Loading...
06/25/2001 General Fund Status Report. 812212001 Fiscal Year 2001102 • 1:27 PM General Fund Budget Approved Appravid Preliminary Amendments Amended Budget 'Budget Budget WorMesslon Prelrminary 1999100 2000101 2001102 June 20,2001 2001102 Revenues: Property Taxes 23,856,090 25,832,120 .28,115,300 28,115,300 Sales Tax 5,366,000 5,680,550 12,850,000 12,850,000 Franchise Fees 8,060,000 7,937,460 6,858,720 6,858,720 Utility Taxes 15,70Q,400 16,167,360 10,798,580 10,798,580 Licenses & Permits 3,132,000 1,215,970 3,182,360 3,182,360 Fines, Forfeitures, 6 Penalties 1,239,000 1,415,900 1,525,880 1,525,880 . Intergovernmental Revenues 8,805,540 8,982,510 9,417,060 9,417,060 Charges for Current Services t,668,770 2,121,620 2,002,500 2,002,500 Use/Sale of City PropertylMoney 1,308,900 1,005,790 1,240,864 1,240,860 Miscellaneous Revenue 150,500 153,510 309,290 309,290 Interfund Charges/Transfers 10,166,340 11,077,210 11,696,090 11,696,090 ' Transfer, from Surplus 510,000 - 313,000 313,000 General: Fund Revenues 79,963,140 83,690,000 88,309,840 88,309,640 t General Fund Status Report 012212001 Fiscal Year 2001102 1:27 PM General Fund Budget Expenditures: City Commission City Managers Office Grants Management Economic Development Human Relations Office of Management & Budget Tourism Office Public Comm & Marketing Strategies for Success Human Resources, Legal City Cleric Financial Servloes Police Firs Planning Services Development Services Public Works Administration Quality of Life Parks d Recreation Library Sailing Center Pier 60 ' Airpark Non-Departmental Transferto Surplus Total Expenditures Approved Approved Prellminary Amendments Amended Budget Budget Budget Wurksession Prellminary 1999100 2000101 2001102 June 20, 2001 2001102 196,260 204,950 270,400 (4,500) 265,900 773,490 700,530 783,380 .783,380 - 66,180 64,470 64,470 607,930 682,640 961,240 961,240 791,000 574,810 488,430 488,430 249,460 253,070 267,020 267,020 79,830 - - - 855,990 831,680 910,400 910,400 146,780 1,013,970 989,580 1,131,250 1,131,250 1,192,110 1,237,360 1,259,130 1,259,130 1,053,920 1,181,320 1,229,010 1,229,0 t C 1,592,130 1,950,840 2,046,660 2,046,660 25,971,230 26,536,190 27,668,810 = 27,868,810 13,462,340 15,118,810 15,502,390 15,502,390 1,626,970 1,834,910 1,749,960 1,749,960 2,288,700 2,635,470 2,858,860 2,858,860 6,983,670 7,465,250 8,350,390 8,350,390 - 725,890 12,331,200 13,227,740 14,745,550 14,745,550 4,384,350 4,375,040 4,541,310 4,541,310 141,000 170,020 179,400 179,400 299,470 310,950 327,990 327,990 12,270 - 3,909,050 2,506,550 2,773,590 2,773,590 10,220 4,500 4,500 79,963,140 83,590,000 88,309,640 - 88,309,640 Budget Surplus (Shortfall) , _ - - _ General Fund Budget Expenditures: Personal Services Operating Internal Services Capital Debt Service Transfers to Other Funds Transfer to Surplus Total Expendltures Approved Budget 1999100 Approved Budget 2000101 Preliminary Budget 2001102 . Amendments Worksesslon June 20, 2001 Amended Preliminary 2001102 54,266,830 56,739,570 59,904,280 59,904,280 12,324,140 12,927,610 13,814,220 (4,500) 13,809,720 8,454,450 8,560,800 13,678,500 8,678,500 258,800 436,980 421,100 421,100 2,866,610 3,171,830 2,965,400 2,965,400 1,792,310 1,742,990 2,526,140 2,526,140 10,220 4,500 4,500 79,963,140 83,590,000 88,309,640 68,309,640 Budget Surplus (Shortfall) ,•„?W`- 2 ', r + f i ? ? ? F r i .. r ? r 1 ? f ? ` ? ? ? ? ' ? f 1. i ? { ?? ' ? ? ? ? ? e? ! ' ' ,' , ' , , 1 ' ,. ' .. i ' ? i i '_ .Y ? 1 , , ' ? •' 1 f ? ? ' ? 1 1' r `' 1 r „ ? ' , e ? 1 ? 1 1 ? ? ' ' 1 PublIc Safety -This budget includes over 516 million for the replacement and improvements of fire facilities in the next six yews. - A rxw fire station is planned for construction in the Northwest section of the City in the new fiscal year. increase staffing levels in Fire - eleven firefighters added in new year. I stiff asst., I inspccror. Economic Development -Tax values - increasing by 8.8% (this is a budget to budget comparison) As outlined in the City Mrnager's letter, the values of existing property account for 7.2% of this increase. New properties account for approximately 1.6% of this increase. -Our continued implementation of "beach by design", construction of the Memorial Causeway Bridge, and our work toward the "downtown plan" will hopefully continue this trend. In rasIructure MAinten Oct -Fire stations -Enhanced levels of maintenance in capital plan 'Scheduled replacement of PC c6mputers Hurnan Resources -Comparable pay and benefits -Pay and class study -Training uali f Life, -New library -New recreation complexes -Other recreational projects ,. , . ?. '. a .• ? . ? ,,. ? '., . . . ? ?, . . .. ? ? .. , , . 1 ?.r .1 ..' , .1 .. ,. 1, ! ,1 5 ' '1 ', ? , , . 1 r ' I ? „ I • , ? .. 1 ?? ? ? ? , . `' 1 . I • I , ? , ' 1 , S ? '. / , ` ,, .. ? .. .? E ? , ? ' , . t ? , ? , ' i Budget document is presented in a program format by Department. In every format and all budgei summaries, the document provides two years of actual history; the fiscal year 2000101 current adopted budget for the program, the recommended preliminary budget for the new year, and a forecasted program budget for fiscal 2002103. Each program documents "program highlights" outlining the most significant changes, or issues in this budget. Performance measures document the Department's performance'of the current year's budgeted priorities. Final document will outline specific measures for new budget year priorities, . t 4 IM The proposed General Fund budget for fiscal 2002 is $88.3 million, an increase of $4.7 million, or 5.70/o- greater than the current year's budget. Public' Safety accounts for 49% of the General Fund budget. The Police Budget is $27.9 million, or almost 32% of the total budget, and the Fire Budget is now $15.5 million and almost 18% of the total General Fund budget. A second priority for Commissioner's has been ".Quality of Life" issues. This budget reflects almost $19.8 million for Library, Parks & Recreation, Sailing Center, and Pier 60 operations. This represents almost 22,5% of the City's General Fund Budget. Public Works - streets, traffic, engineering, street lighting, etc. (also public safety) Planning Serviees and Developmental Services - building, permitting, occupational, code enforcement services (also Public Safety) Administrative functions - City Commission/Manager, Finance, City Clerk, Budget, 5 -Fire - I I firefighters, 1 staff assistant, l inspector -Public Works Administration •- 2 engineers supporting water & sewer fund S positions to support City construction projects -Parks & Recreation - 1.8 new positions 1 parks supervisor to oversee Greenwood Recreation Center .4 Recreation leader for the cultural arts theatre .4 groundskeeper at McMullen Tennis Complex -Library- 1 assistant director -Finance - 1 systems analyst - $50,400 -Development Svc - .3 clerical error in previous budgets. OSTS Personnel'costs in the General Fund are $59.9 million in this proposed budget, and represent the majority of the General Fund expenditures, and this is the fastest growing category of our budget. This category not only includes the salaries or wages of our General Fund employees, but also reflects City costs for employee medical, pension, social security, insurance and the impact of workers compensation costs. ' At 68% of the total General Fund budget, this is the same percentage as last year, but this cost is continuing to increase incrementally as apercentage of the total budget. New! h - -Police - S313,000 for six previously grant funded officers (funded from retained earnings) -Fire - 1 D firefighters, 1 staff assistant, 1 inspector - S339,640 (impact General Fund net of revenues of 5130,000 from Coca cola contract) -Finance - I systems analyst - 550,000 (impact General Fund) -Public Works Administration: -- 2 engineers supporting water & sewer fund and reimbursed by Water and Sewer Fund; - 5 positions to support City construction projects - (funded by capital projects) Library- I assistant director (department funded by ofrset in material purchases in library) Parks & Recreation - 1.8 new positions (funded by offsetting revenue); 1 parks supervisor to oversee Greenwood Recreation Center; .4 Recreation leader for the cultural arts theatre; 4 groundskeeper at McMullen Tennis Complex Increases In Waees -- the 5952,000 (down fmm S 1.5 million in current budget) reflects the increased level of salary savings from 1.5% in current budget to a more aggressive 2% in new budget. Also reflects savings due to positions which have been eliminated or downgraded. Medletrl Insurance- may increase as much as 20-251/9. Gross budgeted dollars reflect an increase of 15% across operations. This impacts the General Fund by over SS80,000 in the new year, or 18% of the increase in total General Fund personnel costs. Also, up to an additional $500.000 is recommended to be funded from the premium stabilization fund. Workers' Compensation --'Ibis cost to the General Fund increased this year by approximately 5138,000, or 7°/. above the current year's budget. This is due to basically two reasons: As we increase personnel, this cost will increase. And secondly, a single large claim of about $500,000 is impacting the Public Works Department budget. Even though we see this increase, this is the first increase in a few years. Workers compensation costs across all City funds are still significantly less than the high we experienced in 1998. 9 Operating -- new impacts Property/liability insurance - $232,000 •Increases in anticipated utility costs for general facilities - 5158,000 National Development Council - S40,000 •QTI increase - 518,790 -GASB #34 consultant - S50,000 -Middle management/supervisory training - $29,000 -Police computer based law training - 529,000 -JRS stadium taxes - $56,000 Public enterprise contract - $24,500 (offset by $154,990 of revenue) Internal services -- second year of I% increases. Reflects savings in telephone costs, maintenance of garage charges with unstable fuel costs. Departments have basically absorbed salary and general inflationary increases. Debt service - sum)] dollar decrease primarily due to better estimates now for imaging and tidemark systems. /0 Transfers: - next to operating and personnel costs - reflects largest category increase of about $783,000, and items below are budgeted for first time this year: -Transfer to harborview - S 178,670 -Manager's flexibility fund - S 100,000 -CHIPS - $50,000 -Amiericorps Cops grant - matching $40,000 -Special Event funding - 64,720 -Long Center Sinking Fund - $82,000 (last year funded from savings in previous year) -Budgeted increase in CRA transfer - $133,000 -To capital improvement fund - enhanced maintenance -Pool maintenance - $25,000 -Docks and seawalls - $50,000 -Current funded parks & recreation - $30,000 -Human Resources pay and classification study - S35,000 11 It Is Important to note here - the increase in property tax revenues accounted of about $2.3 million will account for almost 48% of the total S4.7 increase in all revenues of the General Fund. ^ As we add services and construct new facilities, there is an associated cost. The city's ability to pay for these services is truly impacted by the economy. These are fairly good times for our national, state, and local economics, and our property values reflect this, and our ability to enhance services is obvious in this budget. In year's where we don't see this type of growth in values, which we experienced in the mid 1990's, it is mach more difficult to meet the demands of our conununity. Franchise_& utility taxes account for $17.7 million, or 209/6, of General Fund revenues. The largest portion of these revenues now are those collected from Florida Power for the franchise rights to provide service to the City of Clearwater and from customer collections on utility bills for utility taxes. Interfund charges represent $11.7 million, or 13% of General Fund revenues, Administrative charges, payment in lieu of taxes .4.5%, charges for specific services. This category increased by about 5.5% in this new year, in line with the growth of the budget. 12 Pro Lqy taxes - fastest growing revenue source - Property taxes now account for over $28 mullion, or 32%. of the $88 million needed to cover the cost of General Fund program This is up by 1% from the current year adopted budget As I said earlier, property tax revenues grew by almost 9% in this current year. The Communications Service Tax Law becomes effeetiveon October 1, 2001. ,With the implementation of this law, we anticipate this category of revenues will represent approximately $12.8 million in the new year, representing 15% of the total General Fund revenues. Revenues from other governments represents $9.4, or 11 % of General Fund revenues. Fire/EMS, Library Cooperative. Also, a portion of the Fire tax revenues will reimburse the Special program fund this year ($697,000), documented on page 181 of this budget, to reimburse a portion of the Penny for Pinellas funds that we have budgeted to pay for Fire projects in the new year. Other - Occupational license revenues, building permits, interest earnings, charges for services such as recreational activity charges - 9%. 13 ' k ? I No millage increase is proposed in this budget. Under this proposal, the millage rate would remain the same 5.5032 mills as adopted in the current year. Property values have increased by 8.8%. This will generate $23 million to fund the proposed increase in annual expenditures without increasing the millage rate. A homeowner Nvith no increase in property values this year will experience no increase in property taxes, as demonstrated here. That is likewise for any property or homeowner in the City of Clearwater. Only if the Pinellas County property appraiser has documented an increase in value in your home, will you experience any increase in your City property taxes. Source of average home value: Pinellas County Economic Development, GIS INformation Finder 2000. 14 r No millage increase is proposed in this budget. Under this plan, the Hllage rate would remain the same 5.5032 mills as adopted in the current year. What does this mean to that average homeowner? Based upon their most recent tax bill, that homeowner's total bill would have been 51,547, of which the portion that goes to the City is only $370, The City's current millage rate of 5.5032 mills only represents 24% of the total millage rate of almost 23 mills paid by City residents as homeowners. The School Board's millage rate is the highest. 37% of the our City resident's property taxes go to support our public school system. Another 26% is allocated to the support of services provided by Pinellas County. The balance of a residents' property taxes go to support numerous other agencies including the Transit Authority (.6501 mills), EMS services (.7470), Pinellas County Planning Council . (.0225 ntills), the Juvenile Welfare Board (.8117 mills), the SW Florida Water Management District (.4220 mills), and the Pinellas Anclote River Basin (.41100 mills) County ndilage grew by 1% from 25% to 26%. The County millage rate increased from 5.854 to 6.004, it 2Z% increase. School board decreased by I% from 38% to 37%. The school board reduced mlllage from 8.666 to 8.433, a 2.7% decrease. EMS millage actually grew by 1/10 of a mill, a 1S% Increan 16 ' F t • I l r ? . General Fund retained earnings remains easily within the Commission imposed level of 8% of the new year's budget.. r z} General Fund unappropriated reserves are anticipated at approximately S8.4 million (up from $7.2 last year at this time) in this budget, or 9.8%. of next year's anticipated budget. 17 Show examples of comparison of last year's projects as compared to this year's project. Fire Apparatus refurbislunent project - page 160 of this year's 2000101 adopted budget. page 1$5. of recommended budget. Also on same page - review change in Sand Key/Northwest Fire Engine project. 18 f The proposed millage rate and public hearing dates are due to the County on July 13th. Therefore, at the July 12th'meeting, the City Commission must set the preliminary millage rate. The scheduled slates of the public hearings will be the regularly scheduled Commission meetings of September 6 and September 20, 2041. There will be a Penny for Pinellas public hearing at one of these dates. 19 Aun st Hart Gra Hamilton onson 2:30 to 3:00 Cheatham Horne Ridl Kraft McNees West 3:00 to 3:10 Break Break Break Break Break 3:10 to 3:40. Horne Ridl Kraft McNees West Cheatham 3:40 to 3:50. Break Break Break Break Brcak 3:50 to 4:20 Rill Kra t McNees West Cheatham Horne 4:20 to 4:30 Break Break Break Break Break 4:30 to 5:00 McNees West Cheatham Horne Ridley Kra 5.00 to 5:10 Break Break Break Break Break 5:10 to 5:40 West Cheatham Horne Ridley Kra It McNees .5:40 to 7:00 pm - Free time (Shuttle hack to Sheraton Sand Key) 7:00 to 8:30 pm -- Reception at Harborview Center with the Mayor and Commissioners, Interim City Manager, City Attorney and Department Directors. ' (Casual attire) 8:30 pm -- Free time. TUESDAY., JULY 10 h Interviews with the Mayor and Commissioners at City Hall Commission Chambers 9:00 to 9:45 am: Commission convenes and receives selection process update from Lou Fox 9:45 to 10.45 am: Sterling B. 'Cheatham, Assistant City Manager of Norfolk, Virginia 10:45 to 10:50 am: Break 10:50 to 11:50 am: William Horne, Interim City Manager, City of Clearwater 11:55 to 12 Noon: Break 12 Noon to 1:00 pm: Bonnie Ridley Kraft, City Manager of Gresham, Oregon 1:00 to 1:55 pm: Break 1:55 to 2:55 pm: Michael McNees, Assistant County Manager of Collier County, Fl 2:55 to 3:00 pm: Break 3:00 to 4:00 pm: Michael K. West, Assistant City Manager of Columbia, SC 4:00 to 6:00 pm: City Manager selection discussion Candidates may continue their orientation of the City before and/or after their interviews. Selected Department Directors will be available to serve as escorts. Lou Fox will notify the candidates of the City Commissions selection decision. ?lalx?t 2 -`<,"-',1'?::. ? i..,'y? •i„°??: '. (, :. ?j? ;I,. ? ..i: ,4. , :'a?e? '1.>sssiY ` r• -i 1 '?lJ? ?}?' `f: r ?} .. Ii: ' 'I??: 's CIS'': . , ; 1 • r r r r ' r 1 ' ? `I f ... ,. ? 1 {. ; 'l, ? 1 S . 15 . ,. • '1 .'1 ., r .. .. 7 i ., c i h . i t . ` `. `5 [ ; ; .. ,. ,. •} t ? ? .? ? 5 ''' r I ' rjr • , i • 1 % ' r E , l rI [ I • 'FINAL REPORT CITY MANAGER CI'T'Y OF CLEARWATER, FL • : , ; .l July 10,"2001. ; • i 1 , AXIMUS'.'- HeOng Government Serve The People July. 10, 2001 The Honorable Mayor Brian Aungst and Members of the City Commission c/o Ms. Dina Hyson Human Resource Manager City of Clearwater 100 S. Myrtle Avenue Clearwater, FL 33756 Dear Mayor Aungst and Members of the City Commission: Enclosed for your information and review are Summary. Resumes, Supplemental Information Forms, Evaluation Report Summaries and copies of the original resumes for the candidates you will be interviewing for the position of City Manager. Materials are enclosed for the following individuals: Sterling B. Cheatham William B. Horne II Bonnie Ridley Kraft Michael A. McNees Michael K. West I have met all of the above candidates and believe each is worthy of your consideration. References have been checked, and degrees and certifications have been verified. Credit/criminal/civil litigation/motor vehicle records are in the process of being checked, and we will notify you when this is complete. Each of the candidates has expressed serious interest in the position and'is aware of both the scope of the job and the general parameters with regard to compensation. In addition; we have included the Summary Resume, Supplemental Information Form and original resume for the internal candidate, William B. Horne IT. While degrees and certifications have been verified, references have not been conducted on him. We have also included a copy of the Recruitment Profile, Interviewing/Selection Tips, Suggested Interview Questions and rating forms for your use. The candidates' backgrounds and experience are diverse and we believe that they'offer you several good alternatives to find the right match. Remember that, before a final offer is made, additional references may need to be conducted. Please advise us immediately about which candidate(s) you wish to pursue, so that this can be done. I look forward to the interviews on Tuesday, July 10, 2001, . 3330 Oakwell Court, Suite 200 San Antonio, TX 78218 L10.3171.1818 • 'Fax: 2 i 0.301.U297 fi ' b .. "?I:' [ •'l , ' tom ,! ' ' + 4 .[' .. • ?.. M . ? 1 ,. ? ' ! .' <t. t . •,'t .. ,. E9.. i;- ,1 } Y'w[r `^I :J. YC S ? ? ' ... •• ? a, , .. - - a . . . .. . , I. .`. r.e 1 i , ' ' of Clearwater, FL• City Page Two ,. Sincerely, ouis touis J. Ox . Regional Director Executive Recruitment Services LJF/cl Enclosure I? • • t[ l ?? I r` ' i• ' `,J?? 1 , 'I 7 •, . ?' r1' t ,- , . , S1 '' , INTERVIEWING/SELECTION TIPS In considering' these candidates, we feel it is important for you to remember: 1. The candidates did not, for the most part, seek out this position, but rather their interest was encouraged by us. With time, their enthusiasm will wane and there is ample evidence to show that delay can be detrimental to both you and the can- didates. For that'reason, we encourage you to strive to reach an agreement on a final choice shortly after the interviews are concluded. ?. Some of the candidates will be familiar with the area, while others will not. If possible, it is suggested that you arrange a tour of your facilities and your, com- munity for the candidates. 3.- The interview' process is a two-way street. Just as you are making an important decision for your organization, so too. is the candidate making an important decision for himself/herself and his/her family. All candidates have been pro'- ' vided with some material on the organization and the position, but many will have questions that can only be answered by you during the interview. Try to set aside time'in.the interview for these questions to be raised and explored. 4. If you are unable to immediately reach a decision on a candidate, keep all candi- dates clearly and frequently posted on your progress. We feel that it is most 'appropriate for you to be the primary point of contact with the candidates after they have been interviewed. We will, however, be pleased to serve as a "go between". should there be a need for negotiations with a-final candidate. 5. Be sure that an offer of employment is contingent' upon the clearance of credit/criminal records checks, as well as final references that may need to be conducted. (Please note that the credit/criminal/civil litigation/motor vehicle records checks typically'cover only the last '5 to 7 years.) 6. Once a decision to select a candidate has been reached and an offer made, it is suggested that you obtain acceptance in writing, by letter or fax, before pub- licizing the appointment. At the same time the appointment is made, we suggest you contact the other candidates whom you interviewed and notify them of your decision. We will, of course, notify all other candidates of your decision. BY LAW, THERE ARE CERTAIN THINGS YOU CANNOT ASK A CANDIDATE such as: age; marital status, ethnic orgin, religion, and questions related to the candidate's health. Questions regarding health can be asked only if specifically pertinent to the person's ability to perform the job. We are committed to assisting you until the process is complete, Please feel free to contact us at any time. CITY OI+ CLEARWATER FL CITY MANAGER SUGGESTED INTERVIEW QUESTIONS 1. We have all had an opportunity.to review your resume. Please explain, from your perspective, how your background prepares you for this position. 2. What are your overall responsibilities in your current position? What have been the recent high priority areas? 3. What are your short-and long-term career goals? How does this position fit into those goals? 4. Describe your personality. How would others who work with you describe your personality? What type of organizational culture do you thrive and work well in? Conversely, what type of culture do you dislike and try to avoid? 5. What professional decision have you made that you would have made differently, and what did you learn from that decision that you have applied to new situations? b. The City Manager depends on Department Heads assistance in completing major projects. Tell us how you would establish a good working relationship with Department Heads in order to accomplish your cities overall goals and objectives? y. 'Please describe to 'the*Commissioners, two sensitive personnel matters that you have dealt with as a supervisor and tell us what you learned from those experiences. 8. Tell us how you go about establishing good team work/positive attitudes among your staff. 9. Describe for us the most innovative projector accomplishment that you can take direct credit for initiating and implementing. 10. Describe the most difficult OR risky management decision you have made in the past few years, and include what issues you considered in making that decision. 11. Give us an example of a project you moved forward on, in spite of considerable opposition or organizational restraints. What did you do to make it successful? 12. Describe how you would build and maintain a positive relationship with the union while maintaining management's perspectives. 3 A3. Describe your approach to management and leadership. Do you believe any one method works best? What have'been some of your greatest management successes and failures? 14. What is the most controversial or politically heated project you have worked on, directly and how did you handle it? 15. Describe your leadership style and approach. How do you motivate people? How do you balance your time between managing staff and working effectively with external concerns? 16. Please describe for us the actions you would take to familiarize yourself with your staff if you were selected. . i7: Have.you taken opportunities to participate in community activities and events? Are , you,comfortable in those situations? 18. What is your experience working directly with local businesses, community groups, and individuals? What approach has been successful? 19. To what extent have you worked with federal, state, or other local agencies on an intergovernmental basis? 20. Tell us your experience dealing with appointed bodies. How do you create and maintain,a. cordial, productive, yet balanced relationship with boards and commissions? 21. What philosophy or style would you use with Commission members who are interested in the details of Department operations? 22. If a letter to the editor appeared in the local paper criticizing you or your staff, what would you do? 23. How have you established a cooperative, team relationship with elected and appointed public officials, groups and organizations in responding to City issues? 24. Why are you interested in the position of City Manger? Are there any questions you would like to ask? City of Clearwater, F'1. City. Manager ? } MOW= AXIMUS Helping Governmenr Serve the People The Conimitnity Located bet-ween the Gulf of Mexico and Tampa Bay, tlra City of Clearwater combines tite natural beauty ofa tropical environment with safe, affordable, active living and opportunities for personal and professional prosperir,,•. From relaxing oil the Citv'.s world acclaimed white sandy beaches to boating, from dolphin watching to fishing, from cheering the Philadelphia Phillies in spring training to attending theater and concert events at Ruth Eckerd Rall and Coachman Park, Clearwater offers a lifestyle for everyone. No better location can be found which places more of an emphasis on integrating career, contrtnrnity .anti lifestyle than the City of Clearwater. Cle'arvaters duality of life is reflective of the people who live in it. `]'his vital, growing city has an active population accustomed to high quality programs and resources, and citizens are active partners with the City through the Neighborhood Services Program. lit 19Q8; with a population of over 101,000, Clearwater. was the tenth Largest city in Florida, and located within Pinellas Count), the fourth fasrest groaning metropolitan area in the nation. Alorrey Afti azine named it the "safest of all Florida cities." Issuesl Challenges it Incorporate focus of newly elected City Commissioners (3 lieu- members elected hearth 13, 2001). : Redevelop downtown. ¦ Continue beach-front development. la Find conunort ground for diverse Community interest groups. ¦ Continue infrastructure development and rehabilitation. • Create a joint venture for a new professional baseball stadium aniong tilt: C:it)', Count)-, Smut and Phil; ilelpfai:a I'ltillies. • l-nhance the: fultcancial'conehrion of the City. a Create ;a proactive economic development path. • Tic budget process to performance. • Develop uniform departmental polices and procedures. ¦ Need to develop a comprehensive information technol- ot*, "'ystelaa. ¦ Project/construction managerttent (e.g., new bridge to Clearwater Beach, and a :Vain Library). ¦ Strengthen neighborhoods. ¦ Build trust with the community through colatnnmuca- tions. ¦ Abintain die cimmacr of the community while redeveloping, The . City Goverminent The City of Clearwater operates under a Counci]/cblanager form of government established in 1926. There are five members of the City Commission including the Aliyor. Tile Commission is the policy makiugr :and legislative body with all members elected to specific slats at-large. Alembers serve three-year overlapping terms with a two-terns limit. `flat Commission appoints the City Manager who executes the laws and administers the government of the City. Clearwater is full-service with a total ofovcr 1,700 full time employees, a FY 00/01 operating budget of'$158 mil- lion and it capital improve- rnent budget of S96 trillion. The City also operates a gas, distribution system and has ao general olaligation debt. While Florida is a "right to work" state, five unions represent approximately 80`'/„ of Cleanvater's employees, The average tenare fora City employee is 10 years. The City of Clearwatcr government provides the municipal services and infrastrtactyurc necessary for a high quality of life for all citizens. This includes departments such ;is Police, Fire, Public Works, parks anti Recreation, Planning and Devclopment, Finance, Human Resources, Customer Service, Solid IVaste/Rcct cling, Library, and others. City of Clearwater T ahles In 1997, the Cat) Commission and City .llanagcrnent teats embarked upon a reorganization effort in order to achieve ;a RION empowered, inspired and productive %vorkForce. The core values that arose from this effort are still a vital part (if the Citys culture today and are ti?cused on the following five priority areas; Caring - We will act in ways that promote a thriving corauananity and citizenry. ale will demonstrate concern :ant] respect for otur citizens and employees by bring: attentive to r all shies of an issue. M! will encoulrige teamwork, tnlst, MNI)CU, And 1)1)01 C1)11111t111mC:1t1o11. Yell-ruin - We commit to efficient, cf'fecr.ive, economical provision of services, We will plan and organize to accom- plish those goals through innovation, excellent service, acid removing barriers. We will seek and retain the best leaders. Integ-t•ity - Vt'e %%-ill he lionest, straightfonvird anti courageous in our actions. We will he fair, ethical and consistent is %ve strive to attain our vision. Outstanding Quality - We will set and maintain high standards. "Ic will provide extraordinary service and require excellence at every level. Future Oriented Decision Making -- We understand that tale tdeclsions lye 111:1ke todav establish the infrastruc- n1re, t]1lality of life, and the direction of our community for filtlre genera- tions. We will make informed decisions by considering the pros and cons, the ramifications, the costs, and the alternatives. The Positiola The City Alan tger is the chief admin- istrati%-e officer of the City, respon- sible to the Aliyor and Commission- ers for all City departmetits with the exception of the City :attorney's Office. The City Manager is an "at will" employee and may be removed by a majority vote of the Mayor and Corrlntissiora. Fle/She his authority and responsibility to: w Appoint department directors, and perform administrative tasks required to maintain executive control of various departluents. w Subunit to the Nfayor and Commissioners the annuai budget and capital program. w Supervise all expenditures ant] purchases elf the City. w See that all laws, provisions of the Charter and acts of the ,Mayor and Commissioners subject to entorcenient by him/filer or by officers under his/her direction are flithfidly executed. w Execute, or cause to execute by his/her designated representatives, all contracts and tither lawful doctunents authorized by the Mayor and Commission. w Perform any other law id duties required of hint/her by the Mayor :rod Colaunission. ¦ Represent the City nth local, state, federal and imcrrla- tiotlal levels irnclutling state and federal legislatures, departutents and other entities. The Candidate Education. Ex•per•ience,S _ills and Knowledge w Possession of a bachelor'% degree in public/business- administration or a related field required; achievement of a mister's or related graduate degree highly desirable. w Significant managerial experience as a City Manager or Assistant City Manager in a full-service city or comity that is similar in Size and characteristics to the City of Clearwater and with similar character and values of the Clearwater conununity: Related non-profit, private sector, and/or military management e.-q)erience also acceptable. w Understanding of the tourism industry. w Experience in labor relations and collective bargaining preferred. w Record of continuing education for self, staff and employees, w Experience in developing strategic planning practices that anticipate the future opportunities, issues, and concerns of the City. w Excellent oral and written communication skills with ability and willingness to communicate openly and in a stmightforwarl manner with the tats Commis- Stan, staff, ernployecs, and the community. rt Capable of dealing with the media and public on an open ant) timely basis. ¦ Intergovernmental relations experience in working with appropriate meal and regional jurisdictions and agencies in a constructive and cooperative 1rlanner. w Be :1 strong leader and have skills maniging in a diverse community. w Economic :uxl downtown development experience. ¦ A skilled nel;ntiator with a successful background in linarlc':, budgeting, and information technology. Management ,StYle_and Personal Traits w I lave a hush energy level and exceptional enthusiasm for mueting the challenges and responsibilities of the City Manager's position, w Bea consensus builder and treat all Commissioners evenhandedly. w Be decisive, supportive, sharing, and a results-oriented nlnnager. .W 0 1 loll !mljordinates a+:countable, yet he trusting and a good delegator, accessible and innovat;ve. ¦ Ile capable of attracting, developing and retaining highly qualified professional staff and projecting positive, wmnplary leadership dualities toward sustaining an empowered, productive senior staff anti employee workforce. X Be a humanistic "people-oriented person," whoi is sincere, pemom hle, patient, and accessible, and ane who can relate with persons and problems involving; a wide variety of human and community needs and concerns. s Exemplify personal characteristics of behavior and leadership, which will set high standards to strive for by staff and employces.. ¦ Be committed to championing the municipal workforce as the City's most important resource. ¦ Believe capacity building within the staff insures success within the municipal organization, ¦ Be visible with the staff and City work force, promot- ing a tearn approach that conrdinams well researched options prior to presentation to the City .Commission. at Project a strong professional imsencc in appearance, actions and personal demeanor, and he a person who can inspire confidence with repard to Ciry policies, programs anti services. tr Possess the highest level of personal integrity and truthfulness, anti he able to deal professionally and in a frequent and timely manner %6th the City Commission, * Ise straightbrward, fair and ethical. w Ile open to a variety of opinions displaying approach- able, diplomatic and energetic skills while providing; creative and visionary leadership. F s.:may "?w`- •?r.y r h•. ? ? ?'" 41 ' • 1 r r t ¦ Be patient with citizens, evenhanded, and loyal to the City Commission. • Be willing to commit a reasonable period of tenure in service to the Citv of Clearwater. Compensation The annual salary and henelit5 for the City illartager arc negotiable depending on the selected candidate's overall qualifications. Reasonable relocation expenties"and :111 cn.ploy- ment agreement will he provided. How To Apply Send resumes or nominations by May 18, 2001 to: Louis J. Fox, Rvgirnutl Director or Shir! Thomas, Senior Consalnint Evectrtivr Reowitment Services" DAIG-NIAlIMUS '438 Centerview Drive, Suite 207 San Antonio, "Tl 7S228 "Telephone: (210) 738-0456 Facsimile: (210) 738-01 76 E-mail: txscarch@dntg.rrtaxittc.com :111': gfi7uRtive ACHMI&JUal OpportanitI-I-I DA !smplo}'rt• Female, Minop ity anal Dirabled Owithlatcr me Styougly Eueoumged to Apply. ALL RESUMES ARE SU73,EG"l' TO DISCLOSURE IN :ICC,ORDANCE H ITH THE. FLORIDA SUNSHINE I.r1Ii% '5'" W"6, 3 WILLIAM B. HORNE II BONNIE RIDLEY KRAFT 1 4 MICHAEL A. MCNEES MICHAEL K. WEST STERLING B. CHEATHAM EDUCATIONAL BACKGROUND Master of Public Administration- 1977, The American University; Washington, D.C. Bachelor of Arts - Political Science -1975 North Carolina Central University; Durham NC SUMMARY OF EXPERIENCE . 1991 to Present City of Norfolk, VA (Population: 231,000) 1993 to Present Assistant City Manager 1991 to 1993 Director of Finance 1987 to 1991 Aiken County, SG (Population: 120,000) Director of Management and Finance 1981 to 1987 City of College Park, MD (Population: 28,000) Director of Administration and Finance 1977 to 1981 City of Greenville SC (Population: 50,000) 1979 to 1981, Assistant toCity Manager 1977 to 1979 Budget Officer 1975 to 1977 Arlington County, VA (Population: 200,000) Administrative Assistant 1974 to 1975 Veterans Administration (Durham, NC) Management Trainee COMPENSATION Mr. Cheatham reports a current annual base salary of $106,000, plus a full benefits . package. Address: 1544 Modoc Avenue Norfolk, VA 23503 Telephone: Home: (757) 480-4725 Work:.. (757).664-4246 CLEARWATER-01-07/01 EVALUATION REPORT SUMMARY STERLING B. CHEATHAM References Contacted Darlene Burcham Paul Riddiek City Manager Council Member (Former Deputy City Manager, City of City of Norfolk, VA Norfolk, VA) ' (757) 855-9010 City of Roanoke, VA (540) 853-2333 Joan Wilson Assistant County Administrator George Cawley Aiken County, SC Assistant Executive Director (803) 6142-2013 Norfolk Redevelopment and Housing " Authority (Former Assistant City Manager, City of Norfolk, .VA) (757) 623-1111 James Oliver Retired (Former City Manager, City of Norfolk, VA) Norfolk, VA (757) 621-795.0 *Mr. Cheatham ha.s asked that we not contact his current supervisor until, a mutual interest has been established. Also, Mr. Cheatham's supervisor from the City of College , Park, MD is deceased. All other'references from the City of College Park have retired, and we are,unable to locate them. Management StvlelPe'rsonal Attributes References characterized Mr. Cheatham as havingibeing: + A participatory manager who does not micro-manage staff; • Able to get along well with other, He is congenial and likable; 1 Respected by subordinate staff; Sterling B: Cheatham ' Evaluation Report Summary Page 2 • A "take-charge" person; Extremely loyal to his supervisors; • Serious about the work he does; • Capable; Politically astute, He understands his role in relation to the City Manager and ' City Council; • Someone who can "wear several hats and get all of the work done";. Objective; Skilled in "digesting large amounts of information and synthesizing'it all into :short, understandable bits"; • Fair;; ' + Someone who has .a good work ethic. He puts in long hours; Integrity and strong moral fabric; Bright; , •' Sensitive to diversity issues; + Excellent interpersonal skills; •. Able to,read an audience. He senses their interest level and adapts his presentations fa' fit the audience; • Someone who follows through. He has a "stick-to-it" attitude;• • A good sense of humor; Sterling B., Chcatharn Evaluation Report Summary Tage 3 Someone who has strong opinions about issues and is not afraid to express his opinions-,' * A change agent. He is not a "status quo'. manager; • A high energy level; • ; -A manager who puts a lot of confidence in his staff and expects them to perform; • Someone who-studies issues thoroughly before acting; and Ambitious. Known Reasons for Prior Job Chan es/R.eason far Interest in the Position According to references, Mr. Cheatham may be interested in the position because-he has expressed the desire to become a City Manager. References stated that Mr. Cheatham left Aiken County when he was recruited to the City ofNorfolk. According to references, he did not agree with the financial policies set by the County Commissioners, and, felt that he could not be effective in his job if he followed the policies they set. It was stated that-the Commissioners wanted to spend all of the County's small budget reserves. According to Mr. Cheatham, prior job changes were for career advancement. Known Weaknesses/Controversies In response to being asked about, possible weaknesses and/or controversies, references stated: • He may come across as not being serious enough when making informal presentations. v "He is perhaps so sensitive to race and diversity issues that he may make those issues bigger than they really: are within a community.'! Sterling B. Cheatham Evaluation Report Summary Page 4 ' • "Early in his career, he was an almost fanatical hard worker. He has since learned to balance his professional life with his'private life.'! r Job Knowled2clRelated Accomplishments References have identified the following as major accomplishments of Mr. Cheatham: • Mr. Cheatham was praised for promoting several major improvements in the, Norfolk finance Department. The Department has taken on a more professional atmosphere, and the City of Norfolk has consistently received the Government Finance Officers' Association annual budget award since Mr. Cheatham streamlined and improved-the budget process. • He has, been involved in a regional cooperation effort in the Norfolk area. Several years ago, the region as a whole went on the Internet together, not just as separate municipalities. This helped to marketthe entire region to potential development, and it has been successful. • In Norfolk, the City was,under a federal court order to transition to a district representation for the City Council, rather than Council Members being elected at- large. Mr. Cheatham was responsible for helping the City make this transition. • While with Aiken County, the County was on the verge of going bankrupt. "Ile was able to keep the County out of the red, even though political pressure from the Commissioners to spend the last of the County's reserves was intense." • Mr. Cheatham was praised for his skills in handling bond issues in Aiken Caunty.• He worked closely with the bond rating agencies, bond counsel and financial consultants. • He was praised for his excellent financial and budgeting skills. • He is a good bridge with the community. He relates well to communitygroups and is sympathetic to their concerns. He is skilled in calming tensions between various community groups. • Mr. Cheatham has an outstanding ability to tie a municipality's finances to the policy priorities. „ City of Clearwater, Fl :. City'Manager Supplemental Information Name: Sterling B. Cheatham Job Title: Assistant City Manager Organization: City of Norfolk, Virginia Population Served: 23I,000 Staff:. ' Total Organization: 4,000 "Total Number you Oversee (Direct and Indirect)., 1,800 Largest Number of Staff „ Overseen (And Where) 1,800 Annual Budget: eratin CAVital Organization: City of Norfolk, VA. Portion for which you are Responsible $600,000,000 $50,000,000 Largest Budget for Which You Have Been Responsible (And Where): Norfolk; Va $6043,000,000 $125,000,000 1. Briefly describe your experience and/or most significant accomplishments in each of the following areas, from any position which you have held, utilizing additional paper as necessary: A. Involvement and oversight of major capital projects in a Jurisd ictio n/munic ipality. I have over 23 years of hands on experience in capital project development, and administration while serving in various capacities in five local governments. This has included many successful projects from the traditional general government projects,,e.g,, ' schools, recreation centers, roads and libraries to the more sophisticated projects, including a convention center, a baseball park, a zoo renovation, a $100,000,000 water treatment plant renovation, a $300,000,00 public/private downtown mall and a science center. My role(s) in these projects has varied and included, project development, project feasibility, project financing and project oversight. For many of these projects, I have also been on the City development team, which has addressed every matter of concern to bring a project from conception to completion. I have worked collaboratively and effectively with a plethora of stakeholders including citizens, the private sector, state and federal agencies, financial institutions, programming interests and key community institutions in making these projects happen. My skills and experience in capital projects and, operating budget matters are extensive. B. A difficult personnel decision you encountered and the positive or negative-results Which occurred. I have had extensive people management opportunities in my career in public ' management. This includes experience in employee selection, counseling, and regrettably, termination. My most difficult decision was'the termination of a personal friend for abuse of county equipment, i.e., the improper use of telephones. This individual, along with another individual, charged significant long distance telephone calls to the County. This conduct continued after an initial counseling. The second offense resulted in termination at my request. The lessons learned were many. The most important one for me is a lesson around values. Values are an important statement of what things are of critical importance in our approach to our work. The more expected values are discussed and shared, the more enabled employees become in their ability to do the work of the organization. Perhaps, not enough time was spent with these individuals on this topic. However, as I have progressed, I am reminded of the critical importance that an organization has clear values that resonate throughout the workforce and the community. 2. Please share your reasons for interest in this position and any barriers to . your accepting the position if it is offered to you. My next career move is to become City Manager for an urban community, like Clearwater, where t can apply my many years of academic training and preparation to help the City achieve it's vision. I have no personal ties to any person in the Clearwater Area. However, I have been quite impressed with what l have learned about the organization and the community. I believe I can contribute heavily to it's future. Aside from the transition to a new'organization and environment, I anticipate no barriers to my accepting the position, once offered, and performing the job in an exemplary manner. Sterling B. Cheatham 1544 Ivlodoc Avenue Norfolk, Virginia 23503 (757) 480-4725 (H) (757) 664-4246 (W) Professional As City Manager, to apply my skills, abilities and experience in helping a Objective: select community achieve its vision. Education: Masters of Public Administration The American University, Washington, D.C. Emphasis: Intergovernmental financing, GPA: 3.8 Bachelor of Arts North Carolina Central University, Durham, N.C. Major: Public Administration Graduated Magna Cum Laude F_xperience:; Assistant City Manager, City of Norfolk, Virginia 1993-present Responsible for policy development in areas of finance, infrastructure economic development, environmental management, legislative and strategic planning. Have overseen daily operations for clusters of departments, including public safety and administrative support departments (approximately 1,800 employees). ' Work collaboratively in policy development with citizens, groups and members of the Council Accomplishments include: active participation in organization change effort; integration of a number of previously separate information systems; and service ' restructurings. 1991-1993 Director of Finance, City of Norfolk, Virginia Managed the financial affairs of the City, including the operating and capital budgets, debt and investment administration, procurement, financial analysis and reporting, and risk management. Accomplishments included: executing a number of creative financings, overseeing major enhancements to financial management system, converting enterprise activities to revenue bond financing, and restructuring the debt management program. 1987-1991 Director of Management and Finance, Aiken County, South Carolina Managed the accounting, budgeting, financial management, human resources and related functions; served as advisor to County Administrator and County Council. Accomplishments included: departmental restructuring, revisions to budgeting process, implementation of new employee wage and benefits plan; and coordinating the development of a new employee personnel ordinance. 1981-1987 Director of Administration and Finance, College Park, Maryland Administered the financial, personnel, treasury, and data processing operations for the City and provided administrative support to City Administrator. Sterling B.-Cheatham ' = Page 2 1979-1951 Assistant to City kanager, City of Greenville, South Carolina I977-I979• Budget Officer, City of Greenville, South Carolina 1975-1977 Administrative Analyst, Arlington County, Virginia 1974 -1975 Management Trainee, Veterans Administration, Durham, North Carolina I Professional International City Management Association- Associations: Virginia Local Government Management Association . American Society for Public Administration Conference of Minority Public. Administrators Relevant . Training : Graduate, University of Virginia Senior Executive Institute (1992) . Harvard John F: Kennedy School of Government, Strategic Computing in the Public Sector (1997) IBM Management College, Executive Information Systcros (1998) Public Policy Deliberation, University of Virginia (1999) I3nteresis: Reading, Golfing and Running Personal: .Married, three children' References: Furnished upon request. ' c ' Fair Good Superfor 'Outstanding 1, Job Preparation'- background, technical knowledge and training O 13 0 i3 appropriate for this level of position; demonstrates understanding of local . and regional service delivery issues 2.1 Leadership Skills -presence and personal style appropriate for this job; 13 . 13 "big picture" viewpoint; collaborative, team-oriented approach; risk-taker; ,innovative; goal-oriented 3. Interpersonal Skills -able to form © o ejective relationships, both inside and Cf outside the.organizatian; persuasive; positive; diplomatic; empathetic; approachable 4. Oral Communication and Reasoning Skills - clear and o effective communicator; presents well- organized,. logical flow'of thoughts and information; strong problem-solving skills 5. Organizational Fit -management 13 C3 ' style and approach compatible with the City of Clearwater, FL and its community; fhrible; creative; strong customer service, team and commu by orientation Greatest Strengths for this Position: Areas of,HesitationlConcern: Do You Recommend this Candidate for Further Consideration? Yes No . WILLIAM $.' HORNE, II .' EDUCATIONAL, BACKGROUND ' . Master of Arts - Political Science ---1982 Auburn University; Montgomery, AL Master of Arts -- Human Resources Management -1976 Pepperdire University; Los Angeles, CA Bachelor of Science -- Chemistry,- 1971 , University of Tulsa; Tulsa, OK SUMMARY OF EXPERIENCE 2000 to Present , City of Clearwater, FL (Population: 101,000) 2000 to Present Interim City Manager 1999 to 2000 Assistant City Manager 1998 to 1999. General Support Services Administrative 1995 to 1995 MacDill Air Force'Base (FL) Director of Manpower, Personnel and Administration 1993 to 1995, Yokota, Air Base (Japan) Commander, 374 Support'Group I 1971 to 1993 United States Air Force COMPENSATION Mr. Horne, II reports a current annual base salary of$1OG,000, plus a full benefits package. Address: 2413 Anthony. Avenue Clearwater, FL 33759 Telepbone: ' Home: ' (717).669-7097 Work: (727) 562-4046 CLEARWATER-01.07101 CITY OF CLEARWATER. FL CITY MANAGER SUPPLENIENTAL INFOILMATION NA11=IE: William B. Horne II JOB TITLE: Interim City Manager ORGANIZATION: City of Clearwater POPULATION SERVED (number): 109,000. REPORT TO (title): Mayor and City Commission CURRENT (OR MOST RECEN'T') ANNUAL BASE SALARY: $100,000 STAFF:, Total Organization: 1,700 Total Number You Oversee (Direct And .Indirect): 1,700 'Largest rVurnber Of Staff" Overseen (And Where): 2,300 Yokota, Air Base, Japan ANNUAL BUDGET: OPERATING CAPITAL Organization: City of Clearwater, Fla S 159,000,000 $96,000,000 Portion Far llrhich You Are Responsible: S 159,000,000 $96,000,000 Largest Budget For- lYlrich You Have Been Responsible (And Wltere): $ 159,000,000 $96,000,000 City of Clearwater, Florida I. Briefly describe your experience and/or most significant accomplishments in each of the following areas, from any position which you have held, utilizing additional paper as necessary.: A. Involvement and oversight of ntajor• capital projects in a jttrisdictiort/rrtttnicipality, (see attached) B. A difficult personnel decision you encountered and the -positive or negative -- results which occurred. (see attached) 2. Please share your reasons for interest in'this position, and any harriers to your accepting the position if it is offered to you. (see attached) CLE ARWATGRFL.•0 ! -V0 I IA. ' Involvement and'oversight of major capital projects in a jurisdiction/municipality.. For the past two years, I have had a management and an oversight role in the following major capital projects as an Assistant City Manager and the Interim City Manager, These projects are scheduled to be completed between 2001-2004. • Memorial Causeway Bridge ($65million estimate) • Main Library (520.2 million) • North Greenwood Recreation and Aquatics Complex ($4 million) • North Greenwood Library ($800,000) • Sand Key Fire Station (S 1.89 million) • North Greenwood Corridor Enhancements and Entry Features ($750,000) • Stevenson Creek Restoration ($6.6 million), • Community'Sports Complex ($22 million) 1B. A difficult personnel derision you encountered and,the - positive or negative -- results which occurred. When I was appointed Assistant City Manager and Interim City Manager, I required all senior managers under my jurisdiction to demonstrate the highest standards of integrity and professionalism. When several (5) of them failed to meet standards, I . obtained their resignations. These unexpected turnovers in the senior management ranks of the staff significantly helped to restore employee and public confidence in the combined Commission/Manager leadership team. I also was surprised by the positive reaction, by the other senior staff, to ridding their ranks of problem performers. As a result of this action, coordination and cooperation have greatly increased across the City. 2. Please share your reasons for interest in this position, and any barriers to your accepting the position if it is offered to you. I enthusiastically seek the permanent position as City Manager because I am completely confident that I am doing an outstanding-job for the citizens of the City of Clearwater. I have a proven track record of public service at both the federal and local level and have a thorough understanding of the very complex issues facing Clearwater today. I have demonstrated the ability to lead our City in the healing process and have established an environment where the council-manager form of government can excel in Clearwater. You have no other applicant who is as committed to this community as a public servant and resident. There are no barriers that would preclude me from accepting this position. William B. Horne II 2413 Anthony Avenue Clearwater, FL 33759 Home (727) 669-7097 whorne cr ciearwater-fl.com Office: (727) 562-4046 ' Summary Highly. ethical, exceptionally motivated and results-oriented City Manager professional with over 30 years of progressive leadership and management experience in dynamic and fast paced environments. Demonstrated ability to lead medium to large organizations that provide customer service in areas generally provided by full service.City governments. Excellent communication, strategic planning, negotiation, consensus building, human relations, interpersonal and organizational skills. Possesses specialized skill in diversity management. Professional Experience' ,.. I, . City of Clearwater , Clearwater, Flonda Interim City Manager, 2000 td Present Appointed by City Commission and serves as Chief Administrative Officer of the City with responsibility for all City departments except the City Attorney's Office. Directly responsible for 1700 employees and accountable for the annual operating and capital budget of $255 million. • Established and maintained cooperative working relationship with City Commission. • Restored a sense of calmness and equilibrium. to a highly stressed'City staff organization. • Significantly unproved employee morale by providing visible leadership and management Characterized by high integrity and fair play at all levels. Developed unpxecedented strong teamwork between senior managers and City departments. Superb consensus builder. Established a very visible and cooperative working relationship with the City Attorney, unseen in the past thxee years. • Produced a 2001 Operating Budget that didn't require an ad valorem tax increase. • Reshaped City staff approach toward Redevelopment and Master Planner resulting in production of two major plans, Beach by Design and our Downtown. Skillfully improved the image of city staff in the media with !teen decision-making charactezied by high integrity, honesty, openness, and professional cooperation. • Effectively worked with City Comnssion to improve public confidence in City government. Public support of City N[anager's'Aice is strongest in three years, City of Clearwater Clearwater, Florida Assistant City Manager 1999-2000 Directly assists the City Manager in the management of the City government staff. Oversaw the ' management of 23 of 27 City departments that provided municipal services to ,'population of over 104,000 City residents. Responsible for an annual operating and capital budget of $185million. • Provided day-to-day management of City staff. • Developed unprecedented teamwork among senior managers and departments. e Filled a leadership vacuum within the City Manager's staff caused by the unexpected ,resignation and non-replacement of Deputy City Manager. • Created internal' staff working groups to address critical short and long-term financial resource and project management. • Produced 2000 operating and capital budget without an ad valorem tax increase., ' City of Clearwater Clearwater, Florida General Support Services Administrator 1998-1999 Responsible for the management of an annual budget of $18 million and a staff of 109 that provided Building and Maintenance, Fleet Maintenance, Radio'Commumcations, and Information Technology support 'to over 1700 customers. • Took charge of dispirited, dysfunctional organizations, General Services and Information Technology and made them more productive. * Significantly improved morale and employee accountability at all levels of the General Services and Information Technology organizations. United States Central Command MacDill Air Force Base, Florida Director of Manpower; Personnel and Administration 1995 to 1998 Equivalent of Director of Human Resources. Led 71 person multi-service organization of military and federal civilian employees providing a range of administrative and personnel management services to over 2,000 customers located in Tampa and 13 countries in the Horn of Africa, Middle East and Southwest Asia. Responsible for annual operation and capital budget of 52.5 million. • Conunended by the Secretary of Defense for planning and executing politically sensitive evacuation operations for over 700 family members from Saudi'Arabia to the'United States and Europe in the aftermath of the 1996 Khoban Tower terrorist bombing. United States Air Force Yokota Air Base, Japan Commander, 374 Support Group .1993 to 1995 ' Equivalent io City,Nlanager of small dry. Directed the activities and provided the leadership to over 2300 employees in five organizations: Information Technology/Communications, Civil Engineering, Human Resource3, Recreation Services, and Law Enforcement/Physical Security. These activities provided community support'to over 14,000 US Government employees and families who lived on the installation arid 2,000 more who lived in the Tokyo, Japan area.. Single handedly turned a troubled, confused group organization of 2300 employees into a model of service and high state of readiness. Yokota Air Base and community recognized as the best in 5`h Air Force.... + Provided leadership to organizations that became best.Civil Engineering and Security Police units in the Pacific •Air Force Command. • Successfully managed $17.7 million in quality of life and $56 million in Japanese facility improvements. Education Air War College Montgomery, Alabama 1993 Auburn University Montgomery, Alabama . Master, Political Science, 1982 Air'Command and Staff College Montgomery, Alabama 1982 Pepperdine University Los' Angeles, California Master, Human Resources Management 1976 University of Tulsa Tulsa, Oldahoma Ba6elor of Science, Chemistry 1971 4 .. ?: . Candidate: Fair Good Superior Outstanding 1. Job Preparation - background, 0 E3 0 [3 ' technical knowledge and training appropriate for this level of position; demonstrates understanding of local and regional service delivery issues 2. Leadership Skills -presence and personal style appropriate for this job; 13 11 "big picture" viewpo in i; collaborative, team-oriented approach; risk-taker.- innovative; goal-oriented 3. Interpersonal Skiffs - able to form 'effective relationships; both inside and 13 outsidc, the organization; persuasive; positive; diplomatic; empathetic; approachable " 4.' Oral Communication and Reasoning Skills - clear and o o effective coMmunicator; presents well- organized, logical flow of thoughts and information; strong problem-solving skills a. Organizational Fit - management 13 13 E3 [3 style and approach compatible with the City of Clearwater, FL and its ; community, flexible, creative; strong customer service, ' team and community oriw datiar Greatest Strengths for this Position: Areas of Hesitation/Conecru: Do You Recommend this Candidate for F urther Consideration? Yes No BONNIE RIDLEY KRAFT EDUCATIONAL, BACKGROUND Bachelor-of Arts w Interdisciplinary Studies -1987 Ivlarylhurst College; Portland, OR ' SUMMARY OF EXPERIENCE ' 1983 to Present* City of Gresham, OR (Population: 90,200)' ' 1992 to Present City Manager 1986 to 1992 Director of Management Services 1983 to 1984 Treasurer 1979 to 1981 'Treasurer * From May 1990 to November 1990, Ms. Kraft served as City Manager Pro Tem for the City of Gresham,' OR. . COMPENSATION Ms. Kraft reports a current annual base salary of $120,000; plus a full benefits package. Address: 39550 Hood Street . Sandy, OR 97055 Telephone: Hohie: (503) 668-6934 Work: (503) 618-2300 ctEnnwATER-o f -a7io i EVALUATION REPORT SUMMARY ' BONNIE RIDLEY KRAFT References Contacted Chuck Recker Gussle MCRobert Mayor Former Mayor . (Former Councilor City of Gresham City of Gresham) Gresham, OR Gresham, OR (503) 665-4800 (503) 618-2306 ' Jack Hanna Councilor City of Greshem Greshem, OR .(503) 618-2675 1'r.. Management Style/Personal Attributes References characterized Ms. Kraft as having/being: ' • A very good, open and fair manager; • A "good working relationship with her staff without turf issues"; • Able to get services distributed evenly; • Able to make the money go far; • Able to pick the best people for positions and train them well which sometimes led to them being hired away by other communities; " •' Good at holding staff accountable without micromanaging them; • Able to meet deadlines; • "Very supportive of her City Council"; • Able to take a complicated situation and distill it down to its elements; Cl FARWATER•29.OWO! Bonnie Ridley Kraft . Evaluatign Report Summary Page 2 5 • Someone who develops plans and sticks with them; • Able to communicate in writing by saying a great deal in a few words; • Able to help small, local businesses grow; + Someone who enjoys working with citizens; • . "Very good at financial planning"; Able to think creatively about financing special projects and working within an imposed tax cap; and, + Someone, who is able to "work harmoniously with the whole community.'.' Known Reason's for Prior Job Changes/Reason forTnterest in the Position According to references, Ms.'Kraft may be interested in the position because, she has spent all of her professional life working for the City of Gresham. Her children are now in college, and she feels free to take on a bigger challenge in a new area., Known Weaknesses/Controversies in response to being asked about possible weaknesses and/or controversies, references stated: • At times Ms. Kraft tries to make too many people happy at the same time, Job Knowledge/Related-Accomplishments References have identified the following as, major accomplishments of Ms. Kraft: • She has been able to serve first as the finance officer, and then as City Manager through an era of very fast growth that had to deal with the complicating factor of : w ?? ? ??? .. CITY O F CLEARWATER,___FL CITY MANAGER ,SURPLEMENTAL INFORMATION NAME: Bonnie Ridley Kraft JOB TITLE:. City Manager ORGANIZATION:.. City-of Gresham, Oregon POPULATION.SERVED (number) : 90,200 REPORT. TO: Mayor and six City CoLincilors,. CURRENT (OR MOST,RECENT) ANNUAL SASE SALARY: '$120,228 STAFF: Total Organization 560 employees ' . Total Number You, Oversee (Direct and'Indirect) : 560 employees Largest Number of Staff Overseen' '(And Where) : 560 employees, Gresham, . 'Oregon- ' ANNUAL BUDGET: OPERATING' S.&J21 TAI, Organization:, $77.2 million $20 million Portion For Which You Are., Responsible $77.2 million r$20 million Larges t Budget For Which . 'You Have Been Responsible (And Where): $77.2 million $55 million Gresham, Oregon,' CITY 4L CLEARWATER.FL CITY MANAGER Sup_pLEMENTAL>INEORMATION 1.. Briefly 'de'scribe' your experience and/or most significant accomplishment in each of the following,areas, from any position which you have held, utilizing additional, paper as necessary: A. Involvement and 'oversight of major capital projects in a j iiri sdi c t.i oh1 mun.i cipal i ty . The City of,Gresham operates three major utilities,-- water, wastewater and storm water. In all my positions with the city, I have been involved in the project management and financing for'major- facilities in'each'of these utilities'. For example, Gresham just completed,a $25'mill.ion expansion of its wastewater,.treatment.plant. In addition, we.have,built several water reservoirs for storage and to better manage our water supply. However,'I was most intitnately.involved with the planning, design and, construction of a new $11.2-million, 85,3BQ square foot City :call office building. 'The city was leasing office space all over the community to house its various functions. The construction of the new building saved the'city millions of dollars over time. in addition, it?br6ught'all'city departments'together.into'one location,'resulting in better service to our citizens. i CITY OF CLEARWATER, 9L CITY MANAGER B 'A difficult personnel decision you e:icoun tered and the - - posi ti ve. or negative - results which occurred. -Nearly two years ago, the-long-time fire chief left the City of Gresham. I recruited for the position and hired a chief from a neighboring jurisdiction. He neglected to inform me that he, had never actually resigned his former.position, but had'only taken a leave of absence. After.,three months at Gresham,' he opted to.go back to his original position. So we recruited,again, this time hiring a chief who stayed only four months before taking another, higher paying job in another location.. Considering that all my department directors are very long term and committed to the city, this was a'difficult situation. Further, it was chaotic for the Fire. Department, which needed a good dose of stability and, leadership at the'.,top. So we recruited-a third time, but"did not manage to come up with any,'acceptable candidates. At that point, I took another-look at exactly what qualities I was searching for in a. fire chief. I then found the person within the city organization,. The problem was that he had no fire background at all. He was currently manager of the,Building Division and before that had been in charge of Economic Devel.opmenc. But he had the skills.;. he was a leader, an excellent communicator, a visionary --'in short, exactly what the Fire Department needed. Expecti.ng,to receive a good biz of resistance from the very-traditional fire department st'aff', I was pleased with the response from both the fire command staff and the union leadership. They had previously worked with the new chief in other capacities and had a great deal of respect for him. Further, they were willing to give him.a chance, as they wanted stability in the department as much as I did. The new chief has been in place now for,six months, and has been fully accepted, by the' department. In fact',. 'the' night I introduced him to council. as the new "Director of Fire and Emergency services", the department presented him with a badge and called him "Chief". 4 3 9ITY OF CLEARWATER.. FL CITY MANAGER SUPPLEMENTAL INFORMATION 2. Please share your reasons for interest in this position, and any barriers. to your accepting the position if it is offered. to you. .INTEREST. I have reviewed the Clearwater Recruitment Profile for the position of City Manager, and I believe that it is a good match fo'r my background and ,experience, for the following reasons. Values.. The stated values of the organization match'up very well to Gresham's values of'Quality, Integrity and Respect. Gresham is a values-oriented organization, and I was impressed to see that Clearwater has, done much of the same work and had similar priorities. as Gresham.` Management Style. I have noted -themanagement style that is important to Clearwater.. I am a consensus! builder, and work well with a wide variety of interests on my council. I am'a high energy person, and am results and performance measurement oriented. In addition,.I am supportive of my staff; in fact, one of the accomplishments of which I am most proud is the high quality of executive and management staff . that I have built and retained at Gresham. Intergovernmental and regional, relations. Similar to Clearwater, Gresham is located in a major metropolitan region, that of Portland. Thus, good working 'relationships are critical to the success of the city as well 'as the region. I have served on a number of task forces at the Portland mayor's request, including one one-democracy, and on the mayor's transition committee. Finance Background. The Recruitment Profile especially emphasized a strong background in finance, budgeting and information technology. Before becoming City Manager nine years ago, I was Management Services Director for Gresham, and before that Finance Director. My accomplishments in those positions are noted in my resume. Represent-the city at local, state, national and international levels. Please see my resume for my professional involvement including President,of 'the national. Government Finance Officers Association, Chair of the International City Management Association (ICMA) Retirement, Corporation Board of Trustees, and member of the Task Force for the ICMA Center for Performance Measurement, ,BARRIERS. I have considered very carefully whether there are any barriers that would prevent me from accepting the City Manager position•of Clearwater. Assuming. that a compensation package could be negotiated, both to the benefit of the City?':of Clearwater and to meet, my own needs,' I do riot believe that any barriers exist. 4. 0 Bonnie Ridley Kraft 39550 Hood Street, Sandy OR 97055 EXPERIENCE: CITY MANAGER CITY OF -GRESHAM, OREGON 1992 TO PRESENT Responsible for-Chief Executive officer duties in the overall management of the fourth largest city in Oregon: Population - 90,200 Annual, operating budget - $77.2 million' Capital budget - $20 million Reserves -$54 million Employees - 560 Accomplishments: When I began working in Gresham, the population was 10,000. By the time became City Manager, it had-grown to 68,000. Now the population is over 90,000 1 have managed growth by targeting specific industries, zoning around quality of life issues, and involving Gresham's citizens in the process. Led Gresham to become a major player in the Portland metropolitan region. Developed,contracts to provide services to other local agencies, including fire, emergency services,-solid waste and recycling, and business assistance. Implemented a'Business Assistance program to recruit target industries, assist existing businesses, and provide for a mix of housing and business. Led a proactive response to statewide tax limiting measures 'so services were minimally impacted while the city's financial stability was maintained. . Developed, good working relationships with three labor unions so that contracts were rolled over rather than negotiated, saving staff time and potential animosity. Developed and implemented a Five Year Management, Plan, a tool to implement Council goals over a five year horizon, using benchmarks and performance measurement standards. E 1 r , A Page 2, Bonnie Ridley Kraft CITY MANAGER ACCOMPLISHMENTS, continued F Provided fiscal management and leadership that has taken the City from severe budgetary problems to a strong financial condition. Developed an inventory of 746 acres of open space and 300 acres of parks. Created and implemented a strategic planning process that resulted in a police investment plan to increase the number of officers over time, to initiate public/private partnerships that resulted in private management of the city's wastewater treatment plant, and implemented a process mapping and improvement program. .. Designed and built a new city hail that brought all city offices together and saved the city millions of dollars over time in lease costs. Developed and implemented a compensation program that moved the City away from an "entitlement mentality for salary adjustments to a pay for performance and market-driven system.. OTHER POSITIONS WITH THE CITY OF GRESHAM Director'of Management Services - 1986 to 1992 Accomplishments: Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting GFOA Award for Distinguished Budget Presentation Upgraded the City's General obligation bond rating to Moodys.Aa3, Standard and Poors AA- Developed investment policies which were used by GFOA nationwide as model policies City.Manager Pro Tern - May 1990 to November 1990 . Finance Director - 1984'to 1986 Treasurer - 1979 to 1981, 1983 to 1984 Page 3, Bonnie Ridley Kraff. EDUCATION B.A., Degree in Management, Marylhurst College, Portland, Oregon PARTIAL LISTING OF PROFESSIONAL ACTIVITIES International City Management Association Retirement Corporation (ICMA-RC) Vice Chair, Board of Trustees. Retirement Corporation has 500,000 participants and assets of $15 billion. Chair of Nominating Committee and Audit Committee International City Management Association (ICMA) -'Member, Center for Performance Measures Steering Committee; past member, ICMA Strategic Planning Committee Oregon ICMA - Member; past Executive Board member Oregon Short Term Fund Board - Governor's appointment to advisory position that oversees the State's investment of local government funds Government Finance Officers Association (GFOA) - GFOA is an organization with 15,000 public finance professional members. Past President; Past Executive Board member; Past Chair of Audit. Commission, Nominating Committee, Cash Management Committee, and International Relations Committee. As President, represented GFOA in Israel, Sweden and South Africa Oregon GFOA - Past President; Past Executive Board member, Past Legislative Committee Chair Governmental Accounting Standards Board (GASB) - Member, Service Efforts and Accomplishments Task Force; past member, Joint Task Force on Investment Accounting Legacy„Mt. Mood Medical Center - Past Vice Chair of Community Board Greater Gresham Area Rotary Club - Past Executive Board member People to People delegation leader - twice delegation leader of finance professionals to Eastern European countries ; : Other - Frequent speaker at professional conferences and seminars; authored several articles, edited several books, and co-authored one book on public finance Fair Good Superior Outstanding 1. , Job Preparation - background, technical Icnowledge and training , ? ? ? appropriate for this level of position; demonstrates understanding'of local ' and regional service delivery issues 2. ,Leadership Skills -presence and o ? © ? personal style appropriate far this jab; "big picture " viewpoint; collaborative; team-oriented approach; risk-taker;. innovative; goal-oriented 3. Interpersonal Skills - able to form . - ' effective relationships, both•inside and 13 © © ? . outside the organization; persuasive; positive; diplomatic; empathetic; approachable 4. Oral Communication and 13 E3 m Reasoning Skills r- clear and E3 effective communicator; presents well- organized, logical flow of thoughts and information; strong problem-'solving skills 5. Organizational Fit- management 13 E3 E3 style and approach compatible with the City of Clearwater, FL and its community; fIecible;creafive; strong customer service, team and community orientation Greatest Strengths for this Position: Areas of Hesitation/Concern: Do You Recommend this Candidate for Further Consideration? Yes No f MICHAEL A. MCNEES, ' EDUCATIONAL BACKGROUND Master of Business Administration.- General Business Administration -1979, Louisiana Tech University; Ruston, LA Bachelor of Arts -- Chemistry -1977 Indiana University; Bloomington, IN SUMMARY OF EXPERIENCE 1984 to Present Collier County, FL (Population: 250,000) Board of Coun y Commissioners 1995 to Present Assistant County Manager . 1994 to 1995 Utilities Administrator 1989 to 1994 .Management and Budget. Director 1986 to 1989 Utilities Finance Director 1984 to, 1986 Administrative Assistant to Utilities Director 1983 to 1984 West Coast Windows, Incorporated (Naples, FL). Comptroller ' I 1980 to 1983 Internoth, Ince-Northern Propane Gas Company (Naples, FL) District Manager 1977 to 1979 Louisiana Tech University (Ruston, LA) Graduate Assistant Track Coach COMPENSATION ' Mr. McNees reports a current annual base salary of $ 119,000, plus a full benefits package. ' Address: 2120 Harbor Lane Naples, FL 34101 Telephone: Home:' (941) 793-7880. Work: (944) 793-7880 CLEARWATER-01-07101 " ! .. - ' ; l r ,. 1 ? f ' 5 r - •.I ; I. ' Wks'. • ______T__ i__ • I'' 1 .}i 1F'- • I ! ` • .. r 1 YI 5 Idl 1 EVALUATION'REPORT SUITE ARY MICHAEL'A. MCNEES References Contacted Neil DorriIl Leo Ochs : President Public Services Administrator Dorrill Management Group Collier County (Former County Manager Naples, FL Collier County, FL) (141) 774-8468 Naples, FL (941) 592-9115 Edward N. Finn Comptroller 'Allen Concrete Pumping • ' (Former Utilities Division Director Collier County, FL) Naples, FL (941) 566-9358 Manap-ement StylelPersonal Attributes References characterized Mr. McNees as having/being: Very capable; • A very analytical style; , Able to "quickly sift through information and get to the heart of the matter"; Able to reach sound conclusions; • A "great ability to determine what is the right thing to do"; • Able to communicate concisely and in simple terms; ' • Good at "problem solving and laying a clear path to follow to solution""; Persuasive;' Michael A. McNees , Evaluation keport Summary Page 2 • A great reputation for being thoughtful and credible; Able to write concise and accurate descriptions; • "Demanding, but fair"; • Evenhanded with colleagues and ''subordinates; • Someone who holds all to high performance standards and accountability; ' Able to "communicate up, down and sideways"; • Able to hire the best people; Budgeting skills, which are his best asset; and • 'Someone who "should be considered a no-risk candidate." Known Reasons for Prior Job Chan es/Reason for Interest in the Position . According to references, Mr. McNees may be interested in the position because he has spent all of his professional life in government working for Collier County, and has moved up through the organization. He has managed nearly all the important Divisions, and understands now that in order to progress in his career, he must "seek a new venue." Kndwn Weaknesses/Controversies In response to being asked about possible weaknesses and/or controversies, references stated: • Some staff members think of him as being too demanding. 1 CLEARWATER-294)WO1 : CITY OF CLEARWATER CITY MANAGER SUPPLEMENTAL INFORMATION NAME: ' Michael A. McNees JOB TITLE: Assistant Coun Manager ORGANIZATION: Collier County, Florida POPULATION SERVED '(number):. 250,000 permanent, 350,000 seasonal REPORT TO (title): County Manager__ CURRENT (OR MOST RECENT) ANNUAL BASE SALARY: $119,000 STAFF: Total Organization: 1400 Total number you oversee 1400 (Direct and Indirect): Largest Number of Staff Overseen (And Where): 1400 - Collier County ANNUAL BUDGET: OPERATING CAPITAL Organization: $429 Million $204 Million :. Portion For Which You Are Responsible: All All Largest Budget For Which You Have Been Responsible (And Where): Above Above 1: Briefly describe your experience and/or most significant accomplishments In each of the following areas: A. Involvement and oversight of major capital projects in'a jurisdiction/municipality; My experience with capital projects has come at many different levels, and I will' give three examples, During my tenure as Utilities Finance Director we constructed more than $100 million worth of,capital facilities. In addition to master planning for these facilities, I was the county's prime contact in the, financing of the projects, as well as directly responsible for contract management from an administrative standpoint, As Utilities Administrator I added R , 1 responsibility for the successful completion of the same type of project, including neighborhood impact management. As Director of Management and Budget and Finance- Committee chair I was responsible for ensuring adequate funding for capital projects In all areas, .annually as much as $200 million plus. Finally, as Assistant County Manager 1 have had responsibility for the overall management of that same capital, construction program, with direct involvement on an as-needed basis in all facets of the program from planning, design and engineering to post-construction dispute resolution. B. A difficult personnel decision you encountered and the - positive or negative - results which occurred: I recently heard the final appeal of an employee whose termination had been recommended by the department head and subsequently upheld by the division administrator.. The employee had developed a very uncooperative, almost combative attitude, marked by clearly unacceptable workplace behaviors. On the other hand, this person had once been a model employee. The difficulty in this situation arose`when it began to appear to me, as I investigated, that much of the problem was in fact a result of poor supervisory oversight. I then had to consider overturning the termination, potentially upsetting three levels of management, and returning the employee to the dysfunctional situation, Ultimately the solution to this problem took two parts. First, i reinstated'the employee, with the condition that she work with our Human Resources Department to find a suitable job within the agency to which to transfer. Secondly, the supervisor whose inaction had been the primary catalyst for the problems was put on a formal corrective and skill-building plan at my direction. The employee was eventually transferred, and told me recently that she is very pleased with her new position, and is in fact a model employee once again. I would like be able to say that I had resolved all difficult employee situations in similarly positive ways, but of course that is not always possible, The lesson, I believe, is to work to understand the situation and the behaviors of the parties before coming to judgment. 2. Please share your reasons for interest In this position, and any barriers to your accepting the position if it Is offered to you. I have prepared for more than 20 years to assume the role of chief executive, and have demonstrated when given-the opportunity that 1 have the necessary skills to be . successful. Yarn a team and service-oriented, enthusiastic leader whose ethics and commitment to the public good are above reproach. I believe these, in a nutshell, are the qualities the City of Clearwater has outlined, These qualities, combined with my coastal Florida experience, make me an ideal candidate for Clearwater. There are no barriers to my acceptance 'of this position if selected, as Michael Alan McNees 2120 Harbor Lane Naples, Florida 34104 (941)'793-7880 McNees466(@aot.com Employment History Board of_CouaLcommissioners?Collier County Ft_ (pop.. 250,000)- 8184 to present • Assistant County Manager/Chief Operating Officer- 9195 to present. . Responsible for all day-to-day operations under Board of County Commissioners (1400 employees, total budget $611 million). Authority on hiring, salary administration and discipline issues. Handle constituent complaints and Commissioner inquiries: Significant public interface including public speaking engagements, Coordination and presentation of large-scale special projects, i.e. . data, information and strategies regarding a local option sales tax referendum. ' Responsible for recommendations to County Commission on all debt-related issues. Serve in absence of Manager. (Current base salary $119,004 annually) Assistant County Manager and Interim County Manager- 1/97 to 6197 and 11!99 to 312000. Appointed to serve under contract during Manager selection processes. Responsible for execution of exceptionally smooth transition periods on two separate occasions. - Assistant Coun Manager & Actin Emer enc ServicesAdministrator - 5199 to 5101 -- Additional responsibility far the overall management of the countywide EMS system, Emergency Management and Helicopter Operations Departments, and two dependent fire control districts, Assistant County Manager & Acting Transportation Administrator - 5100 to 9100. Assigned to organize, staff, and operate the newly formed Transportation Division including Administrator recruitment. • Utilities Administrator- 2194 to 9195. Appointed following forced resignation of Administrator and pending selection of permanent replacement. Senior manager of 200 employee, 75,000 customer water and wastewater utility. Successfully brought order and direction to a division that had gone essentially unmanaged for an extended period of tirne.. Entered into and won a competitive bid with a privatization vendor for operation of the utility. (End salary $60,000) • Management and Budget Director - 10189 to 2194. Overall administration of the County budget ($291 M for FY '94) including policy development. Organizational and productivity analysis, including implementation of a Total Quality Management Program. Served as County'contact with "County Government Productivity Committee", a 13 member board that provided public input on governmental operations. Chairman, County Finance Committee, which made recommendations on all major financial issues. Reported to County Manager. Michael A. McNees - Page 2 Emeoyment History„-- Continued Board of County Commissioners, Collier County FL - continued • Utilities Finance Director -• 4186 to 10189' Capital and operating budget preparation and administration, Coordination with. consulting engineers, legal staff, financial advisors, bond counsel and underwriters. Supervision of billing, customer ? service,- meter reading, MIS and clerical staffs and supervisors. Purchasing and capital project administration. ' 1 r • Administrative Assistant to' Utilities Administrator - 8184 to 8196 Research and presentation of items.to Collier County Commission, staff work related to assessment districts, rates and other administrative work. Comptroller, West Coast Windows, Inc.,_Naples, FL - 4183 to 2184 Responsible for cash management and budgeting, accounts receivable and payable, supervision of office and order-taking, staffs. Start-up of new A/P, AIR systems. $1 M/year gross income. District Manager, Internorth, Inc., (Northern Propane Gas Co.) Naples, FL - 2180 to 4183 Profit center responsibility for propane gas distribution operation. Duties: Supervision of all operations including product delivery and service, budgeting, expense controls, hiring, training, product inventory control, safety programs, maintaining capital equipment and company property; insuring best possible return on company investment. During this time the District's 12 month average ORR rose from 19.0% to 36.26/o on approximately $1 M revenue. Graduate Assistant Track Coach, Louisiana Tech University.- 9177 to 12179 sprinters ' and hurdlers, Sole responsibility for the supervision and training of all 'sprinters' approximately twenty student-athletes. Education • MBA, Management, Louisiana Tech University, Ruston, 1979 • AB, Chemistry, Indiana University, Bloomington, 1977' (Big Ten Track Champion, 1977) '. Michael A. McNees ; Page 3 Professional Communi Activities • Member International City Management Association Member Government Finance Officers Association - Have attended the Advanced Government Finance Institute • Advisory Committee for the Masters Program in Public Administration, Florida Gulf Coast University, President, Naples Players Inc. - One of 10 largest community 'theaters in the U.$. Recently completed successful $6.8 million capital campaign and construction of two-auditorium theater complex. • Former Board . member and 1s` Vice 'President, • Children's. Advisory' Board, Big Brothers/Big Sisters of Colller• • 'Former Member, School Advisory Council, Vineyards Elementary School Former Member Florida Association of Counties Policy Development Committee, Administration and Finance Technical Advisory Committee Served as Associate 'Instructor, Management Principles for, various colleges,' including Edison Community College and Barry University • Volunteer Varsity Assistant Basketball Coach, Lely H.S., Naples, FL - 5 years e 1 , f References. Barbara B. Berry, former Collier County Commission' Chairman Thomas W. Olliff 11690 Quail Village Way Collier County Manager Naples FL 34119 3301 East Tamiami Trail 941-597-2099 Naples FL 34112 941-774-8383 Don Hunter, Collier County Sheriff .3301 East Tamiami Trail Tom Taylor, CEO Naples FL 34112 Hole, Montes and Associates 941-793-9203 Consulting Engineers 715 10'' Street South Jim Carter, Collier County Commission Naples FL 34102 , Current Chairman 941-262-4617 3301 East Tamiami Trail 941-774-8097 Naples FL 34112 City of Clearwater, FL CITY MANAGER INTERVIEW RATING SHEET, July 10, 200 Candidate: . Fair Good Superior Outstanding 1. Job Preparation -- background. technical knowledge and training appropriate for this level ofposition; demonstrates understanding of local and regional service delivery issues 2. Leadership Skills -presence and 13 E3 13 G personal style appropriate for this job; "big picture " viewpoint, collaborative, team-oriented approach; risk-taker, innovative; goal-oriented 3. Interperrsonal Skills - able io form 13 11 C3 0 effective relationships, both inside and. outside the organization; persuasive; Positive; diplomatic; empathetic; approachable 4. Oral Communication and r C, 13 13 Reasoning Skills - clear and effective communicator; presents well- organized, logical flow of thoughts and information; strong problem-solving , skills 5. Organizational Fit - management 13 E3 13 E3 . style and approach compatible with the City of Clearwater, FL and its community, flexible; creative; strong customer service, team and community orientation Greatest Strengths for this Position: t Areas of Hesitation/Concern: Do You Recommend this Candidate for Further Consideration? Yes No MICHAEL K. WEST EDUCATIONAL BACKGROUND ..Master of Public Administration -1977 'Bachelor of Arts •-- Political Science - 1973 University of South Carolina; Columbia, SC SUMMARY OF EXPERIENCE 1990 to Present City of Columbia, SC (Population: 123,000) ' Assistant City Manager 1989 to 1990 Dean Witter Reynolds, Incorporated (Ocula, FL) Account Executive Recruitment 1984 to 1989 ' Waste Management Incorporated. of Florida (Ocala, FL) 1986 to 1989 General Manager 1985 to 1986.' Assistant General Manager 1984 to .1985 Manager of Special Projects 1981 to 1984 City of Fort Lauderdale, FL (Population: 150,000) Senior Management/Budget Analyst 1980 to 1981 County of Florence, SC (Population: 40,000) . Assistant to the County Administrator 1977 to 1980 City of Columbia, SC (Population: 100,000) Management/Budget Analyst COMPENSATION Mr. West reports a current annual base salary of S 101,000, plus a full benefits package. Address: 1118'Henry Curtis Street Columbia, SC 29209 Telephone: Home: (803) 776-2123 Work: (803) 733-8225 CLEAR W ATER-0 ! -07/01 EVALUATION REPORT SUMMARY MICHAEL K. WEST References Contacted Michael Bierman ' Miles Hadley Retired Part Time Administrator (Former City Manager , Town of Belton,'SC City of Columbia). Belton, SC Columbia, SC (803) 338-7773 (803)783-9898 Missy Caughman Assistant to'the City Manager City of Columbia Columbia, SC (803) 733-8255 Management Stvle/Personal Attributes References characterized Mr. West as having being: An open, participatory' style of management; ; • Excellent oral and writing communication skills; Able to lead the City's delegation to the Bond Houses in New York and was largely responsible for the increase in ratings; • Able to create the "best and easiest budgets" in years; • Someone whose staff really enjoys working for him; • .'Able to converse well with citizens, and created and managed the Citizens Response Unit; • . A reputation for,being "completely fair"; • . Able to work with everyone; 4 • Someone whose strongest skills are in budgetizig and financial management; Michael K. West Evaluation ReportSummary . Page 2 • Nery team oriented; • Very intelligent; • Someone who coaches and mentors his staff; • Able to put the right people in charge of projects and assigns 'theright resources; •. Able to be demanding without being overbearing; * Able to work with a Council in turmoil; • Able to be very creative in finding finding sources; and. • Someone who is a hands-off manager that delegates well. Known Reasons for Prior Job Chan es/Reason for Interest in the Position According to references, Mr. West may be interested in the position because he, wants to grow professionally in a new community. He was offered the Manager's position in Columbia, but declined it, Within his family situation, his two children are in college and there is an opportunity to move. Known Weaknesses/Controversies In response to being asked about possible weaknesses and/or controversies, references stated: • Mr. West had to learn to be more patient and recognize that both the product and the process are important. Job Knowlefte/Related Accomplishments References have identif ed the following as major accomplishments of Mr. West: • He was largely responsible for the City's ability to redevelop a warehouse area j downtown into "Congaree Vista", an area of trendy small shops through the creation of three TIF districts. 'The fund balance grew four times over what it had CITY OF CLEARW TER CITY MANAGER SUPPLEMENTAL INFORMATION NAME: Michael K. West • ' JOB TITLE: Assistant City Manager- Administration ORGANIZATION: City of Columbia, SC POPULATION SERVED (number): 123,000 REPORT TO (title): City Manager CURRENT (OR MOST RECENT) ANNUAL BASE SALARY: $101,200 STAFF: :. Total Organization: ' 1850* Total Number You Oversee (Direct And Indirect): .146 Largest Number of Staff Overseen (And Where): 300 729"' Tactical Control Unit, ' , MaeDiil AFB, Tampa, FL ANNUAL BUDGET: OPERATING CAPITAL Organization: $130,000,000 $71,000,000 ' Portion For Which You Are Responsible: $ 17,000,000 ' $64,000,000 Largest Budget For Which You Have Been Responsible (Ind Where): $17,000,000 $75,000,000 City of Columbia, SC 1. Briefly describe your experience and/or most significant accomplishments in each of the following areas, from any position which you have held, utilizing additional paper as necessary: A. Involvement and oversight of major capital projects in a jurisdiction1municipality. For the past 10 years I have served as the Chief Financial Officer for the City of Columbia: In that role I have been directly involved in the planning, development and financing of all major capital programs. This has involved several major street enhancement programs where Federal Transit funds have provided 80% of the funding. The City portion was provided by surplus one time revenues and the creation of a Tax Increment Financing District. One particular project, the Gervais Streetscaping helped transform an old warehouse district into a vibrant art and restaurant district. This area continues to grow and will be home to the new University of South Carolina Arena and the City's Convention Center. I was the chief architect of a financing plan to bring a regional bank headquarters (Carolina First) to downtown Columbia. This involved creating a Tax Increment Financing District to issue taxable debt to provide this office building a parking garage. I negotiated the private placement of these TIF bonds with a local bank. This bank building was completed two years ago and has been a major factor in the revitalization of other buildings in this area of Main Street. Many are now being renovated as downtown apartments utilizing the upper stories for living units and the street level for retail and restaurants. My budget responsibilities included the capital improvement program for the City's Water and Sewer System and the issuance of debt associated with major improvements and expansion of this system. Columbia's utility system serves most of Richland and Lexington counties and we continue to effectively prepare for future growth by implementing capital programs which will insure that the region has adequate water and sewer for the foreseeable future. I have also'worked extensively on the planning and financing associated with the planned convention center in Columbia. This project involves an interlocal agreement with two counties and the levy of a 3% local tourism development fee (hotel tax) to fund the convention center. Construction of the Convention Center is scheduled to begin in mid-2002. It is also my responsibility to monitor the projects and insure that the funding is adequate to complete the various projects. B. A difficult personnel decision you encountered and the - positive or negative - results which occurred. Columbia went through two Finance Directors in six years. When the last director left a reorganization was completed which placed the Finance Department under me. A long term City employee who was the Accounting Administrator was made acting Finance Director.. Everyone felt this employee deserved the chance at the position even though there were some serious concerns related to }people skills. The decision was niade to allow this person to function in the position for six months on a trial basis. The employee has excellent technical skills and is a very dedicated and loyal City employee, After nine months the decision was made to promote this employee to the Director position. The employee has done an exceptional job with the technical aspects of the job. The new Director has worked nights, weekends and holidays to get the job done. However, the people skills have caused excessive turnover in the department and created some morale issues. This promotion. shows the conflict which exists in providing upward mobility for employees who do not have all the skills necessary to take the next step-up. In this case the City failed to provide the necessary training and experience to prepare this person for the promotion, Now I, have to work daily with this person coaching 'interpersonal skills and how 'to effectively deal with 'work related issues. Fortunately we are making progress. But this is happening after much frustration on thepart. of the Finance Director, the employees and other City'staffmembers. 2. Please share your reasons for interest in this position,,and any barriers to your accepting . the position if it is offered to you. My career goal for the past 25 years has been to be a City Manager. For the most part every position that I have held to date has been preparing for this step in my, career. I have a broad range of experience including a management position in the private sector where I was responsible for the profitability of,a work unit. Additionally, I am at a point in my current position where I need a : change; a new challenge. I have a lot of work energy and need a new venue in which to focus,my . efforts. I would like an opportunity to use the. skills I have developed to help move a dynamic organization to the'next level.. Public administration and local government are my passion. I enjoy working with elected officials and the cornmunity helping then achieve theirgoals and objectives. And finally, I am very familiar with the Clearwater area. I was stationed in the Air Force at MacDill AFB in the, early 1970's, have fond memories of the area, and have returned many times in the period since then. Therefore, the area is not, new to me. Careerwise, Clearwater is a major mid-size city in a.major metropolitan area.. I would consider it an' honor to be a part of such a dynamic organization. My last child graduated from high school last, Friday therefore, currently I have no barriers which would keep me' from accepting the right opportunity. I feel the Clearwater position is such an . opportunity. Michael K. West l 118 Henry Curtis Street Home: (803)-776-2123 Columbia, South Carolina 29209 Office: (803)-733-8225 PROFILE, Professional manager with over twenty-five years successful experience. Seventeen years in local gavemment; sixteen in full service municipalities with water/sewer systems. Seven years private sector . experience, including five years in senior management. Proven record in intergovernmental cooperation, organizational development, budgeting, financial and debt management, technology management, and capital' and redevelopment programs. Excellent communications. leadership, human relations, and analytical, skills. Committed to citizen input into local government processes. Excellent comrnutticator and facilitator. Dedicated, hard working, fiscally prudent public administrator with high ethical and work standards who is committed to creating and maintaining quality local communities. SIGNIFICANT ACCOMPLISHMENTS • Improved Columbia's Utility System "bond rating" from Moodys to a AA2 by establishing reserve policy and developing fund management strategy for the.Capital Improvements Program. • Developed financing plans and assisted with redevelopment of the Congaree Vista and Downtown Columbia including the creation of Tax Increment Financing Districts and the issuance of bonds. • Oversaw debt refinancing saving the City of Columbia over $15 million. in interest payments, • Increased Columbia's General Fund reserves from 30/6 to 10% of annual budget. • Established long term technology plan for Columbia which included WAN with fiber network,',an integrated software system, and a centralized IT Department. a. Oversaw the implementation of the City of Columbia-Richland County Joint Fire Service ABz'ecmcnt. Columbia provides and manages fire services for Richland County. • Developed productivity improvement programs (Columbia and Fort Lauderdale) reducing program cost and improving service delivery. Programs elinninated 152 positions and saved over $3.0 mullion in . program cost. • Facilitated the private placement of taxable TIF bonds to provide a parkins garage for a regional bank headquarters in downtown Colombia, • Oversaw the privatization of Fort Lauderdale's vehicle/equipment garage saving.over $1.0 million annually. • Established Columbia's Risk Management Office to oversee the City's self-insured risk and safety progams, EXPERIENCE 1990 to Present City of Columbia, South Carolina Assistant City Manager Administration Manage finance department, municipal court, parking operations, human resources department, public information office, budget and research staff, city clerk, information technology, internal audit, risk: management, support services, capital improvements program and emergency preparedness. Responsible for budget development, financial and debt management. Chief of staff for city manager and act as city manager in his absence. Annual budget $184 million; 1835 emplovees. Assistant City Manager Management Ser'vicei Responsible for budget-development, financial and debt management. Manage budget and research staff', internal auditors, personnel department, public information office, capital improvements program and emergency preparedness. Chief of staff for city manager and act as city manager in his absence M.West Resume Continued 1989 to 1990, Dean Wilier Reynolds, Ina, Ocala, FL Account Executive Financial planning; assisted clients with establishing investment goals and plans. Activities included research, marketing and stiles, developing and conducting seminars, and coordinating sales of out`ide mutual funds for Ocala office. 1984 to 1989 Waste Management lne, of Florida General Manager, American Sanitation, Ocala, FL Managed all aspects of company: operations, sales, maintenance, etc. Responsible for bottom line, community and government relations. Nssistor-t General rAnnagc: , `Vaste Management of Palm Beach. V. Palr1 Beach, F!. General management duties under the direction of the General Manager. Responsibilities included operations, maintenance, public and governmental relations, sales and marketing. Manager of Special Projects, South Florida District, Pompano Beach, FL Management development program i nd worked on special projects under the direction of the South Florida District Manager. 1981 to 1984 City of Fort Lauderdale, FL Senior Management/Budget Analyst (Budget Officer) Directed city-wide budget and management functions including budget preparation, capital improvements program and managertientloperatiom studies. Annual budget 5122 million; 210$ employees. 1980 to 1981, County of Florence, SC Assistant to the County Administrator General administrative duties under County Administrator. Responsibilities included finance, personnel and planning departments. ' 1977 to 1980 City of Columbia, SC Management/Budget Analyst Responsible for annual budget preparation and special projects. General administrative duties, EDUCATION University of South Carolina 1976 to 1977 Masters.Degme - Public Administration (MPA) 1969 to 1973 Bachelor of Arts - Political Science (BA) RELATED EXPERIENCE 1983 to 1984' Florida International University, Miami, FL Adjunct Lecturer Instructor for governmental budgeting and finance course. MILITARY SERVICE United States Air Force 1973 to 1976 Active duty,. Honorable discharge 1969 to 1973 Air Force Reserve Officers Training Program (AFROTC) = University of South Carolina' REFERENCES Available upon request. Fair Good Superior Outstanding 1. Job Preparation -- background, technical knowledge and training M 13 13 appropriate for this level of position; demonstrates understanding of local { and regional service delivery issues ,2. Leadership Skills -presence and . personal style appropriate for this job; 0 13 0 .0 "big picture" viewpoint; collaborative, team-oriented approach; 'risk-taker; innovative: goal-oriented 3. ' Interpersonal Skills -- able to form effective relationships,' both inside and ? ? ? outside the organization; persuasive; positive; diplomatic; empathetic; approachable 4. Oral Communication and 3 E3 13 ? 13 Reasoning Skills,-- clear and effective communicator; presents well- . organized, logical flow of thoughts and information; strongprobleni-solving skills 5. Organizational Fit --- management ? ? ? p style and approach compatible with the City of Clearwater, FL and its community; flexible; creative; strong customer service, team and Community orientation I Greatest Strengths for this Position: Areas of Hesitation/Concern: Do You Recommend this Candidate for Further Consideration?' Yes No