONSUMER STATEMENT: USER ACKNOWLEDGES RECEIPT OF A COPY OF THE SUMMARY OF THE CONSUMER'S RIGHTS PRESCRIBED BY THE FEDERAL TRADE COMMISSION UNDER SECTION 609 (c) (3) OF THE FCRA ("CONSUMER'S RIGHTS"). BY ACCEPTING THIS REPORT, THE USER HEREBY CERTIFIES AND CONFIRMS THAT HE OR SHE WILL ATTACH A COPY OF THE CONSUMER'S RIGHTS TO THE REPORT AS REQUIRED BY SECTION 604 (b) (1) (B) OF THE FCRA. Source Information Creditors CREDITOR SUB CODE ADDRESS PHONE AMERICAN HONDA FINANCE 3600888 3625 W ROYAL LN STE 200, IRVING, TX 75063 214-277-5200 BALLY TOTAL FITNESS 0300750 7755 CENTER AVE STE 440, HUNTINGTON BEACH, CA 92647 562-484-2980 BANK OF AMERICA 1198830 201 N TRYON ST, CHARLOTTE, NC 28255 BYMAILONLY CHASE 1101969 201 N WALNUT ST # DE1-10, WILMINGTON, DE 19801 BYMAILONLY CITI CC 1240000 PO BOX 6500, SIOUX FALLS, SD 57117 800-843-0777 CITIFINANCIAL RETAIL S 1138180 PO BOX 6080, NEWARK DE 19714 1-800-643-5607 COMPASS BANK 1100940 15 20TH ST S FL 9, BIRMINGHAM, AL 35233 205-558-6403 COUNTRYWIDE HOME LOANS 3991532 400 COUNTRYWIDE WAY, SIMI VALLEY, CA 93065 805-520-5100 CREDIT UNION OF TEXAS 3240147 PO BOX 515169, DALLAS, TX 75251 972-669-9166 DELL FINANCIAL SVCS/CI 1616760 3500A WADLEY PL, AUSTIN, TX 78727 800-955-3355 DISCOVER FINANCIAL SVC 3276502 PO BOX 15316, WILMINGTON DE 19850 800-347-2683 EXXMBLCITI 1402260 PO BOX 6497, SIOUX FALLS, SD 57117 800-950-5114 FIRST USA BANK N A 1260958 1523 CONCORD PK, WILMINGTON, DE 19803 800-955-9900 FIRSTAR 1183670 PO BOX 2188, OSHKOSH, WI 54903 800-934-8849 FORD CRED 1631440 PO BOX BOX 542000, OMAHA, NE 68154 800-727-7000 GEMB/DILLARDS 1355850 PO BOX 981400, EL PASO, TX 79998 BYMAILONLY GEMB/JCP 3321860 PO BOX 984100, EL PASO, TX 79998 800-542-0800 GMAC 2611005 PO BOX 2150, GREELEY, CO 80632 800-200-4622 GNB/BEALLS 3376833 1020 WILLOWCREEK DR, JACKSONVILLE, TX 75766 BYMAILONLY MCYDSNB 1362830 9111 DUKE BLVD, MASON, OH 45040 800-458-6229 NISSAN MOTOR ACCEPTANC 3696046 PO BOX 660360, DALLAS, TX 75266 800-950-6622 SALLIE MAE 3RD PTY LSC 1993837 1002 ARTHUR AVE, PANAMA CITY, FL 32401 900-555-7562 SEARS/CBSD 1230730 PO BOX 6189, SIOUX FALLS, SD 57117 BYMAILONLY TEXANS CREDIT UNION 2760049 777 E CAMPBELL RD, RICHARDSON, TX 75081 BYMAILONLY THE AMERICAN NATL BANK 3183032 PO BOX 40, TERRELL, TX 75160 972-524-3411 TRANSAMERICA BANK 1673018 11227 LAKEVIEW AVE, LENEXA, KS 66219 BYMAILONLY US BANK/NA ND 3143770 4325 17TH AVE SW, FARGO ND 58125 BYMAILONLY USAA FEDERAL SAVINGS B 2201031 PO BOX 47504, SAN ANTONIO, TX 78265 BYMAILONLY WFNNB/BEALLS 1350930 PO BOX 2974, MISSION, KS 66201 800-315-7260 WFNNB/VICTORIAS SECRET 1348810 PO BOX 182128, COLUMBUS, OH 43218 800-695-9478 Submission Results APPLICANT BUREAU DATE RESULT APPLICANT EXPERIAN 02/27/09 08:46:32 AM RECORD FOUND Repository Referral Experian P.O. Box 2002 Allen, TX 75013 888-397-3742 Comments *** End of Credit Report *** Investigative County Criminal Records Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FRED SEARCH DATE 02-27-2009 12:29 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 years JURISDICTION TX -HUNT RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FRED SEARCH DATE 02-26-2009 12:58 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 years JURISDICTION TX -ROCK 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. COLLIN COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 DALLAS COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 DENTON COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 Nationwide Wants and Warrants NO OPEN WANTS OR WARRANTS FOUND FREDERICK FLINTSTONE 02/27/09 TARRANT COUNTY NO REPORTABLE RECORDS FOUND FREDERICK FLINTSTONE 02/26/09 State Criminal Records Search RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02-26-2009 12:59 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 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 FLINTONE, FREDERICK SEARCH DATE 02-26-2009 12:59 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 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 FLINTSTONE, FREDERICK SEARCH DATE 02-26-2009 8:46 AM DOB SEARCHED 09-29-XXXX 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 FLINTSTONE, FREDERICK SEARCH DATE 02-26-2009 8:46 AM SOURCES Australian Reserve Bank Sanctions List Bank of England Sanctions List Debarred Parties List (Directorate of Defense Trade Controls) Denied Persons List European Union Terrorism Sanctions List FDA Office of Regulatory Affairs Debarment List Fugitive List Health and Human Services Exclusion List Interpol Most Wanted Office of the Comptroller of Currency Enforcement Actions List OFAC (Specially Designated Nationals List) Office of Thrift Supervision (OTS) OFSI (Canadian Sanctions List) United Nations Consolidated Sanctions List Palestinian Legislative Council List US General Services Administration 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 FLINTSTONE, FREDERICK SEARCH DATE 02-26-2009 12:59 PM DOB SEARCHED 09-29-XXXX 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 No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02-26-2009 1:00 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 years JURISDICTION TX-COLLIN RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE, FREDERICK SEARCH DATE 02-27-2009 12:39 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 years JURISDICTION TX -TILE RESULTS No Reportable Records Found NAME SEARCHED FLINTSTONE,FREDERICK SEARCH DATE 02-26-2009 1:01 PM DOB SEARCHED 09-29-XXXX SEARCH SCOPE 7 years JURISDICTION TX -ROCK CAUTION: 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. '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. Credentials Instant Driving Records RESULTS License Found STATE OF ISSUE Texas SEARCH DATE 02-26-2009 8:46 AM LICENSE NUMBER 05554441 05554441 TX FLINTSTONE, FREDERICK XXXX-09-29 480 HOWELL RD BEDROCK, TX 751890000 License Info CLEAR CM C - Single or comb veh , not in class A or B,M - Motorcycle or moped 2013-09-29 1974-10-10 Other License Info RECORD CONTAINS NO REPORTED CONVICTIONS OR ACCIDENTS WITH CITATIONS IN LAST 3 YEARS. MVR found 0 THIS TYPE RECORD WILL NOT REFLECT COMPLETION OF A DRIVING SAFETY COURSE. THIS TYPE RECORD WILL NOT REFLECT OFFENSES OR RELATED SUSPENSIONS UNDER ALCOHOL BEVERAGE CODE 106.041 OR 106.071. License Number: License State: Full Name: DOB: Address: Status: Class: Class Description: Expiration Date: Original Issue Date: Report Message: MVR Status: MVR Score: Messages WARNING: Confidential Information - To Be Used As Per State And Federal Laws. Misuse May Result In A Criminal Prosecution. COMPREHENSIVE REPORT Names Associated With Subject: FRED FLINTSTONE DOB: 1/1960 Age: 49 452 -27-xxxx issued in Texas between 1/1/1974 and 12/31/1974 FRED R FLINTSTONE DOB: 9/29/1959 Age: 49 452 -27-xxxx issued in Texas between 1/1/1974 and 12/31/1974 Others Associated With Subjects SSN: (DOES NOT usually indicate any type of fraud or deception) [None Found] Comprehensive Report Summary: Address Summary: Active Address(es): 480 HOWELL RD, BEDFORD TX 75189 -6108, COLLIN COUNTY (Apr 1993 - Feb 2009) Current Residents at Address: FRED FLINTSTONE WILMA FLINTSTONE PEBBLE FLINTSTONE Property Ownership Information for this Address Property: Parcel Number - Name Owner : FLINTSTONE, FREDERICK Property Address: - 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY Owner Address: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY Data Source - A Previous And Non -Verified Address(es): 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY (May 1984 - Jun 2004) Current Residents at Address: P GREEN DANNY GREEN Property Ownership Information for this Address Property: Parcel Number - 26 -- 005-023 -0000 Book - 96168 Page - 1686 Name Owner : GREEN P W Name Owner 2: GREEN DANNY D Property Address: - 1006 COLUMBINE DR, SUGAR TX 75043- 1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Land Usage - SFR Total Market Value - $101,070 Land Value - $24,000 Improvement Value - $77,070 Land Size - 7,183 Square Feet Year Built - 1978 Name of Seller : FLINTSTONE, FRED Loan Amount - $74,131 Subject Information: Name: FREDERICK FLINTSTONE Date of Birth: 9/29/1959 Age: 49 SSN: 123-44-5678 issued in Texas between 1/1/1974 and 12/31/1974 Names Associated With Subject 2 Found Others Associated With Subjects SSN None Found Possible Criminal Records None Found Sexual Offenses None Found Motor Vehicles Registered 8 Found Concealed Weapons Permit None Found Professional Licenses None Found FAA Aircrafts None Found Watercraft None Found Bankruptcies None Found Liens and Judgments None Found UCC Filings 1 Found Possible Properties Owned 0 Found Address County Dates Maps 480 HOWELL RD, BEDFORD TX 75189 -6108 Apr 1993 - Feb 2009 N/A 1006 COLUMBINE DR, SUGAR TX 75043 -1815 DALLAS May 1984 - Jun 2004 N/A 306 W VISTA DR, SUGAR TX 75041 -3025 CTILE Apr 2002 - Jun 2002 N/A 1518 COLONEL DR, SUGAR TX 75043 -1219 WHARTON May 1984 - Nov 2000 N/A 1824 DEVONSHIRE DR, SUGAR TX 75041 -1515 DALLAS May 1984 - Dec 1990 N/A Loan Type - FEDERAL HOUSING AUTHORITY Lender Name - CTX MTG CO Data Source - A Property: Parcel Number - Name Owner : GREEN, P Property Address: - 1006 COLUMBINE DR, SUGAR TX 75043- 1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Name of Seller : FLINTSTONE, FRED & WILMA Data Source - A Property: Parcel Number - 26 -3330- 005-023 -00 -00 Book - 96168 Page - 1686 Name Owner : GREEN PW & DANNY Property Address: - 1006 COLUMBINE DR, SUGAR TX 75043- 1815,ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Market Value - $101,070 Land Value - $24,000 Improvement Value - $77,070 Year Built - 1978 Data Source - B 306 W VISTA DR, SUGAR TX 75041 -3025, ROCK COUNTY (Apr 2002 - Jun 2002) Current Residents at Address: BARNEY RUBBLE BETTY RUBBLE BAM BAM RUBBLE BECKY RUBBLE Property Ownership Information for this Address Property: Parcel Number - 26 -4-009 -0000 Name Owner : RUBBLE, BARNARD Property Address: - 306 W VISTA DR, SUGAR TX 75041 -3025,ROCK COUNTY Owner Address: 306 W VISTA DR, SUGAR TX 75041 -3025, ROCK COUNTY Total Market Value - $95,240 Land Value - $13,750 Improvement Value - $81,490 Land Size - 9,239 Square Feet Year Built - 1959 Name of Seller : FLINTSTONE, FRED Loan Amount - $96,337 Loan Type - FEDERAL HOUSING AUTHORITY Lender Name - AMERICAN MTG CO Data Source - A 1518 COLONEL DR, SUGAR TX 75043 - 1219, WHINEY COUNTY (May 1984 - Nov 2000) Current Residents at Address: MICKEY MOUSE JR MINNE MOUNSE Property Ownership Information for this Address Property: Parcel Number - 26 - 007-013 -0000 Name Owner : MOUSE, MICKEY Property Address: - 1518 COLONEL DR, SUGAR TX 75043 -1219,ROCK COUNTY Owner Address: 1518 COLONEL DR, SUGAR TX 75043 - 1219,ROCK COUNTY Total Market Value - $171,120 Land Value - $40,000 Improvement Value - $131,120 Land Size - 12,000 Square Feet Year Built - 1978 Data Source - A 1824 DEVONSHIRE DR, SUGAR TX 75041 -1515, ROCK COUNTY (May 1984 - Dec 1990) Current Residents at Address: SPONGEBOB SQUAREPANTS PATRICK STAR Property Ownership Information for this Address Property: Parcel Number - 26 -2-006 -00 -00 Book - 93094 Page - 2306 Name Owner : CRABB FAMILY PARTNERSHIP LTD Property Address: - 1824 DEVONSHIRE DR, SUGAR TX 75041 -1515,ROCK COUNTY Owner Address: 7602 MERRITT RD, OCEAN TX 75089 -2100, LIME COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Market Value - $27,590 Land Value - $16,000 Improvement Value - $11,590 Year Built - 1951 Data Source - B Possible Criminal Records: [None Found] Sexual Offenses: [None Found] Motor Vehicles Registered To Subject: Vehicle: Description: 2004 Cadillac CTS - Sedan 4 Door VIN: 1G640126002 State Of Origin: TEXAS Engine: 6 Cylinder 220 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: Pass key Roof: None / not available Price: 30835 Radio: AM/FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FRED FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 05743132091858 Title Status: Clear Title To Vehicle Title Issue Date: 1/7/2004 Odometer Mileage: 93 Lien Holder(s) Record Type: HISTORICAL Lien Date: 12/6/2003 Vehicle: Description: 2004 Chevrolet C1500 Silverado - Pickup VIN: 1GCEXXXXX244320 State Of Origin: TEXAS Engine: 6 Cylinder 262 Cubic Inch Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Standard Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Pass key Roof: None / not available Price: 20215 Radio: AM/FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FREDERICK FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDROCK TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 12920170092203 Title Status: Clear Title To Vehicle Title Issue Date: 11/5/2004 Odometer Mileage: 115 Lien Holder(s) Record Type: HISTORICAL Lien Date: 10/9/2004 Vehicle: Description: 2000 Honda XR80R - Dirt Motorcycle VIN: JH2XXX6YK901447 State Of Origin: TEXAS Engine: 1 Cylinder 80 Cubic Inch Price: 1999 Owner(s) Name: FRED FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 116001150305 Title Status: Superceded By Title-In-Progress Title Issue Date: 12/17/1999 Odometer Mileage: 1 Lien Holder(s) Record Type: HISTORICAL Lien Date: 12/4/1999 Vehicle: Description: 2005 Cadillac C/T CTS HI Feature V6 - Sedan 4 Door VIN: 1G6DP56751415 State Of Origin: TEXAS Engine: 6 Cylinder 220 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: Pass key Roof: None / not available Price: 32440 Radio: AM/FM CD Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FRED FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDROCK TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 043133420 Title Status: Clear Title To Vehicle Title Issue Date: 8/16/2004 Odometer Mileage: 7 Lien Holder(s) Record Type: HISTORICAL Lien Date: 7/23/2004 Vehicle: Description: 2002 Chevrolet C1500 Tahoe - 4 Dr Wagon Sport Utility VIN: 1GNEC1XXX227917 State Of Origin: TEXAS Engine: 8 Cylinder 293 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: Anti-theft device Roof: None / not available Price: 32364 Radio: AM/FM CD Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Standard Owner(s) Name: FRED FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDFORD, TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 19360083955 Title Status: Superceded By Title-In-Progress Title Issue Date: 4/30/2002 Odometer Mileage: 240 Lien Holder(s) Record Type: HISTORICAL Lien Date: 4/4/2002 Vehicle: Description: 2002 Dodge Ram 1500 - Pickup VIN: 1XXXK72J232340 State Of Origin: TEXAS Engine: 6 Cylinder 225 Cubic Inch Restraints: Dual front air bags/active belts Anti Lock Brakes: 4 wheel standard Air Conditioning: Standard Daytime Running Lights: Not available Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Unknown Roof: None / not available Price: 16955 Radio: AM/FM Cassette Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Optional Owner(s) Name: JODY L LAY Potential SSN : 452 -27-xxxx Address: 480 HOWELL RD, ROYSE CITY TX 75189-6108, COLLIN COUNTY DOB: 9/29/1959 Age: 49 Title Number: 12925037394135717 Title Status: Clear Title To Vehicle Title Issue Date: 6/5/2002 Odometer Mileage: 15 Lien Holder(s) Record Type: HISTORICAL Lien Date: 5/8/2002 Vehicle: Description: 2000 Yamaha RT100 - Trail/Dirt Motorcycle VIN: JYA3UL033YA000475 State Of Origin: TEXAS Engine: 1 Cylinder 97 Cubic Inch Price: 2049 Owner(s) Name: FRED FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDFORD, TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 11601150728 Title Status: Clear Title To Vehicle Title Issue Date: 12/17/1999 Odometer Mileage: 1 Lien Holder(s) Record Type: CURRENT Lien Date: 12/3/1999 Vehicle: Description: 1999 Ford F250 Super Duty - 4 Door Ext. Cab Pickup VIN: 1FTXXX1XED28242 State Of Origin: TEXAS Engine: 8 Cylinder 330 Cubic Inch Restraints: Dual front air bags/active belts Anti Lock Brakes: ABS standard, wheels unknown Air Conditioning: Optional Daytime Running Lights: Optional Power Steering: Standard Power Brakes: Standard Power Windows: Optional Security System: Unknown Roof: None / not available Price: 20820 Radio: AM/FM Front Wheel Drive: No Four Wheel Drive: No Tilt Wheel: Optional Owner(s) Name: FRED FLINTSTONE Potential SSN : 123-44-5678 Address: 480 HOWELL RD, BEDFORD TX 75189 -6108, TILE COUNTY DOB: 9/29/1959 Age: 49 Title Number: 0574525100 Title Status: Clear Title To Vehicle Title Issue Date: 3/4/1999 Odometer Mileage: 17 Lien Holder(s) Record Type: HISTORICAL Lien Date: 2/3/1999 Concealed Weapons Permit: [None Found] Professional License(s): [None Found] FAA Aircrafts: [None Found] Watercraft: [None Found] Bankruptcies: [None Found] Liens and Judgments: [None Found] UCC Filings: Filing Agency Address: Filing State: TXD Debtor(s): Debtor Name: FREDERICK FLINTSTONE Debtor SSN/FEIN: 123-44-5678 Debtor Address: 1006 COLUMBIA DR, SUGAR TX 75043 Secured(s): Secured Name: NORTHPARK NATL BK Secured Address: DALLAS TX 75225 Filing(s): Filing Type: Filing Number: 01122298 Date Filed: Apr 19, 1990 Pages: 20 Possible Properties Owned by Subject: Property: Parcel Number - 4495-0000-0003 -00-0R Book - 772 Page - 322 Name Owner : FLINTSTONE, FRED & WILMA Property Address: - 480 HOWELL RD, BEDROCK TX 75189 -6108, TILE COUNTY Owner Address: 480 HOWELL RD, BEDROCK TX 75189 - 6108, TILE COUNTY Land Usage - SINGLE FAMILY RESIDENTIAL Total Market Value - $195,550 Assessed Value - $195,550 Land Value - $31,950 Improvement Value - $163,600 Year Built - 1996 Data Source - B Property: Parcel Number - 26 -2- 023-0000 Book - 96168 Page - 1686 Name Owner : GREEN DW Name Owner 2: GREEN P Property Address: - 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Owner Address: 1006 COLUMBINE DR, SUGAR TX 75043 -1815, ROCK COUNTY Land Usage - SFR Total Market Value - $101,070 Land Value - $24,000 Improvement Value - $77,070 Land Size - 7,183 Square Feet Year Built - 1978 Name of Seller : FLINTSTONE, FRED & WILMA A Loan Amount - $74,131 Loan Type - FEDERAL HOUSING AUTHORITY Lender Name - MTG CO Data Source - A 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 *** TAB 16 (Attached as separate file)