Strategic Government Resources ~ C210032 CITY OF TIGARD OREGON-CONTRACT SUMMARY FORM
THIS FORMMUSTACCOMPANYEYERY CONTRACT
Contract Title: City Manager Executive Search Services Number: C210032
Contractor: Strategic Qovernment Resources Contract Total: $26,650.00
Contract Overview: Full service recruitment 12rocess for die_Lity Manager posititan.
r
Initial Risk Level: ❑ Extreme ❑ High ❑ Moderate ® Low
Risk Reduction Steps:
Risk Comments:
Risk Signature:
Contract Manager: Dana Bennett Ext: 2453 Department: HR
Type: ® Personal Svc ❑ Professional Svc ❑ Public Imp ❑ General Svc ❑ Coop Purchase
❑ Other: Start Date: End Date:
Quotes/Bids/Proposal:
Strategic Government Resources _ 460
Karras Consulting 411
Ralph Andersen&Associates 349
(,'PS HR Consulting 416
GovHR USA 404
The Novak Consulting Group _ 418
Bob '.lurray&Associates 415
Account String: Fund-Division-&count XvVork Order-AcriviLI Type Ainotint
FY 20-21 600-1000-54001
FY
FY
FY
FY
Approvals - LCRB Date:
Department Comments:
Department Signature: fa - - —
Purchasing Comments:
Purchasing Signature:
City Manager Comments:
City Manager Signature:
After securing all required approvals, forward original copy to the Contracting and Purchasing Office along with a
completed Contract Checklist.
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Contract# C210032
CITY OF TIGARD, OREGON
PERSONAL SERVICES CONTRACT
CITY MANAGER EXECUTIVE SEARCH SERVICES
THIS AGREEMENT made and entered into this 24th day of September 2020 by and between the City of
Tigard, a municipal corporation of the State of Oregon, hereinafter called City, and Strategic Government
Resources,hereinafter called Contractor.
RECITALS
WHEREAS, the City's 2021 fiscal year budget provides for services related to executive search services; and
WHEREAS, City has need for the services of a company with a particular ability, knowledge, and experience
possessed by Contractor, and
WHEREAS, City issued Informal Request for Proposals 2021-07 and determined that Contractor is qualified
and capable of performing the professional services as City does hereinafter require, under those terms and
conditions set forth,
THEREFORE, the Parties agree as follows:
1. SERVICES TO BE PROVIDED
Contractor will initiate services immediately upon receipt of City's notice to proceed together with an
executed copy of this Agreement. Contractor agrees to complete work that is detailed in Exhibit A
and Exhibit C,incorporated herein by reference.
2. EFFECTIVE DATE AND DURATION
This Agreement is effective upon the date of execution and expires on February 28, 2021, unless
otherwise terminated or extended. All work under this Agreement must be completed prior to the
expiration of this Agreement.
3. COMPENSATION
The City agrees to pay Contractor in accordance with the fee schedule outlined in Exhibit B. The
total amount paid to the Contractor by the City may not exceed Twenty-Six Thousand Six Hundred
and Fifty and 00/100 Dollars ($26,650.00). Payments made to Contractor will be based upon the
following applicable terms:
A. Payment by City to Contractor for performance of services under this Agreement includes all
expenses incurred by Contractor, with the exception of expenses, if any, identified in this
Agreement as separately reimbursable.
B. Payment will be made in installments based on Contractor's invoice, subject to the approval of
the Human Resources Director, or designee, and not more frequently than monthly. Unless
otherwise agreed,payment will be made only for work actually completed as of the date of invoice.
City of Tigard 1 13125 SW Hall Blvd.,Tigard, OR 97223 1 (503) 639-4171 1 www.tigard-or.gov
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C. Payment by City releases City from any further obligation for payment to Contractor for services
performed or expenses incurred as of the date of the invoice. Payment may not be considered
acceptance or approval of any work or waiver of any defects therein.
D. Contractor must make payments promptly, as due, to all persons supplying labor or materials for
the performance of the work provided for in this Agreement.
E. Contractor may not permit any lien or claim to be filed or prosecuted against the City on any
account of any labor or material furnished.
F. Contractor will pay to the Department of Revenue all sums withheld from employees pursuant to
ORS 316.167.
G. Contractor will pay all contributions or amounts due the Industrial Accident Fund from the
contractor or any subcontractor.
H. If Contractor fails,neglects, or refuses to make prompt payment of any claim for labor or services
furnished to Contractor or a subcontractor by any person as such claim becomes due, City's
Finance Director may pay such claim and charge the amount of the payment against funds due or
to become due the Contractor. The payment of the claim in this manner does not relieve
Contractor or their surety from obligation with respect to any unpaid claims.
I. Contractor will promptly, as due, make payment to any person, co-partnership, association, or
corporation, furnishing medical, surgical, and hospital care or other needed care and attention,
incident to sickness or injury, to the employees of Contractor, of all sums that Contractor agrees
to pay for the services and all moneys and sums that Contractor collected or deducted from the
wages of employees pursuant to any law, contract, or agreement for the purpose of providing or
paying for services.
J. Contractor and its employees, if any, are not active members of the Oregon Public Employees
Retirement System and are not employed for a total of 600 hours or more in the calendar year by
any public employer participating in the Retirement System.
K. Contractor must obtain,prior to the execution of any performance under this Agreement, a City
of Tigard Business License. The Tigard Business License is based on a calendar year with a
December 31 st expiration date. New businesses operating in Tigard after June 30th of the current
year will pay a pro-rated fee though the end of the calendar year.
L. The City certifies that sufficient funds are available and authorized for this Agreement during the
current fiscal year. Funding during future fiscal years is subject to budget approval by Tigard's
City Council.
4. OWNERSHIP OF WORK PRODUCT
City is the owner of and is entitled to possession of any and all work products of Contractor which
result from this Agreement,including any computations,plans, correspondence,or pertinent data and
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information gathered by or computed by Contractor prior to termination of this Agreement by
Contractor or upon completion of the work pursuant to this Agreement.
5. ASSIGNMENT/DELEGATION
Neither party may assign, sublet or transfer any interest in or duty under this Agreement without the
written consent of the other and no assignment has any force or effect unless and until the other party
has consented. If City agrees to assignment of tasks to a subcontract, Contractor is fully responsible
for the acts or omissions of any subcontractors and of all persons employed by them. Neither the
approval by City of any subcontractor nor anything contained herein creates any contractual relation
between the subcontractor and City. The provisions of this Agreement are binding upon and will
inure to the benefit of the parties to the Agreement and their respective successors and assigns.
6. STATUS OF CONTRACTOR AS INDEPENDENT CONTRACTOR
Contractor certifies that:
A. Contractor acknowledges that for all purposes related to this Agreement,Contractor is an independent
contractor as defined by ORS 670.600 and not an employee of City. Contractor is not entitled to
benefits of any kind to which an employee of City is entitled and is solely responsible for all payments
and taxes required by law. Furthermore, in the event that Contractor is found by a court of law or
any administrative agency to be an employee of City for any purpose, City is entitled to offset
compensation due, or to demand repayment of any amounts paid to Contractor under the terms of
this Agreement, to the full extent of any benefits or other remuneration Contractor receives (from
City or third party) as a result of said finding and to the full extent of any payments that City is required
to make (to Contractor or to a third party) as a result of said finding.
B. Contractor is not an officer, employee, or agent of the City as those terms are used in ORS 30.265.
7. CONFLICT OF INTEREST
The undersigned Contractor hereby represents that no employee of the City, or any partnership or
corporation in which a City employee has an interest, has or will receive any remuneration of any
description from Contractor,either directly or indirectly,in connection with the letting or performance
of this Agreement, except as specifically declared in writing.
If this payment is to be charged against Federal funds, Contractor certifies that he/she is not currently
employed by the Federal Government and the amount charged does not exceed their normal charge
for the type of service provided.
8. INDEMNIFICATION
City has relied upon the professional ability and training of Contractor as a material inducement to
enter into this Agreement. Contractor represents that all of its work will be performed in accordance
with generally accepted professional practices and standards as well as the requirements of applicable
federal, state, and local laws, it being understood that acceptance of a Contractor's work by City will
not operate as a waiver or release.
Contractor agrees to indemnify and defend the City,its officers,employees,agents,and representatives
and hold them harmless from any and all liability,causes of action, claims,losses,damages,judgments,
or other costs or expenses,including attorney's fees and witness costs (at both trial and appeal level,
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whether or not a trial or appeal ever takes place including any hearing before federal or state
administrative agencies), that may be asserted by any person or entity which in any way arise from,
during, or in connection with the performance of the work described in this contract, except liability
arising out of the sole negligence of the City and its employees. Such indemnification will also cover
claims brought against the City under state or federal worker's compensation laws. If any aspect of
this indemnity is found to be illegal or invalid for any reason whatsoever, such illegality or invalidity
does not affect the validity of the remainder of this indemnification.
9. INSURANCE
Contractor and its subcontractors must maintain insurance acceptable to City in full force and effect
throughout the term of this contract. Such insurance must cover risks arising directly or indirectly out
of Contractor's activities or work hereunder,including the operations of its subcontractors of any tier.
The policy or policies of insurance maintained by the Contractor must provide at least the following
limits and coverages:
A. Commercial General Liability Insurance
Contractor will obtain,at Contractor's expense,and keep in effect during the term of this contract,
Comprehensive General Liability Insurance covering Bodily Injury and Property Damage on an
"occurrence" form (CG 2010 1185 or equivalent). This coverage must include Contractual
Liability insurance for the indemnity provided under this contract. The following insurance will
be carried:
Coverage Limit
General Aggregate $2,000,000
Products-Completed Operations Aggregate $1,000,000
Personal&Advertising Injury $1,000,000
Each Occurrence $1,000,000
Fire Damage (Any one fire) $50,000
B. Commercial Automobile Insurance
Contractor must also obtain, at Contractor's expense, and keep in effect during the term of the
contract,Commercial Automobile Liability coverage including coverage for all owned,hired, and
non-owned vehicles on an "occurrence" form. The Combined Single Limit per occurrence may
not be less than $1,000,000.
If Contractor uses a personally-owned vehicle for business use under this contract,the Contractor
will obtain, at Contractor's expense, and keep in effect during the term of the contract, business
automobile liability coverage for all owned vehicles on an "occurrence" form. The Combined
Single Limit per occurrence may not be less than $1,000,000.
C. Workers' Compensation Insurance
The Contractor, its subcontractors, if any, and all employers providing work, labor, or materials
under this Contract that are subject employers under the Oregon Workers' Compensation Law
must comply with ORS 656.017,which requires them to provide workers' compensation coverage
that satisfies Oregon law for all their subject workers. Out-of-state employers must provide
Oregon workers' compensation coverage for their workers who work at a single location within
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Oregon for more than 30 days in a calendar year. Contractors who perform work without the
assistance or labor of any employee need not obtain workers' compensation coverage. All non-
exempt employers must provide Employer's Liability Insurance with coverage limits of not less
than$1,000,000 each accident.
D. Additional Insured Provision
All required insurance policies, other than Workers' Compensation and Professional Liability,
must name the City its officers, employees, agents, and representatives as additional insureds with
respect to this Agreement.
E. Insurance Carrier Rating
Coverages provided by the Contractor must be underwritten by an insurance company deemed
acceptable by the City. All policies of insurance must be written by companies having an A.M.
Best rating of "A-VII" or better, or equivalent. The City reserves the right to reject all or any
insurance carrier(s) with an unacceptable financial rating.
F. Self-Insurance
The City understands that some contractors may self-insure for business risks and the City will
consider whether such self-insurance is acceptable if it meets the minimum insurance requirements
for the type of coverage required. If Contractor is self-insured for commercial general liability or
automobile liability insurance, Contractor must provide evidence of such self-insurance.
Contractor must provide a Certificate of Insurance showing evidence of the coverage amounts on
a form acceptable to the City. The City reserves the right in its sole discretion to determine
whether self-insurance is adequate.
G. Certificates of Insurance
As evidence of the insurance coverage required by the contract, Contractor will furnish a
Certificate of Insurance to the City. No contract is effective until the required Certificates of
Insurance have been received and approved by the City. The certificate will specify and document
all provisions within this contract and include a copy of Additional Insured Endorsement. A
renewal certificate will be sent to the below address prior to coverage expiration.
H. Primary Coverage Clarification
The parties agree that Contractor's coverage is primary to the extent permitted by law. The parties
further agree that other insurance maintained by the City is excess and not contributory insurance
with the insurance required in this section.
I. Cross-Liability Clause
A cross-liability clause or separation of insureds clause will be included in all general liability,
professional liability,pollution, and errors and omissions policies required by this Agreement.
A certificate in form satisfactory to the City certifying to the issuance of such insurance will be
forwarded to:
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City of Tigard
Attn: Contracts and Purchasing Office
13125 SW Hall Blvd.
Tigard, Oregon 97223
OR
ContractsPurchasing(ktigard-or.gov
At the discretion of the City, a copy of each insurance policy, certified as a true copy by an
authorized representative of the issuing insurance company, may be required to be forwarded to
the above address.
Such policies or certificates must be delivered prior to commencement of the work. The procuring
of such required insurance will not be construed to limit Contractor's liability hereunder.
Notwithstanding said insurance, Contractor is obligated for the total amount of any damage,
injury, or loss caused by negligence or neglect connected with this Agreement.
10. METHOD & PLACE OF SUBMITTING NOTICE, BILLS AND PAYMENTS
All notices,bills and payments will be made in writing and may be given by personal delivery, mail, or
by fax. Payments may be made by personal delivery, mail, or electronic transfer. The following
addresses will be used to transmit notices, bills,payments, and other information:
CITYOFTiGARDI STRATEGIC GOVERNMENT RESOURCES
Attn: Dana Bennett Attn: Melissa Valentine
Address: 13125 SW Hall Blvd Address: PO Box 1642
Tigard, OR 97223 Keller,TX 76244
Phone: (503) 718-2453 Phone: 817-337-8581
Email: danab e,tigard-or.gov Email: finance(i,governmentresourcexom
Notice will be deemed given upon deposit in the United States mail, postage prepaid, or when so
faxed, upon successful fax. In all other instances, notices, bills and payments will be deemed given at
the time of actual delivery. Changes may be made in the names and addresses of the person to who
notices,bills, and payments are to be given by giving written notice pursuant to this paragraph.
11. SURVIVAL
The terms, conditions, representations, and warranties contained in this Agreement survive the
termination or expiration of this Agreement.
12. MERGER
This writing is intended both as a final expression of the Agreement between the parties with respect
to the included terms and as a complete and exclusive statement of the terms of the Agreement. No
modification of this Agreement will be effective unless and until it is made in writing and signed by
both parties.
13. TERMINATION WITHOUT CAUSE
At any time and without cause, City has the right in its sole discretion to terminate this Agreement by
giving notice to Contractor. If City terminates this Agreement pursuant to this paragraph, City will
pay Contractor for services rendered to the date of termination.
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14. TERMINATION WITH CAUSE
A. City may terminate this Agreement effective upon delivery of written notice to Contractor, or
at such later date as may be established by City,under any of the following conditions:
1) If City funding from federal, state, local, or other sources is not obtained and continued at
levels sufficient to allow for the purchase of the indicated quantity of services. This Agreement
may be modified to accommodate a reduction in funds.
2) If federal or state regulations or guidelines are modified, changed,or interpreted in such a way
that the services are no longer allowable or appropriate for purchase under this Agreement.
3) If any license or certificate required by law or regulation to be held by Contractor, its
subcontractors, agents, and employees to provide the services required by this Agreement is
for any reason denied,revoked, or not renewed.
4) If Contractor becomes insolvent,if voluntary or involuntary petition in bankruptcy is filed by
or against Contractor, if a receiver or trustee is appointed for Contractor, or if there is an
assignment for the benefit of creditors of Contractor.
Any such termination of this agreement under paragraph (A) will be without prejudice to any
obligations or liabilities of either parry already accrued prior to such termination.
B. City,by written notice of default (including breach of contract) to Contractor, may terminate
the whole or any part of this Agreement:
1) If Contractor fails to provide services called for by this Agreement within the time specified,
or
2) If Contractor fails to perform any of the other provisions of this Agreement,or fails to pursue
the work as to endanger performance of this Agreement in accordance with its terms, and
after receipt of written notice from City, fails to correct such failures within ten (10) days or
such other period as City may authorize.
The rights and remedies of City provided above related to defaults (including breach of contract)
by Contractor are not exclusive and are in addition to any other rights and remedies provided by
law or under this Agreement.
If City terminates this Agreement under paragraph (B), Contractor will be entitled to receive as
full payment for all services satisfactorily rendered and expenses incurred,provided, that the City
may deduct the amount of damages, if any, sustained by City due to breach of contract by
Contractor. Damages for breach of contract include those allowed by Oregon law, reasonable
and necessary attorney fees, and other costs of litigation at trial and upon appeal.
15. ACCESS TO RECORDS
City will have access to such books, documents,papers and records of Contractor as are directly
pertinent to this Agreement for the purpose of making audit, examination, excerpts and transcripts.
16. HAZARDOUS MATERIALS
Contractor will comply with all federal Occupational Safety and Health Administration (OSHA)
requirements and all Oregon safety and health requirements. In accordance with OSHA and Oregon
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OSHA Hazard Communication Rules, if any goods or services provided under this Agreement may
release, or otherwise result in an exposure to, a hazardous chemical under normal conditions of use
(for example, employees of a construction contractor working on-site), it is the responsibility of
Contractor to provide the City with the following information: all applicable Safety Data Sheets, the
identity of the chemical/s, how Contractor will inform employees about any precautions necessary,
an explanation of any labeling system, and the safe work practices to prevent exposure. In addition,
Contractor must label, tag, or mark such goods.
17. FORCE MATEURE
Neither City nor Contractor will be considered in default because of any delays in completion and
responsibilities hereunder due to causes beyond the control and without fault or negligence on the
part of the parties so disenabled, including but not restricted to, an act of God or of a public enemy,
civil unrest,volcano, earthquake, fire, flood, epidemic, quarantine restriction, area-wide strike, freight
embargo,unusually severe weather or delay of subcontractor or supplies due to such cause;provided
that the parties so disenabled will within ten (10) days from the beginning of such delay, notify the
other party in writing of the cause of delay and its probable extent. Such notification will not be the
basis for a claim for additional compensation. Each party will, however, make all reasonable efforts
to remove or eliminate such a cause of delay or default and will,upon cessation of the cause,diligently
pursue performance of its obligation under the Agreement.
18. NON-WAIVER
The failure of City to insist upon or enforce strict performance by Contractor of any of the terms of
this Agreement or to exercise any rights hereunder should not be construed as a waiver or
relinquishment to any extent of its rights to assert or rely upon such terms or rights on any future
occasion.
19. HOURS OF LABOR, PAY E ,UITY
In accordance with ORS 27913.235, the following are hereby incorporated in full by this reference:
A. Contractor may not employ an individual for more than 10 hours in any one day,or 40 hours
in any one week, except as provided by law. For contracts for personal services, as defined in
ORS 279A.055, Contractor must pay employees at least time and a half pay for all overtime
the employees work in excess of 40 hours in any one week, except for employees who are
excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201 to 209 from receiving
overtime.
B. Contractor must give notice in writing to employees who work on a public contract, either at
the time of hire or before commencement of work on the contract, or by positing a notice in
a location frequented by employees, of the number of hours per day and days per week that
the employees may be required to work.
C. Contractor may not prohibit any of Contractor's employees from discussing the employee's
rate of wage, salary, benefits or other compensation with another employee or another person
and may not retaliate against an employee who discusses the employee's rate of wage, salary,
benefits or other compensation with another employee or another person.
D. Contractor must comply with the pay equity provisions in ORS 652.220. Compliance is a
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material element of this Agreement and failure to comply will be deemed a breach that entitles
City to terminate this Agreement for cause.
20. NON-DISCRIMINATION
Contractor will comply with all federal, state, and local laws, codes, regulations, and ordinances
applicable to the provision of services under this Agreement,including,without limitation:
A. Title VI of the Civil Rights Act of 1964;
B. Section V of the Rehabilitation Act of 1973;
C. The Americans with Disabilities Act of 1990, as amended by the ADA Amendments Act
(ADAAA) of 2008 (Pub L No 101- 336); and
D. ORS 659A.142,including all amendments of and regulations and administrative rules,and all other
applicable requirements of federal and state civil rights and rehabilitation statutes, rules and
regulations.
21. ERRORS
Contractor will perform such additional work as may be necessary to correct errors in the work
required under this Agreement without undue delays and without additional cost.
22. EXTRA (CHANGES) WORK
Only the City's Project Manager for this Agreement may change or authorize additional work. Failure
of Contractor to secure authorization for extra work constitutes a waiver of all right to adjust the
contract price or contract time due to such unauthorized extra work and Contractor will not be entitled
to compensation for the performance of unauthorized work.
23. WARRANTIES
Contractor will guarantee work for a period of eighteen months after the date of final acceptance of
the work by the owner. Contractor warrants that all practices and procedures, workmanship and
materials are the best available unless otherwise specified in the profession. Neither acceptance of the
work nor payment therefore relieves Contractor from liability under warranties contained in or implied
by this Agreement.
Any intellectual property rights delivered to the City under this Agreement and Contractor's services
rendered in the performance of Contractor's obligations under this Agreement, will be provided to
the City free and clear of any and all restrictions on or conditions of use, transfer, modification, or
assignment, and be free and clear of any and all liens, claims, mortgages, security interests, liabilities,
charges, and encumbrances of any kind.
24. ATTORNEY'S FEES
In the event an action, suit of proceeding, including appeal, is brought for failure to observe any of
the terms of this Agreement, each party is responsible for that party's own attorney fees, expenses,
costs and disbursements for the action, suit,proceeding, or appeal.
25. CHOICE OF LAW,VENUE
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The provisions of this Agreement are governed by Oregon law. Venue will be the State of Oregon
Circuit Court in Washington County or the U.S. District Court for Oregon,Portland.
26. COMPLIANCE WITH STATE AND FEDERAL LAWS/RULES
Contractor will comply with all applicable federal, state and local laws,rules and regulations applicable
to the work in this Agreement.
27. CONFLICT BETWEEN TERMS
In the event of a conflict between the terms of this Agreement and Contractor's proposal, this
Agreement will control. In the event of conflict between a provision in the main body of the Agreement
and a provision in the Exhibits, the provision in the main body of the Agreement will control. In the
event of an inconsistency between Exhibit A and Exhibit B, Exhibit A will control.
28. AUDIT
Contractor will maintain records to assure conformance with the terms and conditions of this
Agreement and to assure adequate performance and accurate expenditures within the contract period.
Contractor agrees to permit City,the State of Oregon,the federal government,or their duly authorized
representatives to audit all records pertaining to this Agreement to assure the accurate expenditure of
funds.
29. SEVERABILITY
In the event any provision or portion of this Agreement is held to be unenforceable or invalid by any
court of competent jurisdiction,the validity of the remaining terms and provisions will not be impaired
unless the illegal or unenforceable provision affects a significant right or responsibility, in which case
the adversely affected party may request renegotiation of the Agreement and, if negotiations fail, may
terminate the Agreement.
30. COMPLIANCE WITH TAX LAWS
Contractor represents and warrants that Contractor is, to the best of the undersigned's knowledge,
not in violation of any Oregon tax laws including but not limited to ORS 305.620 and ORS Chapters
316, 317, and 318. Contractor's failure to comply with the tax laws of this state or a political
subdivision of this state before the Contractor executed this Agreement or during the term of this
Agreement is a default for which the City may terminate this Agreement and seek damages and other
relief available under the terms of this Agreement or applicable law.
[Signature Page to Follow]
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IN WITNESS WHEREOF, City and Contractor have caused this Agreement to be executed by their duly
authorized officials.
CITY OF TIGARD STRATEGIC GOVERNMENT RESOURCES
ocu 19ned by!
By; — By; M.t,issa. UAbm-"� In f
soflos B69A29477
Kathy Nyland Me i ssa valentine
Name: Name:
Assistant City Manager
managing Dir. Recruitment and
Title: Title:
10/01/2020
Date: 10/6/2020 Date:
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EXHIBIT A
SERVICES TO BE PROVIDED
The scope of this project will include a full-service recruitment process. Contractor will work with City staff
and Council on an organizational analysis, advertising the recruitment to prospective candidates, screening
and evaluation for Tigard's City Manager position. The following tasks will be performed by Contractor.
Task 1. Organizational Inquiry and Analysis
1.1 Develop Recruitment of Position Profile
• Contractor will meet with City at the outset of the project to finalize the recruitment plan and
timeline.
1.2 Individual Interviews with Key Stakeholders
• Contractor will develop a list of individuals to meet with about the position.
• Contractor will interview key stakeholders to identify issues that may affect the dynamics of the
recruitment, as well as develop a composite understanding of the organization's preferences.
1.3 Stakeholder Survey
• Contractor will review and analyze data from the City run survey.
• A written summary of the survey results will be provided to the City and built into the position
profile as applicable.
1.4 Development of Position Profile
• Contractor will develop a draft position profile brochure for review and revision by City as
needed.
• Position profile should include a clear set of first-year organizational goals or key initiatives for
the successful candidate. Goals elicited from Council and stakeholders to help ensure applicants
have a solid understanding of key expectations for the role.
Task 2. Advertising and Marketing, Communication with Applicants and Prospects
2.1 Advertising and Marketing
• Contractor will advertise and recruit for the position through the Servant Leadership e-newsletter,
targeted emails to opt-in subscribers to Contractor's Job Alerts, posted on Contractor's website
and Job Board.
• Contractor will provide a comprehensive social media campaign that includes custom-made
graphics and distribution on Facebook,Twitter,Instagram, and LinkedIn.
• Contractor will also utilize partnerships with organization that exist to promote diversity and
inclusion in local government to advertise and promote.
• Contractor will work cooperatively with the City to seek additional avenues to advertise and
promote for a diverse applicant pool.
2.2 Communication with Interested and Active Prospects
• Contractor will communicate with interested prospects on an ongoing basis during the recruitment
process.
• Contractor will track resumes and promptly acknowledge receipt, provide timely and personal
responses to any questions or inquiries from applicants to ensure they stay enthusiastic and
informed.
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Task 3. Initial Screening and Review
Contractor will identify high-probability, medium-probability, and low-probability candidates based on
interaction with the applicant, qualifications, any known issues regarding previous work experience, and
evaluation of cultural fit with the organization. Contractor will comply with the requirements of the Oregon
Veteran's Preference Laws (ORS 408.225 to 408.237).
Task 4. City Council Briefing/Selection of Semifinalist Candidates
Contractor will provide a comprehensive progress report and will facilitate the selection of up to twelve (12)
finalists. The presentation will include summary information on the process, the candidate pool, and any
trends or issues, as well as a briefing on each candidate and their credentials.
Task 5. Evaluation of Semifinalist Candidates
5.1 Written Questionnaires
• Contractor will develop a custom designed written exercise around the priorities identified by the
City Council.
• Contractor will ask semifinalist candidates to complete a comprehensive written exercise designed
to provide greater insight into candidate thought processes and communication styles.
• The written exercise will be included in the semifinalist briefing book along with cover letters and
resumes submitted by the candidates.
5.2 Recorded Online Interviews
• Contractor will complete online recorded interviews with semifinalist candidates.
• Links to the recorded interviews will be sent to City stakeholders for viewing prior to selection of
finalist candidates.
5.3 Media Searches—Stage 1
• Contractor will perform a comprehensive review of all newspaper articles on the candidate in
major news outlets within the previous two years. Any "red flags" will be communicated to the
City immediately upon discovery.
Task 6. City Council Briefing/Selection of Finalist Candidates
Contractor will provide each member of the City Council with a briefing book on the semifinalist candidates
that includes cover letters, resumes, and completed questionnaires in order to facilitate the narrowing of up
to five finalists that will be invited for personal interviews.
Task 7. Evaluation of Finalist Candidates
7.1 Comprehensive Media Searches—Stage 2
• Contractor will perform a comprehensive media search on each candidate.
• Media Reports will be given to the City for an overview of the type and extent of press coverage
that a candidate has experienced over the course of his/her career.
7.2 Comprehensive Background Investigation Reports
• Contractor will provide the City with background screening reports on each candidate that
includes at a minimum:
o Social Security number trace
o Address history
o Driving history/motor vehicle records
o Credit report
o Federal criminal search
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o National criminal search
o County wants and warrants for previous 10 years
o Global homeland security search
o Sex offender registry search
o State criminal search (for current and previous states of residence)
o County criminal search (for every county in which candidate has lived or worked) for
previous 10 years.
o County civil search (for every county in which candidate has lived or worked) for previous
10 years.
o Education verification
o Employment verification
o Military verification
7.3 DISC Management Assessments, optional, determination will be made as the process progresses
7.4 Reference Checks
• Contractor will utilize an automated anonymous reference check system that may include elected
officials, direct supervisors, direct reports, internal organizational peers, professional peers, and
civic leaders.
• Contractor will provide a written summary report to the City once all reference checks are
completed.
7.5 Advanced Exercise
• Contractor will work with the City to develop an advanced exercise for finalist candidates.
Task 8. Interview Process
8.1 Face-to-Face Interviews
• Contractor will schedule interviews in coordination with City.
• Contractor will assist the City in determining specifics in developing the interview schedule and
timeline.
• Contractor will prepare sample interview questions and will participate throughout the process.
8.2 Stakeholder Engagement
• In collaboration with City team, Contractor will design a specific stakeholder engagement process
for City stakeholders,which could include stakeholder interviews,public forum, facilitated Q&A,
community committee, reception, meet and greet, or other options as determined in joint
collaboration.
8.3 Deliberations
• Contractor will facilitate a discussion about finalist interviews and assist the City in making a hiring
decision or in deciding whether to bring back one or more candidates for a second interview.
Task 9. Negotiations and Hiring Process
9.1 Terms of Offer and Conditions of Employment
• At the request of the City,Contractor will provide employment agreement language.
• Contractor will assist City in conducting negotiations with the chosen candidate upon request.
9.2 Press Release
• Contractor will assist with coordinating notifying unsuccessful candidates and interested
stakeholders.
• Contractor will assist with drafting any announcements or press releases.
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10. Service Guarantee
SGR guarantees satisfaction with the results of the full-service recruitment process,or we will repeat the entire
process one additional time and charge only for expenses. Additionally, if you select a candidate (that SGR
has fully vetted) who resigns or is released within 18 months of their hire date, SGR will repeat the process
and charge only for expenses. If the organization circumvents SGR's recruitment process and selects a
candidate who did not participate in the full recruitment process, the service guarantee is null and void. We
also guarantee that we will not directly solicit a candidate we bring to you for another job.
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EXHIBIT B
FEE SCHEDULE
Contractor will provide all services described in Exhibit A for a fixed fee not to exceed$26,650.00.
1. Professional services fee is $18,500. Payments will be made upon each completed milestone phase as
follows:
Milestone Payrnent
Position Profile Complete $6,166.00
Selection of Semifinalists $6,166.00
Conclusion of Recruitment $6,166.00
2. Additional Estimated Expenses these services are part of the overall not to exceed $26,650
Item Expense
Position Profile Brochure &Marketing $1,500.00
Semifinalist Recorded Online Interviews (up to 12 $2,700.00 $225.00 each
Comprehensive Media Reports (up to 5 $2,500.00 $500.00 each
Comprehensive Background Investigation Reports (up to 5 $2,000.00 $400.00 each
Comprehensive Reference Checks (up to 5 $1,125.00 $225.00 each
Recruiter Onsite Visit (up to 2; option to reduce to 1 visit and
increase advertising options)
3. Additional Reimbursable Expenses (optional services to be invoiced separately to the Cite at actual cost)
Item Expense
DISC or other selected assessment tool—optional TBD If DISC $175 per candidate
Half-day post hire team building workshop —optional TBD $4,000, plus travel expenses and$150
per person
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Exhibit C
PROPOSAL FOR EXECUTIVE RECRUITMENT SERVICES
CITY MANAGER
CITY OF TIGARD, OREGON
RESPONSE TO 1 RFP 2021-07
CITY MANAGER EXECUTIVE SEARCH SERVICES
September 8, 2020
(This proposal is valid for 90 days)
Strategic Government Resources
P.O. Box 1642, Keller, Texas 76244
Office: 817-337-8581
SGRJennifer Fadden, President of Executive Recruitment
and Interim Management
ww JenniferFadden@GovernmentResource.com
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A
SGR
September 8, 2020
Mayor Jason B. Snider and City Council
City of Tigard, Oregon
Dear Mayor Snider and City Councilors:
Thank you for the opportunity to submit this proposal to assist the City of Tigard in your
recruitment for a new City Manager. SGR has the unique ability to provide a personalized and
comprehensive recruitment to meet your needs.
I would like to draw your attention to a few key items that distinguish SGR from other recruitment
firms and allow us to reach the most extensive and diverse pool of applicants:
• SGR is a recognized thought leader in local government management and is actively
engaged in local government operations, issues, and Best Management Practices.
• SGR's Servant Leadership e-newsletter, where all recruitments conducted by SGR are
announced, reaches over 48,000 subscribers in all 50 states.
• SGR will send targeted emails to our opt-in Job Alert subscriber database of over 3,800
city management professionals.
• SGR provides a comprehensive social media marketing campaign that includes custom-
made graphics and distribution on Facebook, Twitter, Instagram, and Linkedln.
We recognize that the COVID-19 pandemic has created unique operating challenges for local
governments in a myriad of ways, including recruitment efforts. SGR has invested in a variety of
technologies that will allow a safe social distancing recruitment process, and we will continue to
improve, adapt and provide a variety of alternatives to in-person meetings during this uncertain
time. We can be flexible and meet your needs in the current pandemic environment in ways in
which no other firm can.
Persons authorized to represent SGR Executive Recruitment contractually are as follows:
Jennifer Fadden, President of Executive Recruitment
JenniferFadden@GovernmentResource.com
817-337-8581
Melissa Valentine, Management Director of Recruitment and Human Resources
MelissaValentine@GovernmentResource.com
817-337-8581
PO Box 1642, Keller,TX 76244 817-337-8581 www.GovernmentResource.com
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SGR certifies acceptance of all the terms and conditions contained in the City's Informal
Request for Proposal and the attached personal services agreement.
We are excited about the prospect of conducting this recruitment for the City of Tigard, and we
are available to visit with you at your convenience.
Respectfully submitted,
f.
Ron Holifield, Chief Executive Officer
Ron@GovernmentResource.com
Cell: 214-676-1691
PO Box 1642, Keller,TX 76244 817-337-8581 www.GovernmentResource.com
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TABLE OF CONTENTS
Section 1 Qualifications and Experience
Section 2 Understanding and Methodology
Section 3 Cost Proposal
Section 4 Kurt Hodgen Resume
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Qualifications and Experience
Company Background
Strategic Government Resources, Inc. (SGR) exists to help local governments become more
successful by Recruiting, Assessing, and Developing Innovative, Collaborative, and Authentic
Leaders. SGR was incorporated in 2002 with the mission to facilitate innovative leadership in local
government.SGR is fully owned by former City Manager Ron Holifield,who spent two high-profile
decades in city management and served as a City Manager in several cities.
SGR is a full-service firm, specializing in executive recruitment, interim placements, online
training, onsite training, leadership development, psychometric assessments, strategic visioning
retreats, one-on-one employee coaching, and other consulting services designed to promote
innovation, team building, collaboration, and continuous improvement in local governments.
SGR has approximately 700 local government clients in 47 states for all of our business lines
combined. SGR has been, and continues to be, a leader in spurring innovation in local
government.
SGR's corporate headquarters is in the Dallas/Fort Worth Metroplex. SGR also has virtual offices
in California, Florida, North Carolina, and Oklahoma.
Working with Elected Bodies and/or Boards
SGR has extensive experience conducting strategic workshops and team building retreats for
governing bodies, in addition to working with elected bodies and boards on executive
recruitments for city managers and county administrators.The proposed recruiter for this search,
Kurt Hodgen, is an experienced city manager who has worked with elected officials and governing
bodies throughout his local government career.
Experience Hiring at the City Manager/County Administrator Level
SGR has successfully conducted 138 City Manager/County Administrator recruitments since
2015. Our recruiters have years of experience in local government and both regional and national
networks of relationships. The entire executive recruitment group works as a team to leverage
their networks to assist with each recruitment. SGR team members are active on a national basis,
in both local government organizations and professional associations. Many SGR team members
frequently speak and write on issues of interest to local government executives. SGR can navigate
all of the relevant networks as both a peer and insider.
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Experience Hiring for Government Agencies in the Pacific Northwest
SGR's has conducted recruitments for the following organizations in the Pacific Northwest:
• Oregon — Beaverton, Clackamas County, Eugene, Lane Regional Air Protection Agency,
and Springfield
• Washington— Bainbridge Island, Bellevue, Burien, Clallam County, Clark County,Des
Moines, Richland, Shoreline, Snoqualmie, Spokane, Spokane Valley, and Whitworth
Water District#2
Experience Reaching Candidates of Diverse Racial and Ethnic Identities
SGR is intent on being a leader in executive recruitment, and we believe it is imperative to be
proactive in our mission to build a workforce that represents the communities we serve. SGR
strongly believes in equal employment opportunity. We believe that diversity/inclusion is a moral
and ethical issue, and we anticipate that diversity and inclusion will be a priority in this process.
SGR quite simply will not enter into an engagement with an entity or organization that directs,
or expects, that bias should or will be demonstrated on any basis other than those factors that
have a bearing on the ability of the candidate to do the job.You can anticipate that SGR will make
a serious and sincere effort to encourage qualified applicants from underrepresented
demographic groups to apply. Although SGR obviously cannot, and would not, guarantee the
makeup of the semifinalist or finalist groups, SGR does have relationships and contacts
nationwide to encourage the meaningful participation of underrepresented minority groups, and
we continue to evaluate and improve our processes by embedding a lens of equity and inclusion
into our recruitment practices.
As a company, we are proud that 72% of our employees are women, and 40% of our executive
team members are women and another 20% is African American. Our internal hiring process at
SGR ensures that we recruit and hire the best talent from diverse backgrounds and experience.
As a local government service provider, we continue to lean into diversity and inclusion. We are
also proud of a number of partnerships with organizations that exist to promote diversity and
inclusion in local government, including the League of Women in Government, the Local
Government Hispanic Network, and the National Forum for Black Public Administrators.
Project Personnel for this Search—Kurt Hodgen,Senior Vice President
Kurt Hodgen will be your recruiter for this search and your first point of contact. He can be
reached at KurtHodgen@GovernmentResource.com or 540-820-0531. Kurt is accessible at all
times throughout the recruitment process and can be reached by candidates or the City, even at
night and on weekends, by cell phone or email. In addition, Kurt communicates with active
applicants on a weekly basis and sends Google alerts articles to keep the applicants informed
about the community and opportunity.
With over 30 years of local government experience, Kurt Hodgen joined SGR in 2017 as Senior
Vice President. Most recently, from 2007 until his retirement, Kurt served as the City Manager
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for the City of Harrisonburg,Virginia, after having previously served as the Assistant City Manager
beginning in 2001. From 1993 to 2001, Kurt was the Assistant County Administrator/Director of
Public Works for Botetourt County, Virginia. Before that, Kurt served as the Town Manager for
the Town of Narrows,Virginia.
Kurt has been active in his professional associations and is currently a member of the
International City and County Management Association (ICMA) and the Virginia Local
Government Management Association (VLGMA). Recently, he served as the Chairman for the
Board of Directors for the Virginia Municipal League Insurance Program, in addition to serving on
the Executive Committee for VLGMA, the Harrisonburg Rockingham Regional Sewer Authority,
the Middle River Regional Jail Board of Directors, Harrisonburg Rockingham Emergency
Communication Center Administrative Board, and more.
Kurt holds a Bachelor of Science in Public Administration and Political Science from James
Madison University and is an ICMA Credentialed Manager. He is also a graduate of the Senior
Executive Institute at the University of Virginia, the Utility Management Institute at Virginia Tech,
and the Economic Development Institute at Virginia Tech.
Kurt has conducted searches across the country and is currently conducting a recruitment for
Executive Director of the Lane Regional Air Protection Agency in Lane County, Oregon. Kurt's
other recruitments in the Pacific Northwest include County Administrator for Clackamas County,
Oregon, and Finance and Administrative Services Director for Bainbridge Island,Washington.
Kurt's complete resume is included in Section 4 of this proposal.
References
City of Springfield, Oregon Clackamas County, Oregon
Population: 62,000 Population: 413,000
Chaim Hertz, Human Resources Director JJ Peters, Recruitments &Selection Manager
chertz@springfield-or.gov 0eripet@clackamas.us
541-726-3705 503-742-5485
City Manager Recruitment, 2019 County Administrator Recruitment, 2019
City of Eugene, Oregon
Population: 165,000
Kristie Hammitt, Exec Director, Central Services
kristie.a.hammitt@ci.eugene.or.us
541-337-4444
Police Chief Recruitment, 2018. This search involved a high degree of stakeholder engagement.
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Understanding and Methodology
It is our understanding that the City of Tigard is seeking a full service recruitment process that
will incorporate the following stakeholders: community (both citizens and community partner
organizations), City staff, Leadership Team, and City Council. The process must address COVID-
related concerns. Additionally, the City would like candidate presentations to be part of the
selection process, and it is important to the City to ensure that the candidate is a good cultural
fit for the organization, as well as being highly qualified for the position.A full service recruitment
with SGR typically entails the steps below. Before determining specific stakeholder engagement
strategies, a variety of which are described in this proposal, we would want to have further
discussions with the City Council.
1. Organizational Inquiry and Analysis
• Develop Recruitment Plan and Timeline
• Individual Interviews with Key Stakeholders
• Stakeholder Survey (supplemental service)
• Development of Position Profile Brochure
2. Advertising and Marketing, Communication with Applicants and Prospects
3. Initial Screening and Review
4. City Council Briefing to Facilitate Selection of Semifinalists
5. Evaluation of Semifinalist Candidates
• Written Questionnaires
• Recorded Online Interviews
• Media Searches - Stage 1
6. City Council Briefing to Facilitate Selection of Finalists
7. Evaluation of Finalist Candidates
• Comprehensive Media Searches - Stage 2
• Comprehensive Background Investigation Reports
• DiSC Management Assessments (supplemental service)
• Reference Checks
• First Year Game Plan or Other Advanced Exercise
8. Interview Process
• Face-to-Face Interviews
• Stakeholder Engagement (if desired, or may occur earlier in process)
• Deliberations
9. Negotiations and Hiring Process
• Determine the Terms of an Offer
• Negotiate Terms and Conditions of Employment
• Press Release (if requested)
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Step 1: Organizational Inquiry and Analysis
Develop Recruitment Plan and Timeline
SGR will meet with the client at the outset of the project to finalize the recruitment plan and
timeline.At this time,SGR will also request that the client provide us with photos and information
on the community, organization, and position to assist us in drafting the position profile
brochure.
Individual Interviews with Key Stakeholders
SGR devotes tremendous energy to understanding your organization's unique culture,
environment, and goals to ensure you get the right match for your particular needs. Fully
understanding your organizational needs is the most critical part of conducting a successful
executive recruitment. In consultation with the City Council and Leadership Team, SGR will
develop a list of individuals to meet with about the position. Individual interviews may include
members of the City Council, key staff members, peers in other organizations, and/or community
leaders to find out more about the position, special considerations, and the political
environment. These interviews last approximately 30-60 minutes each and identify issues that
may affect the dynamics of the recruitment, as well as develop a composite understanding of the
organization's preferences. This process helps with organizational buy-in and will assist us in
developing the position profile. It is our preference to travel to the City to conduct initial
stakeholder interviews so that we can spend time there and get a better sense of the culture of
both the community and the organization; however,these interviews may be conducted virtually
if necessary due to COVID travel restrictions.
Stakeholder Survey(supplemental service at additional cost of$1,000)
SGR provides recommended survey questions and sets up an online survey. Stakeholders are
directed to a web page or invited to take the survey by email. Written summary of results is
provided to the organization.
Development of Position Profile Brochure
Following the individual interviews, SGR will develop a draft position profile brochure that is
reviewed and revised in partnership with your organization until we are in agreement that it
accurately reflects the sought-after leadership and management characteristics.
Step 2: Advertising and Marketing, Communication with Applicants and Prospects
Advertising and Marketing
The Executive Recruiter and client work together to determine the best ways to advertise and
recruit for the position. SGR's Servant Leadership e-newsletter, where your position will be
announced, reaches over 48,000 subscribers in all 50 states. We will also send targeted emails to
over 3,800 opt-in subscribers to SGR's City Manager Job Alerts. Your position will be posted on
SGR's Website, Govern mentResource.com, and on SGR's Job Board, SGRiobs.com. SGR has a
social media expert on staff, who provides a comprehensive social media marketing campaign
that includes custom-made graphics and distribution on Facebook, Twitter, Instagram, and
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Linkedln. Ads are also typically placed in various state and national publications, targeting the
most effective venues for reaching qualified candidates for that particular position.
Communication with Prospects
SGR communicates with interested prospects on ongoing basis during the recruitment process.
Outstanding prospects often will not submit a resume until they have done considerable
homework on the available position. A significant number of inquiries will be made, and it is
essential that the executive search firm be prepared to answer those questions with fast,
accurate, and complete information, and in a warm and personal manner. This is one of the first
places a prospective candidate will develop an impression about the organization, and it is an
area in which SGR excels.
Communication with Active Applicants
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. SGR communicates frequently with applicants to ensure
they stay enthusiastic and informed about the opportunity. SGR utilizes Google Alerts and sends
weekly update emails to active applicants regarding the organization and community.
Step 3: Initial Screening and Review
SGR uses a triage process to identify high-probability, medium-probability, and low-probability
candidates. The triage ranking is focused on overall assessment based on interaction with the
applicant, qualifications, any known issues regarding previous work experience, and evaluation
of cultural fit with the organization.
In contrast with the triage process described above, which focuses on subjective assessment of
the resumes and how the candidates present themselves, we also evaluate each candidate to
make sure that the minimum requirements of the position are met, and which of the preferred
requirements are met. This sifting process assesses how well candidates' applications fulfill the
recruitment criteria outlined in the Position Profile.
Step 4: City Council Briefing/Selection of Semifinalist Candidates
At this briefing, SGR will provide a comprehensive progress report and facilitate the selection of
up to 12 semifinalists. The presentation will include summary information on the process so far,
the candidate pool overall, and any trends or issues, as well as a briefing on each candidate and
their credentials. No other firm offers this level of reporting detail and transparency.
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Step 5: Evaluation of Semifinalist Candidates
Reviewing resumes is an important and valuable step in the executive recruitment process.
However, the simple fact is that resumes can be misleading. They tell you nothing about the
individual's personal qualities or his/her ability to get along with other people. Resumes can also
exaggerate or inflate accomplishments or experience. SGR's responsibility is to go more in-depth
than the resume to ensure that those candidates who continue in the process are truly
outstanding. 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 when appropriate to ask any questions about underlying issues.
Written Questionnaires
SGR will ask semifinalist candidates to complete a comprehensive written exercise designed to
provide greater insight into candidate thought processes and communication styles. SGR's
written instrument is custom designed around the priorities identified by the City Council and
usually includes questions focusing on key areas of particular interest to the client. This written
instrument will be included in the semifinalist briefing book along with cover letters and resumes
submitted by the candidates.
Recorded Online Interviews
SGR will ask semifinalist candidates to complete online interviews. This provides a very insightful,
efficient and cost-effective way to gain additional insights to utilize in selecting finalists you want
to invite for an onsite interview.The recorded online interviews allow the City Council 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 City Council to ask
candidates questions on specific topics of special interest. Links to view the online interviews are
emailed to the City Councilors for viewing at their convenience prior to selection of finalist
candidates.
Media Searches -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 recruiter will communicate any "red flags" to the City Council
immediately upon discovery.
Step 6: City Council Briefing/Selection of Finalist Candidates
Prior to this briefing, SGR will provide each member of the City Council with a briefing book on
the semifinalist candidates. The briefing book includes cover letters, resumes, and completed
questionnaires. The link to view the online interviews is emailed separately to City Councilors.
The purpose of this briefing is to facilitate narrowing the list to up to 5 finalists who will be invited
for personal interviews.
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Step 7: Evaluation of Finalist Candidates
Comprehensive Media Searches -Stage 2
SGR uses a proprietary media search process that goes far beyond automated Google/LexisNexis
searches. SGR's process is customized to provide a comprehensive media search on each
candidate.The search includes variations of the candidates' names and states/cities in which they
have lived or worked, along with social media platforms. The Media Reports are put into an easy-
to-read format, and the candidate's name is highlighted each time it appears.
These media reports have proven helpful to City Councils by uncovering issues that were not
previously disclosed by candidates and that would likely not have been discovered through an
automated search. The Media Reports also give the City Council an overview of the type and
extent of press coverage that a candidate has experienced over the course of his/her career. View
a sample media report at:http://bit.ly/SGRSampleMediaReport.
Comprehensive Background Investigation Reports
Through SGR's partnership with a licensed private investigation firm, we are able to provide our
clients with comprehensive background screening reports that include the detailed information
listed below. View a sample background report at: bit.IV/SG RSampleBackground Report.
• Social Security number trace
• Address history
• Driving history/motor vehicle records
• Credit report
• Federal criminal search
• National criminal search
• County wants and warrants for previous 10 years
• Global homeland security search
• Sex offender registry search
• State criminal search (for current and previous states of residence)
• County criminal search (for every county in which candidate has lived or worked) for
previous 10 years
• County civil search (for every county in which the candidate has lived or worked) for
previous 10 years
• Education verification
• Employment verification (if desired)
• Military verification (if desired)
DiSC Management Assessments(supplemental service at additional cost of$175 per candidate)
SGR uses a DiSC Management assessment tool, which is among the most validated and reliable
personal assessment tools available. The DiSC Management assessment 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.
View a sample report at: bit.ly/SG RDiscProfileSample. For assessments of more than two
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candidates, a DiSC Management Comparison Report is included, which provides a side-by-side
view of each candidate's preferred management style. View a sample comparison report at:
bit.ly/SGRDiscTeamReport.
Reference Checks
SGR uses a progressive and adaptive automated reference check system to provide insights on
candidates' soft skills from a well-rounded group of references. References may include elected
officials, direct supervisors, direct reports, internal organizational peers, professional peers in
other organizations, and civic leaders. SGR's reference check platform is anonymous, which is
proven to encourage more candid and truthful responses, in turn providing organizations with
more meaningful and insightful information on candidates. SGR provides a written summary
report to the organization once all reference checks are completed.
First Year Game Plan or Other Advanced Exercise
SGR will work with the City to develop an advanced exercise for the finalist candidates. One
example of such an exercise is a "First Year Game Plan," a process where finalist candidates are
provided with the contact information for elected officials, key staff, and community leaders and
then given free rein to make contact with all of them in advance and use those insights to develop
a "first year game plan" based on what they know so far. Feedback is received from the key
contacts on their impressions of the finalist candidates from the interactions with the candidates
prior to the interviews. This exercise provides the opportunity to evaluate candidates' written
and interpersonal communication skills, as well as critical analysisskills.
Step 8: Interview Process
Face-to-Face Interviews
SGR will schedule interviews at a date/time convenient to your organization. This process can be
as simple, or as complex, as your organization desires. SGR will help you determine the specifics
and assist in developing the interview schedule and timeline. SGR will prepare sample interview
questions and will participate throughout the process to make it smooth and efficient. Depending
on COVID restrictions at the time,the City may opt to conduct these interviews virtually and then
bring in the top 1-2 finalists after the virtual interviews have been completed.
Stakeholder Engagement
At the discretion of the City Council and Leadership Team, we will work closely with your
organization to engage stakeholders in the recruitment process. Our recommendation is that we
design a specific stakeholder engagement process after we learn more about the organization
and the community. Different approaches work best in different communities. We will
collaborate with your organization to determine which option, or combination of options, will be
the most effective for the unique needs of the organization. SGR is prepared to hold any of the
options below virtually, depending on the City's desires and COVID/travel restrictions in place at
the time.
• Stakeholder survey (supplemental service, can be provided at an additional cost)
• Interviewing community leaders at the outset of the recruitment;
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• Holding a public forum for citizen engagement at the outset of the recruitment;
• Facilitating a Q&A series in the local newspaper with finalist candidates;
• Utilize a citizen committee to conduct the early stage candidate screening and then turn
over a semifinalist list to the City Council (if applicable);
• Community leader reception;
• Meet and greet;
• City Council, Leadership Team, and key community leader dinnermeeting;
• "Round Robin" forum meetings with various community groups during a multi-day
interview process.
Deliberations
SGR will facilitate a discussion about the finalist interviews and assist the City Council in making
a hiring decision or in deciding whether to bring back one or more candidates for a second
interview.
Step 9: Negotiations and Hiring Process
Determine the Terms of an Offer
Upon request, SGR will provide appropriate employment agreement language and other helpful
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."
Press Release (if requested)
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.
Satisfaction Surveys
SGR is committed to authentically following the golden rule by providing prompt, professional
and excellent communication and always treating every client with honor, dignity and respect.
We ask clients and candidates to complete a brief and confidential survey after the completion
of their recruitment. This helps us strive to continuously improve our processes and meet the
changing needs of the workforce.
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Supplemental Service: Post-Hire Team Building Workshop
SGR can provide a customized team building workshop after you hire for the position.SGR utilizes
I-OPT, which is a validated measurement tool that shows how a person perceives and processes
information. Because people "see" different things when they assess a situation, they are
motivated to take various courses of action, so understanding you and your colleagues' I-OPT
Profiles will enable you to work much more effectively as a team.This service can be provided at
an additional cost. View sample I-OPT reports at: bit.ly/samplelOPTreports.
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Projected Schedule
Schedule will be adjusted at the outset of the search to meet the organization's needs.
Task Weeks
• Contract Executed Week 1
• Develop Recruitment Plan,Timeline
• Individual Interviews with Key Stakeholders
• Deliverable: Position Profile Brochure Weeks 2-3
• Search Committee Reviews and Approves Brochure
• Advertising and Marketing Weeks 4-7
• Accept Applications
• Communication with Prospects and Applicants
• Initial Screening and Review Week 8
• Search Committee Briefing /Select Semifinalists Week 9
• Questionnaires and Recorded Online Interviews
• Media Searches -Stage 1
• Deliverable: Semifinalist Briefing Books and Online Interviews Week 10
• Search Committee Briefing /Select Finalist Candidates Week 11
• Comprehensive Media Searches -Stage 2 Weeks 12-13
• Comprehensive Background Investigation Reports
• DiSC Management Assessments (supplemental service)
• Reference Checks
• First Year Game Plan or Other Advanced Exercise
• Deliverable: Finalist Briefing Books Week 14
• Face-to-Face Interviews Week 15
• Stakeholder Engagement (if desired, may occur earlier in process)
• Deliberations
• Negotiations and Hiring Process
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Cost Proposal and Service Guarantee
Not-to-Exceed Price: $26,650
Not-to-exceed price includes:
• Professional Service Fee -$18,500
• Expenses:
o Position Profile Brochure & Marketing -$1,500
§ Production of a professional position profile brochure
§ Custom-designed graphics for social media and email marketing
§ Announcement in SGR's 10 in 10 Leadership and Innovation e-newsletter
§ Two (2) email blasts to SGR's opt-in Job Alert subscribers for the relevant
job category
§ Featured job placement on SGR's website
§ Featured ad on SG R's job board
§ Promotions on SGR's social media pages—Facebook, Twitter, Linkedln,
and Instagram
§ Online ad placements with the following organizations/associations:
• League of Women in Government;
• International City/County Management Association;
• National League of Cities;
• National Forum for Black Public Administrators;
• Local Government Hispanic Network;
• League of Oregon Cities;
• Association of Washington Cities;
• California League of Cities/Western City Magazine
o Semifinalist Recorded Online interviews for up to twelve (12) semifinalists -$225
each
o Comprehensive Media Reports for up to five (5) finalists - $500each
o Comprehensive Background Investigation Reports for up to five (5) finalists -
$400 each
o Comprehensive Reference Checks with individual reports for up to five(5)finalists
-$225 each
o Up to Two (2) onsite visits by the Recruiter to the Organization. Meals are billed
back at a per diem rate of $10 for breakfast, $15 for lunch, and $25 for dinner.
Mileage will be reimbursed at the current IRS rate. All other travel-related
expenses are billed back at actual cost, with no markup for overhead.
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Supplemental Services
The supplemental services listed below are not included in the not-to-exceed price:
• Additional ad placements that are not listed above, as approved by the organization, will
be billed back at actual cost with no markup for overhead.
• There is a $250 Change Fee per occurrence for any changes made to the Position Profile
Brochure after the brochure has been approved by the organization and the position has
been posted online.
• Additional online interviews (over and above the twelve (12) included in the not-to-
exceed price above) are offered for$225 per candidate.
• Additional comprehensive media reports (over and above the five (5) included in the not-
to-exceed price above) are offered for$500 per candidate.
• Additional background investigation reports (over and above the five (5) included in the
not-to-exceed price above) are offered for $400 percandidate.
• Additional reference checks via (over and above the five (5) included in the not-to-exceed
price above) are offered for$225 per candidate.
• There is a cost of$175 per candidate for the DiSC Management Profile.
• Semifinalist and finalist briefing materials will be provided to the City Council via an
electronic link (or a flash drive, if requested). Should the organization request printing of
those materials, the reproduction and shipping of briefing materials will be outsourced
and be billed back at actual cost. Flash drives are billed at $10 each, plus the cost of
shipping.
• Additional in-person visits (over and above the two (2) in-person visit included in the not-
to-exceed price above) by the Recruiter will be billed over and above the not-to-exceed
price. Meals are billed back at a per diem rate of$10 for breakfast, $15 for lunch, and $25
for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related
expenses are billed back at actual cost, with no markup foroverhead.
• Candidates are reimbursed directly by the organization for travel expenses.
• SGR will conduct a Stakeholder Survey for a supplemental cost of $1,000. SGR provides
recommended survey questions and sets up an online survey. Stakeholders are directed
to a web page or invited to take the survey by email. A written summary of results is
provided to the organization.
• If desired, the Recruiter will travel to the communities of the finalist candidates to
conduct onsite visits. Site visits will be charged at a day rate of$1,000 per day, plus travel
expenses. Meals are billed back at a per diem rate of$10 for breakfast, $15 for lunch, and
$25 for dinner. Mileage will be reimbursed at the current IRS rate. All other travel-related
expenses are billed back at actual cost, with no markup for overhead.
• A half-day onsite post-hire team building workshop is offered for $4,000, plus travel
expenses and $150 per person for I-OPT reports.
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• In the unexpected event the organization requests 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 organization 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
The professional service fee for the recruitment is billed in three equal installments during the
course of the recruitment. The initial installment is billed after the position profile brochure has
been created. The second installment is billed after semifinalists are selected. The final
installment is billed at the conclusion of the recruitment. Expenses and supplemental services
will be billed with each of the three installments, as appropriate.
Service Guarantee
SGR guarantees that you will be satisfied with the results of the full service recruitment process,
or we will repeat the entire process one additional time and charge only for expenses.
Additionally, if you select a candidate (that SGR has fully vetted) who resigns or is released within
18 months of their hire date, SGR will repeat the process and charge only for expenses. If the
organization circumvents SGR's recruitment process and selects a candidate who did not
participate in the full recruitment process, the service guarantee is null and void. We also
guarantee that we will not directly solicit a candidate we bring to you for anotherjob.
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Kurt D. Hodgen, ICMA-CM
Mooresville, NC 28115
(540) 820-0531
kdhodgen@comcast.net
EDUCATION:
James Madison University, B.S. degree in Public Administration and Political Science.
AWWA Utility Management Institute at Virginia Tech.
Senior Executive Institute, University of Virginia.
Virginia Institute for Economic Development
ICMA Credentialed Manager.
RELATED EXPERIENCE:
December. 2017— Present: Senior Vice President, Executive Recruitment, Strategic
Government Resources.
Provision of executive recruitment services to localities throughout the United States from
initial recruitment of applicants through contract negotiations between successful
candidates and localities; ongoing relationship building and support to both local
government clients as well as potential candidates.
July 2007 — October 2017: City Manager. City of Harrisonburg.
Retired after 32+ plus years in Virginia local government as CAO of one of the fastest
growing cities in Virginia. A full-service City, including public utilities (water, sewer and
electric), the City Manager is responsible for preparation and administration of a $200+
million dollar budget (all funds), and direct leadership of 12 departments (including Police
and Fire) and 754 FT employees.
Accomplishments and activities included:
• Numerous infrastructure projects including renovation of a new public safety
building housing police, fire administration and the consolidated city/county
emergency communications center and radio system; various other public
buildings, utilities upgrades and expansions, road and bridge construction,
development of new bike and pedestrian trails, downtown redevelopment and
streetscape improvements and parks and recreation facilities.
• Enhancements to the City's financial management policies; achieved upgrades to
the City's bond ratings; oversaw multiple successful bond issues; obtained multi-
million dollar grant assistance in state and federal transportation funding.
• Growth of the local economy through new commercial and retail, corporate
expansions such as Rosetta Stone, Anthem Data Center, Serco, Axon, and
Walker/Tenneco. Establishment of economic revitalization zones and technology
zones.
• Growth and development of staff through internal and external education and
training opportunities; succession planning.
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• Intergovernmental/regional cooperative efforts including establishment of
City/James Madison University liaison committee meetings with the University's
President and Senior staff, maintained positive intergovernmental relations with
surrounding County of Rockingham via regularly scheduled City/County liaison
meetings, also did the same with the City School Board and Administration.
• Served as Chairman of the joint City-County Emergency Communications Center
Administrative Board;
• Coordination with Rockingham County on shared services including Sheriff, Courts,
Commonwealth Attorney, Social Services and Libraries.
• Served on other regional Boards and Commissions; served as City's legislative
liaison to General Assembly members and the Virginia Municipal League.
• Served as the City's Emergency Services Coordinator as per the Code of Virginia.
February 2001 —June 2007: Assistant City Manager. City of Harrisonburg.
Principal assistant to the City Manager. Performed duties of the city manager in his
absence as well as all other duties assigned including liaison between City Manager and
department heads; direct oversight of six departments; start-up and administration of City's
CDBG Program; grant writing; special project management; staff development; report
writing and presentations to City Manager and City Council. Also served as Deputy
Emergency Services Coordinator.
Feb.1993 — Feb. 2001: Asst. County Admin./Dir. of Pub. Works, Botetourt County.
Vir inia.
Top-level administrative position in a rapidly growing County. Responsible for
administration of multiple departments and activities including engineering, utilities, landfill
and recycling, building and grounds maintenance, and parks and recreation. Administered
departmental budget and capital projects budget. Duties also included grant writing and
administration; long range planning; staff development; economic development;
emergency services; report writing and presentations to county administrator and Board of
Supervisors.
January 1988 - February 1993: Town Manager. Town of Narrows. Virginia.
Chief Administrative Officer of a full-service town. Prepared and administered the budget,
oversaw all departmental operations as well as community development and planning ac-
tivities, capital projects, water and sewer projects, street and sidewalk improvements.
Prepared Council agendas, monthly financial reports, biweekly activity reports, and other
reports and studies as required by council. Developed standard purchasing and budgeting
policies; completed major water and sewer system improvements and upgrades. Other
activities included grant writing and administration, and intergovernmental cooperation ef-
forts.
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Dec. 1986 — Jan.1988: Public Admin. Specialist. Mt. Roaers Plannina District
Commission.
Served as Circuit Riding Town Manager for the towns of Fries and Independence, Virginia.
Oversaw departmental operations, wrote and administered CDBG, EPA and FmHA
grants for community infrastructure projects.
January 1985 - August 1986: Asst. to the County Administrator, Alleghany County.
Vir inia.
Duties included assistance in preparation and administration of the operating budget,
project management for the renovation of and movement to a new county office building.
Prepared reports, assisted in day-to day operations, other duties as assigned by the Coun-
ty Administrator.
PROFESSIONAL MEMBERSHIPS:
International City and County Management Association (ICMA)
Virginia Local Government Management Association (VLGMA)
OTHER AFFILIATIONS:
Virginia Municipal League Insurance Program (served as Board member, Vice Chairman
and Chairman)
Virginia Local Government Management Association (Executive Committee member)
Virginia Local Government Management Association Support Network Coordinator
Harrisonburg Rockingham Regional Sewer Authority Board of Directors
Middle River Regional Jail Board of Directors
Harrisonburg-Rockingham Emergency Communication Center Board Chairman
Harrisonburg-Rockingham Social Services District Administrative Board
Harrisonburg-Rockingham Metropolitan Planning Organization Board Member
Central Shenandoah Juvenile Detention Center Board of Directors
Community Criminal Justice Board, Board member
Virginia Commission on Local Government Annexation Study Committee member
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