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HomeMy WebLinkAboutContract 54728 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 RY C�sCOO N._547,�_R _ PROFESSIONAL SERVICES AGREEMENT BETWEEN THE CITY OF FORT WORTH AND STRATEGIC GOVERNMENT RESOURCES,INC. This PROFESSIONAL SERVICES AGREEMENT("Agreement')is made and entered into by and between the CITY OF FORT WORTH("City"),a Texas home rule municipal corporation,acting by and through Jesus J. Chapa, its duly authorized Assistant City Manager, and STRATEGIC GOVERNMENT RESOURCES, INC. ("Consultant'), a domestic for-profit corporation, acting by and through Ron Hoe i fi el d , its duly authorized representative, each individually referred to as a"party" and collectively referred to as the"parties." AGREEMENT DOCUMENTS: The Agreement documents shall include the following: 1. This Professional Services Agreement; 2. Exhibit A—Scope of Services and Price Schedule; 3. Exhibit B— Training Catalogs; 4. Exhibit C—Network Access Agreement; and 5. Exhibit D—Verification of Signature Authority Exhibits A through D,which are attached hereto and incorporated herein,are made apart of this Agreement for all purposes. In the event of any conflict between the terms and conditions of Exhibits A-D and the terms and conditions set forth in the body of this Agreement, the terms and conditions of this Agreement shall control. 1. SCOPE OF SERVICES. a) Consultant will, with good faith and due diligence, assist the City with employee professional development and training services as requested by the City. In particular, Consultant will perform all duties outlined and described in Exhibit"A", Scope of Services and Price Schedule, attached to this Agreement. Trainings will be conducted on an as needed basis. The actions and objectives contained in Exhibit A are referred to as the "Services." b) Consultant shall perform the Services in accordance with standards in the industry for the same or similar services. In addition, Consultant shall perform the Services in accordance with all applicable federal,state,and local laws,rules,and regulations.Catalogs of potential training courses are attached as Exhibit"B",Training Catalogs.The items in Exhibit`B"may be updated from time to time but all trainings will be subject to the price schedule found in Exhibit "A", Scope of Services and Price Schedule. 2. TERM. This Agreement shall become effective upon execution by both parties("Effective Date"). Services pursuant to this Agreement shall be provided by Consultant for a period of one(1)year from the Effective Date,unless terminated earlier in accordance with Section 4 of this Agreement(such one-year period being the"Initial Term"). City shall have the option to renew this Agreement under the same terms and conditions for up to four (4) consecutive additional periods of one year each (each a "Renewal Term"). The Initial Term and any Renewal Term may be referred to herein individually as a"Term." City shall provide written Professional Services Agreement Between the City of Fort Worth and Strategic Government Government Resources,Inc. OFFICIAL RECORD RECEIVED For Training Classes CITY SECRETARY Page 1 of 19 OCT 19 2020 FT. WORT,TX CRY OF FORT WanTH crrYs�c111:Ta�tr DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 notice to Consultant no less than 30 days prior to the expiration of the then-current Term,if City,in its sole discretion, exercises its option to renew this Agreement. 3. COMPENSATION. The maximum amount to be paid to Consultant by City for all Services shall not exceed Eighty Thousand Dollars ($80,000.00) annually. The City shall pay Consultant in accordance with the provisions of this Agreement. Consultant shall not perform any additional services for the City not specified by Exhibit A, Scope of Services and Price Schedule unless the City requests and approves in writing the additional costs for such services. The City shall not be liable for any additional expenses of Consultant not specified by the applicable Scope of Services unless the City first approves such expenses in writing. City agrees to pay all invoices of Consultant within thirty(30)days of receipt of such invoice. Consultant may charge interest on late payments not to exceed one percent(1%)per month, or, if less,the highest rate permitted by law. 3.4.1 Invoice. Each invoice shall reference the Services that were requested by City as listed in Exhibit A. On each invoice, the Consultant shall separately list the total amount of Services and the corresponding prices for those Services for which invoices were previously submitted during the then- current annual contract period (either Initial Term or Renewal Period) and the total amount for the entire period, including those amounts being requested under the then-current invoice. Consultant shall submit invoices to the Talent Acquisition Manager in the Human Resources Department, 200 Texas Street, Fort Worth, Texas 76102. 3.4.2 Time for Payment;Dispute. Invoices are generally due and payable within thirty(30)days of receipt. In the event of a disputed or contested billing,only the portion being contested will be withheld from payment,and the undisputed portion will be paid. City will exercise reasonableness in contesting any bill or portion thereof. No interest will accrue on any contested portion of the billing until the contest has been mutually resolved. Additionally, City is not liable to Consultant for attorney's fees incurred in collection of any disputed or contested charges. For contested billings, the City shall make payment in full to Consultant within 60 days of the date the contested matter is resolved. If City fails to make such payment, Consultant may, after giving 7 days' written notice to City,suspend services under this Agreement until paid in full,including interest calculated from the date the billing contest was resolved. In the event of suspension of services,Consultant shall have no liability to City for delays or damages caused to City because of such suspension of services. 4. TERMINATION. 4.1. Written Notice. City or Consultant may terminate this Agreement at any time with or without cause by providing the other party with 30 days' written notice of termination. 4.2. Breach. If either party commits a material breach of this Agreement, the non-breaching Party must give written notice to the breaching party that describes the breach in reasonable detail. The breaching party must cure the breach ten(10) calendar days after receipt of notice from the non-breaching party, or other time frame as agreed to by the parties. If the breaching party fails to cure the breach within the stated period of time,the non-breaching party may, in its sole discretion, and without prejudice to any other right under this Agreement, law, or equity, immediately terminate this Agreement by giving written notice to the breaching party. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 2 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 4.3 Non-appropriation of Funds. In the event no funds or insufficient funds are appropriated by City in any fiscal period for any payments due hereunder,City will notify Consultant of such occurrence and this Agreement shall terminate on the last day of the fiscal period for which appropriations were received without penalty or expense to City of any kind whatsoever, except as to the portions of the payments herein agreed upon for which funds have been appropriated. 4.4 Duties and Obligations of the Parties. In the event that this Agreement is terminated prior to the Expiration Date, City shall pay Consultant for services actually rendered up to the effective date of termination and Consultant shall continue to provide City with services requested by City and in accordance with this Agreement up to the effective date of termination. Upon termination of this Agreement for any reason, Consultant shall provide City with copies of all completed or partially completed documents prepared under this Agreement. In the event Consultant has received access to City Information or data as a requirement to perform services hereunder, Consultant shall return all City provided data to City in a machine readable format or other format deemed acceptable to City. S. DISCLOSURE OF CONFLICTS AND CONFIDENTIAL INFORMATION. 5.1 Disclosure of Conflicts. Consultant hereby warrants to City that Consultant has made full disclosure in writing of any existing or potential conflicts of interest related to Consultant's services under this Agreement. In the event that any conflicts of interest arise after the Effective Date of this Agreement, Consultant hereby agrees immediately to make full disclosure to City in writing. 5.2 Confidential Information. Consultant, for itself and its officers, agents and employees, agrees that it shall treat all information provided to it by City("City Information")as confidential and shall not disclose any such information to a third party without the prior written approval of City. 5.3. Public Information Act. City is a government entity under the laws of the State of Texas and all documents held or maintained by City are subject to disclosure under the Texas Public Information Act. In the event there is a request for information marked Confidential or Proprietary,City shall promptly notify Seller.It will be the responsibility of Seller to submit reasons objecting to disclosure.A determination on whether such reasons are sufficient will not be decided by City,but by the Office of the Attorney General of the State of Texas or by a court of competent jurisdiction. 5.4 Unauthorized Access. Consultant shall store and maintain City Information in a secure manner and shall not allow unauthorized users to access, modify, delete or otherwise corrupt City Information in any way. Consultant shall notify City immediately if the security or integrity of any City Information has been compromised or is believed to have been compromised, in which event, Consultant shall, in good faith, use all commercially reasonable efforts to cooperate with City in identifying what information has been accessed by unauthorized means and shall fully cooperate with City to protect such City Information from further unauthorized disclosure. 6. RIGHT TO AUDIT. Consultant agrees that City shall, until the expiration of three (3)years after final payment under this contract, or the final conclusion of any audit commenced during the said three years, have access to and the right to examine at reasonable times any directly pertinent books, documents, papers and records, including, but not limited to, all electronic records, of Consultant involving transactions relating to this Agreement at no additional cost to City. Consultant agrees that City shall have access during normal Professional Set-vices Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 3 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 working hours to all necessary Consultant facilities and shall be provided adequate and appropriate work space in order to conduct audits in compliance with the provisions of this section.City shall give Consultant reasonable advance notice of intended audits. Consultant further agrees to include in all its subcontractor agreements hereunder a provision to the effect that the subcontractor agrees that the City shall,until expiration of three(3)years after final payment of the subcontract,have access to and the right to examine at reasonable times any directly pertinent books, documents, papers and records of such subcontractor involving transactions related to the subcontract,and further that City shall have access during normal working hours to all subcontractor facilities and shall be provided adequate and appropriate work space in order to conduct audits in compliance with the provisions of this paragraph. City shall give subcontractor not less than 10 days written notice of any intended audits. 7. INDEPENDENT CONTRACTOR. It is expressly understood and agreed that Consultant shall operate as an independent contractor as to all rights and privileges and work performed under this Agreement, and not as agent, representative or employee of City. Subject to and in accordance with the conditions and provisions of this Agreement, Consultant shall have the exclusive right to control the details of its operations and activities and be solely responsible for the acts and omissions of its officers, agents, servants, employees, contractors and subcontractors. Consultant acknowledges that the doctrine of respondeat superior shall not apply as between City, its officers, agents, servants and employees,and Consultant, its officers, agents, employees, servants, contractors and subcontractors. Consultant further agrees that nothing herein shall be construed as the creation of a partnership or joint enterprise between City and Consultant. It is further understood that City shall in no way be considered a Co-employer or a Joint employer of Consultant or any officers,agents, servants,employees or subcontractor of Consultant. Neither Consultant,nor any officers,agents,servants, employees or subcontractor of Consultant shall be entitled to any employment benefits from City. Consultant shall be responsible and liable for any and all payment and reporting of taxes on behalf of itself, and any of its officers, agents,servants, employees or subcontractor. 8. LIABILITY AND INDEMNIFICATION. 8.1 LIABILITY- CONSULTANT SHALL BE LIABLE AND RESPONSIBLE FOR ANY AND ALL PROPERTY LOSS,PROPERTY DAMAGEAND/OR PERSONAL INJURY,INCLUDING DEATH, TO ANY AND ALL PERSONS, OF ANY KIND OR CHARACTER, WHETHER REAL OR ASSERTED, TO THE EXTENT CAUSED BY THE NEGLIGENT ACT(S) OR OMISSION(S), MALFEASANCE OR INTENTIONAL MISCONDUCT OF CONSULTANT, ITS OFFICERS, AGENTS,SERVANTS OR EMPLOYEES. 8.2 GENERAL INDEMNIFICATION - CONSULTANT HEREBY COVENANTS AND AGREES TO INDEMNIFY, HOLD HARMLESS AND DEFEND CITY, ITS OFFICERS,AGENTS, SERVANTSAND EMPLOYEES, FROMAND AGAINSTANYAND ALL CLAIMS OR LAWSUITS OF ANY KIND OR CHARACTER, WHETHER REAL OR ASSERTED, FOR EITHER PROPERTY DAMAGE OR LOSS(INCL UDINGALLEGED DAMAGE OR LOSS TO CONSULTANT'S BUSINESS AND ANYRESUL TING LOST PROFITS)AND/OR PERSONAL INJURY,INCLUDING DEATH, TO ANY AND ALL PERSONS,ARISING OUT OF OR IN CONNECTION WITH THIS AGREEMENT, TO THE EXTENT CAUSED BY THE NEGLIGENTACTS OR OMISSIONS OR MALFEASANCE OF CONSULTANT,ITS OFFICERS,AGENTS,SERVANTS OR EMPLOYEES. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 4 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 8.3. INTELLECTUAL PROPERTYINFRINGEMENT. 8.3.1. The Consultant warrants that all Deliverables,or ally Part thereof, furnished hereunder, including but not limited to:programs, documentation,software, analyses, applications methods, ways, and processes(in this Section 8C each individually referred to as a "Deliverable"and collectively as the "Deliverables,") do not infringe upon or violate any Patent, copyrights, trademarks,service marks,trade secrets, or any intellectual property rights or other third Party Proprietary rights, in the Performance of services under this Aereement. 8.3.2. Consultant shall be liable and responsible for any and all claims made against the City for infringement of any Patent, copyright, trademark,service mark,trade secret,or other intellectual Property rights by the use of or supplying of any Deliverable(s) in the course of Performance or completion of, or in any way connected with providing the services, or the City's continued use of the Deliverable(s) hereunder. 8.3.3. Consultant agrees to indemnify, defend,settle,or pay, at its own cost and expense, including the Payment of attorney's fees, any claim or action against the City for infringement of any Patent copyright, trade mark,service mark,trade secret, or other intellectual Property ri¢lit arising from ON Isuse of the Deliyerable(s), or any Part thereof in accordance with this Agreement it being understood that this agreement to indemnify, defend,settle or pall shall not apply if the City modifies or misuses the Deliverable(s). So long as Consultant bears the cost and expense ofpayment for claims or actions against the City pursuant to this section 8. Consultant shall have the right to conduct the defense of any such claim or action and all negotiations for its settlement or compromise and to settle or compromise ally such claim; however, City shall have the right to full)Participate in any and all such settlement, negotiations or lawsuit as necessary to protect the City's interest, and City agrees to cooperate with Consultant in doing so.In the event City, for whatever reason, assumes the responsibility for Payment of costs and expenses for any claim or action brought against the City for infringement arising under this Agreement,the City shall have the sole right to conduct the defense of any such claim or action and all negotiations for its settlement or compromise and to settle or compromise anv such claim;However, Consultant shall.fully participate and cooperate with the City in defense of such claim or action. City agrees to give Consultant timely written notice of any such claim or action, with copies of all Papers City may receive relating thereto.Notwithstanding the foregoing, the City's assumption of payment of costs or expenses shall not eliminate Consultant's duty to indemnify the City under this Agreementt.If the Deliverable(s), or any Part thereof is held to infringe and the use thereof is enioined or restrained or, if as a result of a settlement or compromise,such use is materially adversely restricted Consultant shall at its own expense and as City's sole remedy, either:(a)procure for City the right to continue to use the Deliverable(s);or(b) modify the Deliverables)to make them/it non-infringing,provided that such modification does not materially adversely affect City's authorized use of the Deliverable(s);or(c)replace the Deliverable(s) with equally suitable compatible and functionally equivalent non-infringing Deliverable(s) at no additional charge to City:or(d) if none of the foregoing alternatives is reasonably available to Consultant terminate this Agreement, and refund all amounts paid to Consultant by the City, subseauent to which termination City may seek any and all remedies available to City under law. CONSULTANT'S OBLIGATIONS HEREUNDER SHALL BE SECURED BY THE REOUISITE INSURANCE COVERAGE AND AMOUNTS SET FORTH IN SECTION 10 OF THISAGREEMENT. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 5 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 8.4. Data Breach. Consultant further agrees that it will monitor and test its data safeguards from time to time, and further agrees to adiust its data safeguards from time to time in light of relevant circumstances or the results of any relevant testing or monitoring.If Consultant suspects or becomes aware of any unauthorized access to any financial or personal identifiable information ("Personal Data")by any unauthorized person or third party, or becomes aware of any other security breach relating to Personal Data held or stored by Consultant under this Aueentent or in connection with the performance of any services Performed under this Agreement or any Statement(s)of Work("Data Breach"), Consultant shall immediately notify City in writing and shall fully cooperate with City at Consultant's expense to prevent or stop such Data Breach.In the event ofsuch Data Breach, Consultant shall fully and immediately comply with applicable laws, and shall take the appropriate steps to remedy such Data Breach. Consultant will defendd, indemnify and hold City,its Affiliates, and their respective officers, directors, employees and agents, harmless from and against any and all claims suits causes of action, liability,loss, costs and damages, including reasonable attorney fees, arising out of or relating to any third party claim arising from breach by Consultant of its obligations contained in this Section, except to the extent resulting from the acts or omissions of City.All Personal Data to which Consultant has access under this Agreement as between Consultant and City, will remain the property of City. City hereby consents to the use processing andUor disclosure ofPersonal Data only for the purposes described herein and to the extent such use or processing is necessary for Consultant to carry out its duties and responsibilities under this Agreement, any applicable Statement(s) of Work, or as required by law. Consultant will not transfer Personal Data to third parties other than through its underlying network provider to perform its obligations under this Agreement, unless authorized in writing by City. Consultant's obligation to defend,hold harmless and indemnify City shall remain in full effect if the Data Breach is the result of the actions of third party.All Personal Data delivered to Consultant shall be stored in the United States or other iurisdictions approved by City in writing and shall not be transferred to any other countries or iurisdictions without the prior written consent of City. 9. ASSIGNMENT AND SUBCONTRACTING. 9.1 Assignment. Consultant shall not assign or subcontract any of its duties, obligations or rights under this Agreement without the prior written consent of City. If City grants consent to an assignment, the assignee shall execute a written agreement with City and Consultant under which the assignee agrees to be bound by the duties and obligations of Consultant under this Agreement. Consultant and Assignee shall be jointly liable for all obligations of Consultant under this Agreement prior to the effective date of the assignment. 9.2 Subcontract. If City grants consent to a subcontract,sub Consultant shall execute a written agreement with Consultant referencing this Agreement under which sub Consultant shall agree to be bound by the duties and obligations of Consultant under this Agreement as such duties and obligations may apply. Consultant shall provide City with a fully executed copy of any such subcontract. 10. INSURANCE. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 6 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 Consultant shall provide City with certificate(s)of insurance documenting policies of the following types and minimum coverage limits that are to be in effect prior to commencement of any work pursuant to this Agreement: 10.1 Coverage and Limits (a) Commercial General Liability: $1,000,000- Each Occurrence $2,000,000- Aggregate (b) Automobile Liability: $1,000,000- Each occurrence on a combined single limit basis Coverage shall be on any vehicle used by Consultant, its employees, agents, representatives in the course of providing services under this Agreement. "Any vehicle"shall be any vehicle owned,hired and non-owned. (c) Worker's Compensation: Statutory limits according to the Texas Workers' Compensation Act or any other state workers' compensation laws where the work is being performed Employers' liability $100,000 - Bodily Injury by accident;each accident/occurrence $100,000 - Bodily Injury by disease; each employee $500,000 - Bodily Injury by disease;policy limit (d) Professional Liability(Errors&Omissions): $1,000,000- Each Claim Limit $1,000,000- Aggregate Limit Professional Liability coverage may be provided through an endorsement to the Commercial General Liability (CGL) policy, or a separate policy specific to Professional E&O. Either is acceptable if coverage meets all other requirements. Coverage shall be claims-made,and maintained for the duration of the contractual agreement and for two (2) years following completion of services provided. An annual certificate of insurance shall be submitted to City to evidence coverage. 10.2 General Requirements (a) The commercial general liability and automobile liability policies shall name City as an additional insured thereon, as its interests may appear. The term City shall include its employees, officers, officials, agents, and volunteers in respect to the contracted services. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 7 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 (b) The workers' compensation policy shall include a Waiver of Subrogation (Right of Recovery) in favor of City. (c) A minimum of Thirty (30) days' notice of cancellation or reduction in limits of coverage shall be provided to City. Ten(10)days' notice shall be acceptable in the event of non-payment of premium.Notice shall be sent to the Risk Manager,City of Fort Worth,200 Texas Street,Fort Worth,Texas 76102,with copies to the Fort Worth City Attorney at the same address. (d) The insurers for all policies must be licensed and/or approved to do business in the State of Texas.All insurers must have a minimum rating of A- VII in the current A.M.Best Key Rating Guide,or have reasonably equivalent financial strength and solvency to the satisfaction of Risk Management. If the rating is below that required,written approval of Risk Management is required. (e) Any failure on the part of City to request required insurance documentation shall not constitute a waiver of the insurance requirement. (f) Certificates of Insurance evidencing that Consultant has obtained all required insurance shall be delivered to the City prior to Consultant proceeding with any work pursuant to this Agreement. 11. COMPLIANCE WITH LAWS, ORDINANCES.RULES AND REGULATIONS. Consultant agrees that in the performance of its obligations hereunder, it shall comply with all applicable federal, state and local laws, ordinances, rules and regulations and that any work it produces in connection with this Agreement will also comply with all applicable federal, state and local laws, ordinances,rules and regulations.If City notifies Consultant of any violation of such laws,ordinances,rules or regulations,Consultant shall immediately desist from and correct the violation. 12. NON-DISCRIMINATION COVENANT. Consultant,for itself,its personal representatives,assigns,subcontractors and successors in interest, as part of the consideration herein, agrees that in the performance of Consultant's duties and obligations hereunder,it shall not discriminate in the treatment or employment of any individual or group of individuals on any basis prohibited by law. IF ANY CLAIM ARISES FROM AN ALLEGED VIOLATION OF THIS NON-DISCRIMINATION COVENANT BY CONSULTANT, ITS PERSONAL REPRESENTATIVES, ASSIGNS, SUBCONTRACTORS OR SUCCESSORS IN INTEREST, CONSULTANT AGREES TO ASSUME SUCH LIABILITY AND TO INDEMNIFY AND DEFEND CITY AND HOLD CITY HARMLESS FROM SUCH CLAIM. 13. NOTICES. Notices required pursuant to the provisions of this Agreement shall be conclusively determined to have been delivered when (1) hand-delivered to the other party, its agents, employees, servants or representatives,(2)delivered by facsimile with electronic confirmation of the transmission,or(3)received by the other party by United States Mail,registered,return receipt requested, addressed as follows: Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 8 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 To CITY: To CONSULTANT: City of Fort Worth strategic Government Resources Attn:Jesus J. Chapa,Assistant City Manager Ron Hol i fi el d 200 Texas Street Fort Worth,TX 76102-6314 P.O. Box 1642 Facsimile: (817)392-8654 Keller, TX 76244 With copy to Fort Worth City Attorney's Office at same address 14. SOLICITATION OF EMPLOYEES. Neither City nor Consultant shall, during the term of this Agreement and additionally for a period of one year after its termination, solicit for employment or employ, whether as employee or independent Consultant,any person who is or has been employed by the other during the term of this Agreement,without the prior written consent of the person's employer.Notwithstanding the foregoing,this provision shall not apply to an employee of either party who responds to a general solicitation of advertisement of employment by either party. 15. GOVERNMENTAL POWERS. It is understood and agreed that by execution of this Agreement,City does not waive or surrender any of its governmental powers or immunities. 16. NO WAIVER. The failure of City or Consultant to insist upon the performance of any term or provision of this Agreement or to exercise any right granted herein shall not constitute a waiver of City's or Consultant's respective right to insist upon appropriate performance or to assert any such right on any future occasion. 17. GOVERNING LAW/VENUE. This Agreement shall be construed in accordance with the laws of the State of Texas.If any action, whether real or asserted, at law or in equity, is brought pursuant to this Agreement,venue for such action shall lie in state courts located in Tarrant County,Texas or the United States District Court for the Northern District of Texas,Fort Worth Division. 18. SEVERABILITY. If any provision of this Agreement is held to be invalid, illegal or unenforceable, the validity, legality and enforceability of the remaining provisions shall not in any way be affected or impaired. 19. FORCE MAJEURE. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 9 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 City and Consultant shall exercise their best efforts to meet their respective duties and obligations as set forth in this Agreement, but shall not be held liable for any delay or omission in performance due to force majeure or other causes beyond their reasonable control, including, but not limited to, compliance with any government law, ordinance or regulation, acts of God, acts of the public enemy, fires, strikes, lockouts, natural disasters, wars, riots, epidemics, pandemics, material or labor restrictions by any governmental authority,transportation problems and/or any other similar causes. 20. HEADINGS NOT CONTROLLING. Headings and titles used in this Agreement are for reference purposes only, shall not be deemed a part of this Agreement,and are not intended to define or limit the scope of any provision of this Agreement. 21. REVIEW OF COUNSEL. The parties acknowledge that each party and its counsel have had the opportunity to review and revise this Agreement and that the normal rules of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement or Exhibit A. 22. AMENDMENTS/MODIFICATIONS/EXTENSIONS. No amendment,modification,or extension of this Agreement shall be binding upon a party hereto unless set forth in a written instrument,which is executed by an authorized representative of each party. 23. ENTIRETY OF AGREEMENT. This Agreement, including any exhibits attached hereto and any document incorporated herein by reference,contains the entire understanding and agreement between City and Consultant,their assigns and successors in interest, as to the matters contained herein. Any prior or contemporaneous oral or written agreement is hereby declared null and void to the extent in conflict with any provision of this Agreement. 24. COUNTERPARTS. This Agreement may be executed in one or more counterparts and each counterpart shall, for all purposes, be deemed an original, but all such counterparts shall together constitute one and the same instrument. 25. WARRANTY OF SERVICES. Consultant warrants that its services will be of a professional quality and conform to generally prevailing industry standards.City must give written notice of any breach of this warranty within thirty(30) days from the date that the services are completed. In such event, at Consultant's option, Consultant shall either (a) use commercially reasonable efforts to re-perform the services in a manner that conforms with the warranty,or(b)refund the fees paid by City to Consultant for the nonconforming services. 26. IMMIGRATION NATIONALITY ACT. Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 10 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 Consultant shall verify the identity and employment eligibility of its employees who perform work under this Agreement, including completing the Employment Eligibility Verification Form (I-9). Upon request by City, Consultant shall provide City with copies of all 1-9 forms and supporting eligibility documentation for each employee who performs work under this Agreement. Consultant shall adhere to all Federal and State laws as well as establish appropriate procedures and controls so that no services will be performed by any Consultant employee who is not legally eligible to perform such services. CONSULTANT SHALL INDEMNIFY CITY AND HOLD CITY HARMLESS FROM ANY PENALTIES, LIABILITIES, OR LOSSES DUE TO VIOLATIONS OF THIS PARAGRAPH BY CONSULTANT, CONSULTANT'S EMPLOYEES, SUBCONTRACTORS, AGENTS, OR LICENSEES. City, upon written notice to Consultant, shall have the right to immediately terminate this Agreement for violations of this provision by Consultant. 27. NETWORK ACCESS. 27.1. City Network Access.If Consultant,and/or any of its employees,officers,agents,servants or subcontractors (for purposes of this section "Consultant Personnel"), requires access to the City's computer network in order to provide the services herein, Consultant shall execute and comply with the Network Access Agreement which is attached hereto as Exhibit "C" and incorporated herein for all purposes. 27.2. Federal Law Enforcement Database Access. If Consultant, or any Consultant Personnel, requires access to any federal law enforcement database or any federal criminal history record information system, including but not limited to Fingerprint Identification Records System ("FIRS"), Interstate Identification Index System ("III System"), National Crime Information Center ("NCIC") or National Fingerprint File ("NFF"), or Texas Law Enforcement Telecommunications Systems ("TLETS"), that is governed by and/or defined in Title 28, Code of Federal Regulations Part 20 ("CFR Part 20"), for the purpose of providing services for the administration of criminal justice as defined therein on behalf of the City or the Fort Worth Police Department,under this Agreement,Consultant shall comply with the Criminal Justice Information Services Security Policy and CFR Part 20, as amended, and shall separately execute the Federal Bureau of Investigation Criminal Justice Information Services Security Addendum. No changes,modifications,alterations,or amendments shall be made to the Security Addendum.The document must be executed as is, and as approved by the Texas Department of Public Safety and the United States Attorney General. 28. OWNERSHIP OF WORK PRODUCT. City shall be the sole and exclusive owner of all reports, work papers, procedures, guides, and documentation, created, published, displayed, and/or produced in conjunction with the services provided under this Agreement(collectively, "Work Product"). Further, City shall be the sole and exclusive owner of all copyright, patent, trademark, trade secret and other proprietary rights in and to the Work Product. Ownership of the Work Product shall inure to the benefit of City from the date of conception, creation or fixation of the Work Product in a tangible medium of expression (whichever occurs first). Each copyrightable aspect of the Work Product shall be considered a"work-made-for-hire" within the meaning of the Copyright Act of 1976, as amended. If and to the extent such Work Product, or any part thereof, is not considered a "work-made-for-hire" within the meaning of the Copyright Act of 1976, as amended, Consultant hereby expressly assigns to City all exclusive right,title and interest in and to the Work Product, and all copies thereof,and in and to the copyright,patent,trademark;trade secret,and all other proprietary Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 11 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 rights therein, that City may have or obtain, without further consideration, free from any claim, lien for balance due, or rights of retention thereto on the pant of City. 29. CHANGE IN COMPANY NAME OR OWNERSHIP. Consultant shall notify City's Purchasing Manager, in writing, of a company name, ownership, or address change for the purpose of maintaining updated City records. The president of Consultant or authorized official must sign the letter. A letter indicating changes in a company name or ownership must be accompanied with supporting legal documentation such as an updated W-9,documents filed with the state indicating such change, copy of the board of director's resolution approving the action, or an executed merger or acquisition agreement. Failure to provide the specified documentation so may adversely impact future invoice payments. 30. PROHIBITION ON CONTRACTING WITH COMPANIES THAT BOYCOTT ISRAEL If Vendor has fewer than 10 employees or the Agreement is for less than $100,000, this section does not apply. Vendor acknowledges that in accordance with Chapter 2270 of the Texas Government Code, City is prohibited from entering into a contract with a company for goods or services unless the contract contains a written verification from the company that it: (1) does not boycott Israel; and (2) will not boycott Israel during the term of the contract. The terms "boycott Israel" and "company" shall have the meanings ascribed to those terms in Section 808.001 of the Texas Government Code. By signing this Addendum, Vendor certifies that Vendor's signature provides written verification to City that Vendor: (1) does not boycott Israel; and (2) will not boycott Israel during the term of the Agreement. 31. SIGNATURE AUTHORITY. The person signing this Agreement hereby warrants that he/she has the legal authority to execute this Agreement on behalf of the respective party,and that such binding authority has been granted by proper order,resolution,ordinance or other authorization of the entity.This Agreement and any amendment hereto, may be executed by the Managing Partner of Consultant whose name,title and signature is affixed on the Signature Page of this Agreement.Each party is fully entitled to rely on these warranties and representations in entering into this Agreement or any amendment hereto. Any signature delivered by a party by facsimile or other electronic transmission(including email transmission of a portable document file (pdf) or similar image)shall be deemed to be an original signature hereto. (Signature page to folloit) Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 12 of 19 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 ACCEPTED AND AGREED: CITY OF FORT WORTH: CONTRACT COMPLIANCE MANAGER: By signing I acknowledge that I am the person �- 7 � responsible for the monitoring and administration of By: this contract,including ensuring all performance and Name: Jesus J. Chapa reporting requirements. Title: Deputy City Manager Date: f� �� �r� � By: NL Name: Neena Kovuru APPROVAL RECOMMENDED: Title: Asst.Human Resources Director APPROVED AS TO FORM AND LEGALITY: By: A el;�z Nam :Nathan Gregory Title: Director of Human Resources (Interim) By: Jessika Williams ATTEST: I WAssistant City Attorney CONTRACT AUTHORIZATION: By: /. / T Na e: Mary Kayser Ti le: City Secretary CONSULTANT: Strategic Government Resources,Inc. Docuftned by: 4la. ItOa By: Name: Ron Hol i fi el d Title: Chief Executive Officer 9/22/2020 1 2:06 PM PDT Date: Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. OFFICIAL RECORD For Training Classes MY SECRETARY Page 13 of 19 EXHIBIT A SCOPE OF SERVICES AND PRICE SCHEDULE g, —0, 6UR 08/27/2020 Neena Kovuru Assistant Director of HR City of Fort Worth,TX Neena.Kovuru@fortworthtexas.gov 817-392-7567 RE:Scope of Work for the Provision of Live Training&Workshops by Strategic Government Resources (SGR) Dear Neena, Strategic Government Resources (SGR) is pleased to submit this Scope of Work to the City of Fort Worth which sets forth the terms and conditions that govern the schedule and delivery of any requested live training or workshop. Please note that any live training or workshop will not be considered booked and confirmed until a completed copy of a Points of Contact Table and applicable Purchase Order Number for this training order has been submitted to SGR at LiveTraining@GovernmentResource.com. Sincerely, ^c Mike Mowery President, Leadership Development&Training Strategic Government Resources (SGR) 817-753-3149 LiveTraining@GovernmentResource.com PO Box 1642 Keller, Texas 76244 817-337-8581 www.GovernmentResource.com STRATEGIC GOVERNMENT RESOURCES SCOPE OF WORK FOR LIVE TRAINING&WORKSHOP BOOKINGS- Overview Hereafter, the term "live training" shall mean any live training conducted by an SGR Facilitator with a scheduled date/time/location, "virtual live training" shall mean any live training conducted by an SGR facilitator with a scheduled date and time delivered via a web conferencing zoom, "Facilitator"shall refer to the individual(s) assigned by SGR to facilitate the live training, "SGR"shall mean Strategic Government Resources,and"Host Organization"shall mean the entity responsible for providing the live training space and or meeting all requirements herein. This Scope of Work has specific information regarding the provision of SGR's live training and workshops, pricing guides for all relevant event types, and general requirements to deliver these events. Please note that events will not be considered booked and confirmed until a completed copy of the Points of Contact Table and applicable Purchase Order Number for any given event has been submitted to SGR at LiveTraining@GovernmentResource.com. Pricing Tables Table 1:Virtual Live Training Pricing Table—Registering for SGR Virtual Open-Hosted Live Classes. Product/Service Price Registering for SGR Open-Hosted Live Classes $29 per person per class These classes include but are not limited to: Supervisory Servant Leadership Series: 1.Supervisory Servant Leadership 2.Supervising Personalities 3.Supervising Generations 4.Supervisory Communications 5.Supervising Customer Service Values 6. Supervising Ethical Behaviors Supervisory Competencies Series: 1.Supervisory Rapport 2.Supervisory Feedback 3.Supervisory Coaching* 4.Supervisory Delegation 5.Supervisory Hiring Practices 6.Supervisory Servant Leadership Considerations Customer Service Series: 1. Customer Service Values 2. Customer Service for Various Personalities 3.Customer Service for Diverse Generations 4. Customer Service Communications 5. Customer Service in Times of Conflict 6. Customer Service Choices Lead Worker Series: 1.Transitioning from Peer to Team Leader 2. Leading by Example 3. Effective Listening Skills 4. Building a Respectful Workplace 5.Time Management 6. Ethics:the Heart of Public Service *Subject to availability. Registrations can be made via SGR's Eventbrite page and paid for via credit card. Alternatively,should the City prefer to be invoiced for registrations,SGR can accommodate this request. Table 2: Live Training Pricing Table. Product/Service Price Standard Live Class 2 Hour(up to 35 participants) $1,500 Standard Live Class 4 Hour(up to 35 participants) $2,000 High Occupancy Fee(for 35—50 participants) $250 Customization Fee (1—4 hours) $250 Customization Fee(5—8 hours) $500 Custom Work Hourly Rate $85/Hour Table 3:Virtual Live Training Pricing Table. Product/Service Price Standard Live Class 2 Hour(up to 50 participants) $1,500 Standard Live Class 2 Hour(up to 51-60 participants) $1,750 Standard Live Class 2 Hour(up to 61-75 participants) $2,000 Standard Live Class 2 Hour(up to 76-100 participants) $2,250 Customization Fee (1—4 hours) $250 Customization Fee (5—8 hours) $500 Custom Work Hourly Rate $85/Hour Table 4:Workshop/Retreat Pricing Table. Product/Service Price Retreats/Workshops for Elected Officials (full day) $8,000 Retreats/Workshops for Elected Officials (half day) $4,000 Retreats/Workshops for Management(full day) $6,000 Page 3 of 6 Retreats/Workshops for Management(half day) $3,000 Advanced Interviews $275/each Book Briefings $1,500 Table 5:Virtual Workshop/Retreat Pricing Table. Product/Service Price Retreats/Workshops for Elected Officials (half day) $3,000 Retreats/Workshops for Management(half day) $3,000 Advanced Interviews $275/each Book Briefings $1,500 General Billing Details.SGR will send an invoice after live training is delivered,which can sometimes result in multiple trainings being represented in a single invoice if the training dates are all delivered within a relatively short period of time. Payment of any invoice is due within thirty(30)days of receipt and will be sent electronically unless otherwise requested. If full payment is not made by the due date,SGR reserves the right to suspend the delivery of all future live training until full payment is made. Cancellations and Reschedules. If the Host Organization cancels or reschedules a live event with written notice five (5) or fewer business days prior to the scheduled live training date, SGR will charge a $500 cancellation/rescheduling fee. If SGR must cancel or reschedule a live training between three (3) and five (5) business days prior to the live training date, SGR will provide written notice and issue the Host Organization a $500 credit that can be used towards the re-booking of that live training title. If SGR cancels or reschedules a live training with two (2) or fewer days written notice, SGR will provide the live training at no cost when the same title is re-booked. Extenuating Circumstances to Cause Reschedules Made by Host. In the event of inclement weather or other safety-related concern (i.e., gas leaks, natural disasters, terrorism, pandemics, etc.) located in the vicinity of the Host, the Host will coordinate with SGR and Facilitator regarding the reschedule of the booked event. Extenuating circumstance reschedules made by Host will not result in Host being invoiced for the above mentioned$500 rescheduling fee imposed under normal circumstances. In short, Host will not be held to the normal reschedule policies listed above when Host reschedules an event due to extenuating safety-related circumstances. SGR will take into consideration exceptions to this policy to ensure the safety of all participants at all times. Extenuating Circumstances to Cause Reschedules Made by SGR. In the event that an extenuating circumstance (i.e., airlines delaying/diverting/cancelling flights, inclement weather, car trouble, hospitalization, etc.) prevents Facilitator from traveling to and arriving at the event destination, SGR will coordinate with Host and Facilitator regarding the reschedule of the event. SGR reserves the right to determine how and when an extenuating circumstance may prevent a Facilitator from travel. Extenuating circumstance-related reschedules made by SGR will not result in SGR issuing a $500 event credit to the Collaborative Organizations nor will it provide the rescheduled event title "at no cost" that would otherwise be offered under normal circumstances. Page 4 of 6 Deliverables Confirmation Email. SGR will email the Host Organization 7-10 days prior to the scheduled live training date to make any necessary arrangements, reconfirm date/time and location, allow for resolution of any questions, and generally ensure a smooth event. Printed Materials. In the confirmation email,SGR will provide an electronic version of any materials that should be printed and disseminated to attendees at the beginning of the class including: • Participant Guide • Sign-In Sheet • Participant Survey • Completion Certificates • Other materials as applicable The Host Organization is responsible for the printing of all live training related materials and handouts provided in the email. Sign-In Sheet(for onsite events only). In the confirmation email,a Sign-In Sheet will be provided per live training and shall be completed and returned via email to LiveTraining@GovernmentResource.com following each class. The Host Organization is responsible for tracking attendance and issuing any applicable completion certificates for all attendees. Participant Survey.All SGR live training surveys are provided via email.SGR will only use the Sign-In Sheet to send optional Participant Surveys that can be submitted anonymously;email addresses supplied in the Sign-In Sheet will not be distributed or utilized in any other way by SGR. For participants who wish to complete a survey but do not have an email address,a printed version shall be made available by the Host Organization and can be returned to SGR at the same time as the Sign-In Sheet. Paper copies are available upon request. Non-Solicitation.SGR strives to respect participants'privacy by prohibiting SGR Facilitator(s)and SGR Staff from directly soliciting participants at any time(except within the limitations of the Participant Survey as described above). Internet Use&Access to YouTube(for onsite events only).The Host is asked to provide an ethernet cable for the training experience which will allow for high-speed internet access by the SGR Facilitator. Additionally, as some SGR class titles have YouTube videos embedded in the curriculum for enhanced participant experience, SGR asks that the Host organization make special provisions, if circumstances allow, to enable YouTube access over Host internet connection during the scheduled training session. If such provisions cannot be made to allow for YouTube access,the Host acknowledges that certain parts of the participant training experience will be omitted completely from the curriculum, and content will not be delivered as designed. Facilitation Details Facilitators will be on-site at least thirty (30) minutes prior to the live training start time to allow for adequate set-up and preparation. Page 5 of 6 Host Requirements (for onsite events only) SGR requires the following when hosting live training: • Meeting space at no cost • AV Technology: o Laptop Computer o Projector and Screen o External Speakers • Other Materials: o Whiteboard or flip chart located at the front of the training space with appropriate markers and eraser • On-Site AV/IT Coordinator who can: o Be available thirty(30) minutes prior to the live training start time o Continue to be easily accessible by phone as needed for the duration of the live training • On-Site Training Coordinator who can: o Before the training: ■ Print all necessary materials provided by SGR via email prior to the live training ■ Arrive thirty(30) minutes before the training to greet Facilitator and participants ■ Ensure all printed materials except completion certificates are available in the training space next to the sign-in sheet o At the beginning of the training: ■ Ensure all printed materials are disseminated ■ Remain in the room for the first fifteen (15) minutes of the training and continue to be accessible within a ten (10) minute response time once the training has begun to address any needs/problems that may arise o At the end of the training: ■ Ensure completion certificates are filled out and issued (as applicable) ■ Return the completed Sign-In Sheet and any Participant Surveys completed during the class via email to Training@GovernmentResource.com Contacting SGR For any live training related questions or needs, SGR can be reached by calling 817-753-3149 or emailing LiveTraining@GovernmentResource.com. Page 6 of 6 EXHIBIT B TRAINING CATALOGS GR 10 s 0.8� .4 Ei- y- r - I 1 . '^s j a -.��,mr � .�.- ✓ice-�, ,,.,_.� '" a T y �w r, w v PARTNERING WITH LOCAL GOVERNMENTS TO RECRUIT, ASSESS, & DEVELOP INNOVATIVE, COLLABORATIVE,AUTHENTIC LEADERS Contents A Letter from SGR's CEO, Ron Holifield . . . . . . . . . . . . . . . 3 SGR's 01 Dimension Leadership Development Model . . . . 4 Leadership Development Overview . . . . . . . . . . . . . . . . 5 Leadership Development Events . . . . . . . . . . . . . . . . . . 8 SGR understands that creating a leadership develop- ment pipeline, a strong overall succession plan, and a healthy culture for your organization is a high priority. Let us help you promote team engagement and provide team members with professional development opportu- nities that are tailored to specifically meet the needs of local government. This catalog includes a wide range of leadership devel- opment events and services that can help your organiza- tion be its very best by simply helping its people become ' authentic and effective servant leaders. Ready to get started? Feel free to reach out at any time; our team is always available to help you strengthen your a'' leadership development programs! people achieve Sincerely, greatness. ®prepare ® C Ron Holifield BEFORECEO of Strategic Government Resources SGR's 4 to DIMENSION LEADERSHIP MODEL Strategic Systems Building SYSTEMS 0 Trust Building TECHNOLOGICAL PERSONAL COMPETEMCY • C041PETENCY 's _Managerial Leadership apffWIONALl I 0 Supervisory Leadership • Customer Service Human Relations Competency co�� Miscellaneous T SGR's 4th Dimension Leadership Development Model recognizes that leaders can be developed - but that a coherent, planned and holistic building block approach must be utilized to achieve gen- uine leadership competency and effectiveness. It starts by recognizing that all employees exercise some degree of leadership regardless of position. Leadership at the front line is very different than leadership at the top, but using relational leadership skills to accomplish desired outcomes is still critical for maximum success. Relational Leadership comprises both Human Relations and Customer Service competencies where people follow primarily because of how they are treated. Operational Leadership comprises both Supervisory and Mid-Management Competencies where people follow primarily because of positional and intellectual authority. Systems Leadership comprises both Systems Building and Trust Building competencies where lead- ership transitions from personal dynamics, into a focus on building effective systems that instill trust. For these three predecessor levels, the focus is helping an organization get better at what it does which is best described in SGR's Live and Online Training Catalogs. Strategic Leadership focuses on what is more external and emphasizes how to transform an orga- nization into who it wants to become while primarily focusing on Department Heads and above.The methodology used in facilitating leadership devleopment is very different than traditional training, relying primarily upon dynamic participant engagement which is best described in this Leadership Development Catalog. Why invest in Leadership Development? Leadership Development focuses on the competencies needed for upper-level managers and se- nior executives who have the responsibility of shaping the organization's culture and systems to facilitate excellent performance. Leadership Development events help leaders navigate how they can more effectively shape and mold the future. How do Leadership Development events work? SGR's Leadership Development Events are highly customizable and can be tailored to meet the specific needs of your organization, Certain needs may simply require a customized agenda while others may require confirming other specifics such as preferred topic, duration, target audience, intended outcomes, budget, and more. SGR organizes its catalog by"format"which simply indicates the intended event experience. Avail- able formats include: Retreats Workshops Book Briefings Round-Table Discussions SGR Pop-Up Conferences Symposiums Seminars Executive Coaching & Mentoring Whether you are interested in scheduling a retreat,workshop, book briefing, or anything else from this catalog, SGR will work with you to create an agenda that is customized to fit your needs. Retreats SGR helps organizations to create healthy and effective governance structures, cultures, and environments by working to gain a strong consensus among the individuals and groups directly involved through in-depth discussions aimed at determining the intended direction and purpose of the organization they serve. They are designed to be highly interactive and require thoughtful input from participants to help drive the direction of discussions. Participation in these discussions enables those involved to fully determine and take ownership of the outcomes. The label of"retreat" is normally reserved for events involving councils, boards, and commissions. Retreats are normally at least one day in length, although the retreat may be spread out over multi- ple days, including evenings and weekends. Workshops Workshops are a great way to add variety to an annual training & development schedule. SGR has developed a range of insightful and highly interactive workshops that address fundamental topics such as leadership, professional development, and team building which are suitable for a variety of audiences.Workshops are a fun and out-of-the-box mechanism which provide participants with an opportunity to explore the vital and recurrent themes of servant leadership and healthy organi- zational culture. These events are most commonly scheduled for one full day and structured to accommodate larger audiences. Most frequently,workshops are booked for department heads and/or executive teams; however, certain workshops are well suited for all staff. Book Briefings SGR Book Briefings are dynamic 90-minute presentations that explore the concepts covered in trending, innovative business books. These sessions will stimulate a practical real-world discussion between your team regarding how a concept, idea, or practice applies to your local government environment. Each Book Briefing includes a participant handout that provides a brief outline of the book, an abundance of key quotes, and discussion questions designed to prompt conversation among par- ticipants by helping bring the book's concepts to fruition in a relatable way. Book Briefings are an out-of-the-box and unconventional way to spice up employee engagement initiatives and increase opportunities for team building at every level of your organization. Round-Table Discussions Round Table Discussions are an informal, yet structured approach to stimulating in-depth con- versations that constructively address problems faced by small and medium-sized teams. SGR believes that there are some scenarios that can only be solved through the participation of all team members.When all team members have an equal voice atthe table,their valuable input can inform and influence practical, real-world solutions. SGR will provide a facilitator to help mediate the dis- cussion among team members,ensuring that the discussion remains productive,which in turn lays the foundation for success. SGR Pop-Up Conferences Can't make it to Texas for SGR's Annual Conference? No worries -we'll come to you! SGR's Annual Conference focuses on a specific RADICAL theme that addresses Recruiting,Assessing, and Devel- oping Innovative, Collaborative, and Authentic Leaders while offering a fun environment to learn and network with other local government professionals in your area. Symposiums Symposiums are a series of one-hour sessions which explore each of the twelve principles of ser- vant leadership. Symposiums can be booked as 12 separate symposium sessions or scheduled in clusters which explore two,three, or even four principles at a time. Principles include: Listening Nurturing the Spirit Awareness Persuasion Empathy Healing Foresight Calling Building Community Growth of People Conceptualization Stewardship Each principle will be discussed in detail and will prompt participants to consider the nature of their work,the competencies required to succeed, and how these principles can support their work and daily success. Seminars Need a dynamic speaker for a luncheon,conference, or other event?SGR has a vast array of knowl- edgeable and professional speakers available to present on a range of topics. Feel free to contact SGR so we can help select a speaker best suited to your needs. Executive Coaching& Mentoring SGR offers a variety of options to address the topics of coaching and mentoring such as: one- on-one executive coaching, full-scale coaching and mentoring programs designed to identify and develop future leaders, as well as half-day supervisory and managerial classes that address the foundational concepts of leadership. A. SGR -20-20 Strategic Visioning Retreat Gettysburg Leadership Workshop Many organizations suffer from either great visions This interactive leadership workshop is specifically that never become reality, or infinite plans that do not geared towards today's managers in local government amount to anything of significance. For that reason, and utilizes the timeless lessons from the Battle of SGR focuses on the more practical approach of Stra- Gettysburg to help participants better understand the tegic Visioning in which we begin with a proprietary importance of leadership and how it determines the process for helping your team define what they want overall success or failure of an organization. your organization to become, and then assisting in the development of a practical set of strategies aimed at This workshop features role playing exercises, leader- making that vision a reality. ship skits, self-improvement planning, organizational assessments,and small group discussions.Participants This retreat is designed to assist in the defining and re- will learn how to be better communicators; improve fining of an organization's Mission, Vision, and Values teamwork; work with difficult team members; align as it relates to a long-term Strategic Vision, team members with their strengths; motivate and re- tain employees; deal with political realities; and foster Target Audience: City Council, Commission, Elected a culture of integrity and commitment to public service. Officials Target Audience: All Employees Author:SGR Duration: Half-Day&Full-Day Author: Paul Marcone Duration: Full-Day Team Building Retreat The Alamo &Texas Revolution Quite often, a city council, board, or executive team Leadership Workshop knows where it wants to go, and knows what needs to be done to get there,but an absence of effective team- The Alamo-Texas Revolution Leadership Workshop work can often prevent teams from making the kind of uses the power of storytelling to convey timeless lead- progress that is expected and warranted. Paraphrasing ership lessons relevant to today's managers in local Pogo,"they have met the enemy and it is them". SGR's government. Participants will be inspired by the sto- Team Building process is designed to identify obsta- ries of Texas legends such as Jim Bowie,William Travis, cles to effective team work, address internal conflicts Davy Crockett,Juan Sequin,Sam Houston,and Stephen in an open and forthright manner, and develop a set Austin by exploring the tragic defense of the Alamo to of operating practices that engender a healthy team the stunning Texas victory at San Jacinto. environment which translates good intentions into great results. This workshop features role playing exercises, leader- ship skits, self-improvement planning, organizational Target Audience: City Council, Commission, Elected assessments,and small group discussions.Participants Officials or Executive Team will learn how to be better communicators; improve teamwork; work with difficult team members; align Author: SGR team members with their strengths; motivate and re- Duration: Half-Day& Full-Day tain employees; deal with political realities; and foster a culture of integrity and commitment to public service. Target Audience: All Employees Author: Paul Marcone Duration: Full-Day WORKSHOPS@GOVERNMENTRESOURCE.COM A C�Wd&&* C2)a4VI4� &&tag .20.20 SjjR Finding Common Ground Workshop teams and systems. In the age of social media where echo chambers and Target Audience:All Employees "keyboard warriors" reign supreme, it has become so much easier to dehumanize those whose opinions Author:SGR differ from our own. To be more effective in realizing Duration: One Full-Day&Two Full-Days your vision and goals, this workshop emphasizes the importance of building consensus and decreasing the vitriol in public discourse so we can truly listen and value the opinions of others regardless of whether we The Five Dysfunctions of a Team Workshop completely agree. This workshop is based on the book The Five Dysfunc- Finding Common Ground focuses on how we can build tions of a Team by Patrick Lencioni and will: consensus and positively affect change by recognizing that we can all do a betterjob of listening to those that Help participants make substantial progress in have different opinions and values. Participants will re- working together as a team view and assess the consensus building strategies used Gain a deeper understanding and appreciation by historical leaders such as Lincoln during the Civil of the contributions of each team member War,JFK during the Cuban Missile Crisis, MLK during Develop strategies to help the team overcome the Civil Rights Movement, and Margaret Thatcher each of the five dysfunctions during the Cold War. The following elements will be explored which are cru- Target Audience:All Employees cial in leading a team to overcome the 5 Dysfunctions: Author: SGR Overview of 5 Dysfunctions Model Duration: Full-Day Team Assessment - Uncovering how each par- ticipant perceives existing team functionality • Building Trust - Learning why trust is the foun- dation for overcoming all other dysfunctions Creating an Authentic Servant Leadership and focusing on simple steps that can be taken Culture Workshop to build trust within the group (this includes re- view of IOPT Assessment results) Legendary General Electric CEO, Jack Welch, said, Engaging in Conflict- Examining what it means "Culture trumps strategy every time." In other words, to engage in healthy conflict and why the fear of great organizational culture can overcome bad strate- conflict leads to a decrease in emotional com- gy, but great strategy cannot overcome lousy culture. mitment to the goals of the team In fact, it can even determine an organization's destiny! Achieving Commitment - Focusing on how to develop emotional commitment to the deci- SGR believes a healthy culture cannot be created sions of the team without effective succession planning that specifically Embracing Accountability-Sharing candidly,yet focuses on recruiting, assessing, and developing lead- appropriately, what they feel each person Gon- ers that are not only technically qualified, but who will tributes to the team's effectiveness also nurture and sustain an organization's culture. Cre- Focusing on the Results-Creating ways to track ating and maintaining effective systems that strength- their progress toward reaching a unifying goal en an organization's ability to intentionally manage succession planning is the best way to ensure the de- Target Audience: All Employees sired culture can become a reality. This workshop will focus on defining servant leadership and why it mat- Author:SGR ters, as well as general strategies for building aligned Duration: Full-Day WORKSHOPS@GOVERNMENTRESOURCE.COM 9 A. SGR o�e&&&* c2)M4=&Z� -20-20 IOPT Workshop tive teams,build momentum and implement sustained innovation. You and your team will leave more cre- In organizational design, complementary skills and ative, more aware and more capable of implementing. capabilities are what count.'Teamwork"means that each You will leave with the power of SustainovationO and person helps make the team"work,"and people have to the set of skills to make it happen! In this interactive, be "plugged in" properly so that their unique skills and one-day workshop,you will learn hands-on techniques abilities mesh with those of others'on the team. to create and build innovation as a part of your skill set and learn how to build and sustain a movement of So, what is an IOPT Workshop? It's simply an event innovation. centered around the utilization of [OPT Assessments which measure how a person perceives and processes Target Audience: All Employees information. Such insight is incredibly useful because how a person processes information has a profound Author: Nick Kittle impact on what motivates them, how they view an Duration: Full-Day issue, and how they interacts with others. Understanding one's own IOPT Profile makes it possi- ble to become more self-aware. Understanding anoth- Creating& Refining Organizational er's IOPT Profile helps predict how they may approach Core Values Process any given situation. Reviewing assessment results in a formal setting helps not just reinforce that everyone is Influential thinker and "founder of modern manage- "different", it also assists individuals and teams to bet- ment" Peter Drucker said, "Culture eats strategy for ter understand the implications of those differences; breakfast." Great culture can overcome bad strategy, and most importantly, how to maximize those differ- but great strategy cannot overcome underwhelm- ences to become a more effective team overall. ing culture. It's one thing to have a set of core values mounted on a poster or hosted on a webpage, but do SGR utilizes Dr. Gary Salton's validated IOPT Assess- your employees really know what these values are?Do ment (www.oeinstitute.org) to build camaraderie, employees feel that their leaders "walk the talk"when facilitate productive discussion, and develop greater it comes to these values? self-awareness. SGR believes having a strong set of core values is Target Audience: All Employees fundamental to the overall strategic plan and vision of any organization. This Strategic Core Values Process is Author:SGR designed to offer all employees an opportunity to have Duration: Half-Day a voice in the development and refinement of these values,therefore creating a lasting impact as the orga- nization perpetually moves towards realizing its Vision. Sustainovation Workshop Whether you are needing to create and establish a set of values for your organization, or simply further Is your community looking to jump-start its innovation refine and implement these values, SGR can help you effort or are you a budding civic innovation superhero? no matter how far along you are in the journey by Are you just starting a city or county innovation pro- implementing an adaptable and customizable Core gram or considering it? Are you looking to build sus- Values Process. tainable innovation as part of your life?Are you looking to lead an innovation movement? Target Audience: All Employees Participants will learn techniques you can take back to Author: SGR your organization and use to structure more innova- Duration:Varies WORKSHOPS@GOVERNM ENTRESOURCE,COM 10 S A ,UR c�e=W&* c&hV4� &&4 10TO Book Briefings clear learning objectives and incorporate vari- ous learning methods SGR has developed a strategic partnership with Randy Developing participant guides to help docu- Mayeux,a professional book reviewer,who lives by the ment each individual's coaching and mentoring tagline, "I read the books so you don't have to." Each journey Book Briefing reviews universal leadership and man- Selecting and providing training for mentors, as agement concepts as articulated in a particular book well as quarterly"check-ins"that will keep men- title. Organizations then have the option to also host tors focused and provide an avenue where they a "post-book briefing discussion" to engage teams in can learn from each other practical real-world discussions regarding how these concepts, ideas, or best practices apply to your local Target Audience: Future Leaders government environment in a meaningful way. Author:SGR Each Book Briefing includes a participant handout that Duration:Varies provides a brief outline, an abundance of key quotes, and discussion question sets designed to inspire con- versation by bringing the book's concepts to life. Book Briefings are a great way to spice up employee engage- An Introduction to Servant Leadership ment initiatives and increase opportunities for team Principles Symposium (series) building at every level of your organization. Participants will explore the twelve principles of Ser- Target Audience:All Employees vant Leadership and consider the nature of their work as well as the competencies required to succeed. This Facilitator: Randy Mayeux event is considered highly-interactive and involves as Duration:Varies from 1.5 Hours to 2 Hours least one internally appointed co-facilitator per session. Key Themes: Servant Leadership, Principle-Based Leadership Next Generation Leadership Mentoring Program Target Audience:All employees,or could be tailored to SGR's Next Generation Leadership (NGQ Program is a a specific layer of employment. comprehensive solution to provide advanced training to potential leaders across the organization...enabling Related Training: Ethics: The Heart of Public Service, Professional Ethics, Supervisory Ethics, them to more easily reach their leadership potential and add even more value to the quality of service that is already provided to citizens and visitors. Author: SGR Duration: 2 Hours An SGR coaching and mentoring professional will over- see the program and attend each session to co-facili- tate with an internally appointed speaker. SGR's facili- Political Savvy Workshop tator will provide continuity and a general perspective on leadership while the internally appointed speaker Achieving success as a leader in local government will offer more specific expertise to help insure that the requires an exceptional degree of political savvy to unique DNA of the organization is being transferred. know when and how to pursue important issues. The Examples include: challenge is to be exceptionally politically astute with- out becoming"political". Political Savvy equips partici- • Developing and providing customized presenta- pants to develop a sensitivity to political dynamics, rec- tions covering various topics which will identify ognize when things may not be what they seem, and WORKSHOPS@GOVERNMENTRESOURCE.COM 11 ,UR o�e&&MAO c&hVk� W&/4V -20-20 avoid a variety of political pitfalls.This interactive event is designed to: • Enhance the skills, knowledge, and abilities of local government professionals who aspire to be high performance leaders • Assist in understanding the political concepts, environment, and strategies needed for en- hanced individual and organizational perfor- mance • Provide a forum for dialogue, individual assess- ments,group exercises, and sharing of lessons • Provide opportunity to review and assess your skills and develop future strategies Objectives include: • Raise awareness that politics are a fact of orga- nizational life • Enhance knowledge of basic principles,concepts and characteristics connected with political savvy leadership • Reveal some of the behind-the-scenes tactics, warning signs,pitfalls,and other roadblocks that impact individual and organizational perfor- mance Author:SGR Duration: Half-Day WORKSHOPS@GOVERNMENTRESOURCE,COM 12 e a - i 3 e s , r J�ft.s� .9 SGR �T PARTNERING WITH LOCAL GOVERNMENTS TO RECRUIT, ASSESS, & DEVELOP INNOVATIVE, COLLABORATIVE,AUTHENTIC LEADERS contents A Letter from SGWs CEO, Ron Holifield . . . . . . . . . . . . . . . 3 SGR`s 4th Dimension Leadership Development Model . . . . 4 Live Training Overview . . . . . . . . . . . . . . . . . . . . . . . . . 5 Live Training Pricing Guide . . . . . . . . . . . . . . . . . . . . . . . 6 Live Training Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Mild SGR understands that creating a leadership develop- ment pipeline, a strong overall succession plan, and a healthy culture for your organization is a high priority. Let us help you promote team engagement and provide team members with training and professional develop- ment opportunities that are tailored to specifically meet the needs of local government. This catalog includes a wide range of live training events that can help your organization be its very best by simply helping its people become authentic and effective ser- vant leaders. Ready to get started? Feel free to reach out at any time; our team is always available to help you strengthen your r training and leadership development programs! achieve Sincerely, greatness. . prepare them Ron Holifield BEFOjU CEO of Strategic Government Resources to DIMENSION LEADERSHIP MODEL Strategic 0 Systems Building Trust Building TECHNOLOGICAL PERSONAL 0 CCih1�ET€tdCY • • COMPS rilcy Managerial ., Managerial Leadership E Supervisory Leadership ' Customer Service Human Relations Competency PROLrssRAL Miscellaneous y .... COMP ENCY SGR's 4th Dimension Leadership Development Model recognizes that leaders can be developed - but that a coherent, planned and holistic building block approach must be utilized to achieve gen- uine leadership competency and effectiveness. It starts by recognizing that all employees exercise some degree of leadership regardless of position. Leadership at the front line is very different than leadership at the top, but using relational leadership skills to accomplish desired outcomes is still critical for maximum success. Relational Leadership comprises both Human Relations and Customer Service competencies where people follow primarily because of how they are treated. Operational Leadership comprises both Supervisory and Mid-Management Competencies where people follow primarily because of positional and intellectual authority. Systems Leadership comprises both Systems Building and Trust Building competencies where lead- ership transitions from personal dynamics, into a focus on building effective systems that instill trust. For these three predecessor levels,the focus is helping an organization get better at what it does. Strategic Leadership focuses on what is more external and emphasizes how to transform an orga- nization into who it wants to become while primarily focusing on Department Heads and above.The methodology used in facilitating leadership devleopment is very different than traditional training, relying primarily upon dynamic participant engagement which is best described in SGR's Leadership Development Catalog. Why invest in Live Training? Live Training is an excellent foundation for building out a year-round training and development program for your organization. It also happens to be the most effective option in driving employee engage- ment with great opportunities for team building and interaction as they explore how topics might relate their daily work. This Catalog is comprised of compliance and general professional development related topics that are best suited for supervisors and/or all staff. Each event has been specifically developed with your organizational needs in mind such as all scenarios being applicable to local government and the option to designate an internal representative to attend live training so that employee questions can be thoroughly addressed or referred to the appropriate department regarding their organization's specific policies (especially valuable for compliance topics). How do Live Training events work? SGR's live training events are available to be booked as "closed" events or registration can be opened up to other local government professional areas. In many cases, this can help organiza- tion's reduce training costs. SGR is in many cases also able to accommodate special requests such as: the blending of two or more topics into a hybrid class, changing the duration of an event, or simply developing custom training to meet your needs. 1 co 0 C b0 N C U a y @ nEj T N V v E@ v dvi O c bo N i , aF lJ— c Y O N J' ® GJ CN_I c N FLL- o�_ O N Y v a'Qii o Y = � m a i O s G) Z o U m E Q T'6 v a y a a N 7 LL m VUi c m 2:1 - E a o Olbo wLn 1 O c c (11 N V .0 Q'i i f6 N N w o O iY a ^ uY nE bq L ® L 0 0 o tt 7 O Q m-� O v•a� U l�7 M o v L O. 40 E to of to o a 'o c • ® 2 O Z O u'v ma no E V > a i U. N-p TOY ip N ilo QU fPr h c p_ C ,�, c to N U a W C N (a0 LL O o 0 l7 - a! Y C a o t u N > 33 @ ° o tw c in nu'bn c ® o a Q o m w o v@ o u > v o ® 2 rn Z � •m O m a.�^ v J o tl, rL NA } O W _ 1 LU O Q v'pi O c ai o u JI Z O O a O N O.O LAO p ia''., N ' Z N 4_ �l6 E yO O QJ a0 N E N I--' � w a y } O 'W v o� t'E PI V o Y � c m a a W C1 o = U 2 Z omovL' � 4 r n N tR LU +� a s v � ® s O O OTh) Q c�j tUil O ,d. 6'T 8 v N p LL 'o ai U O ® i O W N- a s a m � ; a V) ; a L � • Z W Z 0 o LL o W oLu a " W a W > w A". • Yh"WV SGRc� Anger and Stress Management 7. Hiring the Right People 8. Managing Employee Performance With the pace of life so fast, it seems as if anger and 9. Leading Teams stress can control our lives. It has been estimated that 10.The Art of Effective Delegation more than half of all doctor visits are due to anger or 11. Managing Change stress-related illnesses.When we do not have a healthy mechanism to deal with the frustrations in our lives, it Author: SGR Supervisory Leadership can lead to serious health problems.If we take the time Duration:4 Hours 0 for purposeful and constructive action, the path that we take to deal with our anger and stress can actually be a positive one.Anger and Stress Management helps participants communicate anger in healthy ways and The Art of Planning Ahead implement effective stress management techniques. The Art of Planning Ahead encourages participants to Target Audience:All Employees think one step ahead. Building on this foundation of strategic thinking, participants discover skills that can Key Themes: Personal Development improve both communication and time management in the workplace. Author: SGR Human Relations Duration:4 Hours Target Audience:All Employees Key Themes: Professional Development The Art of Effective Delegation Related Training: This class is frequently paired with the following titles to construct SGR's 4-Hour Founda- Management can be defined as accomplishing things tions of Successful Work Series: through others. In order to do that, supervisors must learn to delegate effectively. The Art of Effective Dele- 2.1. Understanding Workplace Culture gation focuses on organizing employees to accomplish . Leading by Example 3 goals by maximizing the use of delegation.Supervisors Effective Listening Skills learn the benefits of delegating, how to overcome re- 4.The Art Planning Ahead* a luctance to delegate,and how to use tools to avoid low- er to higher level delegating. In addition, participants identify multiple ways to 'work smarter, not harder," Author:SGR Professional Competency leading to lower stress levels and higher morale. Duration:4 Hours Target Audience:Supervisors Key Themes: Compliance Building a Respectful Workplace The foundation for successful teams is working in a re- Related Training:This class is frequently paired with spectful environment. Building a Respectful Workplace the following titles to construct SGR's 4 Hour Supervi- explores the principles for building a respectful work- sory Series: place and steps to eliminate disrespectful behavior. Af- 1. Supervisory Practices ter discussing their own experiences, participants will 2. Professional Ethics observe a number of scenarios that challenge them to 3. Employment Law and Supervisory Practices respond to various forms of disrespect in the workplace. 4.Values Based Customer Service 5. Managing Communication Processes Target Audience:All Employees 6. Understanding and Managing Generations T'RAINING@GOVERNMENTRESOURCE.CO'M 7 A., ® YU671V SGR Key Themes:Team Building,Organizational Culture Target Audience:All Employees Related Training:This class is frequently paired Key Themes: Professional Development with the following titles to construct SGR's 4-Hour Foundations of Successful Work Series: Author: SGR Professional Competency 1. Understanding Workplace Culture Duration: 2, 3,&4 Hours 2. Leading by Example 3. Effective Listening Skills 4.The Art of Planning Ahead Coaching for Performance for 5. Building a Respectful Workplace* Managers and Executives Author: SGR Human Relations Helping employees achieve their potential relies on Duration: 2,3, &4 Hours a trust relationship. An essential strategy for building trust is knowing when and how to utilize the differing skill sets of coaching, mentoring, and supervisory counseling. Coaching for Performance for Managers Building'Trust in a Diverse Environment and Executives helps participants understand the The old way of thinking - that differences must be difference in these three strategies and how to best avoided -is a barrier that prevents organizations from utilize each of them to help their teams achieve being truly successful. Creating a trusting environment maximum potential. is key to capitalizing on the diverse talent in an orga- nization. Building Trust in a Diverse Environment in- structsTarget Audience:managers on how to create a productive,syner- Key Themes:Trust Building,Coaching&Mentoring, gistic,trust-filled atmosphere for employees.This class Leadership facilitates a better understanding of the relationship between trust and diversity and teaches participants to create a culture that respects individuality. Author: SGR Trust Building Duration:4 Hours 0 Target Audience: Management& Executive Key Themes:Team Building, Communication, Diversity Coaching for Performance for Supervisors Author: SGR Trust Building Helping employees achieve their potential relies on Duration:4 Hours 0 a trust relationship. An essential strategy for building trust is knowing when and how to utilize the differing skill sets of coaching, mentoring, and supervisory counseling. Coaching for Performance for Supervisors Business Writing Skills helps participants understand the difference in these three strategies and how to best utilize each of them to Business Writing Skills teaches participants to write help their teams achieve maximum potential. clearly, concisely, and appropriately in a business con- text.This class is designed for those who prepare writ- Target Audience: Managers& Executives ten presentations,letters,memos and emails and want to enhance their writing skills.The class includes gram- Key Themes:Trust Building, Coaching&Mentoring, mar basics, exercises to enhance sentence structure, Leadership and overall improvement of written communication so that participants can convey their messages profes- Author: SGR Supervisory Leadership sionall Y• Duration:4 Hours 0 TRAININGPGOVERNIVIENTRESOURCE.CC)M g A., SGRc��V YUI�Z(V &&kV -20-20 Conflict Resolution Author: SGR Duration;4 Hours Trust Building Conflict, strife,and opposing points of view are part of 0 the workplace and part of life;this cannot be changed. However, employees can change the way they react and manage conflict when it occurs.Conflict Resolution Creating a Culture of Accountability helps employees discover practical, proven alterna- tives that give them skills to not only deal with difficult Today's world is one in which citizens are demanding and frustrating situations, but to learn from them,thus an ever-increasing level of accountability from their lo- creating a more productive and less stressful work cal government, and the media is more aggressive in environment. This class instructs participants in the scrutinizing performance than ever before. In this en- sources and benefits of conflict, as well as in individual vironment, it becomes even more important to ensure conflict styles. that accountability permeates the entire organization. Creating a Culture of Accountability uses the 12 tenets Target Audience:All Employees of the ICMA Code of Ethics as the framework for creat- ing a pervasive cultural commitment to a high account- Key Themes: Communication, Customer Service ability environment. Related Training: This class is frequently paired with Target Audience: Managers& Executives the following titles to construct SGR's 4 Hour Customer Service Series: Key Themes: Organizational Culture 1.Understanding Different Personality Styles Author: SGRAefthk mwla 2. Extraordinary Customer Service Systems Building Duration:4 Hours 3.Time Management 4. Effective Interpersonal Communication 5. Learning the Language of Multiple Generations 6. Conflict Resolution * Customer Service Choices 7. Pruning Negativity Participants will start with the big picture — that Author: SGR Customer Service customer service is based on eight common values. Duration: 4 Hours 0 Based on that foundation, they will explore the diver- sity of internal and external customers —focusing on personalities and generations. Then, participants will consider how to honor the values as they apply various Constructive Conflict approaches to communication and conflict resolution. Conflict, strife,and opposing points of view are part of Finally,the series will conclude with a strong emphasis the workplace and part of life;this cannot be changed, on specific customer service behaviors that uphold the but we can change the way we react and manage con- values. It is strongly suggested that these classes be flict when it occurs. In Constructive Conflict, you will scheduled on a weekly basis with a class size of 15 to discover practical, proven alternatives that will give you 25 participants, skills to harness in the most difficult and frustrating sit- This is the 6th and final class in the Customer Service uations. This class requires the additional purchase of Series. It is focuses on impressions and EYE contact. IOPT Assessments per participant. EYE is an acronym that helps employees remember Target Audience: Managers& Executives the importance of Envisioning(E)the resident as a real person with real needs,Yielding(Y)to their needs with Key Themes: Professional Development, a service mindset and doing so with appropriate En- Communication thusiasm (E). Participants leave this class with a new TRAIINING@GOVERNMENTRESOURCE.CC)M 9 a Yh"Z67�p SGR ,,� way of looking at the choices they make while serv- communication cycle. Along the way,they will discuss ing customers. They will both identify the desires of how customer service communications can honor the the customer and acknowledge the specific behaviors eight customer service values. These values include that satisfy those desires. This is a great conclusion to being Compassionate, Competent, Careful, Confident, the series as it, again, emphasizes the eight customer Courteous, Calm, Quick and Creative. service values. These values include being Compas- sionate, Competent, Careful, Confident, Courteous, Target Audience:All Employees Calm, Quick and Creative. Key Themes: Customer Service, Professional Develop- Target Audience:All Employees ment, Communication, Citizen Engagement Key Themes: Customer Service, Professional Develop- Related Training: This class was specifically created to ment, Communication, Citizen Engagement be an integral part of SGR's 2 Hour Customer Service Series: Related Training: This class was specifically created to 1. Customer Service Values be an integral part of SGR's 2 Hour Customer Service 2. Customer Service for Various Personalities Series. 3. Customer Service for Diverse Generations 1. Customer Service Values 4. Customer Service Communications* 2. Customer Service for Various Personalities 5. Customer Service in Times of Conflict 3. Customer Service for Diverse Generations 6. Customer Service Choices 4. Customer Service Communications 5. Customer Service in Times of Conflict Author:SGR Customer Service 6. Customer Service Choices* Duration: 2 Hours 0 Author:SGR Customer Service Duration: 2 Hours Customer Service for Diverse Generations Participants will start with the big picture — that Customer Service Communications customer service is based on eight common values. Based on that foundation, they will explore the diver- Participants will start with the big picture — that sity of internal and external customers —focusing on customer service is based on eight common values. personalities and generations. Then, participants will Based on that foundation, they will explore the diver- consider how to honor the values as they apply various sity of internal and external customers —focusing on approaches to communication and conflict resolution. personalities and generations. Then, participants will Finally,the series will conclude with a strong emphasis consider how to honor the values as they apply various on specific customer service behaviors that uphold the approaches to communication and conflict resolution. values. It is strongly suggested that these classes be Finally,the series will conclude with a strong emphasis scheduled on a weekly basis with a class size of 15 to on specific customer service behaviors that uphold the 25 participants. values. It is strongly suggested that these classes be scheduled on a weekly basis with a class size of 15 to This is the third class in the Customer Service Series. 25 participants. Participants will become familiar with characteristics and experiences of The Boomers, The X-ers and The This is the fourth class in the Customer Service Series. Millennials.They will consider how each generation pri- Using an active learning challenge, employees will oritizes customer service values and will discuss how to identify the responsibilities associated with sending, meet those expectations. These values include being receiving, and following through on information. Par- Compassionate, Competent, Careful, Confident, Cour- ticipants will also recognize the elements of an effective teous, Calm, Quick and Creative. TRAINING@GOVERNMENTRES0URCE.00M 10 • Yh"WV S A" 4URc� Target Audience:All Employees Related Training: This class was specifically created to be an integral part of SGR's 2 Hour Customer Service Key Themes: Customer Service, Professional Develop- Series: ment,Communication, Citizen Engagement 1. Customer Service Values 2. Customer Service for Various Personalities Related Training: This class was specifically created to 3. Customer Service for Diverse Generations be an integral part of SGR's 2 Hour Customer Service 4. Customer Service Communications Series: 5. Customer Service in Times of Conflict 1. Customer Service Values 6. Customer Service Choices 2. Customer Service for Various Personalities 3. Customer Service for Diverse Generations* Author: SGR Customer Service 4. Customer Service Communications Duration: 2 Hours 5. Customer Service in Times of Conflict 6. Customer Service Choices Author: SGR Customer Service Customer Service in Times of Conflict Duration: 2 Hours Ow Participants will start with the big picture — that customer service is based on eight common values. Based on that foundation, they will explore the diver- Customer Service for Various Personalities sity of internal and external customers —focusing on personalities and generations. Then, participants will Participants will start with the big picture — that consider how to honor the values as they apply various customer service is based on eight common values. approaches to communication and conflict resolution. Based on that foundation, they will explore the diver- Finally,the series will conclude with a strong emphasis sity of internal and external customers —focusing on on specific customer service behaviors that uphold the personalities and generations. Then, participants will values. It is strongly suggested that these classes be consider how to honor the values as they apply various scheduled on a weekly basis with a class size of 15 to approaches to communication and conflict resolution. 25 participants. Finally,the series will conclude with a strong emphasis This is the fifth class in the Customer Service Series. on specific customer service behaviors that uphold the Participants will discover and apply helpful approach- values. It is strongly suggested that these classes be es to customers during times of conflict. Participants scheduled on a weekly basis with a class size of 15 to will acknowledge the importance and the challenge of 25 participants. focused attention. They will learn how to bypass un- necessary conflict and move quickly to meet the needs This is the second class in the Customer Service Series. of the customer while honoring the eight customer ser- Participants will become familiar with four personality vice values. These values include being Compassion- styles based on two spectra. They will consider how ate, Competent, Careful, Confident, Courteous, Calm, each personality type prioritizes customer service val- Quick and Creative. ues and will discuss how to meet those expectations. These values include being Compassionate, Compe- Target Audience:All Employees tent, Careful, Confident, Courteous, Calm, Quick and Creative. Key Themes: Customer Service, Professional Develop- ment, Communication, Citizen Engagement Target Audience:All Employees Related Training: This class was specifically created Key Themes: Customer Service, Professional Develop- to be an integral part of SGR's 2 Hour Customer ment, Communication, Citizen Engagement Service Series. TRAINING@G®VERNMENTRES®URCE.C®M 11 A." o Yhm)?ZV SGRc�� 1. Customer Service Values 5. Customer Service in Times of Conflict 2. Customer Service for Various Personalities 6. Customer Service Choices 3. Customer Service for Diverse Generations 4. Customer Service Communications Author: SGR Customer Service 5. Customer Service in Times of Conflict* Duration: 2 Hours 6. Customer Service Choices Author: SGR - Customer Service Duration: 2 Hours Dealing with the Media Carelessness with the media can be treacherous. Dealing with the Media helps participants avoid pit- Customer Service Values falls and build effective working relationships with the media. This class provides a basic understanding of Participants will start with the big picture — that the motivation, needs, and operating practices of the customer service is based on eight common values. media, as well as effective strategies for managing re- Based on that foundation, they will explore the diver- lationships with the media within the context of open sity of internal and external customers —focusing on meetings and open records requirements. personalities and generations. Then, participants will consider how to honor the values as they apply various Target Audience: Executives approaches to communication and conflict resolution. Finally,the series will conclude with a strong emphasis Key Themes: Communication, Citizen Engagement on specific customer service behaviors that uphold the values. It is strongly suggested that these classes be Author: SGR 0 Trust Building scheduled on a weekly basis with a class size of 15 to Duration:4 Hours 25 participants. This is the first class in the Customer Service Series. Participants will consider eight customer service Effective Interpersonal Communication values. They will explore the importance of being Communicating effectively is critical to the success of Compassionate, Competent, Careful, Confident, Courteous, Calm, Quick and Creative. Based on this any organization. Effective Interpersonal Communica- tion identifies how to communicate appropriately with knowledge, employees will compile a list of behaviors t others and defines formal and informal channels of that either support or undermine each value. This class sets the stage.The values learned in this class will communication. In addition,participants learn positive serve as a foundation for all other classes in this series. communication techniques, how to recognize limita- tions to communication channels, how to decode non- Target Audience:All Employees verbal communication,and the art of active listening. Key Themes: Customer Service, Professional Develop- Target Audience:All Employees ment, Communication, Citizen Engagement Key Themes: Communication, Customer Service Related Training: This class was specifically created to be an integral part of SGR's 2 Hour Customer Service Related Training: This class is frequently paired with Series: the following titles to construct SGR's 4 Hour Customer 1. Customer Service Values* Service Series: 2. Customer Service for Various Personalities 1. Understanding Different Personality Styles 3. Customer Service for Diverse Generations 2. Extraordinary Customer Service 4. Customer Service Communications 3.Time Management TRAINING@COVERNMERITRESOURCE.COM 12 A, • gh&hZZV SjjRc 4. Effective Interpersonal Communication * ment. Embracing Diversity in the Workplace trains par- 5. Learning the Language of Multiple Generations ticipants how to create a productive, synergistic envi- 6. Conflict Resolution ronment. 7. Pruning Negativity Target Audience:All Employees Author: SGR Customer Service Duration:4 Hours Key Themes: Diversity, Organizational Culture, Team Building Author:SGR Human Relations Effective Listening Skills Duration:4 Hours Although everyone talks and listens to one another, they may not be communicating effectively. Most people are so busy thinking of what they want Employment Law&Supervisory Practices to say next that they often miss important cues for success. Effective Listening Skills instructs participants Today,morethan ever,it is important for supervisors to in the art of active listening. Listening has become a understand the nuances of multiple employment laws "neglected" communication skill. Active listening is a in order to reduce liability and perform theirjobs more difficult skill to learn, but the payoff can be great. Par- effectively. Employment Law and Supervisory Practices ticipants explore the process of listening more effec- increases supervisors'awareness of employment laws tively and learn specific tools to maximize interperson- and emphasizes supervisors' responsibility to comply al communication. with laws at the leadership level. This class provides participants with synopses of key employment laws, Target Audience:All Employees guidelines for protecting themselves and the organiza- tion from liability, and employee counseling timelines Key Themes: Communication,Customer Service and techniques. Related Training:This class is frequently paired Target Audience:Supervisors with the following titles to construct SGR's 4-Hour Foundations of Successful Work Series: Key Themes: Compliance 1. Understanding Workplace Culture 2. Leading by Example Related Training:This class is frequently paired 3. Effective Listening Skills* with the following titles to construct SGR's 4 Hour 4.The Art of Planning Ahead Supervisory Series: 5. Building a Respectful Workplace 1. Supervisory Practices 2. Professional Ethics Author: SGR professional Competency 3. Employment Law and Supervisory Practices Duration: 2&4 Hours 4.Values Based Customer Service 5. Managing Communication Processes 6. Understanding and Managing Generations 7. Hiring the Right People Embracing Diversity in the Workplace 8. Managing Employee Performance 9. Leading Teams The U.S. workplace is more diverse than ever before. 10.The Art of Effective Delegation Diversity brings many benefits, but it also creates a 11. Managing Change responsibility for supervisors and employees to learn how to nurture and encourage healthy and vibrant Author: SGR interactions and teamwork in such a diverse environ- Supervisory Leadership Duration:4 Hours 0 TRAINING@COVERNMEiNTRESOURCE.COM 13 SGRc&V YA"ZbV &A7A* -20-20 Ethics: The Heart of Public Service Key Themes: Customer Service Ethical behavior is the foundation of a successful Related Training: This class is frequently paired with organization. Ethics: The Heart of Public Service is an the following titles to construct SGR's 4 Hour Customer ethics overview that can be used for new employee Service Series: orientation and an ethics refresher for tenured public sector employees. In this class, participants review the 1. Understanding Different Personality Styles basic rules of ethical conduct in the public sector and 2. Extraordinary Customer Service learn how to utilize the HEART Ethical Decision Making 3.Time Management Process©. The class also includes many practical ap- 4. Effective Interpersonal Communication plications and several worksheets, including Unethical 5. Learning the Language of Multiple Generations Behaviors Public Sector Employees Should Avoid. 6. Conflict Resolution 7. Pruning Negativity Target Audience:All Employees Author:SGR Customer Service Key Themes: Professional Development, Duration:2&4 Hours -0 Personal Development Related Training:This class is frequently paired with the following titles to construct SGR's 4 Hour Lead Hiring the Right People Worker Series: Have you ever interviewed a candidate for a position 1.Transitioning from Peer to Team Leader and thought they were perfect for the job only to re- 2. Leading by Example gret your decision several months later? While not al- 3. Effective Listening Skills ways the case, the culprit is often traditional interview 4. Building a Respectful Workplace questions and techniques that only provide a partial 5.Time Management glimpse into a candidate's skills and behaviors. Hiring 6. Ethics:the Heart of Public Service* the Right People asserts that the greatest indicator of future performance is past performance in a similar sit- Author: SGR Human Relations uation.This class teaches participants how to interview Duration: 2&4 Hours in a way that yields a much more accurate overview of a candidate's performance potential by utilizing tech- niques that are easy to learn and fun to implement. Extraordinary Customer Service Target Audience: Supervisors As the pressure increases to keep citizens happy and Key Themes: Process Improvement local business growing and thriving, it is more import- ant than ever that local government employees know Related Training: This class is frequently paired with how to deliver customer service at the highest level. the following titles to construct SGR's 4 Hour Supervi- Extraordinary Customer Service is designed to give sory Series: the participants a broad overview of customer service and addresses dealing with both internal and external 1. Supervisory Practices customers. This class instructs participants on topics 2. Professional Ethics including making great first impressions, professional 3. Employment Law and Supervisory Practices phone etiquette, using email professionally, being re- 4.Values Based Customer Service spectful and responsive to customers' needs, and in- 5. Managing Communication Processes teracting with difficult customers. 6. Understanding and Managing Generations 7. Hiring the Right People Target Audience:All Employees 8. Managing Employee Performance TRAINING@GOVE RNMENTRESOURCE.COM 14 A.., • ghabYV SGR 9. Leading Teams Improvement 10.The Art of Effective Delegation 11. Managing Change Author:SGR Managerial Leadership Duration: 2&4 Hours 0 Author: SGR Supervisory Leadership Duration:4 Hours 0 Honing Your Emotional Intelligence Hitting Your Target: Effective Coal Setting Great leaders move theirteams by igniting passion and inspiring success. Honing Your Emotional Intelligence Managing individual, team, or organizational goals acknowledges and explains the complex mix of social requires managers to focus on key results areas and and interpersonal behaviors that incorporate intuition, to set reasonable and achievable goals. Hitting Your character, integrity, motivation, communication ability, Target: Effective Goal Setting instructs participants in and relationship skills.This class includes a self-assess- the theories and best practices of goal setting, tech- ment to measure participants'strengths and areas for niques for avoiding goal setting traps, and strategies improvement in emotional intelligence and practical for building goals as a team.This class includes discus- situational exercises. sion of the complete goal setting process, methods for attaining goals, management techniques for keeping a Target Audience: Managers&Executives team on track, and a personalized action plan to set and meet goals. Key Themes: Personal Development Target Audience: Managers Author: SGR 0 Trust Building Duration:4 Hours Key Themes: Strategic Planning, Professional Development Author: SGR Managerial Leadership Introduction to Servant Duration:4 Hours Leadership Principles This class is designed as an introduction to the principles of Servant Leadership as originally articulat- Holding Successful Meetings ed by Robert Greenleaf in his breakthrough essay,"The Servant as Leader". Participants will review the twelve Whether leading a meeting, or simply participating, principles identified as characterizing servant lead- it is important to get the most out of the time spent. ership, but this class is more than just hearing about Holding Successful Meetings teaches participants to philosophies. Participants will also be presented with plan and organize efficient meetings, conduct produc- short biographies about servant leaders from a variety tive meetings, and interact appropriately in meetings. of backgrounds. Discussions will center around les- The class includes techniques to help participants write sons gleaned from these leaders with an emphasis on effective agendas, use time-saving tactics, and employ helping participants apply these lessons to their own efficient methods for keeping meetings on task,as well situation. Finally,the class will review a case study that as tips for making meetings meaningful. allows participants to discuss the impact servant lead- ership can make in the midst of adversity within a local Target Audience:Anyone who organizes, leads, or government context. facilitates meetings Target Audience: Management&Executive Key Themes: Professional Development, Process TRAIINI N G@GOVERNMENTRESOURCE.C®M is SGRc�* Yhahu�* &/&&p -20-20 Key Themes: Leadership, Organizational Culture, Target Audience:Supervisors Trust Building Key Themes: Leadership,Team Building Author: SGR Trust Building Duration: 4 Hours 0 Related Training: This class is frequently paired with the following titles to construct SGR's 4 Hour Supervi- sory Series: Leadingb Example 1. Supervisory Practices Y p 2. Professional Ethics As employees move into leadership roles, the 3. Employment Law and Supervisory Practices example they set becomes increasingly important. 4.Values Based Customer Service Leading by Example challenges participants to ac- 5. Managing Communication Processes knowledge both the existence of influence and the 6. Understanding and Managing Generations power that it wields. This class explores the concepts 7. Hiring the Right People of leadership and helps the participant recognize lead- 8. Managing Employee Performance ership opportunities in the workplace. 9. Leading Teams* 10.The Art of Effective Delegation Target Audience:All Employees 11. Managing Change Key Themes: Leadership Author: SGR Supervisory Leadership Duration: 2&4 Hours 0 Related Training: This class is frequently paired with the following titles to construct SGR's 4-Hour Founda- tions of Successful Work Series: Learning the Language of 1. Understanding Workplace Culture Multiple Generations 2. Leading by Example* 3. Effective Listening Skills Now, more than any time in history, different 4.The Art of Planning Ahead generations with diverse outlooks are being asked to 5. Building a Respectful Workplace work together. Learning the Language of Multiple Gen- erations helps employees understand the confusing Author: SGR Professional Competency differences between generations. In this class, partici- Duration: 2&4 Hours pants overcome generational misconceptions and em- ploy effective techniques for communicating with peo- ple of all ages,whether citizens or co-workers. Leading Teams Target Audience:All Employees An effective team is one that achieves a high level of Key Themes: Customer Service, Diversity performance and member satisfaction. They must have a climate of openness and trust, a clear purpose, Related Training: This class is frequently paired with specific roles and work assignments, and an effective the following titles to construct SGR's 4 Hour Customer system of conflict resolution. Leading Teams teaches Service Series. participants the dynamics of leading a team, the char- acteristics of an effective team, and the different team 1. Understanding Different Personality Styles player styles that may make up a team. This class in- 2. Extraordinary Customer Service cludes a self-assessment to identify individual style, 3.Time Management team building techniques, and case studies that apply 4. Effective Interpersonal Communication the principles of team leadership. S. Learning the Language of Multiple Generations TRAINING@GOVERNMENTRESOURCE.COM 1 e gh"ZbV SGR 6. Conflict Resolution Related Training:This class is frequently paired 7. Pruning Negativity with the following titles to construct SGR's 4 Hour Supervisory Series: Author:SGR Customer Service 1. Supervisory Practices Duration:4 Hours 0 2. Professional Ethics 3. Employment Law and Supervisory Practices 4.Values Based Customer Service 5. Managing Communication Processes Managing a budget 6. Understanding and Managing Generations The budget is the single most important policy 7. Hiring the Right People document a local government adopts. It is the tangi- 8. Managing Employee Performance ble translation of the organization's mission, vision, 9. Leading Teams and values into practical action and service delivery. 10.The Art of Effective Delegation Capable budget management is one of the primary 11. Managing Change responsibilities of a manager. Managing a Budget in- structs managers in financial terms and concepts, as Author: SGR Supervisory Leadership well as how to implement a comprehensive system to Duration:4 Hours 0 budget efficiently and effectively. This class provides participants with practical insights and understanding regarding budget management. Managing Communication Processes Target Audience: Managers Realistically, no one can afford poor communication. Yet, day after day and year after year, effective com- munication continues to be a challenge. In Managing Communication Processes, supervisors learn commu- Author: SGR Managerial Leadership nication techniques that are critical to the success of Duration: 4 Hours 0 any organization. This class helps participants apply effective communication principles,utilize strategies to make processes more efficient,and manage communi- Managing Change cation within their teams to get the best results. For any change initiative to be effective, the change Target Audience:Supervisors process must be aggressively managed. Managing Change instructs supervisors in the essential elements Key Themes: Communication, of change, including strategy, execution, and the Professional Development all-important human element. This class offers partic- ipants an interactive approach to understanding the Related Training:This class is frequently paired "dynamics of small and organization-wide changes with the following titles to construct SGR's 4 Hour great and small. In addition, participants gain a height- Supervisory Series. ened awareness into their own processes of adapting 1. Supervisory Practices to fundamental change,while acquiring tools in under- 2. Professional Ethics standing and guiding others through change. 3. Employment Law and Supervisory Practices 4.Values Based Customer Service Target Audience:Supervisors 5. Managing Communication Processes 6. Understanding and Managing Generations Key Themes: Change Management, 7. Hiring the Right People Communication, Leadership 8. Managing Employee Performance TRAIN ING@G®VERNMENTRESOURCE.C®`M 17 • gh&hZb7�p SjjRc : 9. Leading Teams Managing Relationships 10.The Art of Effective Delegation 11. Managing Change Getting things done is all about dealing with people. Managing Relationships helps leaders be more effec- Author: SGR supervisory Leadership tive in theirjobs by being more effective in the waythey Duration:4 Hours 0 deal with people, including citizens, employees, peers and their own supervisors. This class explores the unique individuality that each employee brings to the workplace, and then presents options for effectively Managing Employee Performance managing relationships with individual employees.The purpose of this class is to improve communication and Meaningful performance management techniques max- relationships,which will result in increased productivity imize employee performance by communicating areas and comfort in the workplace. needing improvement, as well as areas of excellence, in ways that ensure the employee understands the Target Audience: Managers & Executives expectations.Performance management is not an event, but rather a continual process that begins while the new Key Themes: Leadership, Professional Development, employee is still on probation, continues through the Communication, Citizen Engagement, Employee career of the employee, and ends with the retirement Engagement party. The key to success is an effective performance management process. Managing Employee Perfor- Author:SGR Trust Building mance teaches participants the steps in that process Duration:4 Hour 0 and provides tools to successfully implement each step. Target Audience: Supervisors On Your Mark, Get Set, Motivate! Key Themes: Coaching & Mentoring, Leadership, Employee Engagement,Team Building On Your Mark,Get Set, Motivate! instructs participants in motivational theories,the role of the manager in mo- Related Training:This class is frequently paired tivating employees,and the three conditions of motiva- with the following titles to construct SGR's 4 Hour tional management:confidence,trust,and satisfaction. Supervisory Series: This class defines motivation in the workplace,explains some of the classic theories of motivation, pinpoints 1. Supervisory Practices some powerful needs that motivate people and how to 2. Professional Ethics relate motivators to them, and discusses how to devel- 3. Employment Law and Supervisory Practices op motivational skills. 4.Values Based Customer Service 5. Managing Communication Processes Target Audience: Managers&Executives 6. Understanding and Managing Generations 7. Hiring the Right People Key Themes: Employee Engagement, Leadership, 8. Managing Employee Performance* Team Building 9. Leading Teams 10.The Art of Effective Delegation Author: SGR 11. Managing Change Duration:4 Hours Managerial Leadership Author: SGR Trust Building Duration:4 Hours 0 TRAINING@GOVERNMENTRESOURCE.COM 18 SjjRc�* YhW)YV &&14V -20-20 Persuasive Communication are issues that cannot be ignored. Not only is there a considerable amount of liability for an organization, Managerial Leadership often involves evaluating but there can be personal liability for a public employ- alternative courses of action, drawing conclusions and ee as well. Preventing Sexual Harassment provides a making recommendations for change. To successfully comprehensive overview of sexual harassment pre- lead, the manager must be capable not only of evalu- vention for public sector employees and includes a test ating and recommending the appropriate course of ac- to recognize harassment,principles to create a safe en- tion, but also of communicating that recommendation vironment and mitigate risk, and discussion of actual in a manner that is compelling and persuasive. Persua- workplace scenarios.This training assists employees in sive Communication provides the participant with an creating a safe work environment for everyone. understanding of how to communicate well thought out recommendations in a manner that gets results. Target Audience:All Employees Target Audience: Managers&Executives Key Themes: Compliance Key Themes: Communication Author: SGR : Human Relations Author: SGR Managerial Leadership Duration: 2&4 Hours Duration:4 Hours Preventing Sexual Harassment for Presentations with an Impact Supervisors The best presentations are both meaningful and Sexual harassment and discrimination in the work- engaging. This class is designed for employees who place are issues that cannot be ignored. Not only is conduct formal presentations and want to enhance there a considerable amount of liability for an organi- their presentation skills. Presentations with an Impact zation, but there can be personal liability for a public instructs participants in creating impressive presenta- employee as well. Preventing Sexual Harassment pro- tions, from writing the content, to effective handouts vides a comprehensive overview of sexual harassment and visual aids, to mastering the difficult question and prevention for public sector employees and includes answer session. The class includes step-by-step in- a test to recognize harassment, principles to create a structions on presentation preparation, handling ner- safe environment and mitigate risk, and discussion of vous energy, and methods to improve writing, inflec- actual workplace scenarios. tion,and storytelling. Preventing Sexual Harassment for Supervisors uses scenarios and challenges that address the supervisory Target Audience:Anyone with presentation responsibilities regarding the prevention of sexual ha- responsibilities rassment in the workplace. Participants will learn how to quickly and wisely assess a situation, create an en- Key Themes: Professional Development vironment that upholds the standards that allow em- ployees to work in a safe place. Author: SGR Managerial Leadership Duration:4 Hours Target Audience:Supervisors Key Themes: Compliance Preventing Sexual Harassment for Author: SGR Frontline Employees Duration: 2&4 Hours Supervisory Leadership 0 Sexual harassment and discrimination in the workplace TRAIN ING@GOVERNMENTRESOURCE.COM 19 A, o YA"V4 SIjRc Problem Solving and Decision Making 5. Managing Communication Processes 6. Understanding and Managing Generations Leadership often requires thinking through complex 7. Hiring the Right People problems and providing decisive answers. Problem g, Managing Employee Performance Solving and Decision Making instructs leaders in em- 9. Leading Teams ploying a three-step process to solve problems: un- 10.The Art of Effective Delegation derstanding the issue, finding solutions, and planning 11. Managing Change next actions. This class includes activities to promote creative problem solving and techniques to identify the Author: SGR Supervisory Leadership starting issue, desired outcomes, and root causes of Duration:4 Hours 0 problems. In addition, it provides an opportunity to de- velop a personalized action plan for solving problems and making decisions in the future. Project Management from Start to Finish Target Audience: Managers& Executives Project Management From Start to Finish offers Key Themes: Professional Development, insight into creating and implementing a systematic Strategic Planning approach to manage a successful project and the tools to get it done. Topics such as Planning,Team-building, Author: SGR Systems Building Risk-Management and Communication are covered Duration:4 Hours and exercised with insightful activities and discussion. Target Audience: Managers Professional Ethics Key Themes: Professional Development, Local government employees should be above Technical Development reproach in adhering to ethical standards and codes. Author: SGR Managerial Leadership Professional Ethics discusses current business ethics, 0 identifies areas of risk, and reviews leaders' account- Duration:4 Hours ability for setting an ethical standard and holding both themselves and others accountable to that standard. This class includes group discussions about ethical di- pruning Negativity lemmas,guidelines for deciding what is ethical and not ethical in a local government context, and application Negativity is a crushing, poisonous epidemic in the of the six pillars of character. workplace that drains employees of energy and en- thusiasm. Pruning Negativity trains participants how to Target Audience:Supervisors handle negativity in themselves, their co-workers, and their customers appropriately and effectively, as well Key Themes: Leadership, Professional Development, as how to prevent negativity in the future. This class Compliance uses the analogy of"Pruning the Negativity Tree." Related Training: This class is frequently paired with Target Audience:All Employees the following titles to construct SGR's 4 Hour Supervi- sory Series: Key Themes: Customer Service,Team Building 1. Supervisory Practices 2. Professional Ethics* Related Training: This class is frequently paired with 3. Employment Law and Supervisory Practices the following titles to construct SGR's 4 Hour Customer 4.Values Based Customer Service Service Series. TRAIINING@GQVERNMENTRESOURCE.C®M 20 A., SGRc�* • • &&&p -20-20 1. Understanding Different Personality Styles The class includes exercises to improve participants' 2. Extraordinary Customer Service goal setting skills, demonstration of the written format 3.Time Management for a strategic plan,opportunities to develop a step-by- 4. Effective Interpersonal Communication step strategic plan,and small group discussions of case 5. Learning the Language of Multiple Generations studies. 6. Conflict Resolution 7. Pruning Negativity* Target Audience: Executives Author:SGR Systems Building Key Themes: Strategic Planning Duration:4 Hours 0 Author: SGR Duration:4 Hours Systems Building 0 Servant Leadership This class is designed as an introduction to the Succession Planning principles of Servant Leadership as originally articulat- ed by Robert Greenleaf in his breakthrough essay,"The Almost 7,900 baby boomers retire every day. Many Servant as Leader". Participants will review the twelve local governments report more than 70% of their cur- principles identified as characterizing servant lead- rent workforce is eligible to retire. Despite this, few ership, but this class is more than just hearing about organizations have adequately prepared a leadership philosophies. Participants will also be presented with pipeline that will ensure continuity and competence in short biographies about servant leaders from a variety their next generation of leaders. Succession Planning of backgrounds. Discussions will center around les- provides a practical strategy and game plan for an or- sons gleaned from these leaders with an emphasis on ganization to develop a qualified pool of leaders ready helping participants apply these lessons to their own to be promoted as the generation shift occurs. situation. Finally,the class will review a case study that allows participants to discuss the impact servant lead- Target Audience: Executives ership can make in the midst of adversity within a local Key Themes: Strategic Planning government context. Target Audience: Management& Executive Author: SGR Systems Building Duration:4 Hours Key Themes: Leadership, Organizational Culture, Trust Building Author: SGR Systems Building Supervising Customer Service Values Duration:4 Hours This is the fifth class in the Supervisory Servant Leadership series. Participants will focus on the challenge of leading employees to exhibit extraordinary customer service values. They will identify problem behaviors and Strategic Planning outcomes. Then participants will apply customer service Systems Leadership is about putting processes in place values to various scenarios. Along the way,they will con- to make an organization run more efficiently and effec- sider ways to lead and teach the values. tively. Strategic Planning instructs leaders in a five-step process: envisioning the mission, performing a stra- tegic audit, identifying strategic goals and objectives, Key Themes: Leadership, Professional Development composing an action plan, and evaluating the results. TRAIN ING@GOVERNMENTRESOURCE.COM 21 A.' • YA&hYV SGRc� &&AV —90-20 Related Training:This class is frequently paired characteristics of Boomer, X-ers, and Millennials. Par- with the following titles to construct SGR's 2-Hour ticipants will predict which Servant Leadership princi- Supervisory Servant Leadership Series: ples will be most important to each generation. Along 1. Supervisory Servant Leadership* the way,they will discuss tips for managing themselves 2.Supervising Personalities while supervising each generation. 3. Supervising Generations 4. Supervisory Communications Target Audience:Supervisors 5. Supervising Customer Service Values 6. Supervising Ethical Behaviors Key Themes: Leadership, Professional Development Author: SGR Related Training:This class is frequently paired Supervisory Leadership with the following titles to construct SGR's 2-Hour Duration: 2 Hours 0 Supervisory Servant Leadership Series: 1.Supervisory Servant Leadership 2. Supervising Personalities Supervising Ethical Behaviors 3.Supervising Generations 4.Supervisory Communications This is the sixth class in the Supervisory Servant 5. Supervising Customer Service Values Leadership series. Participants will focus on the chat- 6. Supervising Ethical Behaviors lenge of guiding employees to behave in ethical ways. They will begin by building and defining an ethic. Then Author: SGR participants will recognize three trust relationships of Duration; 2 Hours 0 Supervisory Leadership municipal service. The class will then apply this infor- mation as they address right vs. right dilemmas. Target Audience:Supervisors Key Themes: Leadership, Professional Development Supervising Personalities This is the second class in the Supervisory Servant Related Training:This class is frequently paired Leadership series. Participants will focus on the chal- with the following titles to construct SGR's 2-Hour lenge of providing what is best for each personality un- SupervisoryServant Leadership Series: der their authority. They will define and identify four 1. Supervisory Servant Leadership quadrants of personality. Then participants will discov- 2. Supervising Personalities er and discuss how to lead various personalities. Along 3. Supervising Generations the way,they will seek to apply this knowledge to their 4. Supervisory Communications current supervisory leadership. 5. Supervising Customer Service Values 6. Supervising Ethical Behaviors* Target Audience:Supervisors Author: SGR Supervisory Leadership Key Themes: Leadership, Professional Development Duration: 2 Hours 0 Related Training:This class is frequently paired with the following titles to construct SGR's 2-Hour Supervisory Servant Leadership Series: Supervising Generations 1.Supervisory Servant Leadership This is the third class in the Supervisory Servant 2. Supervising Personalities Leadership series. Participants will focus on the chal- 3. Supervising Generations lenge of providing what is best for each generation un- 4. Supervisory Communications der their authority. They will discover and report on 5. Supervising Customer Service Values TRAINING@GOVE'RNMENTRESOURCE.COM 22 A" Rc&V Yh"YV &&&p _20-20 ��i 6. Supervising Ethical Behaviors Target Audience:Supervisors Author: SGR Supervisory Leadership Key Themes: Leadership, Professional Development Duration: 2 Hours Related Training:This class is frequently paired with the following titles to construct SGR's 2-Hour Supervisory Servant Leadership Series: Supervisory Coaching 1. Supervisory Servant Leadership This is the third class in the Supervisory Competencies 2. Supervising Personalities Servant Leadership series. Participants will focus on 3. Supervising Generations ways to partner with employees to share a vision of 4.Supervisory Communications personal growth and will explore the options available 5. Supervising Customer Service Values to equip and empower employees toward that vision. 6. Supervising Ethical Behaviors While feedback helps the employee make quick chang- Author: SGR es with immediate application, coaching involves long- Duration: 2 Hours 0 Supervisory Leadership term goals such as skill and leadership development. Target Audience:Supervisors Key Themes: Leadership, Professional Development Supervisory Delegation This is the fourth class in the Supervisory Related Training: This class is frequently paired with Competencies Servant Leadership series. Partici- the following titles to construct SGR's 2-Hour Supervi- pants will focus on delegation as a way of developing sory Competencies Series: employees to do your job. They will be challenged to 1.Supervisory Rapport push work down and will discover the idea of work 2. Supervisory Feedback "growing"as it moves down—that what is small to you 3. Supervisory Coaching* is big to them. Participants will also learn to say the 4.Supervisory Delegation right things when delegating. S.Supervisory Hiring Practices 6. Supervisory Servant Leadership Considerations Target Audience: Supervisors Author: SGR Key Themes: Leadership, Professional Development Supervisory Leadership Duration: 2 Hours 0 Related Training:This class is frequently paired with the following titles to construct SGR's 2-Hour Supervisory Competencies Series: Supervisory Communications 1. Supervisory Rapport This is the fourth class in the Supervisory Servant 2.Supervisory Feedback Leadership series. Participants will focus on the chal- 3. Supervisory Coaching lenge of creating an environment conducive to effec- 4.Supervisory Delegation tive communication. They will identify the goal and the 5. Supervisory Hiring Practices elements of a communication cycle. Participants will 6. Supervisory Servant Leadership Considerations define and illustrate tools and characteristics of effec- Author: SGR tive supervisory communication. Along the way, they Supervisory Leadership Duration: 2 Hours 0 will apply knowledge to communications with diverse employees. TRAINING@GOVERNMENTRESOURCE.COM 23 S A Rc��V -20-20 ti , Supervisory Hiring Practices Supervisory Series: This is the fifth class in the Supervisory Competencies 1. Supervisory Practices Servant Leadership series. Participants will prioritize 2. Professional Ethics hiring outcomes, explore four guideposts for effective 3. Employment Law and Supervisory Practices hiring, and will learn to plan for the hiring process. As 4.Values Based Customer Service a result, they will be better prepared to screen candi- 5. Managing Communication Processes dates for both job and organizational fit and this will 6. Understanding and Managing Generations increase the odds of higher retention. 7. Hiring the Right People 8. Managing Employee Performance Target Audience:Supervisors 9. Leading Teams 10.The Art of Effective Delegation Key Themes: Leadership, Professional Development 11. Managing Change Related Training: This class is frequently paired with Author: SGR Supervisory Leadership the following titles to construct SGR's 2-Hour Supervi- Duration:4 Hours 0 sory Competencies Series: 1.Supervisory Rapport 2. Supervisory Feedback Supervisory Servant Leadership 3.Supervisory Coaching 4.Supervisory Delegation This is the first class in the Supervisory Servant 5.Supervisory Hiring Practices* Leadership series. Participants focus on the Servant 6. Supervisory Servant Leadership Considerations Leadership principles thatwill serve as a foundation for all other classes. Participants will define Servant-Lead- Author:SGR Supervisory Leadership ership, discover principles of Servant-Leadership, and Duration: 2 Hours 0 will address the tension between relationships and re- sponsibilities. Supervisory Practices Target Audience:Supervisors It can be very difficult to make the transition from peer Key Themes: Leadership, Professional Development to supervisor and to understand the responsibility of this new role.Supervisory Practices helps new supervi- Related Training: This class is frequently paired with sors develop their employees, encourage a climate of the following titles to construct SGR's 2-Hour Supervi- motivation, plan effectively,and evaluate to make sure sory Servant Leadership Series: performance standards are met. Participants learn the 1.Supervisory Servant Leadership four major roles of a supervisor and how supervision is 2. Supervising Personalities carried out,taking into consideration the workplace en- 3.Supervising Generations vironment and the shared and individual values of all 4. Supervisory Communications employees. Supervisory Practices is the foundational 5. Supervising Customer Service Values workshop for all SGR Operational Leadership classes. 6. Supervising Ethical Behaviors Target Audience:Supervisors Author:SGR Supervisory Leadership Duration: 2 Hours 0 Key Themes: Leadership, Professional Development Related Training:This class is frequently paired with the following titles to construct SGR's 4 Hour TRAINING@COVE RNMENTRESOURCE.COM 24 0 YA"VV S A., ,URc Supervisory Servant Leadership 6. Supervisory Servant Leadership Considerations Considerations Author: SGR Supervisory Leadership This is the sixth and final class in the Supervisory Com- Duration: 2 Hours 0 petencies Servant Leadership Series. Participants will focus on connecting Supervisory Competencies to Ser- vant Leadership Principles, Characteristics, and Legal Expectations. Telephone Skills Training for Local Government Employees Target Audience:Supervisors Statistics have shown that 55% of the communication Key Themes: Leadership, Professional Development process involves body language. This means that we lose over 50% of our ability to communicate when Related Training: This class is frequently paired with on the telephone. If good communication is the key the following titles to construct SGR's 2-Hour Supervi- to getting the job done right, then learning effective communication strategies on the telephone is cru- cial to any organization's ongoing success. Telephone 1. Supervisory Rapport Skills Training for Local Government Employees in- 2. Supervisory Feedback structs participants in basic phone etiquette, phone 3. Supervisory Coaching manners that make a good business impression, the 4.Supervisory Delegation correct way to answer and speak on the phone,how to 5. Supervisory Hiring Practices deal with resistance and disgruntled callers,and much 6. Supervisory Servant Leadership Considerations* more. If you make or receive even a handful of phone calls each day,this training initiative will continue pay- Author:SGR Supervisory Leadership ing dividends for years to come. Duration: 2 Hours 0 Target Audience:All Employees Key Themes: Compliance,Technical Development, Supervisory Rapport Communication This is the first class in the Supervisory Competencies Author: SGR professional Competency Servant Leadership series. Participants will focus on Duration: 2&4 Hours building rapport with employees. They will discover how to use weekly one-on-one meetings to build rap- port and boost productivity among employees. Time Management Target Audience: Supervisors Even with cell phones, computers, and Wi-Fi Internet Key Themes: Leadership, Professional Development access at their disposal, employees never seem to have enough time to complete importanttasks,as well Related Training: This class is frequently paired with as urgent ones. This can lead to frustration and can the following titles to construct SGR's 2-Hour Supervi- directly affect relationships with internal and external sory Competencies Series: customers. Time Management teaches employees to put first things first and implement organizational and 1. Supervisory Rapport* time-saving strategies.It is easy to try to condense time 2. Supervisory Feedback management into a series of to-do lists,or tips, but ef- 3. Supervisory Coaching fective time management is much more than that.This 4. Supervisory Delegation class is based on emotional intelligence principles,tak- 5. Supervisory Hiring Practices TRAINING@GOVERNMENTRESOURCE.00M 25 A., a ghm)ZIV SGRc� ing the participant through a much broader concept of new responsibilities. Transitioning from Peer to Team time management than traditional approaches. Leader teaches participants skills and techniques to make this important transition a positive and produc- Target Audience:All Employees tive experience. This class challenges participants to accept new realms of responsibility involving produc- Key Themes: Customer Service, Personal Develop- tivity, safety, and public image. Building on that foun- ment, Professional Development dation, learners then work together to discover the three keys to a successful transition: acknowledge re- Related Training:This class is frequently paired alities, be observant, and serve proactively. with the following titles to construct SGR's Lead Worker Series: Target Audience:All Employees 1.Transitioning from Peer to Team Leader Key Themes: Leadership 2. Leading By Example 3. Effective Listening Skills 4. Building a Respectful Workplace Related Training:This class is frequently paired with the following titles to construct SGR's Lead 5.Time Management* 6. Ethics:the Heart of Public Service Worker Series: 1.Transitioning from Peer to Team Leader Author: SGR Customer Service 2. Leading by Example Duration:4 Hours 3. Effective Listening Skills 4. Building a Respectful Workplace 5.Time Management 6. Ethics:the Heart of Public Service Tools for Successful Leadership Author: SGR " ' Professional Competency Successful Leadership explores the concepts of Duration: 2&4 Hours leadership and helps participants recognize leadership opportunities in the workplace and community. The Tools for Successful Leadership class teaches partici- pants to identify the characteristics of effective leaders Understanding and Managing Generations and the role that personal values play in leadership. Participants also learn to recognize the dynamic rela- For the first time in our nation's history,there are four tionship between leaders and followers and to identify generations simultaneously represented in the work- the difference between management and leadership. place. Understanding generational differences is criti- cal for managers to make these different perspectives Target Audience: Managers benefit an organization. Understanding and Managing Generations teaches participants the secrets of suc- Key Themes: Leadership cessful organizations that accommodate employee dif- ferences, create workplace choices,operate from a so- Author: SGR Managerial Leadership phisticated management style, and nourish retention Duration: 4 Hours to provide a positive and productive work environment for all generations. Target Audience:Supervisors Transitioning from Peer to Team Leader Key Themes: Diversity,Communication Making the leap from peer to team or crew leader is never easy. New team leaders frequently struggle to Related Training:This class is frequently paired balance their old co-worker relationships with their with the following titles to construct SGR's 4 Hour TRAINING@DOVE RNMENTRESOLIRCE.COM 26 SGR,. a YhW)Z!V (N"�./ Supervisory Series: style within the first minute of conversation, allowing 1. Supervisory Practices the customer service representative to frame his/her 2. Professional Ethics responses accordingly.This class instructs participants 3. Employment Law and Supervisory Practices in understanding their own temperament styles, as 4.Values Based Customer Service well as identifying the prominent styles in others, so 5. Managing Communication Processes that they can respond to different situations effectively 6. Understanding and Managing Generations * and efficiently.This is the foundational class for all SGR 7. Hiring the Right People customer service classes. This class requires the addi- 8. Managing Employee Performance tional purchase of DiSC Assessments per participant. 9. Leading Teams 10.The Art of Effective Delegation Target Audience:All Employees 11. Managing Change Key Themes: Customer Service,Team Building Author: SGR Supervisory Leadership Related Training:This class is frequently paired Duration:4 Hours 0 with the following titles to construct SGR's 4 Hour Customer Service Series: 1. Understanding Different Personality Styles Understanding and Utilizing 2. Extraordinary Customer Service Performance Measurements 3.Time Management 4. Effective Interpersonal Communication A high performing organization is reliant upon 5. Learning the Language of Multiple Generations meaningful and effective performance measures. Un- 6. Conflict Resolution fortunately, too many organizations do not measure 7. Pruning Negativity what matters, instead measuring too much of what does not matter. Understanding and Utilizing Perfor- Author: SGR mance Measurements equips managers to take their customer Service Duration:4 Hours organizations to the next level by understanding, mea- suring,and interpreting the things that matter. Target Audience: Managers Understanding Workplace Culture Key Themes:Coaching and Mentoring, Leadership Every workplace has a culture. Including the one you currently inhabit. In this class,participants explore four Author: SGR Managerial Leadership elements of workplace culture: language, structure, Duration:4 Hours 0 expectations, and common standards. Along the way, participants will observe common workplace cultures such as The Fishbowl Culture, The Too-Many-Bosses Culture, and The Battleship Culture. Small group dis- Understanding Different cussions challenge participants to make thoughtful Personality Styles application of the content.The experience leads partic- ipant to become increasingly self-aware and behaving Relational Leadership requires that employees in ways that result in outstanding service and positive understand and work effectively with coworkers and perceptions. customers. Understanding Different Personality Styles utilizes the DISC© Classic personality profile assess- Target Audience:All Employees ment, equipping employees with the tools to identify and effectively deal with different personalities. Often a customer presents his/her primary temperament TRAI NING@GOVERNMENTRESOURCE.COM 27 A" e YhW)Z(V SjjRc� Related Training:This class is frequently paired with Written Communication & the following titles to construct SGR's 4-Hour Founda- Open Records Awareness tions of Successful Work Series: The realities of working in local government mean that 1. Understanding Workplace Culture* a vast majority of communication is subject to open 2. Leading by Example records. Written Communication & Open Records 3. Effective Listening Skills Awareness familiarizes participants with the nature 4.The Art of Planning Ahead of open records requests and what is subject to such 5. Building a Respectful Workplace requests.This class serves as a friendly reminder that thoughtful and professional written communication Author: SGR (both internal and external) is fundamental to rein- Duration:4 Hours forcing organizational reputation and positive public perception. Values Based Customer Service Target Audience:All Employees for Supervisors Key Themes: Professional Development, In this interactive class, participants will consider eight Communication,Citizen Engagement customer service values. They will explore the impor- tance of being Compassionate, Competent, Careful, Related Training: Business Writing Skills Confident,Courteous,Calm,Quick and Creative.Based on this knowledge, supervisors will learn to effectively Author:SGR professional Competency address behaviors that either support or undermine Duration: 2 Hours each value. This class assists supervisors as they pro- vide guidance and accountability so that their employ- ees can create extraordinary service experiences. Workplace Harassment Prevention Target Audience:Supervisors Workplace Harassment Prevention instructs participants in creating a place of mutual respect for Key Themes:Customer Service all employees.This class educates employees at all lev- els of responsibility on what the law says about sexual Related Training:This class is frequently paired and other types of harassment and what constitutes with the following titles to construct SGR's 4 Hour harassment. It also helps define what is and is not ap- Supervisory Series: propriate personal behavior in a variety of specific sit- 1.Supervisory Practices uations and circumstances. 2. Professional Ethics 3. Employment Law and Supervisory Practices Target Audience:All Employees 4.Values Based Customer Service* 5. Managing Communication Processes Key Themes: Compliance 6. Understanding and Managing Generations 7. Hiring the Right People Author: SGR 8. Managing Employee Performance Duration:4 Hours Human Relations 9. Leading Teams 10.The Art of Effective Delegation 11. Managing Change Author: SGR Supervisory Leadership Duration:4 Hours 0 TRAINING@GOVERNMENTRESOURCE.CO'M 28 A., • • • SGRc� V &&&p -20-20 Workplace Violence Awareness for Supervisors Workplace Violence Awareness for Supervisors instructs participants on how to create a safe environ- ment foryour employees.As the number of workplace violence incidents continues to rise, it is increasing- ly important to be able to recognize threats and take preventative action. The class includes techniques to improve your ability to see warning signs and respond effectively, guidelines for documenting behavior, and group discussion of case studies involving actual work- place violence situations. Target Audience:Supervisors Key Themes: Compliance Author: SGR professional Competency Duration:2&4 Hours TRAINING@GOVERNMENTRESOURCE.COM 29 DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 EXHIBIT C NETWORK ACCESS AGREEMENT 1. The Network. The City owns and operates a computing environment and network (collectively the "Network"). Vendor wishes to access the City's network in order to provide description of services. In order to provide the necessary support, Vendor needs access to description of specific Network systems to which Vendor requires access, i.e. Internet, Intranet, email, HEAT System, etc. ("Access"). 2. Grant of Limited Access. Vendor is hereby granted a limited right of access to the City's Network for the sole purpose of providing description of services. Such access is granted subject to the terms and conditions forth in this Agreement and applicable provisions of the City's Administrative Regulation D-7(Electronic Communications Resource Use Policy), of which such applicable provisions are hereby incorporated by reference and made a part of this Agreement for all purposes herein and are available upon request. 3. Network Credentials. The City will provide Vendor with Network Credentials consisting of user IDs and passwords unique to each individual requiring Network access on behalf of the Vendor. Access is being granted for purposes of completing services for the City pursuant to the Agreement and Access shall expire at the completion of the, or upon termination of the Agreement, whichever occurs first. 4. Renewal. This Network Access Agreement shall be renewed in accordance with the Agreement if the following conditions are met: 4.1. Contracted services have not been completed; 4.2. Contracted services have not been terminated; and 4.3. Within the thirty (30) days prior to the scheduled annual expiration of this Agreement, the Vendor has provided the City with a current list of its officers, agents, servants, employees or representatives requiring Network credentials. Notwithstanding the scheduled contract expiration or the status of completion of services, Vendor shall provide the City with a current list of officers, agents, servants, employees or representatives that require Network credentials on an annual basis. Failure to adhere to this requirement may result in denial of Access and/or termination of this Network Access Agreement. 5. Network Restrictions. Vendor officers, agents, servants, employees or representatives may not share the City-assigned user IDs and passwords. Vendor acknowledges, agrees and hereby gives its authorization to the City to monitor Vendor's use of the City's Network in order to ensure Vendor's compliance with this Network Access Agreement.A breach by Vendor, its officers,agents,servants,employees or representatives,of this Agreement and any other written instructions or guidelines that the City provides to Vendor pursuant to this Network Access Agreement shall be grounds for the City immediately to deny Vendor access to the Network and Vendor's Data,terminate the Agreement and the Network Access Agreement,and pursue any other remedies that the City may have under the Agreement or this Network Access Agreement or at DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 law or in equity. 5.1. Notice to Vendor Personnel — For purposes of this section, Vendor Personnel shall include all officers, agents, servants, employees, or representatives of Vendor. Vendor shall be responsible for specifically notifying all Vendor Personnel who will provide services to the City under this agreement of the following City requirements and restrictions regarding access to the City's Network: 5.1.1. Vendor shall be responsible for any City-owned equipment assigned to Vendor Personnel, and will immediately report the loss or theft of such equipment to the City; 5.1.2. Vendor, and/or Vendor Personnel, shall be prohibited from connecting personally-owned computer equipment to the City's Network; 5.1.3. Vendor Personnel shall protect City-issued passwords and shall not allow any third party to utilize their password and/or user ID to gain access to the City's Network; 5.1.4. Vendor Personnel shall not engage in prohibited or inappropriate use of Electronic Communications Resources as described in the City's Administrative Regulation D7; 5.1.5. Any document created by Vendor Personnel in accordance with this Agreement is considered the property of the City and is subject to applicable state regulations regarding public information; 5.1.6. Vendor Personnel shall not copy or duplicate electronic information for use on any non-City computer except as necessary to provide services pursuant to this Agreement; 5.1.7. All network activity may be monitored for any reason deemed necessary by the City; and 5.1.8. A Network user ID may be deactivated when the responsibilities of the Vendor Personnel no longer require Network access 6. Termination. In addition to the other rights of termination set forth herein,the City may terminate this Network Access Agreement at any time and for any reason with or without notice, and without penalty to the City. Upon termination of this Network Access Agreement, Vendor agrees to remove entirely any client or communications software provided by the City from all computing equipment used and owned by the Vendor, its officers, agents, servants, employees and/or representatives to access the City's Network. 7. Information Security. Vendor agrees to make every reasonable effort in accordance with accepted security practices to protect the Network credentials and access methods provided by the City from unauthorized disclosure and use. Vendor agrees to notify the City immediately upon discovery of a breach or threat of breach which could compromise the integrity of the City's Network, including but not limited to, theft of Vendor-owned equipment that contains City- provided access software, termination or resignation of officers, agents, servants, employees or representatives with access to City-provided Network credentials,and unauthorized use or sharing of Network credentials. DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 ACCEPTED AND AGREED: CITY OF FORT WORTH: CONTRACT COMPLIANCE MANAGER: By signing I acknowledge that I am the person responsible for the monitoring and administration of By: ���yy� j� -- this contract,including ensuring all performance and Name: Jesus J. Chapa reporting requirements. Title: Deputy City Manager / Date: &) ) — "AC /1 By: Name: Neena Kovuru APPROVAL RECOMMENDED: Title: Asst. Human Resources Director APPROVED AS TO FORM AND LEGALITY: By; Name:Nathan Gregor Title: Director of Human Resources (Interim) By: �1 411Af me: Thomas R. Hansen ATTEST: Title: Assistant City Attorneys CT AUTHORIZATION: BY: / �O . T N e: Mary Kayser ; Title: City Secretary CONSULTANT: Strategic Government Resources,Inc. DocuSigned by: II C—eB� V' �b�t�it,�,4� By: raae NameOn Hol i fi el d Title: Chief Executive Officer 10/13/2020 1 9:44 AM PDT Date: Professional Services Agreement Between -_-- _ the City of Fort Worth and Strategic Government Resources,Inc. OFFO IAA REW,RF) For Training Classes CITY WREMRY Page 18 of 19 FYI. 1C ( �L�;1F li k DocuSign Envelope ID:C18FDBAB-88D2-468E-BAFE-8A42E151E914 Professional Services Agreement Between the City of Fort Worth and Strategic Government Resources,Inc. For Training Classes Page 19 of 19