1. Proposal for Executive Search Services
City Manager
City of San Angelo, Texas
February 2012
Strategic Government Resources
Ron Holifield, Principal
PO Box 1642
Keller, Texas 76244
214-676-1691
Ron@GovernmentResource.com

2. February 15, 2012
Lisa Marley
Director of Human Resources
City of San Angelo
106 S. Chadbourne Street
San Angelo, Texas 76902
Dear Ms. Marley:
Thank you for the opportunity to submit this proposal to assist the City of San Angelo in your
search for a new City Manager.
This proposal provides a comprehensive overview of the approach we would take in your
search, including our qualifications, scope of work, references, and the standard work plan we
would follow in conducting your search for a new City Manager as well as complete details on
professional fees and expenses.
I founded SGR in 1999 and am the sole owner. SGR’s corporate headquarters is in Keller,
Texas, and we also have satellite offices in Austin-Texas, Bloomington Springs‐Tennessee, and
Fort Rucker‐Alabama. 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.
While we have a broad array of search experience, our specialty is conducting executive
searches for high quality of life cities in Texas and Oklahoma similar to San Angelo.
SGR has the unique ability to provide a personalized and comprehensive search service to
meet your needs. The not-to-exceed price in this proposal includes: as many briefings with
city council as needed, recorded online interviews with semifinalist candidates to save you
money before you fly in candidates for in-person interviews, in-depth media reports on each
finalist candidate, psychometric assessment reports on each finalist candidate, and a
background investigation report on your top candidate. No other firm can offer such a
comprehensive list of services at a cost-effective price.
P O Box 1642 Keller, Texas 76244 817-337-8581 www.GovernmentResource.com

3. 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, received over 15,000 local
government officials visiting it last month, with over 250,000 page hits – 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 an additional 8,000 local
government job seekers visiting it each month – more than any other municipal job
board.
 My “10 in 10 Leadership and Innovation Update” reaches 7,000 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.
 I speak at an average of one state or national conference per month providing
higher visibility and a stronger network among leading financial and municipal
officials than any other firm comes close to.
 SGR trains over 1,000 city employees each month in live training classes.
 We have online training clients in 11 states.
 SGR has been featured in Entrepreneur Magazine, American Express Open Forum,
Texas Event Planning, and the Ladders among others due to our reputation for
dramatic customer service, and our innovative business strategies that are
changing the way local government recruits, selects, and develops their executives.
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.
SGR is the only search firm that can lay claim to having had only one department head
placement not work out in almost 15 years of conducting searches. 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.
Alan Taylor and I will personally serve as the co-managers for your search and will handle
all aspects of it related to candidate and client interaction. This includes all onsite
interviews with key city staff, ongoing status reports to the City, direct recruitment
activities, responses to prospect inquiries, initial triage evaluation of resumes, preliminary

4. interviews with candidates, facilitation of meetings to select Semifinalists and again to
select Finalists, and assistance in employment negotiations with the candidate.
The Amarillo newspaper editorialized that our search process “approached perfection”
and praised the City for the outstanding way the search process was conducted and how it
built confidence in the community about the ultimate selection. A simple Google search
will reveal that we are the only major search firm that has never had a single article where
a city official was critical of SGR. By contrast, our two largest competitors have had elected
officials reach such levels of frustration that they have been willing to criticize the firm and
their processes in the newspaper in the middle of a search!
We are truly excited about the prospect of doing this search for the City of San Angelo. 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. The City of San
Angelo is a high quality of life community, and is deserving of a search firm who will be
committed to a home run City Manager selection. I hope you will give us the opportunity
to visit with you in person about the possibilities.
Respectfully submitted,
Ron Holifield
CEO
SGR Executive Search
Ron@GovernmentResource.com
214-676-1691

5. Notice
This proposal has been prepared for the exclusive use of the City of San Angelo,
Texas.
All of the contents herein are proprietary and confidential information owned
by SGR Executive Search.
Other than as required by law, no information contained herein may be
released or revealed in any way without the approval of SGR Executive Search.

6. Table of Contents
COMPANY PROFILE TAB-1
BACKGROUND 1
SGR CORE TEAM 1
OFFICE LOCATIONS 2
QUALIFICATIONS TAB-2
THE SGR ADVANTAGE 3
THREE DIMENSIONS OF EXECUTIVE RECRUITMENT EXPERIENCE 6
KEY PERSONNEL FOR THIS PROJECT 8
PROJECT METHODOLOGY AND WORK PLAN TAB-3
OVERVIEW 9
ORGANIZATIONAL INQUIRY AND ANALYSIS 10
ADVERTISING AND RECRUITMENT 11
INITIAL SCREENING AND REVIEW 12
EVALUATION OF QUARTERFINALIST CANDIDATES 13
EVALUATION OF SEMIFINALIST CANDIDATES 13
EVALUATION OF FINALIST CANDIDATES 14
CLOSING THE DEAL 16
PROPOSED TIMELINE 18
PROJECT COST 19
PROVISION OF SERVICE GUARANTEE 21
APPENDICES
RESUMES OF KEY PERSONNEL TAB-4
CLIENT LIST TAB-5
REFERENCES TAB-6
UNSOLICITED FEEDBACK TAB-7
SAMPLE POSITION PROFILE BROCHURE TAB-8
SAMPLE DISC PPSS BEHAVIORAL AND DISC MANAGEMENT PROFILE REPORTS TAB-9
SAMPLE COMPREHENSIVE BACKGROUND SCREENING REPORT TAB-10

7. 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 and is recognized as one of the leading local government
executive search firms in Texas. 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.
SGR Core Team
SGR’s core team includes:
 Ron Holifield, Chief Executive Officer
 Cynthia Leach, Chief Operating Officer
 Greg Anderson, President, Online Learning
 Alan Taylor, Senior Vice President, Executive Search
 Bill Peterson, Senior Vice President, Executive Search
 Chester Nolen, Senior Vice President, Executive Search
 Howard Giles, Senior Vice President, Executive Search
 Krisa Delacruz, Director of Member Services
 Hope Ekwue, Director of Communications
 Laurie Groover, Finance Manager
 Melissa Valentine, Administrative Assistant
 Lauren Holifield, Lean Processes Coordinator
 Mike Gibson, Director of Curriculum
 Cindy Hanna, Director of Operations
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8. 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, Bloomington Springs-Tennessee and Fort
Rucker-Alabama.
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9. Qualifications
The SGR Advantage
SGR’s executive recruiting services are unequaled. SGR provides a high degree of personal
attention to each executive search that we conduct, and 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. SGR brings practical experience from years of city management and from almost
two decades of successful recruitment.
The Network
SGR maintains one of the most extensive private networks of local government professionals in
the nation. In addition to providing employee recruitment and development services to almost
200 cities, counties and utility districts in four states, SGR previously managed member
relations for over 250 government agencies in 23 states for the Innovation Groups (IG).
Ron Holifield, Alan Taylor, Bill Peterson, Chester Nolen, Ron Robinson, and Howard Giles each
have a national network of relationships developed through years of public service. While your
project will be managed by Alan Taylor, Senior Vice President (resume attached), with the
direct involvement of CEO Ron Holifield, the entire group works as a team to leverage each of
their personal national networks to assist with each search. This team brings over 150 years of
public service experience in Texas, Georgia, Illinois, Kansas, New Mexico and Ohio. In addition,
SGR staff members are active on a national basis, in both local government organizations 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, and Alan Taylor, Senior Vice
President. Ron and Alan are 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.
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10. Trust of Candidates
SGR has a track record of remarkable confidentiality and providing wise counsel to candidates
and next generation leaders; we have earned their trust. As a result, SGR is typically able to get
exceptional prospects to become candidates, even if they have declined to become involved in
other search processes, merely because candidates trust SGR to assess the situation well, to
communicate honestly and bluntly, and to maintain their confidentiality.
Comprehensive Needs Assessment
SGR invests an extraordinary amount of effort into understanding the organizational and
community culture, environment, and local issues that shape what you are looking for in an
executive leader, how SGR can most effectively look for the right match for you, and how SGR
can most effectively assist prospective candidates in understanding your unique needs and
circumstances.
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. SGR works hard to conduct a
comprehensive search that is unique to you. SGR’s efforts will be driven by your needs, not by
what is convenient for us.
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. A Google search of the firms you are considering will
reveal the ones who have a track record of sloppy work that results in embarrassing surprises
for their clients. 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. Additionally, SGR places very high value on continuous and effective
communication with our clients.
High Quality Briefing Books and Other Documents
SGR is committed to producing professional documents that are easy for the client to read and
interpret. SGR will produce professional and thorough briefing books for each of the meetings
with the Search Committee. In addition, SGR will produce a high quality electronic (pdf)
position profile brochure for distribution to prospective candidates. A sample brochure is
included behind TAB-8 in the Appendices section of this document.
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11. 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. We have
partnered with First Check, a licensed private investigations company, to perform our
employment screening. A sample Background Screening Report is included behind TAB-10 in
the Appendices section of this document.
Recorded Online Interviews with Candidates
SGR offers the option of recording short videos of candidates answering three to five questions.
These videos are then mailed to the search committee on a flash drive to review prior to the
next briefing. 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
At the client’s request, SGR will produce a comprehensive Media Report on one or more
candidates. Each Media Report is compiled from information gathered using our proprietary
online search process. This process is far superior to the one dimensional efforts of our
competitors who rely on automated media checks necessary for them to maintain their mass
production searches. 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 as comprehensive of media reports as SGR.
Psychometric Assessments
SGR uses state-of-the-art psychometric assessments of candidates to ensure a detailed
understanding of how candidates will lead and manage an organization. The psychometric
analyses also provide valuable information regarding candidates’ strengths and weaknesses.
Equal Opportunity Commitment
SGR strongly believes in equal opportunity. SGR does not discriminate and is careful to follow
both the letter and the spirit of laws regarding equal employment opportunities and non-
discrimination. More importantly, however, SGR believes that equal opportunity is an ethical
issue. SGR quite simply will not enter into an engagement with an entity or organization that
directs, or expects, that bias should, or will be, demonstrated on any basis other than those
factors that have a bearing on the ability of the candidate to do the job.
You can anticipate that SGR will make a serious and sincere effort to include qualified women
and minority candidates in the finalist pool. Although SGR obviously cannot, and would not,
guarantee the makeup of the finalist group, SGR does have relationships and contacts
nationwide to encourage the meaningful participation of women and minority candidates. SGR
has a strong history and track record of bringing outstanding female and minority candidates
into client search processes.
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12. Superior Experience and Track Record
SGR has an unblemished 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 had
“approached perfection” and praised the elected officials for conducting such a rigorous
process. In well over a decade of conducting executive searches, we have only one single city
manager placement who did not work out. In addition, most of our placements are still in the
same position many years later due to the extensive work we do ensuring that the placement is
an excellent match from the outset. Our client list can be found behind TAB-5 in the
Appendices section of this document.
Practicing the Golden Rule
As a result 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 then is with you until the end regardless of how many hours are
required.
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. And 5) if we place a candidate with you, we
will not solicit them for another job for at least five years.
Three Dimensions of Executive Recruitment Experience
The great misunderstanding about executive recruitment is that it is about finding a pool of
qualified candidates. As a result, search firms brag about the large number of qualified
candidates they find. The truth is that finding qualified candidates is not very difficult, and
quite honestly, should not occupy the bulk of a recruiter’s time.
The real work of executive recruitment should be in determining which individuals out of a
large pool of easily-identified, qualified candidates are actually an excellent match for the
culture, philosophy, leadership environment, challenges, and opportunities that are unique to
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13. your city. Even within the same organization, leadership needs differ depending upon the
community life cycle stage.
There are three dimensions of the executive recruitment experience that will determine
whether you get “adequate” or “exceptional” results.
Understanding Roles and Responsibilities
The first dimension of experience ensures an understanding of the specific roles and
responsibilities of the position that is being filled. There are both formal and informal
structures within every organization, and all too often strong candidates fail as new leaders
because, “It wasn’t what I expected.” SGR addresses this dimension of experience in two ways.
First, SGR places heavy emphasis upon knowing and understanding the organization better than
they know themselves. Our searches are front-loaded to ensure we devote adequate time to
an intimate understanding of both the formal and informal structures and expectations of the
position to ensure we find the right “fit.”
Second, SGR is the only major search firm with such depth of experience in actually managing
organizations of comparable complexity and size. As a result, we are uniquely capable and
prepared to ask the right questions to develop an intimate understanding of the formal and
informal roles and responsibilities of this position.
Understanding Organizational Culture and Environment
The second dimension of experience ensures an understanding of organizational culture and
environment. SGR devotes tremendous energy to understanding your unique culture and
environment and goals to ensure a great “fit” from values, philosophy, and management style
perspectives. The recruiter must invest the time and energy on the front end to intimately
understand the environment, culture, challenges, and opportunities of the organization. We
ensure we have that understanding before we ever place ads or identify candidates.
Successful Candidate Recruitment
The first two dimensions of experience are inwardly focused on the organization and form the
foundation for a successful executive search. This third dimension is focused outside of the
organization and is equally important, but tends to be the only one of the three dimensions of
experience most search firms address. This explains why so many searches yield an initial list of
impressive candidates but struggle to come to an enthusiastic conclusion.
SGR takes pride in not being a mass production search firm like our competitors. By conducting
fewer executive searches each year, SGR can deliver a very high quality “match” when a
selection is made. SGR does not believe our role is to simply provide the client with a large
number of qualified candidates…you can do that on your own. SGR’s role is to find the person
who is the very best possible match for you. This can only be accomplished with SGR’s high
degree of personal attention, which is not possible in a high volume, mass production
environment.
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14. 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. Ron’s complete resume is
included behind TAB-4 in the Appendices section of this document.
Alan Taylor, Senior Vice President
Alan Taylor retired as City Manager in Amarillo, Texas and joined SGR in the summer of 2011 as
Senior Vice President. He rose through the ranks to become City Manager in Amarillo, with
particular expertise in the fields of Planning, Code Compliance and Building Inspections. Alan is
an ICMA Credentialed Manager, holds a Graduate Certificate from the Public Executive
Institute, and is the recipient of a Gold Addy Award for Communications Excellence from the
American Advertising Federation. He has also served on the Board of Directors of the Texas
City Management Association and as an International Committee Member for the International
City Management Association. He holds a BA in Environmental Design and a Master of Urban
Planning Degree, both from Texas A&M University.
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15. Project Methodology and Work Plan
Our clients come to SGR for the personalized touch and outstanding results that they
cannot get from the typical mass production search firms. This proposal outlines our
methodology and key components of the work plan for recruiting this position for you.
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:
Step One: Organizational Inquiry and Analysis
Outline Project Plan and Timeline
Individual Interviews with Search Committee and Key Personnel
Development of Position Profile and Production of High Quality Brochure
Search Committee Briefing One
Step Two: Advertising and Recruitment
Ad Placement
Email Distribution of Position Profile
Phone Contacts
Ongoing Communication with Prospective Candidates
Step Three: Initial Screening and Review
Management of Resumes
Technical Scoring of Resumes
Search Committee Briefing Two / Selection of Quarterfinalist Candidates
Step Four: Evaluation of Quarterfinalist Candidates
Personal Interaction with Quarterfinalist Candidates
Quarterfinalist Narrative Questionnaires
Search Committee Briefing Three / Selection of Semifinalist Candidates
Step Five: Evaluation of Semifinalist Candidates
Personal Interaction with Semifinalist Candidates
Recorded Online Interviews
Search Committee Briefing Four / Selection of Finalist Candidates
Step Six: Evaluation of Finalist Candidates and Interviews
Comprehensive Media Reports
Psychometric Assessments
Assessment Center Process
Conduct Interviews
Deliberations
Reference Checks
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16. Comprehensive Background Screening Report
Step Seven: Closing the Deal
Determine the Terms of an Offer
Negotiate Terms and Conditions of Employment
Announcement/Press Release
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 organization and the 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 one hour each and
identify individual issues that may affect the dynamics of the search, as well as develop
a composite understanding of the client’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 and Professional Production of High Quality Brochure
Following the individual interviews and internal analysis, SGR will develop a draft
position profile that is reviewed and revised in partnership with you until everyone
agrees it accurately reflects the sought-after leadership and management
characteristics. SGR will create a marketing piece for the position in the form of a high
quality electronic (pdf) brochure. A sample brochure is located behind TAB-8 in the
Appendices section of this document.
Search Committee Briefing One
The first briefing with the Search Committee 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
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17. of the position. This meeting includes utilization of two different proprietary
instruments designed to assist the Search Committee in defining and articulating the
desired attributes of the successful candidate.
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 distribution of the position profile,
advertising the position, contacting prospective candidates, responding to inquiries
about the position, and communicating with prospective candidates.
Ad Placement
The Project Manager and the 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.
Email Distribution of Position Profile
SGR’s preferred strategy is to rely on electronic distribution of the position profile
brochure. SGR will typically send 300-500 one-at-a-time personal emails to key opinion
leaders and potential prospects across the country. By utilizing an email distribution
strategy, these brochures tend to “get legs” of their own, reaching 4-5 times the number
personally sent out and resulting in a very high penetration rate at minimal cost.
Phone Contacts
SGR may have the largest private database of local government officials in the nation,
with several thousand contacts on file. Ron Holifield and Alan Taylor will personally
“work the phones” with approximately 100 key opinion leaders in the local government
profession from around the nation. Some of these calls are for the purpose of soliciting
high potential candidates, while other calls are to encourage key opinion leaders who
know their states/regions to share information on high potential prospects in their
professional circles.
Ongoing Communication with Prospective Candidates
SGR communicates with all prospective candidates on a frequent and ongoing basis to
ensure they 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
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18. complete information, and in a warm and personal manner. This is one of the first
places a prospective candidate will develop an impression about organization, and it is
an area in which SGR excels. These interactions will encompass email, phone, and face-
to-face correspondence.
Ongoing communication with candidates typically consists of up to three personal
phone calls per candidate, 4-6 email exchanges, a weekly distribution of relevant news
articles, and 4-6 formal updates on the process by the time the conclusion is reached.
The content of these communications is often responding to routine questions from the
candidates or asking the candidates questions about items that may show up in the
media about them or issues we pick up in the grapevine about them. In addition, SGR
subscribes to clipping services and provides regular news updates to all candidates on
current issues related to your community so that the candidates are developing a
deeper understanding of your circumstances and needs even as they go through the
recruitment phase. One of the reasons SGR consistently delivers a far superior
candidate pool than any of our competitors for similar positions is the extensive
communication we provide to our candidates during a search process.
Step 3: Initial Screening and Review
This stage of the executive search involves managing the flow of resumes, screening and
evaluating resumes, and ongoing personal interaction with prospective candidates.
Once the bulk of resumes have been received, SGR will meet with the client to present a
comprehensive progress report.
Management of Resumes
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 uses a triage process to identify high probability, medium probability, and low
probability candidates. At this stage in the search, the triage process is focused on
qualifications and known issues with individual candidates. This sifting process assesses
how well candidates’ applications fulfill the recruitment criteria outlined in the position
profile.
Technical Scoring of Resumes
In contrast with the initial triage process described above, which focuses on subjective
assessment of the resumes and how the candidates present themselves, this step
involves very detailed analysis and scoring of the resumes of the high and medium
probability candidates in comparison to the recruitment criteria outlined in the position
profile.
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19. Search Committee Briefing Two / Selection of Quarterfinalist Candidates
At this briefing, SGR will provide a comprehensive progress report and will facilitate the
selection of about 20 quarterfinalists. 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 Quarterfinalist 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 deeper than the resume to ensure that those candidates who
continue in the process are truly outstanding.
Personal Interaction with Quarterfinalist Candidates
SGR’s goal is to have a clear understanding of the person behind the resume and what
makes him/her an outstanding success for you. The evaluation of quarterfinalist
candidates includes follow-up by phone when appropriate to ask any questions about
underlying issues, as well as preliminary background checks as needed. Based upon the
number of candidates still in contention at this stage, phone interviews, and potentially
even personal interviews, may be conducted by SGR.
Quarterfinalist Narrative Questionnaires
SGR will ask quarterfinalist candidates to complete a comprehensive written exercise
designed to provide greater insight into candidate thought processes and
communication styles. SGR’s written instrument is custom-designed around the
priorities identified by the Search Committee and usually includes about 20 questions
focusing on 5-6 key areas of particular interest to the client. This written instrument will
be included with resumes in the briefing books prepared for each member of the Search
Committee.
Search Committee Briefing Three / Selection of Semifinalist Candidates
At this briefing, SGR will provide a comprehensive progress report and will facilitate the
selection of about 12 semifinalists.
Step 5: Evaluation of Semifinalist Candidates
Personal Interaction with Semifinalist Candidates
SGR will continue personal interaction with each of the semifinalist candidates, going
deeper on particular issues that have been identified which warrant greater insight and
understanding.
13

20. Recorded Online Interviews
SGR offers the option of recording short online videos of candidates answering three to
five questions. We then save the interviews to flash drives, one flash drive for each
search committee member. 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.
Search Committee Briefing Four / Selection of Finalist Candidates
At this briefing, SGR will provide each member of the Search Committee with a briefing
book, copies of the online interviews, present a progress report on the semifinalist
candidates, and facilitate narrowing the list to 4-6 finalists who will be invited to come in
for a live interview.
Step 6: Evaluation of Finalist Candidates
Once the finalists have been selected, SGR will coordinate with you to schedule
interviews.
Comprehensive Media Reports
The 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, including searches of local papers where the candidates have lived or
worked.
The Media Reports can range from 20-300 pages per candidate and may include news
articles, links to video interviews, blog posts by residents, etc. The Media Reports for
the candidates are put into an easy-to-read format and recorded onto disc’s 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 prospective candidates and that would not have
been discovered through 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.
Psychometric Assessments
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 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 DiSC profile assessment tools, which are among
the most validated and reliable personal assessment tools available.
14

21. SGR will ask semifinalists to complete two DiSC profile assessments. The DiSC
Dimensions of Behavior explore behavioral issues across four primary dimensions:
Dominance, Influence, Steadiness, and Conscientiousness. This allows deeper
understanding about individual behavioral characteristics than is possible in a traditional
interview.
The DiSC Behavioral Profile, combined with the DiSC Management Profile, provides a
meaningful psychometric analysis of the semifinalists. The personal behavioral profile
examines basic personality attributes using the DiSC typology. The feedback covers a
broad range of behavioral characteristics, including behavioral strengths and
weaknesses, motivating and de-motivating factors, and management and selling styles.
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.
The psychometric assessment tools provide additional information about candidates to
assist in determining which qualified candidate is the best match for your organization.
Samples of the two assessment reports are included in the Appendices section of this
document behind TAB-9.
Assessment Center Process
SGR provides an assessment center process, a two week time period during which
candidates may visit the city and talk to key employees and/or council members in order
to develop a first year plan. The finalist candidates present their first year plans to the
search committee during the onsite interview. This process provides a more in-depth
analysis of the way the finalist candidates approach problem solving and will allow the
search committee to have a sense of what you can expect of the candidate during
his/her first year on the job.
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 for each candidate and will
participate throughout the process to make it smooth and efficient.
Deliberations
At this meeting, SGR will facilitate a discussion about the finalist interviews and assist
the Search Committee in making a decision on whether to bring back one or more
candidates for a second interview.
Reference Checks
Our reference checks are the most comprehensive in the industry. We place very little
confidence on the references provided by the candidates since those can be expected to
be biased. Instead, we will typically talk to as many as 20 professional contacts for a
given candidate including elected officials, direct supervisors, direct reports, internal
15

22. organizational peers, professional peers in other organizations, civic leaders, and media
representatives. We always seek out the candidate’s greatest critics and greatest fans
to ensure a complete, yet balanced, perspective and overview of each candidate.
Comprehensive Background Investigation Report
Through SGR’s partnership with First Check, 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)
A sample Background Screening Report is available behind TAB-10 in the Appendices
section of this document.
Step 7: Closing the Deal
Once the final candidate has been selected, 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 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.”
16

23. 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 and 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.
17

24. Approximate 16 Week Timeline
Task Weeks
Contract Executed / Outline Project Plan and Timeline Week 1
Individual Interviews with Key Players Week 1
Develop Position Profile Brochure & Search Committee Briefing 1 Weeks 2-4
Ad Placements / Accept Applications Weeks 4-9
Search Committee Briefing 2: Select Quarterfinalist Candidates Week 9
Deliverable 1: Quarterfinalist Briefing Books with Completed Pre- Week 10
Interview Questionnaires
Search Committee Briefing 3: Select Semifinalist Candidates Week 11
Deliverable 2: Semifinalist Briefing Books with Recorded Online Week 12
Interviews on Flash Drives
Search Committee Briefing 4: Select Finalist Candidates Week 13
Deliverable 3: Finalist Briefing Books with Media Reports and Week 14
Psychometric Assessment Reports
Conduct Interviews Week 15
Deliberations Week 15
Briefing on Comprehensive Background Screening Report and Week 16
Reference Checks for Top Candidate
Negotiate Terms and Conditions of Employment Week 16
Announcement/Press Release and Transition Strategy Week 16
Total Duration of Search: 16 Weeks
* Each search timeline is different based on the particular needs of each organization. SGR has
completed searches in as little as 45 days, although this is not the recommended approach.
18

25. Project Cost
All-Inclusive Maximum Price
Professional Services Fee $ 17,500
Expenses Not-to-Exceed: $ 4,500
All-Inclusive, Not-to-Exceed Maximum Price: $ 22,000 *
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 21 cents per page 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 $100 for each recorded online
interview. SGR recommends conducting online interviews at the semifinalist
stage.
 Psychometric Assessments. There is an additional cost of $150 per candidate for
each of the psychometric analysis instruments. SGR recommends utilizing the
DiSC PPSS Profile and the DiSC Management Profiles at the finalist stage.
 Comprehensive Media Reports. There is an additional cost of $350 per
candidate for whom a report is prepared. SGR recommends conducting
comprehensive media searches on the finalist candidates.
 Comprehensive Background Investigation Report. There is a cost of $300 per
candidate for comprehensive background screening reports prepared by our
licensed private investigations provider. SGR recommends conducting a
comprehensive investigation on the top candidate.
 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.
19

26. * 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.
 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.
20

27. 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.
21

28. Ronald Mack Holifield
Resume – January 2012
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, specializing in helping local
governments recruit, select and develop exceptional executives and governing body
members, as well as developing various innovative public-private partnerships.
 Clients have included over 200 local governments, as well as NASA, TXU, Oncor Utility
Solutions, Accountability International, ViON, Storage Tek, SportsCenter, Energy
Technology Group, Options Real Estate, BSW Chambers of Commerce, HVJ Engineers,
Pro Players Foundation, Springbrook Software and others.
 SGR is now the largest in the nation with almost 200 member cities in Texas, Oklahoma,
and Virginia. SGR currently trains over 1,000 local government employees each month
and also provides online training in 11 states.
 Interviewed and/or quoted by various news publications and media outlets on issues
related to local government including: National Public Radio, Entrepreneur Magazine,
American Express Small Business, Texas City Manager Magazine, Texas Town and City,
Government Technology Magazine, GovWire Online Magazine, Federal Computer Week
Magazine, CIO Magazine, Dallas Morning News, Dallas Business Journal, Plano Star
Courier, DFW Tech Biz, Today Newspapers, Focus on the News, D Magazine,
International Association of Chiefs of Police Journal, WOAI TV and KRLD and KTET Radio,
as well as local news stations in numerous markets.
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.
 Doubled in size, becoming the 49th largest lobby firm in Texas, after which it was sold to
an employee to allow the launch of Strategic Government Resources.
 Major clients included American Express, Aramark, Automated Licensing Systems,
Children's Comprehensive Services, Executone, IBM, Quorum Health Group, Library
Systems and Services, PeopleSoft, SCT, Space Imaging, TXI, Verizon, Waste Management
of North America, and Xerox.

29. Ronald Mack Holifield Page 2 of 8
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.
 Hired to lead a rapid cultural change at City Hall, with a specific challenge to transform
the organization from one known for being highly bureaucratic, 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 one of the top 20 Texas cities to relocate
a business. Evaluations were based upon pro-business environment, cost of
doing business, infrastructure and city services, crime, and quality of life.
- Named by Texas Business Magazine as one of the “Best Run Cities in Texas.”
Evaluations were based upon the strength of upper management, fiscal
responsibility, staff diversity, vision, and quality of services delivered.
- Later, Texas Outlook Magazine named DeSoto as one of the top 25 Texas cities
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 capital
improvements program.
- Substantial increases in the city’s fund balances.
- Increase in commercial building permits in excess of 1,000% over the previous
year.
- Attainment of the lowest crime rate of any major city in the Dallas-Fort Worth
Metroplex.
City of Garland, Texas – City Manager
November 1991 to June 1994
 City Manager of this rapidly growing city, which owns and operates an electric
production and distribution system, a regional wastewater treatment system, a regional
landfill, and a heliport, and offers a variety of social services and strong cultural arts.
The ninth largest city in Texas, Garland’s population was in excess of 220,000 with over
2,300 employees, and an annual operating and capital budget in excess of $350 million.
 Hired 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.

30. Ronald Mack Holifield Page 3 of 8
 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
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 replacement;
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 an Affirmative Action Program that doubled mid- and upper-level
management representation in four years while maintaining a “best-qualified”
standard.
- 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, becoming a highly effective
city department that exceeded year six sales and bookings projections in the first
year.
- Initiated Plano’s first Neighborhood Integrity Program, protecting neighborhood
stability.
- Achieved a $750,000 sales tax windfall for the city by creatively designing
construction contracts for two large economic development projects (EDS and JC
Penney).

31. Ronald Mack Holifield Page 4 of 8
- 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
May 1984 to November 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.
City of Sundown, Texas – City Manager
May 1982 to May 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
January 1981 to May 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 MUNICIPAL MANAGEMENT AWARDS for Organizations Managed
 Named “One of the Ten Best Managed Cities In Texas” by Texas Business Magazine,
1995
 Named “One of the Top 20 Cities to Relocate Your Business to” by Texas Business
Magazine, 1995
 Named “One of the Top 25 Cities for Economic Development” by Texas Outlook
Magazine, 1996

32. Ronald Mack Holifield Page 5 of 8
 3CMA Economic Development Marketing Campaign Savvy Award Certificate of
Excellence for International Development and Local Realtor Ads, 1994
 International Association of Chiefs of Police, Excellence in Policing Award for
Neighborhood Service Team, 1994
 Finalist, Governor’s Environmental Excellence Award, 1994
 Texas Natural Resource Conservation Commission Award for Excellence, 1993
 American Society of Landscape Architects, Texas Chapter, Environmental Stewardship
Award for Garland’s Spring Creek Forest Preserve, 1993
 Dallas Business Journal, “Metroplex Real Estate Deal of the Year (Existing
Building),”1992
 GFOA Award for Distinguished Budget Presentation, 1992, 1993, 1994, 1995, 1996
 GFOA Certificate of Achievement for Excellence in Financial Reporting, 1992, 1993,
1994, 1995, 1996
PROFESSIONAL PARTICIPATION
 Author, “Fourth Dimension Leadership”, 2010
 Author of a Monthly Column in Texas City Manager Magazine on “Innovations that
Make a Difference”, 1999-2003
 Member, International City/County Management Association (ICMA), 1982-present
 Member, Texas City Management Association (TCMA), 1982-present
 ICMA Task Force on Employment Agreements, 2001-2003
 ICMA Management Innovations Panel, 1999-2000
 ICMA Conference Evaluation Committee, 1999
 ICMA/Innovation Groups National Management Practices Panel, 1995-1996
 Author, “The Public Executive’s Complete Guide to Employment Agreements”, book
published by ICMA and the Innovation Groups, 1996
 Texas Innovation Groups Executive Committee, 1992-1996
 Author, “Crossing Department Lines – Garland’s Neighborhood Service Team”, article
published in the International Association of Chiefs of Police National Journal, 1994
 Author, “Redefining Thinking, Structures and the Rules of the Game in Government”,
article published in Texas Town and City Magazine, 1993
 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,

33. Ronald Mack Holifield Page 6 of 8
SPEAKING ENGAGEMENTS
 National Parks and Recreation Association Annual Conference, 4th Dimension
Leadership, 2011
 Texas Municipal Human Resources Association Annual Nuts and Bolts Conference –
Effective Hiring Practices, 2011
 WMI Annual Employee Conference – Thriving in the New Normal, 2011
 Northwest States City Management Association Annual Conference – The Changing
World of Ethics, 2011
 Ohio City Manager’s Association, Annual Conference – 4th Dimension Leadership, 2011
 Oklahoma City Manager’s Association Annual Conference – The Changing World of
Ethics, 2011
 Law Enforcement Management Institute of Texas – Strategic Budgeting, 2011
 Law Enforcement Command College – Strategic Budgeting, 2011
 Texas City Management Association Annual Conference – Creating an Effective
Employee Development Program, 2010
 Public Risk Management Association Annual Conference – Employee Health Clinics,
2010
 Texas Recreation and Parks Association Annual Conference – 4th Dimension Leadership,
2010
 North Texas Purchasing Association Annual Conference – Effective Collaboration, 2010
 Law Enforcement Management Institute of Texas – Strategic Budgeting, 2010
 Law Enforcement Command College – Strategic Budgeting, 2010
 West Texas City Management Association Annual Training Conference – Effective
Collaboration Across Organizational Lines, 2009
 Texas Municipal League Regional Meeting – Keys to Successful Collaboration, 2009
 Texas Municipal Human Resources Association Annual Nuts and Bolts Conference –
Effective Hiring Practices, 2009
 Law Enforcement Management Institute of Texas – Strategic Budgeting, 2009
 Law Enforcement Command College – Strategic Budgeting, 2009
 East Texas City Management Association Annual Training Conference – Effective
Collaboration Across Organizational Lines, 2008
 East Texas City Management Association Annual Training Conference – Understanding
and Managing Generational Differences, 2007
 International City/County Management Association Annual Conference – The Role of
Faith Based Organizations in Disaster Planning, 2006
 Certified Public Manager Program – Achieving Exceptional Customer Service, 1995-2005
 North Texas Municipal Association Management Institute – Tools for Effective
Leadership, 2006
 City of Carrollton, Texas, Leadership Academy – Principles of Public Service, 2006
 City of Arlington, Texas, Leadership Academy – Developing Your People, 2005
 Keynote Speaker, Urban Management Assistants of North Texas Annual One Day
Conference – Innovative Revenue Sources for Cities, 2005

34. Ronald Mack Holifield Page 7 of 8
 Leadership Southwest - How to Successfully Run for Office, 2004, 2006, 2008
 International City/County Management Association Annual Conference – Contract
Negotiations, 2003
 Keynote Speaker (along with the Deputy Secretary of Defense), Government Electronics
and Information Technology Association Information Technology and Defense
Electronics Forecast Annual Conference – Homeland Security at the State and Local
Level, 2002
 Transforming Local Government Conference – Doing Business with Local Government,
2001
 National Association of Counties Annual Conference – Doing Business with County
Government, 1999
 World Services Congress – Building Public Private Partnerships, 1999
 Central Texas City Management Association – Contract Negotiations, 1999
 Carolinas-Virginia Hospital Trustee/Physician Conference – Effective Government
Relations, 1999
 Quorum Ohio CEO Conference – Effective Government Relations, 1999
 Chairman of the Board In-Service Training, Quorum – Effective Government Relations,
1999
 Quorum Foundations for the Future – Effective Grass Roots Advocacy, 1999
 Quorum Chairman of the Board Training – Advocacy Leadership, 1998
 Iowa Municipal Management Institute – Entrepreneurial Government, 1997
 Quorum Foundations for the Future – Effective Legislative Advocacy, 1997
 Quorum Board of Trustees Training – Legislative Leadership, 1997
 Urban Management Assistants of North Texas, Conference of Minority Public
Administrators, and National Forum for Black Public Administrators Joint Workshop –
Organizational Transformation, 1996
 Innovation Groups Regional Conference – Contract Negotiations, 1996
 Texas City Management Association Annual Conference – Employment Agreements,
1996
 Florida City/County Management Association Annual Conference – Employment
Agreements, 1996
 North Carolina City/County Management Association Annual Conference – Employment
Agreements, 1996
 Quorum Foundations for the Future – Effective Grass Roots Lobbying, 1996
 International City/County Management Association Conference – Employment
Agreements, 1996
 Texas City Management Association Conference – Serving Changing Councils, 1995
 Kansas Innovation Groups Regional Workshop – Beyond Community Policing, City-
County Communications & Marketing Association National Conference – Marketing
Your City, 1995
 National League of Cities Innovations in Government National Conference – Cluster
Management and Neighborhood Service Team Concepts, 1994
 Innovation Groups Regional Workshop – Making Your City More Productive, 1993

35. Ronald Mack Holifield Page 8 of 8
 Texas Foundation for the Improvement of Local Government Institute – Entrepreneurial
Government, 1993
 Session Facilitator, ICMA Annual Conference, on "Evaluating the Performance of the City
Manager", 1998
OTHER HONORS AND ACTIVITIES
 American MENSA member
 Distinguished Alumni, Abilene Christian University, 1999
 Abilene Christian University Public Administration Visiting Committee, 1992-1998
 Texas Tech University, Center for Public Service, Alumni of the Year

36. ALAN M. TAYLOR
216 Apache Mountain Lane
Georgetown, Texas 78633
512-943-9607 (home)
(806) 678-3758 (cell)
alantaylor.gtx@gmail.com
BACKGROUND INFORMATION
I am a recently retired City Manager / Professional Public Executive with approximately 34 years
of proven and highly responsible Texas local government and municipal operations experience.
With my extensive local government service experience and associated education and
professional training, I specialize in executive and staff recruitment services, administrative
leadership mentoring and problem solving, employee training, organizational planning and
development and other direct professional consulting services for Texas municipal and other
local government organizations.
PROFESSIONAL HISTORY
July 2010 – Present
SENIOR VICE PRESIDENT, EXECUTIVE SEARCH SPECIALIZING IN CITY MANAGEMENT
SGR conducts more Texas city manager searches than any other firm, and is the largest local
government training firm in the nation, training over 1,000 city employees per month for
approximately 200 local government clients. SGR Online Learning has municipal clients in 11
states. I am the Senior Vice President who specializes in conducting city manager executive
searches for SGR.
June 2004 to June 2010
CITY MANAGER - City of Amarillo, Texas (Population of 194,000 people and having a 102.39
square mile corporate area located in Potter and Randall Counties)
I had the privilege to serve as the Chief Executive Officer (CEO) responsible for the
administration and daily operation of the City of Amarillo, a home rule municipality operated
under the Council / Manager form of government. As City Manager, I administered annual
organizational budgets of up to $ 336 million dollars, through eight operating Divisions and
forty-seven Departments having a total workforce of approximately 2200 employees.
My past duties as City Manager may be summarized by the following primary areas of municipal
administration:
Administrative Management – Directed the daily administration and management of the
Amarillo municipal organization under the policy direction of the Amarillo City Commission. Full
responsibility for administrative oversight of all operations, services and programs of the City
through the administration and enforcement of City Ordinances, Resolutions, codes, policies and
procedures; Directed organizational short and long range policy formulation, financial and
capital improvement planning, implementation and project management; purchasing and
procurement of equipment, goods and services; Human Resources operations and staff
Alan M. Taylor--Resume

37. development and retention; Ensured the continual provision of effective, courteous and pro-
active customer service assistance and public complaint resolution; Acted as the primary liaison
between the City Commission and all City Boards and Commissions; and guided the daily
personnel leadership and associated supervision of Division Directors, Department Heads and
City employees;
Financial Administration – Directed the preparation, review and oversight of short term, annual
and long range budgets, capital improvements, investments, pension activities and other
financial operational needs through coordination and oversight of Divisions and Departments;
Provided and ensured the daily interactive management and oversight of all financial,
accounting, purchasing, human resources and management information systems service and
program functions of the City;
Public / Intergovernmental Relations - Ensured the general public, business community and
other governmental entities were properly and effectively informed of matters related to the
affairs, operations, services and programs of the City; Directed and maintained helpful, open
and prompt communications with the public and the local news media thereby enhancing
effective public relations and a positive, customer service oriented image of municipal
government; Served as the primary City liaison to other governmental entities; and
Economic Development / Tourism – Served as Co-Director of a City and Amarillo Economic
Development Corporation ( AEDC ) team which promoted the development, expansion and
retention of local business and industry. This role included an active involvement in the
solicitation, recruitment and deal negotiation for all Amarillo economic development prospects
and projects. Also was responsible for the administrative oversight of the operations and
activities of the Amarillo Convention and Visitors Council (CVC), which was operated under
annual contract funding from the City.
October 1987 to June 2004
ASSISTANT CITY MANAGER – City of Amarillo, Texas
I served as the sole Assistant City Manager for the City of Amarillo municipal organization. In
this position, I was the Chief Operating Officer (COO) of the City under the direction of the City
Manager and the Amarillo City Commission. During my long tenure in this position, I was
authorized by the City Commission with complete and absolute authority to execute all legal,
contractual, financial and other requirements associated with the ongoing operations of the
City. I automatically assumed the full responsibilities of the City Manager during all absences
from work and the community by the incumbent.
November 1983 to September 1987
ADMINISTRATOR / BUILDING OFFICIAL, Code Enforcement Department, City of Amarillo,
Texas;
I was the Manager of a line operations Department with average annual operating budget of
over $ 2.5 million dollars. The Department was separated into two operating divisions: Building
Services and Neighborhood Services.
The Building Services Division consisted of code review and analysis, licensing, permitting and
Alan M. Taylor--Resume

38. field inspection of all building, electrical, plumbing, and mechanical and all other construction
and public works related activities within the City. During my administrative tenure, over $ 520
million dollars in construction activity was regulated, including the issuance of 38,000 permits
and the performance of approximately 165,000 field inspections.
The Neighborhood Services Division consisted of offense, nuisance, zoning, housing, sign and
alcoholic beverage enforcement and associated licensing and permitting. The division also
performed substandard structure abatement, weed control, junk and debris removal and junked
vehicle abatement programs. During my administrative tenure, this division processed 20,200
occupational licenses and permits and performed over 68,300 field inspections.
I was responsible for all Department activities through a staff of 28 full-time employees and 15
private contractors associated with weed control, junk and debris removal and junked vehicle
programs. I also served as an Ex-Officio member and Administrator of the Amarillo Zoning
Board of Adjustment, Building Board of Appeals, Fire Code Board of Appeals, Board of Electrical
Examiners, Plumbing Advisory and Appeals Board, Heating and Air Conditioning Advisory and
Appeals Board and the Mayor's Advisory Commission for the Disabled.
December 1977 to October 1983
CITY PLANNER II, Planning Department, City of Amarillo, Texas;
I was the Deputy Department Head and daily operations administrator of the Planning
Department, which was responsible for all zoning; subdivision development review and platting;
annexations; urban planning and design; land and specialized neighborhood planning; property
dedications and vacations; City property sales and purchases; License and Hold Harmless
Agreements; Federal Flood Hazard Regulation; Extraterritorial Jurisdiction Regulation; and
Comprehensive Planning for the Amarillo corporate and M.S.A. area.
The Department also functioned as the primary research and analysis staff for the Amarillo
Mayor and City Commission, City Manager and other City Departments. Research and analysis
which I directed and also performed included capital improvements programming; departmental
operations analysis; statistical research analysis; and miscellaneous projects including campus
planning for local college and schools; fire station and library location studies; economic and
industrial development forecasting; enterprise fund rate studies; Federal Revenue Sharing and
Block Grant fund budgeting and programming and municipal computer systems and services.
In this position, I was responsible for all daily operations for this Department having 12 full-
time employees. I also served as an Ex-Officio member and the Administrator of the Amarillo
Planning and Zoning Commission and the Board of Appraisal Review.
January 1977 to November 1977
ADMINISTRATIVE INTERN, Fayette County (LaGrange) Texas, Pilot County Administration,
Planning and Resource Program
Graduate School Internship in which I served as the Director of a pilot program sponsored and
funded by the Texas Department of Community Affairs, the Capital Area Planning Council of
Governments (CAPCOG) and Texas A & M University to determine and evaluate effective future
policies and procedures for the possible creation of administrative management, planning and
Alan M. Taylor--Resume

39. resource development programs for Texas counties. This specialized program effort was
directly commissioned by the Texas Legislature related to its consideration and evaluation of
legislative bills then filed for the adoption and enactment of county ordinance-making powers.
The administration of this program required the development of extensive inter-governmental
cooperation and strong working relationships with State officers and local officials in each
Fayette county municipality, including the creation of an active citizen participation program to
advise the Fayette County Judge and Commissioners Court.
September 1976 to December 1976
PROJECT DIRECTOR, Capital Area Planning Council of Governments (CAPCO), Austin, Texas,
North Sector Study
Project Director / Manager of a 5-member Texas A & M University graduate student consultant
team on the CAPCO Phase II, III and IV North Sector Study, which was a comprehensive
planning and future economic development and management plan for Northern Travis and
Southern Williamson Counties, Texas. The Cities of Austin, Round Rock, Georgetown, Cedar
Park, Leander and Liberty Hill did adopt this plan study in 1977 and the associated urban
planning and economic development goals and growth policy directives. This project required
extensive interaction with each of the City Councils and Planning and Zoning Commissions in
the two county study areas.
June 1976 to September 1976
PROJECT DIRECTOR, City of College Station, Texas Comprehensive Plan Update
Project Director / Manager of a 10-member Texas A & M University graduate student consultant
team commissioned to perform an update of the then existing College Station Comprehensive
Plan. This Comprehensive Plan Update was subsequently adopted by the College Station
Planning and Zoning Commission and City Council and implemented for its future City
development policies and procedures.
EDUCATION, CERTIFICATIONS AND HONORS
Master of Urban Planning Degree, Texas A & M University, 1977
Bachelor of Environmental Design Degree, Texas A & M University, 1976
Tau Sigma Delta, National Honor Society Inductee, Texas A & M University, 1975
Graduate, Conroe High School, Conroe, Texas, 1972
All-State, All-Region Honors Awards Recipient, Conroe High School, Conroe, Texas, 1971, 1972
ICMA Credentialed Manager, International City-County Management Association, 2003 through
2010
Alan M. Taylor--Resume

40. Graduate Certificate, Public Executive Institute, University of Texas at Austin, Lyndon B.
Johnson School of Public Affairs, 1991
Recipient of 2010 Gold ADDY Award for Public Communications Excellence, from the American
Advertising Federation, Amarillo, Texas Chapter
PROFESSIONAL ACTIVITIES
Texas City Management Association, Life Member
Board of Directors, Texas City Management Association 1991-1993
Budget Committee Member, Texas City Management Association 1992-1993
Annual Conference Committee, Vice Chairman, Texas City Management Association 1992-1993
Ethics Committee Member, Texas City Management Association 1988-1990, 1994-1997
Public Policy Committee Member, Texas City Management Association 1990-1991
Membership/Public Relations Committee Member, Texas City Management Association 1999-
2000
Mentoring and In-Transition Committee Member, Texas City Management Association 2003-
2006
Texas Panhandle City Managers Association, Life Member
President, Texas Panhandle City Managers Association 1990-1991
Vice President, Texas Panhandle City Managers Association 1989-1990
International City / County Management Association, Full Retired Member
International Committee Member, International City / County Management Association 1992-
1993
United Way of Amarillo, Former Four (4) Term Member of the Board of Directors
Amarillo Intergovernmental Relations and Legislative Committee, Former Member
Amarillo Downtown Development Committee, Former Member
Amarillo Population Technical Committee, Former Chairman and Member
Amarillo Metropolitan Planning Organization (MPO), Former Chairman and Member
Amarillo Area Joint Terrorism Response Group, Former Chairman
Alan M. Taylor--Resume

41. Client List (includes full and component based search assistance)
 Amarillo, TX City Manager
Assistant City Manager*
Aviation Director*
Building Official*
City Attorney*
City Engineer*
Civic Center Manager*
Clinic Administrator*
Community Services Director*
Emergency Communications Center Director*
Emergency Management Director*
Facilities Manager*
Finance Director*
Fire Chief*
Golf Professional*
Human Resources Director*
Information Technology Director*
Library Director*
Medical Doctor*
Municipal Court Judge*
Planning Director*
Parks and Recreation Director
Police Chief*
Public Works Director*
Public Health Director*
Purchasing Director*
Risk Manager*
Transit Manager*
Utilities Director*
Utilities Assistant Director*
 Austin, TX Public Works Director*
 Argyle, TX City Manager
 Arlington, TX Public Works Assistant Director
Water Assistant Director*

42. SGR Client List, Page 2 of 6
 Atlanta, TX City Manager
 Breckenridge, TX City Manager
 Burkburnett, TX City Manager
 Cedar Hill, TX New Urbanist
 Cedar Park, TX Assistant City Manager
Emergency Medical Coordinator
 Cleveland, TX City Manager
 College Station, TX City Manager
 Colleyville, TX City Manager
Police Chief
 Colo. River Muni Water Dist Assistant General Manager
Director of Planning and Engineering
 Commerce, TX City Manager
 Copper Canyon, TX City Manager
 Corpus Christi, TX Director of Finance
 Denison, TX City Manager
Police Chief
Director of Finance
 Denton, TX City Manager
Information Services Director*
 DeSoto, TX City Manager *
Assistant City Manager *
Economic Development Council CEO *
Director of Finance *
Director of Administrative Services *
Fire Chief *
 Duncanville, TX City Manager
 Elk City, OK City Manager

43. SGR Client List, Page 3 of 6
 El Paso, TX Deputy City Manager for Mobility Services*
Planning and Economic Development Director*
 Farmersville, TX City Manager
Police Chief*
 Forney, TX Assistant City Manager
Development Services Director
Director of Community Development
 Freeport, TX Fire Chief
Police Chief
 Gainesville, TX City Manager
 Garland, TX Deputy City Manager *
Assistant City Manager *
Budget Director*
City Secretary*
Code Enforcement Director*
Finance Director*
Fire Chief *
Human Resources Director*
Operations Analysis Manager*
Police Chief *
Special Events Director *
 Gonzales, TX City Manager
 Grand Prairie, TX Chief of Police
 Grapevine, TX Director of Finance
 Greenville, TX City Manager
Fire Chief
Police Chief
 Hewitt, TX City Manager
 HJV Associates Business Developer
 Hot Springs, AR City Manager

44. SGR Client List, Page 4 of 6
 Hudson Oaks, TX City Administrator
 Keller, TX City Manager
 Kilgore, TX City Manager
 Kyle, TX City Manager
Chief of Police
 Lancaster, TX City Manager
Acting City Manager
Assistant City Manager
Building Official
Economic Development Director
Finance Director
Recreation Superintendent
 League City, TX Fire Chief
 Longview, TX City Engineer
Fire Chief
 Lorena, TX City Manager
 Lufkin, TX CVB Executive Director
Fire Chief
Library Director
 Memphis, TN Economic Development Director*
 Midland, TX Assistant City Manager
Fire Chief
 Midlothian, TX Economic Development Executive Director
 Mustang, OK City Manager
 North Port, FL Economic Development Manager*
 N. Texas Tollway Authority Executive Director*
 Palestine, TX Fire Chief
Interim Finance Director
 Paris, TX City Manager

45. SGR Client List, Page 5 of 6
 Pflugerville, TX Economic Development Director
 Pearland, TX Fire Chief
EMS Director
 Plano, TX CVB Director*
Economic Development Director*
Facilities Manager*
Finance Director*
Fleet Equipment Services Manager
Human Resources Director *
Purchasing Director *
Personnel Manager *
 Prosper, TX City Manager
Acting City Manager
 Red Oak, TX Economic Development Director
Police Chief
 Richland, WA Police Chief
 Richland Hills, TX Fire Chief
 Richardson, TX Assistant City Manager*
 Rowlett, TX City Manager
Public Works Director
Economic Development Director
 Royse City, TX City Manager
 Sachse, TX City Manager
 Seabrook, TX Community Development Director
 Seagoville, TX City Secretary
Human Resources Director
Police Chief
 Southlake, TX Police Chief
 Sundown, TX City Manager *

46. SGR Client List, Page 6 of 6
Golf Professional *
Police Chief *
 Terrell, TX Assistant City Manager
Police Chief
 TX Water Devlpmt Board Deputy Exec Administrator – Fin. and Construct.*
General Counsel*
 Tomball, TX Police Chief
 Van Alstyne, TX City Manager
 Victoria, TX Fire Chief
Police Chief
 Virginia Beach, VA Planning and Community Development Director*
 Weatherford, TX Assistant City Manager
Assistant Fire Chief
City Secretary
Community Relations Manager
Development Services Director
Finance Director
Police Chief
 Westlake, TX City Manager
 WMI Public Sector Marketing Manager
Municipal Service Representative
 Yoakum, TX City Manager
All items marked with an asterisk (*) indicate that the search was conducted by one of SGR’s current
recruiters while they were with a previous firm, or while they were still in public service.