PROGRESS REPORT - CITY MANAGER
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Helping Government Serve The People
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:txIMUS
PROGRESS REPORT
CITY MANAGER
CITY OF CLEARWATER, FL
June 11-12,2001
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Helping Government Serve. The People
COPIES TO:
CmMJiISSION
Jut: c
June 7, 2001
PRESS
CLERK I ATTORNEY
The Honorable Mayor Brian Aungst
and Members of the City Commission
c/oMs. Dina Hyson
Human Resource Manager
City of Clearwater
100 S. Myrtle Avenue
Clearwater, FL 33756
Dear Mayor Aungst and Members of the City Commission:
This progress report contains 15 Resumes, Mini-Resume Summaries and Supplemental
Information, listed in alphabetical order, for the individuals we believe to be leading
candidates for the position of City Manager. There is no Supplemental Information
provided for Mr. Jerry M. Givens due to his being on vacation.
We will be happy to answer any questions you have regarding our work to date and the steps
that will follow. We look forward to your comments as we progress to the interview phase of
the search.
)~
Louis J. Fox
Regional Director
Executive Recruitment Services
5.
Shirl Thomas
Senior Consultant
Executive Recruitment Services
LJF / cl
Enclosure
4438 Centerview Dr., Suite 207 . San Antonio, TX 78228 . 210.738.0456 . Fax: 210.738.0176
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City of Clear\Nater, FL
City Manager
MUS
The Community
Located between the Gulf of Mexico and Tampa Bay,
the City of Clearwater combines dle natural beauty of a
tropical environment wiili safe, affordable, active living
and opportunities for personal and professional prosperity.
From relaxing on the City'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 Ruili Eckerd
Hall and Coachman Park, Clearwater offers a lifestyle for
everyone. No better location can be found which places
more of an emphasis on integrating career, commlmity
and lifestyle ilian ilie City of Clearwater.
Clearwater's quality of life is reflective of ilie people who
live in it. This vital, growing city has an active population
accustomed to high quality programs and resources, and
citizens are active partners
with ilie City through the
Neighborhood Services
Program.
In 1998, with a population
of over 101,000, Clearwater
was the tenth largest city in
Florida, and located within
Pinellas County, dle fourili
fastest growing metropolitan
area in dle nation. Money
Magazine named it the
"safest of all Florida cities."
Issues/
Challenges
· Project/construction management (e.g., new bridge to
Clearwater Beach, and a Main Library).
. Strengthen neighborhoods.
. Build trust wiili dle commUllity ilirough comnllmica-
tions.
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. Maintain dle character of ilie COffil11Wllty wIllIe redeveloping.
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The City Government
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The City of Clearwater operates under a Council/Manager
form of government established in 1926. There are five
members of ilie City Commission including dle Mayor. The
Commission is ilie policy making and legislative body with
all members elected to specific seats at-large. Members
serve iliree-year overlapping terms with a two-term limit.
The Commission appoints ilie City Manager who executes
the laws and administers
the government of the City.
Clearwater is full-service
widl a total of over 1,700 full
time employees, a FY 00/01
operating budget of$158 mil-
lion and a capital improve-
ment budget of $96 million.
The City also operates a gas
distribution system and has
no general obligation debt.
While Florida is a "right
to work" state, five wlions
represent approximately
80% of Clearwater's
employees. The average
tenure for a City employee
is 10 years.
The City of Clearwater government provides ilie municipal
services and infrastructure necessary for a high quality of
life for all citizens. This includes departments such as
Police, Fire, Public Works, Parks and Recreation, Planning
and Development, Finance, Human Resources, Customer
Service, Solid Waste/Recycling, Library, and others.
. Incorporate focus of newly elected City Commissioners
(3 new members elected March 13, 2001).
. Redevelop downtown.
. Continue beach-front development.
. Find common ground for diverse Community interest
groups.
. Continue infrastructure development and rehabilitation.
. Create a joint venture for a new professional baseball
stadium among ilie City, County, State and Philadelphia
Phillies.
. Enhance the financial condition of the City.
. Create a proactive economic development paili.
. Tie budget process to performance.
. Develop uniform departmental polices and procedures.
. Need to develop a comprehensive information technol-
ogy system.
City of Clearwater Values
In 1997, dle City Commission and City Management team
embarked upon a reorganization effort in order to achieve a
more empowered, inspired and productive workforce. The
core values that arose from this effort are still a vital part of
ilie City's culture today and are focused on the following
five priority areas:
Caring - We will act in ways that promote a thriving
community and citizenry. We will demonstrate concern and
respect for our citizens and employees by being attentive to
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The Candidate
all sides of an issue. We will encourage teamwork, trust,
respect, and open communication.
Well-run - We commit to efficient, effective, economical
provision of services. We will plan and organize to accom-
plish those goals through innovation, excellent service, and
removing barriers. We will seek and retain the best leaders.
Integrity - We will be honest, straightforward and
courageous in our actions. We will be fair, ethical and
consistent as we strive to attain our vision.
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Education, Experience, Skills
and Knowledge
. Possession of a bachelor's degree in public/business
administration or a related field required; achievement
of a master's or related graduate degree highly desirable.
. Significant managerial experience as a City Manager or
Assistant City Manager in a full.-service city or county d1at
is similar in size and characteristics to d1e City of
Clearwater and wid1 similar character and values of the
Clearwater conununity. Related non-profit, private sector,
and/or military management experience also acceptable.
. Understanding of d1e tourism
industry.
. Experience in labor relations and
collective bargaining preferred.
. Record of continuing education
for self, staff and employees.
. Experience in developing strategic
planning practices d1at anticipate
the future opportunities, issues,
and concerns of the City.
. Excellent oral and written
communication skills with ability
and willingness to communicate
openly and in a straightforward
manner wid1 the City Commis-
sion, staff, employees, and the
community.
. Capable of dealing wid1 the media
and public on an open and timely
basis.
. Intergovernmental relations experience in working wid1
appropriate local and regional jurisdictions and agencies
in a constructive and cooperative manner.
. Be a strong leader and have skills managing in a diverse
community.
. Economic and downtown development experience.
. A skilled negotiator with a successful background in
finance, budgeting, and information technology.
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Outstanding Quality - We will set and maintain high
standards. We will provide extraordinary service and
require excellence at every level.
l<uture Oriented Decision Making-
vVe understand that the decisions we
make today establish the infrastruc-
ture, quality of life, and the direction
of our community for future genera-
tions. We will make informed
decisions by considering the pros and
cons, the ramifications, the costs, and
the alternatives.
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The Position
The City Manager is the chief admin-
istrative officer of the City, respon-
sible to the Mayor and Commission-
ers for all City departments 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
Commission. He/She has authority
and responsibility to:
. Appoint department directors, and
perform administrative tasks required to maintain
executive control of various departments.
. Submit to the Mayor and Commissioners d1e annual
budget and capital program.
. Supervise all expenditures and purchases of the City.
. See that all laws, provisions of the Charter and acts of
the Mayor and Commissioners subject to enforcement
by him/her or by officers under his/her direction are
faithfully executed.
. Execute, or cause to execute by his/her designated
representatives, all contracts and other lawful documents
authorized by d1e Mayor and Commission.
. Perform any other lawful duties required of him/her by
the Mayor and Commission.
. Represent the City on local, state, federal and interna-
tionallevels including state and federal legislatures,
departments and other entities.
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Management St~vle and Personal Traits
. Have a high energy level and exceptional enthusiasm for
meeting the challenges and responsibilities of d1e City
Manager's position.
. Be a consensus builder and treat all Commissioners
evenhandedly.
. Be decisive, supportive, sharing, and a results-oriented
manager.
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. Hold subordinates accountable, yet be trusting and
a good delegator, accessible and innovative.
. Be capable of attracting, developing and retaining
highly qualified professional staff and projecting
positive, exemplary leadership qualities toward
sustaining an empowered, productive senior staff
and employee workforce.
. Be a humanistic "people-oriented person," who is
sincere, personable, patient, and accessible, and one
who can relate with persons and problems involving
a wide variety of human and community needs and
concerns.
. Exemplify personal characteristics of behavior and
leadership, which will set high standards to strive for
by staff and employees.
. 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 team approach that coordinates well researched
options prior to presentation to the City Commission.
. Project a strong professional presence in appearance,
actions and personal demeanor, and be a person who
can inspire confidence with regard to City policies,
programs and services.
. Possess the highest level of personal integrity and
truthfulness, and be able to deal professionally and in a
frequent and timely manner with the City Commission.
. Be straightforward, fair and ethical.
II Be open to a variety of opinions displaying approach-
able, diplomatic and energetic skills while providing
creative and visionary leadership.
. Be patient with citizens, evenhanded, and loyal to the
City Commission.
. Be willing to commit a reasonable period of tenure in
service to the City of Clearwater.
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Compensation
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The annual salary and benefits for the City Manager are
negotiable depending on the selected candidate's overall
qualifications. Reasonable relocation expenses and an employ-
ment agreement will be provided.
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How To Apply
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Send resumes or nominations by May 18, 2001 to:
Louis J . Fox, Regional Director or
Shirl Thomas, Seni01' Consultant
Executive Recruitment Services
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DMG-MAXIMUS
4438 Centerview Drive, Suite 207
San Antonio, TX 78228
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Telephone:
Facsimile:
E-mail:
(210) 738-0456
(210) 738-0176
txsearch@dmg.maxinc.com
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An Affirmative Action/Equal Opportunity/ADA Employer
Female, Minority and Disabled Candidates are Strongly
Encouraged to Apply.
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ALL RESUMES ARE SUBJECT TO DISCLOSURE IN
ACCORDANCE WITH THE FLORIDA SUNSHINE LArv.
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1 PAUL G. BEECHER
2 BARRY A. BURTON
3 STERLING B. CHEATHAM
4 STEPHEN W. DAIGNAULT
5 JERRY M. GIVENS
6 WILLIAM B. HORNE, II
7 BONNIE RIDLEY KRAFT
8 MICHAEL A. MCNEES
9 WILLIAM P. MITCHELL
10 ROBERT M. MURPHY
11 ROBERT S. NOE, JR.
12 RONALD L. PAYNE
13 HECTOR A. RIVERA
14 ROBERT STOCKWELL
15 MICHAEL K. WEST
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PAUL G. BEECHER
EDUCATIONAL BACKGROUND
Master of Public Administration - 1975
Southern Methodist University; Dallas, TX
Bachelor of Arts - Political Science - 1972
State University of New York; Geneseo, NY
SUMMARY OF EXPERIENCE
1992 to Present
City of Dover, NH (Population: 27,000)
City Manager
1985 to 1991
City of Kansas City, MO (Population: 450,000)
Assistant City Manager
1977 to 1985
City of Excelsior Springs, MO (Population: 13,000)
City Manager
1976 to 1977
City of Slater, MO (Population: 4,000)
City Manager
1975
City of Richardson, TX (Population: 100,000)
Administrative Assistant
COMPENSATION
Mr. Beecher reports a current annual base salary of $ 105,000, plus a full benefits
package.
Address:
8 Beech Road
Dover, NH 03820
Telephone:
Home:
Work:
(603) 742-0445
(603) 743-6023
CLEARWATER-OI-05/01
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CITY OF CLEARW ATER. FL CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME: Paul G. Beecher
JOB TITLE: City Manager
ORGANIZATION: City of Dover
POPULATION SERVED (number):
27,500
REPORT TO (title):
City Council
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CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY:
$105,000
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ST AFF:
Total Organization: 300
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Total Number You Oversee
(Direct And Indirect) :
300
Largest Number Of Staff
Overseen (And Where):
3,000; Kansas City, Missouri
OPERATING
ANNUAL BUDGET:
Organization:
H"g, 97~3Cft.f
J 3.8, 97'i,3CJL/
Portion For Which You Are Responsible:
Largest Budget For Which You Have . fG 00
j '^fI).s"^S c.(ty .!D 500,000, 0 .
Been Responsible (And Where): '< n n .
CAPITAL
J
~/ DOO,ODO
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II~I/ 000,000
1I 500 000 J 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:
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A. Involvement and oversight of major capital projects in a jurisdiction/municipality.
B. A difficult personnel decision you encountered and the -positive or negative -results
which occurred
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2. Please share your reasons for interest in this position, and any barriers to your
accepting the position if it is offered to you.
CLEAR w A TERFlAlI-410 I
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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
jurisdiction/municipality.
As an Assistant City Manager in Kansas City, Missouri, I was responsible for
spear heading a $1 billion capital improvements campaign, the majority of which
was ultimately approved by the voters. Upon startup, the departments that
reported to me were responsible for over $500 million worth of projects,
including a joint city, county project for the rehabilitation of the Jackson County
Sports Complex which houses both Kaufmann and Arrowhead Stadiums. Some
of the other projects included the addition of over 100,000 sq. ft. to the City's
Convention Center, the construction of a new American Royal Arena and major
upgrades to Kemper Arena
In Dover, I m currently overseeing the construction of a new public works
complex, a new ice arena and several major street and drainage projects.
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 am seeking the position of City Manager of Clearwater because I believe I have
the management skills and relevant experience to become a valuable member of
the organization and the community. I have successfully dealt with the issues and
challenges facing Clearwater throughout my career. I have an inclusive style of
management and encourage participation in the decision making process from
both within and without the organization.
I see no barriers to my accepting the position if offered.
Paul G. Beecher
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PAUL G. BEECHER
8 Beech Road
Professional Profile
Dover. New Hamoshire 03820
(603) 742-0445
M.P.A. graduate with a record of success as a city manager in both large and small cities. Creative problem
solver with the ability to work with elected officials, citizens and employees to improve the quality of life
in the community.
. MANAGEMENT - Hands on manager with highly developed negotiating skills and experience cultivating
relationships between diverse employee and public groups, proven leadership abilities.
. FINANCE-Strong financial manager with proven su<:cess in establishing [mancial stability in all the cities
that I have worked. Developed alternative strategies for financing city services. Developed long-term capital
improvements programs and financing methods other than property taxes.
. ECONOMIC DEVELOPMENT-Developed city owned industrial parks and created business assistance
programs to assist and retain long-term community businesses.
. SERVICES-Strong commitment to providing quality customer services through continually developing a
quality work force.
Experience
City of Dover, New Hampshire 1992-Present
aTY MANAGER
The City of Dover, with a population of 27,000 has 300 employees and an annual budget of $62 million.
Significant accomplishments include: Redeveloped budget and received city's' first GFOA recognition;
Developed city owned industrial park which has had the most growth in the State the last two years;
Developed Dovernet, a network connecting city facilities, schools and libraries to the internet, this project
Has received national recognition; Received Livable City award from US Conference of Mayors for
Innovative policing program; Developed and implemented a customer oriented Quality Service program;
Developed and implemented five year financial and capital program designed to reduce expenditmes and
Stabilize tax rate; Reduced number of departments and employees through consolidation; Developed
Collaborative bargaining with city's eight unions; Developed Business Assistance Center to work with new
And existing businesses; Developed wetlands protection and growth control policies; Closing Super Fund
Site with innovative technology; Developed States first bag and tag, recycling program; Received
Recognition from Josiah Bartlett Center for innovative process that includes citizens in budget development.
City of Kansas City, Missouri 1985-1991
ASSISTANT CITY MANAGER
The City of Kansas City, with a population of 450,000, has a budget of$750 million and 4,600 employees.
Served at different times as Director of Administration and Director of Special Facilities, as well as
Supervising all the operating departments on a daiIy basis. Served as acting city manager in the
Manager's absence.
Accomplishments include: Working with Mayor's Citizen Advisory Committee for Capital bnprovements,
Developed largest bond program ever approved by voters totaling over $1 billion; Chaired the Mayor's Task
Foree on Toxic and Hazardous Waste and implemented recommendation to develop a Hazmat team:
Created Information Systems Policy Committee to develop a business plan for city's data processing systems;
Developed city's first computer aided dispatch system; Initiated city's first Quality Service program;
Designed a more entrepreneurial approach to doing business in the city's convention center and arenas, this
Led to getting operations in the black.
City of Excelsior Springs, Missowi 1977-1985
OTY MANAGER
Excelsior Springs is a community of about 13,000 and employees 100 people with an annual operating
Budget in excess of $5 million. Major goals accomplished include: The establishment of an Industrial
Development Authority which issued over $12.5 million in bonds for development; revitalizing the Central
Business District utilizing public-private financing; Passed first transportation sales tax in State for
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Infrastructure improvements; Constructed new city hospital and convalescent center.
Additional accomplishments include the initiation of a cooperative commuter bus system between
Excelsior Springs, Liberty and Kansas City; with other area managers created an area wide insurance trust
for both health and liability coverage. Operated City owned Pepsi Cola bottling plant. Initiated full time
Fire and ambulance services.
Received Citizen of the Year award from the Chamber of Commerce in 1985.
City of Slater, Missouri 1976-1977
CITY MANAGER
Slater is a community of 4,000 and an annual operating budget of over $2 million. The City provides a full
Range of municipal services including electricity. Significant accomplishments include upgrading all
Systems from manual to computer; received and implemented city's first CDBG program; Initiated full time
Ambulance service; Constructed new sewage treatment plant and upgraded water and electrical distribution
Systems.
City of Richardson, Texas 1975
ADMINISTRATIVE ASSISTANT
Richardson is a suburb of Dallas with a population of 100,000. Responsibilities included coordination of
Public information; airport development and property acquisition projects; Analysis and redesign of refuse
Collection system and implementation of a computerized utility billing and accounting system.
Education
B.A. Political Science - State University of New York at Geneseo, New York 1972
M.P.A. - Southern Methodist University, Dallas, Texas 1975
ProCessional Activities
· International City Management Association
. Past President, Missouri City Management Association
. New Hampshire Municipal Management Association
· New Hampshire Municipal Association Executive Board, President-elect
· New Hampshire Health Insurance Trust Board
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BARRY A. BURTON
EDUCATIONAL BACKGROUND
Master of Public Administration - 1995
Northern Kentucky University; Highland Heights, KY
Bachelor of Science - Urban Administration - 1987
University of Cincinnati; Cincinnati, OH
SUMMARY OF EXPERIENCE
1998 to Present
Franklin County, OH (Population: 1,063,000)
Deputy County Administrator
1996 to 1998
Allegheny County, MD (Population: 75,600)
County Administrator
1988 to 1996
1992 to 1996
1988 to 1992
Hamilton County, MD (Population: 866,230)
Director of Department of Environmental Services
Budget Analyst, Office of Budget & Research
COMPENSATION
Mr. Burton reports a current annual base salary of $ 110,400, plus a full benefits package.
Address:
6328 Conleth Circle
Dublin, OR 43017
Telephone:
Home: (614) 766-9801
Work: (614) 462-5530
CLEARW A TER-OI-05/01
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CITY OF CLEARWATER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
Barry Burton
JOB TITLE:
Deputy County Administrator
ORGANIZATION:
Franklin County, Ohio
POPULATION SERVED (number):
1,063,000
REPORT TO (title):
Guy Worley - County Administrator
CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY:
$110,400
STAFF:
Total Organization:
6.900
Total Number You Oversee
(Direct And Indirect):
1,300
Largest Number Of Staff
Overseen (And Where):
SamE'
ANNUAL BUDGET:
OPERATING CAPITAL
Organization:
$, , R;' J j on $ , 83M j 11 ion
Portion For Which You Are Responsible:
$ 400 Hillion $ 95 Hillion
Largest Budget For Which You Have
Been Responsible (And Where):
$ same as abov~
250 H (Ham Co)
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 jurisdiction/municipality.
B. A difficult personnel decision you encountered and the - positive or negative - results
which occurred.
2. Please share your reasons for interest in this position, and any barriers to your
accepting the position if it is offered to you.
CLEARWATERFL-OI-4/01
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To:
Clearwater City Manager Selection Committee
From:
Subject:
Barry A. Burton 1~d/l7
Supplemental Information Request
Date:
May 18,2001
Thank you for the opportunity to respond to your request for supplemental
information. Prior to answering your questions, please allow me to say that I know
Clearwater is in an exciting time. The City Manager will undoubtedly playa key role
in assisting the Mayor, Board of Commissioners and all community leaders to
improve the quality of life for the entire region. I will work tirelessly to be a catalyst
for this continuous improvement process. Below I have listed the questions with my
corresponding response. I look forward to working with you in the years to come.
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 m a
jurisdiction/municipality.
Throughout my career I have managed capital projects and capital
improvement programs. As a budget analyst in Hamilton County I
reviewed and submitted recommendations on all sewer projects. I also
conducted performance monitoring and managed the legislative approval
process. As Director of Environmental Services in Hamilton County, I
managed a 5-year, 250 million dollars capital improvement program.
When appointed Director, the sewer division had publicly proposed a 1.1
billion dollar capital plan to comply with the 1990 Clean Water Act with
rate increases projected at 18% annually to implement. The Board of
Commissioners and I formed a technical advisory committee, conducted a
peer review/value engineering study (hiring key experts to analyze
alternative technologies), and simultaneously worked with planners and
developers to incorporate growth expectations and eIiminate segments
dependent on aeration and septic systems. The result was a 400 million
dollar (separate from the 250 million ongoing capital needs) proposal
phased in over 20 years. The plan utilized the newest technology,
allocated funding for research and development, and addressed both
environmental and growth considerations. The plan was affordable,
responsible, and doable.
As County Administrator in Allegany County, I prepared their first five-
year capital improvement plan. I also commissioned their first debt
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afIordability study and developed fiscal policies to guide policy decisions.
The total plan was 122 million dollars and included facility upgrades,
sewer and water improvements, construction of a new jail, renovation of
the county courthouse, redevelopment of an old industrial brownfield site
into a new business park, and improvements to revitalize a pedestrian mall
in downtown Cumberland in partnership with the city.
Finally, in Franklin County I am part of a team implementing a
countywide space allocation/improvement plan. The plan involves the
complete renovation of a historic structure in a protected district, and
space renovations in three other buildings. The analysis included
reviewing workflows, standardizing workspace design, and projecting
future growth requirements. The total project involved over 500,000 sq.
ft. of office space and a budget of 31 million dollars. Our total capital
budget for 2001 exceeds 95 million dollars.
b. A difficult personnel decision you encountered and the - positive of
negative - results, which occurred.
There are a number of situations I could cite as examples. One of the most
recent however may also illustrate my management style and the way I
work with people in difficult situations.
When I began in Franklin County I assumed responsibility for
approximately 12 of the departments and the County Administrator the
other 12. One of his departments was the purchasing department. The
department had a poor image throughout the county and community as
buracratic and not very customer focused. The County Administrator and
the Board of Commissioners asked me to assume responsibility for this
department and "make changes".
After I gained a basic understanding of their operation I facilitated the
development of goals and objectives with the department. Through this
process I learned what they viewed as their strengths and weaknesses,
helped them focus on areas I knew needed improvement, and helped the
Director engage the staff in setting a direction for the department. The
goals were ambitious but achievable in part because due to staff support.
For six months I worked directly with the director and staff on achieving
the goals established by the department. It increasingly became clear that
the Director did not have the leadership skills necessary to manage the
department. I finally asked for her resignation. The reason it was difficult
is because she worked hard. It is easier to let someone go if they do
something wrong. In her case, I had to be sure that she had the resources
available to do the job, support from her staff, and that I had provided the
support needed for her to be successfu1. In the end, results are what we
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must produce and I was convinced she would not be capable
independently to turn the department around. I promoted the assistant
director and the department made significant, immediate improvements
because of the strategic planning we had already completed.
I work with my departments and their staff to develop business plans that
are goal oriented, time specific and achievable. It is my responsibility to
coach and develop my staff and provide the resource needed for them to
be successful. If they are not capable of providing the leadership needed
to inspire staff to achieve results, I believe you need to make a change.
2.
Please share your reasons for interest in this position, and any barriers to your
accepting the position if it is offered to you.
The reason for my interest in the position is to be a manager again. As
outlined in my resume, I have served as a budget analyst, department head,
county administrator of a small, rural county, and now as the deputy county
administrator in a very large urban government. I have built a strong
foundation to assume such a key leadership position and would welcome the
opportunity to be the Clearwater City Manager.
My family and I have discussed the possibility of moving one :final time while
my children are in school if the right opportunity presented itself. We have
looked into the Clearwater area and received excellent feedback on the
community and schools. I will accept the position if offered.
Once again, thank you for your consideration. I hope that my experience will
serve to help guide Clearwater through this exciting time and into the future.
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BARRY A. BURTON
BUSINESS ADDRESS:
373 South High Street, 26th Floor
Columbus, Ohio 43215
(614) 462-5530
E-mail - Baburton@co.franklin.oh.us
HOME ADDRESS:
6328 Conleth Circle
Dublin, Ohio 43017
(614) 766-9801
EDUCATION:
Northern Kentucky University; Highland Heights, Kentucky
Masters of Public Administration
University of Cincinnati; Cincinnati, Ohio
Bachelor of Science, Urban Administration
PROFESSIONAL ASSOCIATIONS:
National Association of Counties
County Commissioners Association of Ohio
Ohio County Administrators Association
International City/County Management Association
Ohio City Managers Association
WORK EXPERIENCE:
June J.998 -
Present
FRANKLIN COUNTY, OHIO
2000 Population in Franklin County
FY 2000 Operating Budget
FY 2000 General Fund
1,063,000
$J.,036,07J.,4J.6
$262,677,288
Deputy County Administrator:
Serve as the County Administrator in the Administrators absence and
responsible for assisting the Administrator in overseeing daily operations of
Franklin County government; develop, coordinate, and implement policies of the
Board of Commissioners; coordinate county operations for 12 Board of
Commissioner agencies, eight independent office holders, four separate court
agencies, and more than 30 separate Boards and Commissions. Primary areas of
focus include Development, Economic Development, Justice Programs, Public
Works, Planning, Human Resources, Purchasing, Risk Management, Budgeting,
CDBG/HOME Programs, and environmental issues. Also responsible for all labor
negotiations, development and implementation of the Commissioners' "Managing
For Results" initiative including strategic planning, business planning, and
the performance based budgeting process. I also serve as a member of the Mid
Ohio Regional Planning Commission.
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Key Results:
Assumed primary staff control for developing regional growth strategies,
managing associated advisory committees, and formulating policy
recommendations. As a result, we have promulgated new rules and
regulations emphasizing regional growth concepts.
Lead planning processes to improve policy development of Community and
Economic Development activities.
Implementing a "Managing For Results" program for Franklin County
government. We recently completed the strategic planning phase of the
process and are developing business plans within the departments.
Negotiated pay for performance into four of five collective bargaining
agreements. Enhanced non-bargaining evaluation processes.
Developed and oversee the regional Criminal Justice Planning Committee
and Juvenile Justice Advisory Committee.
Project leader on: Sheriff's Staffing Analysis; Creation of the Franklin
County Planning Commission; and reorganization/cost reduction plan for
services with the Mid Ohio Regional Planning Commission.
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March 1996 -
June 1998
ALLEGANY COUNTY, MARYLAND
1990 Population in Allegany County
FY 1998 Operating Budget
FY 1998 General Fund Budget
75,600
$104,588,250
$49,919,490
County Administrator:
Responsible for the general operation and day-to-day activities of Allegany
County Government, a code home-rule county in western Maryland.
Responsibilities included supervision and policy implementation of 12 county
departments including Public Works, Finance, Animal Control, Planning,
Economic Development, Nursing Home, Community Development, Personnel, Transit,
Tourism, Permits and Compliance, and Emergency Management. Also responsible
for providing coordination and assistance to a three member Board of
Commissioners, five independent boards and commissions, and nine quasi-
governmental agencies. Duties included county financial management
activities, contract negotiations and administration of five bargaining units,
capital projects planning and management, and other administrative functions
as required. Also responsible for development of the operating and capital
budget, county strategic planning efforts, countywide economic development
activities, management of three county-owned industrial parks, county tourism
bureau, and oversight of the county subsidized airport commission activities.
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Key Results:
Reduced the income tax rate two consecutive years. This was the first
time the higher "temporary" tax rate was reduced since implemented eight
years prior and was a Board priority previously unfulfilled.
"Hands -on" management of Economic Development acti vi ties resulted in
redevelopment of a Brownfield site, successful negotiations to retain
current business interest, and progress toward diversifying our
employment base from a historically industrial emphasis.
Partnered with the City of Cumberland on a downtown pedestrian mall
redevelopment project.
Developed an outcome based budgeting system for County government to
increase accountability, align budgets with objectives and provide a
system for continuous improvement.
Coordinated development of a county strategic plan using facilitated
community focus groups, internal staff sessions, and public meetings.
Coordinated recovery of two federally declared disasters (floods).
Allegany County was named as one of the first seven communities
nationally to participate in the Federal Emergency Management's Disaster
Resistant Communities program (Project Impact)
Successfully privatized the management and operation of the County
Nursing Home. It traditionally relied on the general fund for subsidy.
Privatization without reducing any current staff balanced their budget.
Represented Allegany County during legislative sessions and successfully
lobbied for changes to several key legislative bills.
Revised our comprehensive plan to manage long-term growth patterns and
implement "Smart Growth" concepts.
Through a Land Development committee, improved our regulatory processes,
eliminated duplication, automated functions, increased outreach, and
simplified the process for compliance.
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September 1988 - March 1996
HAMILTON COUNTY, OHIO (Cincinnati)
December '92 -
March '96
DEPARTMENT OF ENVIRONMENTAL SERVICES
1990 Population in H~ilton County 866,228
1990 Population in the four county region 1,418,661
1995 Operating Budget $8,192,340 (EXCluding Sewers)
1995 Sewer District Budget $93,639,360 (Contract Mgt.)
1995 Sewer District 5 year Capital Budget $254,420,680
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Director:
Responsibilities include the general management and administration of a
department comprised of three environmental programs organized into five
divisions including Solid Waste Management, Air Quality Management (a four
county region), Water Quality Management, Operations, and Public Affairs.
Responsible for the development of policy recommendations and implementation
of long-term strategic plans for all environmental programs; implementation of
all personnel policies and procedures; capital improvement planning;
development and implementation of a comprehensive Solid Waste Management Plan;
and participation on transportation planning boards. Also, responsible for
coordinating all services with 36 cities, 12 townships, and all state and
federal agencies. The sewer division was a countywide system by contract with
each city and township. Also responsible for managing day-to-day operations,
grant programs, operating and capital budgets, and responsible for advising
the Commissioners on environmental legislation.
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Key Results:
Coordinated development of an infrastructure improvement plan to be
aligned with the county comprehensive plan for future development while
addressing immediate environmental concerns.
Worked with the employees to develop strategic goals, core values, and a
1S-point plan for continuous improvement. In three years we reduced
staff turnover from 19% to less than 6%.
Successfully lobbied the state legislature to provide more local control
on meeting federal clean air mandates.
Developed the Metropolitan Sewer District policy and technical advisory
committees. The results of the two committees were numerous including an
MSD Enforcement Response Plan and a Peer Review study on capital needs.
Implemented an enhanced complaint investigation program to improve
responsiveness to citizen concerns.
Earned approval of the Solid Waste Management plan from local
jurisdiction representing 97.6% of the county population.
Lead the Strategic Planning process for the department involving
employees, local business interest, environmental interest, and elected
and appointed boards and commissions.
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September 1988 -
December 1992
HAMILTON COUNTY, OHIO
OFFICE OF BUDGET AND RESEARCH
1992 General Fund: $174 million
1992 Total Budget: $560 million
Budget Analyst:
Primary duties included: Analyzing and providing direction to department heads
and elected officials on budgetary issues; analyzing and preparing funding
recommendations for seven county departments with operating budgets totaling
over 130 million dollars annually; monitoring and evaluating federal and state
regulations regarding issues effecting Hamilton County; conducting special
studies; analyzing financial statements for use in forecasting expenditure
levels; coordinating and monitoring the progress of the capital improvement
program for the Metropolitan Sewer District (MSD); developing department
accounting procedures for new programs and audit existing programs; preparing
the tax budget; and responsible for state and federal grant applications.
May 1982 -
Present
u.S. ARMY RESERVE/NATIONAL GUARD - Major
Current Assignment - ROTC Instructor
Capital University
February 1986 -
June 1987
CITY OF CINCINNATI
OFFICE OF RESEARCH, EVALUATION, AND BUDGET
(Thesis project and internship)
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STERLING B. CHEATHAM
EDUCATIONAL BACKGROUND
Master of Public Administration - 1977
The American University; Washington, D.C.
Bachelor of Arts - Public Administration - 1975
North Carolina Central University; Durham NC
SUMMARY OF EXPERIENCE
1991 to Present
1993 to Present
1991 to 1993
City of Norfolk, VA (Population: 231,000)
Assistant City Manager
Director of Finance
1987 to 1991
Aiken County, SC (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
1979 to 1981
1977 to 1979
City of Greenville SC (Population: 50,000)
Assistant to City Manager
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 $1 06,000, plus a full benefits
package.
Address:
1544 Modoc Avenue
Norfolk, VA 23503
Telephone:
Home: (757) 480-4725
Work: (757) 664-4246
CLEARWATER-OI-OS/OI
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City of Clearwater~ FI
City Manal!er
Suoolemental Information
Name: Sterling B. Cheatham
Job Title: Assistant City Manager
Organization: City of Norfolk, Virginia
Population Served: 231,000
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:
Operating
Capital
Organization: City of Norfolk, V A.
Portion for which you are Responsible
$600,000,000
$50,000,000
Largest Budget for Which You Have
Been Responsible (And Where):
Norfolk, Va
$604,000,000
$125,000,000
1. BrieOy 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
Jurisdiction/municipality.
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.,
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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 ofthese 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 I 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 I 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.
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Sterling B. Cheatham
1544 Modoc Avenue
Norfolk, Virginia 23503
(757) 480-4725 (II)
(757) 664-4246 (W)
Professional
Objective:
As City Manager, to apply my skills, abilities and experience in helping a
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
Experience:
1993-present
Assistant City Manager, City of Norfolk, Virginia
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 col1aboratively in policy development with citizens, groups and members
of the GounciI.
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.
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Sterling B. Cheatham
Page 2
1979-1981
1977-1979
1975-1977
1974 -1975
Assistant to City Manager, City of Greenville, South Carolina
Budget Officer, City of Greenville, South Carolina
Administrative Analyst, Arlington County, Virginia
Management Trainee, Veterans Administration, Durham, North Carolina
Professional
Associations:
International City Management Association
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 Infonnation Systems (1998)
Public Policy Delib~on, University of Virginia (1999)
Interests:
Reading, Golfing and Running
Personal:
Married, three children
References:
Furnished upon request.
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STEPHEN W. DAIGNAULT
EDUCATIONAL BACKGROUND
Master of Civil Engineering - 1979
Bachelor of Science - Engineering - 1971
University of South Florida; Tampa, FL
CERTIFICATIONS
Registered Professional Engineer - FL
Registered Professional Engineer - V A
SUMMARY OF EXPERIENCE
1995 to 2000*
1996 to 2001
1995 to 1996
City of Cape Coral, FL (Population: 100,000)
City Manager
Director of Public Works
1992 to 1995
Pacific Division Naval Facilities Engineering Division
(pearl Harbor, HI)
Head
1989 to 1992
Naval Amphibious Base (Norfolk, VA)
Public Works Department Head
* Mr. Daignault left his position in November 2000 after an election changed the City
Council.
COMPENSATION
Mr. Daignault reported an annual base salary of $111 ,000, plus a full benefits package
while with the City of Cape Coral, FL.
Address:
401 S.W. 52nd Street
Cape Coral, FL 33914
Telephone:
Home: (941) 549-2395
CLEARWATER~1~5ml
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CITY OF CLEARWATER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
Stephen (Steve) W. Daignault
JOB TITLE:
City Manager
ORGANIZATION:
City of Cape Coral
POPULATION SERVED:
102,200
REPORT TO:
Mayor and seven member City
Council
CURRENT ANNUAL
BASE SALARY:
$111,000
STAFF:
Total organization:
Total you oversee:
Largest number of staff overseen:
1300
1300
1300
ANNUAL BUDGET: Operating
Organization: $165 million
Portion for which you are responsible $165 million
Largest budget for which you have
Been responsible: $165 million
Capital
$217 million
$217 million
$217 million
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
jurisdiction/municipality.
(please see attached response)
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B. A difficult personnel decision you encountered and the - positive or
negative - results which occurred.
(please see attached response)
2. Please share your reasons for interest in this position, and any barriers to
your accepting the position if it is offered to you.
(Please see attached response)
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Response lA: Upon arrival in Cape Coral, the City was finishing a $200 million utilities
expansion project. The project was in disarray and there were three large (multi-million
dollar) claims from the construction contractors. During my tenure I successfully
negotiated each claim to resolution, ensured the work in each area was complete and
useable, resolved customer complaints and pursued (and received) payment from the
A&E for design and inspection problems with the associated work.
Since that time we have totally revised the construction delivery method and
assessment process. The next round of utility expansion is also in the $200 million range
and includes water, sewer and reuse systems. This round is being done by a
"Construction Manager at Risk" type of contract with a guaranteed maximum prices for
each phase ofthe project. It is broken into three phases. Phase one is complete. Phase
two design is complete and construction will start this fiscal year. Design of phase three
is on-going.
Additionally, we have just completed construction of a new City Hall, Council
Chambers and Emergency Operations Center. This is a project that I have worked first
hand from inception to completion
Response IB: When I became City Manager, on my staffwas an employee hired by the
prior City Manager to be the "Assistant to the City Manager". That was her title on all
official correspondence and prior to my arrival, and after, that was the job she performed.
She supervised the City Manager office staff but did not direct or supervise any
department heads. After three years as city manager with that same arrangement, I made
the determination based on our capital projects and growth rate that I needed an Assistant
City Manager who would provide oversight and direction to four of our eight department
heads. At that point we abolished the "Assistant to the City Manager" position That
employee was reassigned to another senior position in the organization. While the whole
concept was not well received by the "Assistant to" employee originally, I was
committed to finding an acceptable solution After her reassignment not only did I obtain
the desired level of management experience and expertise (by filling the new Assistant
City Manager position) but in her new position, she has done an outstanding job of
organizing and managing a part of the organization that was previously troublesome.
She is most contented with her new position
Response 2: I am interested in the position of city manager for the city of Clearwater for
a number of reasons:
A) I grew up in Tampa and I like this part of Florida.
B) I believe Clearwater is similar to Cape Coral in population and size.
C) Clearwater is a more developed city than Cape Coral and I believe the
challenges will be new and greater.
I do not know of any barriers to me accepting this position if it were offered to me.
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STEPHEN w. DAIGNAULT
401 S.W. 52nd Street, Cape Coral, Fl 33914
OBJECTIVE
PROFILE
Home 941 549-2395
Work 941 574-0446
A City Manager position where experience, initiative,
leadership, and interpersonal skills will be utilized.
Strong background as a City Manager, Senior Executive, Department Head
and professional engineer. Twenty-seven years experience in public service
working with community planning, development, utilities and support
services programs. Experienced in coordinating the efforts of diverse
people and agencies to specific goals.
WORK
EXPERIENCE City ManiJRer
City of Cape Coral, Florida
(October 1, 1996 to Present)
Cape Coral is the largest and fastest growing city in Southwest Florida,
encompassing 114 square miles with a permanent population of over
100,000, an annual budget of $162 million and a staff of 1300 people in
eight departments.
-- Police Dept.
-- Fire Dept.
-- Public Works Dept.
-- Financial Services
- City Clerk
- Human Resources Dept.
- Dept. Of Community Development
- Parks and Recreation Dept.
Cape Coral has a council/manager form of government. The council
consists of a mayor and seven council members elected at large. To this
community of particularly active, vocal citizens who are deeply involved in
local government I brought open, honest, dynamic leadership. In a short
period of time I evaluated the needs of the City, the resources available
and the encumbrances to obtaining those needs. I worked with the senior
staff, the City Council and the citizens to develop the City's first Strategic
Plan. We have established goals and milestones, assigned responsibilities
for achieving our goals and accomplished those goals.
Director Public Works Department
City of Cape Coral, Florida
a une 1995 to October 1, 1996)
The Public Works Department includes Engineering, Utilities,
Stormwater and Streets, Procurement, Real Estate, Facilities Management,
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and Fleet/W arehouse Divisions and is the largest department in the City
both in number of personnel and size of budget. Managed all city
construction contracts, two advanced water treatment water reclamation
facilities totaling 18 million gallons per day (mgd) capacity, and the Reverse
Osmosis water treatment plant with 14 mgd capacity. Utilities systems
include potable water, sewer and reclaimed (reuse) water system. Initiated
many progressive programs to improve accountability and improve
efficiency. Specifically, a "systems managers" approach to city
infrastructure systems which resulted in better maintenance and operations.
Conducted a utilities rate review which resulted in a five year plan for rate
adjustments. Incorporated more citizen involvement in program
development and review. Centralized and streamlined the city's
procurement activities. Represented the City regularly when dealing with
the local press, outside agencies, County Commissioners and staff, as well
as citizens. Annual budget $41 million. Directed the efforts of 360 people.
Head. Public Works SUD{>ort DeDartment
Pacific Division, Naval Facilities Engineering Command
Pearl Harbor, HI (Sep 1992 - Jun 1995)
Provided facilities/utilities services, transportation and housing
management and environmental engineering services to all Navy and
Marine Corps installations in the Pacific and Indian Ocean areas.
Directly supervised a staff of 126 engineers, other professionals and
support personnel.
Lead a multi discipline group of engineers and other professionals closing
three Naval bases in the Pacific region. Provided skillful coordination
among Federal, State, and local agencies such as U.S. Fish and Wildlife
Service, Environmental Protection Agency, various State departments and
offices, Advisory Council on Historic Preservation, etc. Rigorous time lines,
dynamic situations and meager budgets were effectively managed.
Public Works Department Head
Naval Amphibious Base, little Creek, Norfolk, VA.
(1989 - 1992)
Provided full range of Public Works Support (including water, sewer,
electricity and steam.) Operational budget of $23 million; supervised 350
personnel in all Public Works disciplines including engineering, and white
collar professionals and blue collar trades workers.
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JOB
KNOWLEDGE,
SKILLS AND
ABIUTIES
EDUCATION
CIVIC AND
PROFESSIONAL
AFFIUA TIONS
PERSONAL
Other Positions Held
Staff Engineer/Facilities Planner
Construction Projects Engineer
Construction Contract Manager
Facilities and Services Contract Manager
-- Experienced in management of diverse people and groups.
-- Strong experience as a negotiator.
-- Able to successfully build teams, gain consensus, provide a
vision and obtain results.
-- Versed and successful in Strategic Planning at the City level.
-- Successful at selecting and retaining top performing Department
Heads and senior managers.
-- Self-starter; great communicator.
- Strong financial and budgetary background and experience.
-- Significant utilities, services and construction management
contract experience.
-- Experienced with working with City Councils, Citizens, Staff and
the Press.
Master of Engineering (Civil- Construction Management)
University of Florida
Bachelor of Science in Engineering (Civil- Water Resources and Fluids)
University of South Florida
Registered Professional Engineer Florida, #49675
Registered Professional Engineer Virginia, #9735
Member Florida League of Cities
Member International City/County Management Association
Member Board of Directors for Gulf Environmental Services
(Private utility company)
Member Lee County Smart Growth Task Force
Excellent health. Happily married twenty-nine years to spouse
Victoria. Proud father of two sons, Stephen and Paul.
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JERRY M. GIVENS
EDUCATIONAL BACKGROUND
Master of Public Administration - 1974
Bachelor of Arts - Political ScienceIPublic Administration -1971
University of California; Los Angeles, CA
SUMMARY OF EXPERIENCE
2000 to Present
City of Inglewood, CA (Population: 120,000)
Deputy City Administrator
1996 to 2000
Technical Resource Company, TRI
Owner/Operator
1984 to 1995
1994 to 1995
1993 to 1994
1992 to 1993
1990 to 1992
1989 to 1990
1985 to 1989
1984 to 1985
Los Angeles County Metropolitan Transportation
Authority (Name changed in 1993)
Deputy Executive Officer, Operations
Deputy Chief Administrative Office Administration
Assistant Executive Director
Executive Vice President/Special Assistant
Deputy Executive Director
Assistant Program Director
Legislative Representative
1981 to 1983
City of Compton, CA (Population: 90,000)
Assistant City Manager
1978 to 1980
Los Angeles Unified School District (Los Angeles, CA)
Program Policy Analyst, Board of Education
1974 to 1978
City of Los Angeles City Council (Population: 1,600,000)
Legislative Analyst, Office of the Chief Legislative Analyst
(Loaned executive from the Los Angeles City Council)
COMPENSATION
Mr. Givens reports a current annual base salary of$125,000, plus a full benefits package.
Address:
3513 West 81st Street
Inglewood, CA 90305
Telephone:
Home: (323) 753-7003
Work: (310) 412-5111
CLEARWATER-OI-05/01
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Summary of Qualifications
Jerry M. Givens
3513 West 815t Street
Inglewood, CA 90305
323.753.7003
EDUCATION
Masters of Public Administration Degree, 1974.
University of California, Los Angeles.
Major study emphasis upon local government/municipal systems, and various aspects of
community and economic development trends and opportunities, municipal finance and federal
and state government finance legislation. Minor emphasis upon organizational development,
and municipal policy development relative to administrative structures, procedures and service
delivery practices.
- Charles F Scott Fellow, Urban Administration Fellow, Urban Transportation Fellow
- Chair, Crossroads Africa Program for student/professional exchange
Bachelor of Arts Degree, Political Science/Public Administration, 1971.
University of California, Los Angeles.
Major study emphasis upon local government/municipal structures, policies and practices.
Minor emphasis on state and federal legislative processes.
- University Policies Commission, Student Registration Fee Subcommittee. ASUCLA Program Grants
Task Force, Planning and Building Committee, and Police/Community Relations Program
POSITIONS
City Of Inglewood
Deputy City Administrator
TRC, Inc.
President
LACMTA
Deputy Executive Officer
City of Compton
Assistant City Manager
L.A. School District
Program Analyst, Board of Education
City of Los Angeles
Legislative Analyst, City Council
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EXPERIENCE
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City Of Inglewood
Deputy City Administrator (May 2000 - Present)
Responsible for the management and oversight of core municipal departments and
program service delivery units such as environment services (Le., code enforcement, noise
abatement and noise insulation programs), Planning & Research; CDBG; Economic &
Business Development; Management Audit Unit; Contract Compliance & Grants
Administration; Recreation, Parks & Community Services; Public Works; Housing; and
Community Redevelopment Agency. Staff and advises the various municipal Boards and
Commissions, including, Aviation Commission, Charter Committee, Human Affairs
Commission, Parks & Recreation Commission, Planning Commission, Traffic Commission
and others.
TRC Co. (TECHNICAL RESOURCE COMPANY)
- President (1996 - 2000)
Owner/Operator, TRC: A professional consulting firm formed to serve the business
development and advocacy needs of public/private sector organizations. TRC consulting,
and project management oversight clients:
.Abratique & Associates, Inc.
.City of Compton
.Coast Nursing
.Construction Control Services
.GeoTopo
.HNTB
.Pacific 17
.PeopleSoft
.Project By Project
.RHA Associates
.SafeProbe, Inc.
. Tri-Med Health Agency
.Universal Media Group
Design/Engineering
City Manager
Private Home Health Care
Construction Management
Geo- Technical Survey
ArchitecturallEngineering
Construction Management
Business Software
Management Consulting
Energy Conservation
utility Survey/Engineering
Managed Health Care
Media/Marketing
LOS ANGELES COUNTY METROPOLITAN TRANSPORTATION AUTHORITY 1993-1995
- Deputy Executive Officer, Operations
(April, 1995)
Responsible for directing and establishing policy for Facilities Maintenance, Equipment
Engineering, Rail Operations, Operations Support Services, Equipment Maintenance, Labor
Relations, and Administrative Support Services, with a staff of 6,000 employees and an
RESUME: JERRY M. GIVENS
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EXPERIENCE:
Continued
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operating budget of $500 Million. Provide policy direction, establish goals, objectives and
major priorities, and develop strategies and resolution of major issues
LOS ANGELES COUNTY METROPOLITAN TRANSPORTATION AUTHORITY
- Deputy Chief Administrative Officer, Administration
(January, 1995)
Responsible for directing and establishing policy for Human Resources, ITS, Employee
Relations and Management Services departments, with a direct staff of 300 employees and
an operating budget of $25 Million. Provide policy direction, establish goals, objectives and
major priorities, and advise chief executive and legislative appointees in the development of
strategies and resolution of major issues.
LOS ANGELES COUNTY TRANSPORTATION COMMISSION 1984-1993
- Assistant Executive Director
(July, 1992)
Responsible for the LACTC Administrative Division, including the departments of Contract
Compliance, Human Resources, Legal Services, General Services, Facilities, Policies &
Procedures, ITS, Records Management, Contract/Procurements, Risk Management, and
Joint Development & Real Estate. Direct a staff of 500 and an operating budget $31 Million,
contract budget of $26 Million and Real Estate acquisition budget of $256 Million annually.
Provide administrative direction, planning and strategy on all facets of agency administrative
operations. Serve as Executive representative for agency to outside government and
private organizations.
- Executive Vice PresidenVSpecial Assistant
(June, 1990)
Responsible for: the direct supervision of Vice Presidents/Project Managers and staff
involved in external affairs (marketing & communications), community relations, third-
party coordination and related programs of the Rail Construction Corporation, and for
the overall quality, cost-effectiveness and utilization of resources. Established system-
wide priorities and developed policies for agency operating units. Also responsible for
negotiating cooperative agreements and resolving disputes with outside agencies and
companies, development of license and easement agreements, overseeing community
relations and public participation programs, and for special projects and assignments
for the Executive Director. Represented the President of RCC and Executive Director
of LACTC in their absence.
LOS ANGELES COUNTY TRANSPORTATION COMMISSION
- Deputy Executive Director
(August, 1989)
Responsible for administration and technical program support for various Metro
Subway and LRT projects, including the supervision of staff and consultants
responsible for third-party coordination, external affairs, project controls/scheduling,
RESUME: JERRY M. GIVENS
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EXPERIENCE:
Continued
contract compliance and real estate acquisition and development. Managed $200
Million program budget, negotiated and executed project agreements and contracts
with outside consultants. Represented Program Director at the local, county and state
levels. Coordinated and directed work of legal, management and engineering
consultants. Made numerous public presentations at local and state levels.
LOS ANGELES COUNTY TRANSPORTATION COMMISSION
- Assistant Program Director
(August, 1985)
Responsible for administration and technical program support for the Metro Blue Line
(LRT) Rail Transit Project, including the supervision of staff and consultants. Managed
$60 Million program budget, negotiated and executed project cooperative agreements
and contracts with outside consultants.
- Legislative Representative
(May, 1984)
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Responsible for Local, State and Federal Government Relations Program. Reviewed,
analyzed and proposed legislation and regulatory guidelines affecting agency
administrative operations, project development goals and objectives, and budget
authorizations. Represented agency at local, state and federal levels to promote and
enhance governmental relations.
ACHIEVEMENTS:
Created and managed a special task force for examining and implementing methods to
reduce and control administrative / operating costs resulting in savings exceeding $2
Million annually.
Created and managed system of producing, negotiating and implementing master
cooperative agreements with all public and private entities. Negotiated project betterment
credits valued at over $1.2 Million.
Established system of governmental liaison between a regional transportation planning and
programming entity and federal, state and locally elected officials Created force account
cost reduction program resulting in net savings of$7.5 Million.
Recipient of State Senate Resolution recognizing development of programs designed to
motivate local youth through educational excellence and community involvement.
Special recognition award by local business development associations for outstanding
participation in local economic development activities.
CITY OF COMPTON, CALIFORNIA
- Assistant City Manager (1981-1983)
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Planned, directed and coordinated activities of several municipal departments,
including Building & Safety, Planning, Public Works, Water, Equal Opportunity, the
Community Redevelopment Agency and Economic Development Departments.
Provided policy and administrative support to the Office of City Manager, the Mayor
and City Council. Represented City at local and regional Chamber of Commerce
meetings, state and federal legislative affairs, and various municipal govemment
conferences and events. Coordinated interface and project collaboration with
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RESUME: JERRY M. GIVENS
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EXPERIENCE:
Continued
surrounding municipalities, county and regional government authorities.
LOS ANGELES UNIFIED SCHOOL DISTRICT (BOARD OF EDUCATION)
- Program Policy Analyst (1978-1980)
Conducted research and analysis for five member Board of Education, committees
and Office of the Superintendent. Reviewed, analyzed and proposed legislation and
regulatory guidelines affecting district administrative operations, project development
goals and objectives, and budget authorizations.
CITY OF LOS ANGELES (CITY COUNCIL, OFFICE OF THE CHIEF LEGISLATIVE
ANALYST)
- Legislative Analyst (1974-1978)
Responsible for review and analysis of federal and state legislation, municipal codes
and ordinances for fifteen member City Council and its various standing and special
committees. Monitored and evaluated all City grants funded programs, vendor service
contracts, and legal issues pertaining to contract compliance.
References: Furnished Upon Request
RESUME: JERRY M. GIVENS
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No Supplemental Information Form
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WILLIAM B. HORNE, II
EDUCATIONAL BACKGROUND
Master of Arts - Political Science - 1982
Auburn University; Montgomery, AL
Master of Arts - Human Resources Management - 1976
Pepperdine University; Los Angeles, CA
Bachelor of Science - 1971
University of Tulsa; Tulsa, OK
SUMMARY OF EXPERIENCE
2000 to Present
2000 to Present
1999 to 2000
1998 to 1999
City of Clearwater, FL (Population: 101,000)
Interim City Manager
Assistant City Manager
General Support Services Administrative
1995 to 1998
MacDill Air Force Base (FL)
Director of Manpower, Personnel and Administration
1993 to 1995
Yokota Air Base (Japan)
Commander, 374 Support Group
COMPENSATION
Mr. Home, II reports a current annual base salary of $ 100,000, plus a full benefits
package.
Address:
2413 Anthony Avenue
Clearwater, FL 33759
Telephone:
Home: (727) 669-7097
Work: (727) 562-4046
CLEARW A TER-OI-05/01
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CITY OF CLEARWATER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
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 RECENT)
ANNUAL BASE SALARY:
$100,000
ST AFF:
Total Organization:
1,700
Total Number You Oversee
(Direct And Indirect):
1,700
Largest Number Of Staff
Overseen (And Where):
2,300 - Yokota Air Base, Japan
ANNUAL BUDGET:
OPERATING
eAPIT AL
Organization: City of Clearwater, Fla
$ 159,000,000
$ 159,000,000
$96.000.000
$96,000,000
Portion For Which You Are Responsible:
Largest Budget For Which You Have
Been Responsible (And Where): $ 159,000,000 $96,000,000
City of Clearwater, Florida
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 jurisdiction/municipality. (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 barriers to your
accepting the position if it is offered to you. (see attached)
CLEAR W A TERFL-O 1-4/0 1
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lA. 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 ($20.2 million)
· North Greenwood Recreation and Aquatics Complex ($4 million)
· North Greenwood Library ($800,000)
· Sand Key Fire Station ($1.89 million)
· North Greenwood Corridor Enhancements and Entry Features ($750,000)
· Stevenson Creek Restoration ($6.6 million)
· Community Sports Complex ($22 million)
lB. A difficult personnel decision 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.
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William B. Horne II
2413 Anthony Avenue
Clearwater, FL 33759
Home: (727) 669-7097
whorne@clearwater-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,
organizational skills. Possesses specialized skill in diversity management.
Professional Experience
City of Clearwater
Interim City Manager
Clearwater, Florida
2000 to 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 improved employee morale by providing visible leadership and
management characterized by high integrity and fair play at all levels.
. Developed unprecedented strong teamwork between senior manager and City
departments. Superb consensus builder.
. Established a very visible and cooperative working relationship with the City
Attorney, unseen in the past three years.
. Produced a 2001 Operation 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 keen decision-making
characterized by high integrity, honesty, openness, and professional cooperation.
. Effectively worked with City Commission to improve public confidence in City
government. Public support of City Manager's office is strongest in three years.
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City of Clearwater
Assistant City Manager
Clearwater, Florida
1999-2000
Directly assists the City Manager in the management of the City government staff. Oversaw the
management of 23 to 27 City departments that provided municipal services to a population of
over 104,000 City residents. Responsible for an annual operating and capital budget of $185
million.
. Provided day-to-day management of City staff.
. Developed unprecedented teamwork among senior manager and departments.
. Filled a leadership vacuum within the City Manager's staff caused by the unexpected
resignation and non-replacement of Deputy City Manager.
. Created internal staffworldng 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
General Support Services Administrator
Clearwater, Florida
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 Communications, and Information
Technology support to over 1700 customers.
. Took charge of disputed, 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 1995-1998
Equivalent of Director of Human Resources. Led 71 person multi-service organization of
military and federal civilian employees providing a range of administrative and personal
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
$2.5 million.
. Commended by the Secretary of Defense for planning and executing politically
sensitive evacuation for over 700 family members from Saudi Arabia to the United
States and Europe in the aftermath of the 1996 Khoban Tower terrorist bombing.
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United States Air Force
Commander, 374 Support Group
Yokota Air Base, Japan
1993-1995
Equivalent to City Manager of small City. Directed the activities and provided the leadership to
over 2300 employees in five organizations: Information Technology/Communications, Civil
Engineering, Human Resources, Recreation Services, and Law EnforcementlPhysical Security.
These activities provided community support to over 140,000 US Government employees and
families who lived on the installation and 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 5th Air Force.
· Provided leadership to organizations that became 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
1982
Air Command and Staff College
Montgomery, Alabama
1982
Pepperdine University
Master, Human Resources Management
Los Angeles, California
1976
University of Tulsa
Bachelor of Science, Chemistry
Tulsa, Oklahoma
1971
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BONNIE RIDLEY KRAFT
EDUCATIONAL BACKGROUND
Bachelor of Arts - Management - 1987
Maryhurst College; Portland, OR
SUMMARY OF EXPERIENCE
1983 to Present*
1992 to Present
1986 to 1992
1983 to 1984
1979 to 1981
City of Gresham, OR (Population: 90,200)
City Manager
Director of Management Services
Treasurer
Treasurer
* From May 1990 to November 1990, Ms. Kraft served as City Manager Pro Tern 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
Home: (503) 668-6934
Work: (503) 618-2300
Telephone:
CLEAR W A TER-O 1-05/01
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CITY OF CLEARWATER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
JOB TITLE:
ORGANIZATION:
POPULATION SERVED (number):
REPORT TO:
CURRENT (OR MOST RECENT)
ANNUAL ~ SALARY:
STAFF:
Total Organization
Total Number You Oversee
(Direct and Indirect):
Largest Number Of Staff
Overseen (And Where):
ANNUAL BUDGET:
Organization:
Portion For Which You
Are Responsible
Largest Budget For Which
You Have Been Responsible
(And Where) :
Bonnie Ridley Kraft
City Manager
City of Gresham, Oregon
90,200
Mayor and six City Councilors
$120,228
560 employees
560 employees
560 employees, Gresham, Oregon
OPERATING CAPITAL
$77.2 million $20 million
$77.2 million $20 million
$77.2 million $55 million
Gresham, Oregon
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CITY OF CLEARWATER. FL
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CITY MANAGER
SUPPLEMENTAL INFORMATION
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1. Briefly describe 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:
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A. Involvement and oversight of major capital projects in a
Jurisdiction/municipality.
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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 million expansion of its wastewater treatment plant.
In addition, we have built several water reservoirs for storage and to
better manage our water supply.
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However, I was most intimately involved with the planning, design and
construction of a new $11.2 million, 85,380 square foot City Hall
office building. The city was leasing office space allover the
community to house its various functions. The construction of the new
building saved the city millions of dollars over time. In addition,
it brought all city departments together into one location, resulting
in better service to our citizens.
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CITY OF CLEARWATER. FL
I
CITY MANAGER
SUPPLEMENTAL INFORMATION
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B. A difficult personnel decision you encountered and the -- positive
or negative -- results which occurred.
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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.
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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.
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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 Development. But he had the
skills: he was a leader, an excellent communicator, a visionary -- in
short, exactly what the Fire Department needed. Expecting to receive
a good bit of resistance from the very-traditional fire department
staff, 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.
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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".
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CITY OF CLEARWATER. FL
I
CITY MANAGER
SUPPLEMENTAL INFORMATION
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2. Please share your reasons for interest in this position, and any
barriers to your accepting the position if it is offered to you.
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INTEREST. I have reviewed the Clearwater Recruitment Profile for the
position of City Manager, and I believe that it is a good match for my
background and experience, for the following reasons.
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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.
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Management Style. I have noted the management 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.
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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 on e-democracy, and on
the mayor's transition committee.
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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.
I
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.
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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 not believe that any barriers exist.
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Bonnie Ridley Kraft
39550 Hood Street, Sandy OR 97055
(503) 668.6934 kraft@ci.gresham.or.us
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 I
became City Manager, it had grown to 68,000. Now the population is over
90,000. I 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.
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Page 2, Bonnie Ridley Kraft
CITY MANAGER ACCOMPLISHMENTS, continued
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 hall 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
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Page 3, Bonnie Ridley Kraft
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 (GASS) - Member, Service Efforts and
Accomplishments Task Force; past member, Joint Task Force on Investment
Accounting
Legacy Mt. Hood 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
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MICHAEL A. McNEES
EDUCATIONAL BACKGROUND
Master of Business Administration - Management - 1979
Louisiana Tech University; Ruston, LA
Bachelor of Arts - Chemistry - 1977
Indiana University; Bloomington, IN
SUMMARY OF EXPERIENCE
1984 to Present
1995 to Present
1994 to 1995
1989 to 1994
1986 to 1989
1984 to 1986
Collier County, FL (Population: 250,000)
Board of County Commissioners
Assistant County Manager
Utilities Administrator
Management and Budget Director
Utilities Finance Director
Administrative Assistant to Utilities Director
1983 to 1984
West Coast Windows, Incorporated (Naples, FL)
Comptroller
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:
Work:
(941) 793-7880
(944) 793-7880
CLEARW A TER-O 1-05/01
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CITY OF CLEARWATER
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
Michael A. McNees
JOB TITLE:
Assistant County Manaqer
ORGANIZATION:
Collier County. Florida
POPULATION SERVED (number):
REPORT TO (title):
CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY:
250.000 permanent. 350.000 seasonal
County Manaqer
$119.000
STAFF:
Total Organization:
1400
Total number you oversee
(Direct and Indirect):
1400
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
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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 I 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 I have the necessary skills to be
successful. I am 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.
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Michael Alan McNees
2120 Harbor Lane
Naples, Florida 34104
(941) 793-7880
MeN ees466(a),aol.eom
Employment History
Board of County Commissioners. Collier County FL (poP. 250.000) - 8/84 to present
· Assistant County Manaoer/Chief Qperatino Officer- 9/95 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, Le.
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 $119,000 annually)
- Assistant County Manaqer and Interim County Manaqer - 1/97 to 6/97 and
11/99 to 3/2000. Appointed to serve under contract during Manager selection
processes. Responsible for execution of exceptionally smooth transition
periods on two separate occasions.
- Assistant County Manaoer & Actino Emeroency Services Administrator-
5/99 to 5/01 - Additional responsibility for the overall management of the
countywide EMS system, Emergency Management and Helicopter
Operations Departments, and two dependent fire control districts.
- Assistant County Manaoer & Actino Transportation Administrator - 5/00 to
9/00. Assigned to organize, staff, and operate the newly formed
Transportation Division including Administrator recruitment.
· Utilities Administrator - 2/94 to 9/95. 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 time. Entered into and won a competitive bid with a
privatization vendor for operation of the utility. (End salary $60,000)
· Manaoement and Budoet Director - 10/89 to 2/94. 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.
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Michael A. McNees - Page 2
Employment History - Continued
Board of County Commissioners, Collier County FL - continued
· Utilities Finance Director - 4/86 to 10/89
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.
· Administrative Assistant to Utilities Administrator - 8/84 to 8/96
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 - 4/83 to 2/84
Responsible for cash management and budgeting, accounts receivable and payable,
supervision of office and order-taking staffs. Start-up of new AlP, AIR systems.
$1 Mlyear gross income.
District Manaqer, Internorth. Inc.. (Northern Propane Gas Co.) Naples, FL - 2/80 to 4/83
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 35.2% on approximately
$1 M revenue.
Graduate Assistant Track Coach, Louisiana Tech University - 9/77 to 12/79
Sole responsibility for the supervision and training of all sprinters and hurdlers,
approximately twenty student-athletes.
Education
· MBA, Management, Louisiana Tech University, Ruston, 1979
· AB, Chemistry, Indiana University, Bloomington, 1977
(Big Ten Track Champion, 1977)
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Michael A. McNees - Page 3
Professional, Community 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.S.
Recently completed successful $6.8 million capital campaign and construction of
two-auditorium theater complex.
. Former Board member and 1st Vice President, Children's Advisory Board, Big
Brothers/Big Sisters of Collier
· 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
References
Barbara B. Berry, former Collier County
Commission Chairman
11690 Quail Village Way
Naples FL 34119
941-597 -2099
Thomas W. Olliff
Collier County Manager
3301 East Tamiami Trail
Naples FL 34112
941-774-8383
Don Hunter, Collier County Sheriff
3301 East Tamiami Trail
Naples FL 34112
941-793-9203
Tom Taylor, CEO
Hole, Montes and Associates
Consulting Engineers
715 10th Street South
Naples FL 34102
941-262-4617
Jim Carter, Collier County Commission
Current Chairman
3301 East Tamiami Trail
941-774-8097
Naples FL 34112
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WILLIAM P. MITCHELL
EDUCATIONAL BACKGROUND
Master of Public Administration - 1994
University of Virginia; Charlottesville, VA
Bachelor of Science - Political Science - 1970
Tennessee State University; Nashville, TN
SUMMARY OF EXPERIENCE
1985 to Present
City of Newport News, VA (Population: 185,700)
Assistant City Manager
1980 to 1985
City of Chesapeake, VA (Population: 135,000)
Assistant to City Manager
1972 to 1980
City of Charlottesville, VA (Population: 42,000)
Administrative Assistant to City Manager
COMPENSATION
Mr. Mitchell reports a current annual base salary of $ 98,945, plus a full benefits
package.
Address:
17 Welford Lane
Newport News, VA 23606
Telephone:
Home:
Work:
(757) 595-9451
(757) 926-8411
CLEAR WATER -01-05/01
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CITY OF CLEARWATER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
William P. Mitchr.ll
Assistant City Manager
JOB TITLE:
ORGANIZATION:
City of Newport News, Virginia
POPULATION SERVED (number):
185,700
REPORT TO (title):
City Manaqer
CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY:
$98,945
STAFF:
Total Organization:
2.431
Total Number You Oversee
(Direct And Indirect):
9 Direct/Approximately 1,200 Indirect
Largest Number Of Staff
Overseen (And Where):
Same as above (City of Newport News)
ANNUAL BUDGET:
OPERATING
CAPITAL
Organization:
$511,070,gQ4
$?q) 11111 ,7110
Portion For Which You Are Responsible:
$ 93,100,000
$ 16,040,750
Largest Budget For Which You Have
Been Responsible (And Where):
$ Same as above $18,040,750
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 jurisdiction/municipality.
B. A difficult personnel decision you encountered and the - positive or negative - results
which occurred.
2. Please share your reasons for interest in this position, and any barriers to your
accepting the position if it is offered to you.
CLEAR W A TERFL-O 1-4/01
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Supplemental Information For Clearwater Florida City Manager
Position
1. Significant Accomplishments
A. Capital Projects
Community Recreation Centers
The City of Newport News developed a $12 million, BO,OOO-sq. ft.
recreation facility, with a 50-meter Olympic size swimming pool. In
my responsibility for the city's parks and recreation programs, I
oversaw concept development, site selection, design management
and construction for the facility. I also directed the development of
the center's operating budget.
The City's Capital Improvement Program budgets for two additional
recreation centers of similar size. My responsibility is the oversight
of the development plan for these facilities, including site selection,
proposal preparation and presentation and architectural and
engineering services selection.
Park Development
The City of Newport News has a $23 million capital program for
Parks construction and Improvements. The program includes
projects for parks construction, expansion and facility
improvements. I have administered approximately $5 million of the
5 year plan, including planning, design and construction activities.
Street Improvements
The City has budgeted $13 million in its capital program for street
reconstruction and repaving. I have managed the planning and
implementation of $2.5 million of the projects. This involved
assessment, street selection and construction administration.
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Sewer Rehabilitation and Storm Water ManaQement
The City's capital program includes 21 million dollars for sanitary
sewers and 10 million dollars for storm sewers. In addition to
managing the planning of the program, I have provided oversight
for the implementation of $2.5 million in sanitary sewer
rehabilitation and $1.3 million in design and construction for storm
sewers.
Central City and Downtown Development
A $70 million mixed use project in the mid-town area of the city and
a $40 million downtown redevelopment are underway. To support
the mixed use development, the City sold the land for the project
and provided $15 million in infrastructure including $13 million for
the construction of a parking garage.
The downtown project includes land acquisition, infrastructure
improvements and use of a development authority for office
building construction and leasing.
As a member of the executive staff and development team, I
participated in the formulation of the development and finance
strategy and the oversight of the implementation of these public-
private partnerships.
B. Difficult Personnel Decision
A police officer was killed during an undercover sting operation that
went awry. In an interview with the media following the incident,
the Police Chief described the operation as text book except for the
death of the officer.
The local newspaper demanded a complete probe of the operation.
With the assistance of the Governor the City Manager appointed an
outside investigative panel of law enforcement experts. I was the
City Manager's Office liaison to the panel. The investigation found
the sting operation seriously flawed.
I carried out the task of imposing the necessary disciplinary action
against several ranking police personnel. The Police Chief also
resigned from his position. Unfortunate but justified, these decisions
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restored public confidence in the accountability of the Police
department's management.
2. Reasons for Interest in Position
I have many years of increasing responsibility and senior
management experience in complex local government
organizations and urban environments. This background allows me
much more to contribute toward helping a governing body to
provide its constituents with the highest quality of life possible
within the community's resources.
Also, I welcome the challenge of pursuing personal and
professional accomplishment on behalf of the collective aspirations
of a vibrant city.
In addition to the appeal of the Clearwater area, I relish the Florida
climate.
There are no personal barriers to me accepting the job, if the City of
Clearwater and I can come to mutually agreeable terms.
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'WILLIAM P. MITCHELL
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17 Welford Lane-Newport News, Virginia23606-
757/595-9451 (H)
757/926-8411 (1f?
E-Mail: bmitchel@ci.newoort-news.va.us
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OBJECTIVE
To obtain a position as a City Manager of a moderate size or Deputy City Manager of a large, full-
service local government.
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SUMMARY QF QUALIFICATIONS
· Many years of progressively responsible experience in local government senior management
and administration.
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· Masters Degree in Public Administration with emphasis in budgeting and fInancial
management.
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· Proven ability in staff organization, staff leadership, team building, program implementation.,
problem solving, budgeting, strategic planning, public relations, and conducting effective
relations with elected and appointed officials.
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EXPERIENCE
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ASSISTANT CITY MANAGER
Newport News, Virginia
1985-Present
Population 185,700
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Direct and manage city operations and service delivery systems for a full-service city, with an
annual operating budget of $500 million., with responsibility for Public Works, Parks and
Recreation, Social Services, Libraries, Public Health, Behavioral Health and Management
Information Systems. Experience includes management of Police, Fire, Juvenile and Adult
Corrections, Emergency Communications and Emergency Management. Responsibilities
encompass budgeting, fInance, human resources management and strategic planning. Experience
includes transportation., human services, housing, redevelopment, and tourism. Committed to
customer service, TQM, high performance organization., and citizen involvement values. Duties
include employee relations, community relations, regional government relations and the use of
negotiating skills.
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ASSISTANT TO CITY MANAGER
Chesapeake, Virginia
1980-1985
Population 135,000
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Developed, evaluated and directed city programs for Human Services, Public Utilities, Public
Safety and Capital Projects. Also administered city-wide productivity improvement program and
represented the City on regional boards and authorities.
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'WILLIAM P. MITCHELL
17 Welford Lane-Newport News, Virginia23606-
757/595-9451 (H)
757/926-8411 (U?
E-Mail: bmitchel@ci.newoort-news.va.us
SUMMARY OF OUALIFICATIONS
· Many years of progressively responsible experience in local govenunent senior management
and administration.
· Masters Degree in Public Administration With emphasis in budgeting and fInancial
management.
· Proven ability in staff organization, staff leadership, team building, program implementation,
problem solving, budgeting, strategic planning, public relations, and conducting effective
relations with elected and appointed officials.
EXPERIENCE
ASSISTANT CITY MANAGER
Newport News, Virginia
1985-Present
Population 185,700
Direct and manage city operations and service delivery systems for a full-service city, with an
annual operating budget of $500 million, with responsibility for Public Works, Parks and
Recreation, Social Seryices, Libraries, Public Health, Behavioral Health and Management
Information Systems. Experience includes management of Police, Fire, Juvenile and Adult
Corrections, Emergency Communications and Emergency Management. Responsibilities
encompass budgeting, finance, human resources management and strategic planning. Experience
includes transportation, human services, housing, redevelopment, and tourism. Committed to
customer service, TQM. high performance organization, and citizen involvement values. Duties
include employee relations, community relations, regional govenunent relations and the use of
negotiating skills.
ASSISTANT TO CITY MANAGER
Chesapeake, Virginia
1980-1985
Population 135,000
Developed, evaluated and directed city programs for Human Services, Public Utilities, Public
Safety and Capital Projects. Also administered city-wide productivity improvement program and
represented the City on regional boards and authorities.
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ROBERT M. MURPHY
EDUCATIONAL BACKGROUND
Master of Urban Affairs - 1975
Virginia Tech; B1acksburg, V A
Bachelor of Arts - History - 1970
Old Dominion University; Norfolk, V A
SUMMARY OF EXPERIENCE
1997 to 2001 *
Carteret County, NC (Population: 61,587)
County Manager
1983 to 1996
City of Poquson, VA (Population: 12,500)
City Manager
1981 to 1983
Nelson County, VA (Population: 13,000)
County Administrator
1975 1977
City of Portsmouth, VA (Population: 110,000)
Grants Analyst
* Mr. Murphy left his position in April 2001 after an election changed the Council.
COMPENSATION
Mr. Murphy reported an annual base salary of$ 88,000, plus a full benefits package
while with the Carteret County, NC.
Address:
P.O. Box 3181
Atlantic Beach, NC 28512
Telephone:
Home: (252) 222-4536
CLEARWATER-OI-05/01
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CITY OF CLEAR\V A TER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
'Rnhprt- M Mllrpl1y
JOB TITLE:
County Manager 4/97 - 4/01
ORGANIZATION:
Carteret County
POPULATION SERVED (number):
60,000 (permanent) 200,000 (seasonal)
REPORT TO (title):
Board of Commissioners (7)
CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY:
$88,000 (Base)
STAFF:
Total Organization:
350 Full Time
Total Number You Oversee
(Direct And Indirect):
250 (Estimate)
Largest Number Of Staff
Overseen (And Where):
350 Carteret County
ANNUAL BUDGET:
OPERATING
eAPIT AL
Organization:
~~0.9 millionS 4.7 million
Portion For Which You Are Responsible:
$ 43 million $ 4.7 million
Largest Budget For Which You Have
Been Responsible (And Where): $ 60.9 millions 4. 7 milion
Carteret
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 jurisdiction/municipality.
B. A difficult personnel decision you encountered and the - positive or negative - results
which occurred.
2. Please share your reasons for interest in this position, and any barriers to your
accepting the position if it is offered to you.
CLEARWA TERFL-OI-4/01
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lA Involvement and oversight of major capital projects
Carteret County, North Carolina, 1997- 2001
Developed and recommended to the Board of Commissioners an $80 million five year capital
improvement program that included county and school projects. The plan relied upon pay-as- you
go, debt and grant funding.
Instrumental in the creation of the County Transportation Committee which developed a county
wide transportation improvement plan. The plan includes a number of highway and bridge
upgrades and replacements. The top priority item is the construction of a new medium rise bridge
and highway approaches connecting the cities of Beaufort and Morehead City. I was actively
involved in the selection of the preferred location of the bridge. The project location was
particularly sensitive and controversial given the potential impact on historic Beaufort. A
recommended location was eventually found that satisfied the Beaufort City Council and met
traffic flow requirements. Construction is scheduled for 2007
A number of bond funded school renovation and construction projects were already underway
when I arrived in the county. In North Carolina the county bears the full cost of school
construction and issues any debt associated with school projects. Projects included the
construction of a new high school and elementary school, renovations to several older schools and
school technology upgrades. Unfortunately, The $29 million bond funding fell well short of the
$40 million required to finish the projects. Moreover, no funding had been devoted to equipping
the new schools. I helped develop a revised funding plan to finish and equip the projects and also
instituted a new school capital project oversight program to insure that the school system could
never put the county in such a situation again. The Board of Commissioners and county staff now
are involved in school capital projects from their inception and playa strong role in determining
the need for a project, project scoping, cost estimating, land acquisition, architect selection and
construction oversight. The county has been involved in one project under the new program from
start to finish; a new middle school which was done for a moderate square footage cost and which
was completed well within budget. Planning is now underway for two new elementary schools
and other renovation projects.
Closed the purchase of land for a county industrial park and used a combination of county and
EDA funds to develop the park. The total cost of the project was approximately $1 million and
the project was completed within budget. Plans have just been completed to expand the park with
the road, drainage and utility work to be funded by private property owners.
Facilitated the creation of a private marine services industrial park that has created several
hundred new jobs in the county. The county obtained a $900,000 grant to extend sewer and
water to the site. The county staff managed the utility construction project which was designed
and constructed by private firms. The project was completed within budget.
Construction will begin shortly on a new County health and mental health building which will be
located in a vacant small strip shopping center that formerly housed a grocery store, drug store
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2
and package store. The site is ideally located near a medical office park and the county owned
hospital. The location of the facility should make it easier for the hospital to refer non paying
patients seeking primary medical care in the hospital's emergency room to the health department,
thus relieving the hospital of a signicant cost. The project also brings abandoned buildings that
were becoming an eyesore back to productive use. The total cost estimate for the project is $5
million. The project is being paid for through a combination of rents that will no longer have to
be paid for other facilities and funds that are being freed up following the closing out of two debt
issues. The project will have no impact on the county tax rate.
Significant improvements have been made to county parks over the past four years. Plans for new
school facilities have included public recreation components. Additional land has been acquired
for park development and existing parks have been improved through a combination of local and
grant funds.
Developed a plan to construct a new branch library on community college property in the fast
growing western area of the county on land owned by Carteret County Community College. The
college has owned the land for several years but has never secured the funding to develop it.
Having been relieved ofland acquisition costs, we can afford to oversize the library and provide
additional classroom space for the college. Architect selection is now underway and the project is
scheduled for construction next Fall, pending Board of Commissioner approval.
The county operates a mainland, sound front convention/civic center that is no longer competitive
with some of the newer and larger facilities along the North and South Carolina coasts. Working
with our hospitality and tourism industry we commissioned an independent study that determined
there is a strong market for an ocean front convention center in our county and that such a center
would significantly expand hotel business in the Spring and Fall months. We solicited proposals
from private firms interested in joining the county in a publici private partnership to construct a
facility. Any cost incurred by the county would be funded by the county's occupancy tax and the
project would have no impact on general fund revenues or the county tax rate. The proposals
may be considered by the County Commission in the near future.
The county derives almost half of its local taxes from the privately developed area of Bogue
Banks. As the result of inlet dredging and storms, the ocean beach on the Banks has eroded
significantly. In an effort to protect our tax base the county has worked very closely with the four
towns located on the Banks to develop a beach nourishment program. The county has led the
effort to secure Army Corps funding for a long term nourishment project and we are now in the
feasibility stage with construction expected in 2008. Recognizing that we could lose a great deal
of valuable property before the Corps project begins we have worked to develop a locally funded
nourishment project th~t coma pT~serve the beach over the short term. To that end, the county
paid for an engineering study to design a project and the county is now seeking the needed
permits for construction. The interim project is expected to cost $12 million and will be paid for
with additional property taxes on Bogue Banks property owners. The project was
overwhelmingly approved by beach residents in a referendum.
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Poquoson, Virginia, 1983-1997
Poquoson is primarily a residential community located on the Chesapeake Bay. While there are
some very valuable properties in the city, the city government struggled to maintain a low tax rate
and generate sufficient funds pay for city services and operate a city school system. The Council
had identified approximately 400 acres of undeveloped property strategically located at the
entrance to the city as our best hope to attract new businesses to the city and expand our tax base.
The land contained over 80 individual parcels owned by different parties and it was not served by
utilities. The city had the property master planned based on a market analysis and worked with the
property owners to rezone the area. A key element of the plan was the creation of a Village
commercial zone that was intended to serve as a new city center and would include both retail and
residential uses. To provide a stimulus for the development of that zone the city acquired land for
the construction of roads and drainage, extended utilities and built a new city hall and library at
the planned center of the village zone. Additional public land was set aside for a future
recreational center.
Acquired land for a new primary school and managed the debt issue to finance construction.
Developed a master sewer plan for the city that charted the growth of the sewer system through
city build out. The plan detennined location and sizes of pump and lift stations and lines and was
used as a basis to determine charges to developers. The plan was also used as the basis for a
major system funded upgrade of pump stations and lines. Also managed the expansion of the
system to several neighborhoods still served by individual septic systems. The expansion was paid
for by the new customers.
Facilitated the planning and scheduling of the widening of the city's main thoroughfare. The
project was done in three phases and I was involved in the first two. The project was very
controversial and stretched over several years. The:final road design was the result of much give
and take between tlle State Highway D~partment engineers, the city and residents.
Partnered with York County on the construction of a new county/city courthouse in Yorktown,
Virginia. The city was involveq m site selection, design and construction management elements.
Major part of the project was the negQtiation of the city and county sharing of cost in which the
city fared very well.
Served with the managers ofY ork County, Williamsburg and James City County on an authority
that planned and constructed a regional jail. I was involved in all elements of the project but took
the most pride in the favorable terms I negotiated for the city's share of the capital and operating
costs for the facility.
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James City County, Virginia, 1977- 1981
Acted as the owner's representative during the construction of a four building county
government complex on land donated by the Anheuser Busch corporation. The project was
developed as a campus like setting on property adjacent to a Busch owned residential
development and Busch Gardens.
Planned and coordinated the construction of two fire stations.
IB Difficult penonnel situation
During my career as a manager I have dealt with difficult personnel issues. However, I do not
mind admitting that the number is not a very large one. I firmly believe that if a manager is very
clear in his or her expectations, provides the necessary resources to do the job and fosters a
supportive and rewarding work environment then most people will respond with more than the
required effort. Having said that, there have still been some occasions when I have had to deal
with department heads who were not performing in a satisfactory manner.
I was hired by a Carteret County Board of Commissioners who were intent on establishing a
professional, efficient and effective county government. Prior to the new Board assuming office,
the county government was not run in a professional manner and the community had grown tired
of a county government that did not respond to the community's needs. I was hired to help
implement the vision of the new board, but I inherited a staff that had never been asked to do the
quality of work we expected. I knew that I had to motivate a number of entrenched department
heads to make some fundamental changes in their approach to their jobs.
I began with a day long staff retreat away from the office where I introduced myself and talked
about the priorities of the Board of Commissioners, their expectations of me and the help I would
need from the department heads. I talked about my management philosophy and how I intended
to approach the manager's job in Cartert County. I stressed the need to strive for excellence and
to constantly reexamine our ways of doing things. The day was also an opportunity for the
department heads to introduce themselves to me and share their thoughts. I followed the retreat
with individual meetings with department heads where we discussed the status of their
departments and began to form improvement goals. These individual meetings were followed up
by the submission of work plans which detailed specific items that would be accomplished over a
period of time. These work plans became the basis for merit raise determinations several months
later. I maintained close contact with the staff and did a lot of "managing by walking around". I
also set a very high standard for myself and I think that my own strong work ethic had some
motivating influence on others.
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5
Most department heads responded very favorably to the new management approach and we began
to turn things around much quicker than I had expected. The majority of the county commission
expressed their appreciation to the staff for the improvement in the quality of work and the
number of citizen complaints fell off dramatically. There were those few department heads,
however, who could not adapt to the increased expectations. Two department heads retired, a
couple of others decided to seek employment elsewhere and two department head positions were
eliminated as a result of reorganizations of departments. Overall, morale improved as the work
quality improved and most department heads seemed to get more satisfaction from their jobs.
2 Interest in position and any possible barriers
I learned of the position opening through the ICMA Newsletter. The Clearwater position caught
my eye because of the city's coastal location which is important to me both professionally.and
personally. My interest was piqued enough that I went to the city's web site and learned more
about the city government, issues facing the city and the quality of life in the city and surrounding
area. Based on my initial search, I was interested enough to send in my resume and my interest
has grown since I have reviewed the more detailed position profile. I sense that my professional
background, personal traits, values and management style are consistent with what the Mayor and
Commissioners are looking for in a new manager.
I was particularly impressed with the city government's statement of values which match up well
with my personal beliefs about governing and managing a local government. Regardless of the
experience or abilities a manager brings to the position, it is essential that the council and manager
share the same set of core values. It would appear that the Commission is committed to running
an open, honest and progressive government and that is the environment in which I am most
effective.
My professional experience includes many of the issues facing Clearwater. Much of my career
has been spent in communities where tourism is a very strong presence and I think I have an
excellent understanding of the dynamics ofa tourist economy. I have a reputation as a skilled
financial manager who works hard to develop well reasoned, performance based budgets and
whotrys very hard to keep tax rates to a minimum. The bond ratings for Carteret and Poquoson
were elevated during my tenure in those communities which is indicative of improved financial
conditions. Finally, I have considerable successful experience in economic development and
growth management.
My personal traits and management style conform to the characteristics outlined in the position
profile. I am proud of the good working relationships that I have enjoyed with governing bodies
and indivual members over my career. I adhere very strictly to a rule that all members should
share in the same information and be treated equally. I am very much a "doer' who strives to
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improve the quality and efficiency of services. I encourage new ideas and motivate staff to find
innovative approaches to service delivery. My management style is very open and I am always
available to the commission, staff and public. I have attracted top flight professionals and have
always maintained a mutually supportive relationship with my staff
I think Clearwater may satisfy both the professional and personal criteria I am looking for in a
position. Professionally, the position would seem to provide an opportunity to work for a
progressive governing body committed to professional government . The positon also offers the
chance to tackle a variety of interesti,ng and challenging policy issues. Personally, the community
offers the outstanding quality of life I am seeking for my family. We very much enjoy coastal
living and Clearwater offers some of the best coastal living in the nation.
There are no barriers that would affect my ability to accept the Clearwater City Manager's
position or to perform successfully if selected.
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Robert M. Murphy
P.O. Box 3181
Atlantic Beach, NC 28512
252-222-4536- Home
252-342-0337- Cell
Background Summary
Twenty years experience as a city and county manager in growing, dynamic communities.
Career includes serving as manager of a coastal community with a substantial tourist and
commercial tax base and long term service as a manager of a rapidly developing suburban city
located in a major metropolitan area.
Professional Experience
1997 to 2001
County Manager, Carteret County, North Carolina (population 61,587 permanent, 196,000
seasonal)
Located on the central coastline of North Carolina, the county is a popular tourist destination with
such attractions as barrier island beaches, sport fishing and historic areas. County administration
has played an important role in the continuing effort to grow and diversify the county's economy
and tax base. Successes thus far have included the development of a county owned business
park and a partnership with a private company to develop a marine industrial park on the
intercoastal waterway. Plans are being completed to extend utilities to an island adjacent to the
Morehead City State Port to facilitate the development of a Port Industrial Park. Last year two
national rating agencies cited the growing diversity of the county's economy and its sound
financial management practices when they upgraded the county' bond rating to AA3. No other
county in North Carolina of comparable population enjoys such a high bond rating.
Significant emphasis has been placed on planning for the county's future. Carteret County is the
first county in eastern North Carolina to undertake the development of a county-wide
comprehensive plan addressing growth, environmental management issues, utility needs,
development standards and municipal and county services. The plan is being developed in
cooperation with the county's eleven municipalities, representatives from unincorporated areas
and different interest groups in the county. A five year capital improvements plan has been
developed that prioritizes needed governmental and school projects and offers a financing
strategy for accomplishing the projects.
Other accomplishments include the presentation of four county budgets that have expanded
services but kept the county's tax rate among the lowest of any county in the state; reorganization
of several county departments and reduction of personnel through attrition; numerous cost saving
measures throughout county departments; aggressive pursuit of federal and state grants which
have provided over $15 million for housing improvements, utility extensions, planning programs,
public safety and emergency beach restoration; improved cooperation with the towns and school
system; and replacement of the county's financial management and tax software.
1983-1996
City Manager, Poquoson, Virginia (population 12,500)
Surburban, full service city, located on the Virginia Peninsula in the Hampton Roads metropolitan
area. Poqouson experienced considerable residential and commercial growth throughout the
1980's and 90's. In an effort to better guide growth, numerous changes were made in the city's
zoning, subdivision and development ordinances. Master sewer and drainage plans were
developed. A fIVe year capital improvement program was incorporated as an element of the city's
comprehensive plan and funding for capital improvements was increased substantially. Specific
capital projects included city street upgrades, sewer and water improvements and school
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construction. A new municipal building and library were constructed as anchors for a planned
town commercial center in an undeveloped area of the city.
Despite significant growth in services, the city staff increased very little during tenure and the tax
rate remained well below the average for Virginia cities. Progressed from having to short term
borrow to meet expenses to having a healthy fund balance and an improved bond rating.
Reappointed to the City Manager's position six times following council elections.
1981 -1983
County Administrator, Nelson County, Virginia (population 13,000)
Served as Chief Administrative Officer reporting to an elected Board of Supervisors. Nelson
County is in Central Virginia and is the location of the Wintergreen Resort. The duties and
responsibilities of the administrator's position were similar to those of subsequent Managers'
positions.
1977-1981
Assistant to the County Administrator (population 40,000)
Management position within office of County Administrator. James City County is adjacent to
Williamsburg, Virginia and was a fast growing community during my tenure. Anheuser-Busch
Brewery, Busch Gardens and numerous retail outlet stores are located in the county.
Responsibility for oversight and policy development in the areas of public works, utilities,
comprehensive planning, building inspections, community development, economic development
and grants. Responsibilities included program, personnel and budget administration.
1975-1977
Grants Analyst, City of Portsmouth, Virginia
Assistant Department Head in Federal Grants Office of the City of Portsmouth, which was an arm
of the City Manager's office.
Education
1993 Senior Executive Institute, University of Virginia
Program for Senior Local Executives
1981 Federal Executive Institute, Charlottesville, Virginia
Program for Senior Level Federal Executives. (Invited to attend)
1975 M.U.A. Master of Urban Affairs, Virginia Tech
1970 B.A., Old Dominion University
Other
Board of Directors, North Carolina Water Congress, 2000
Full Member, International City Management Association
Member, North Carolina City and County Management Association
Appointed by Govemor of Virginia to serve on District 15 Regional Economic Development
Council, 1995
Chairman, Hampton Roads Chief Administrative Officers Organization, 1996 (City Managers!
County Administrators)
Treasurer, Hampton Roads Planning District Commission, 1995
Vice Chairman, Virginia Peninsula Regional Jail Authority, 1996
U.S. Army, 1970 to 1972
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ROBERT S. N OE, JR.
EDUCATIONAL BACKGROUND
Master of Public Administration - 1974
Bachelor of Arts - 1964
University of North Carolina; Chapel Hill, NC
SUMMARY OF EXPERIENCE
1999 to Present
Town of Leesburg, VA (Population: 30,000)
Town Manager
1994 to 1999
City of Tamarac, FL (Population: 52,000)
City Manager
1991 to 1993*
City of Hollywood, FL (Population: 125,000)
City Manager
1990
The Anden Group (Alexandria, VA)
Vice President
1978 to 1989
Prince William County, VA (population: 230,000)
County Executive Recruitment
1972 to 1978
Town of Herndon, VA (Population: 12,000)
Town Manager
1970 to 1972
Henrico County, VA (Population: 150,000)
Administrative Assistant to County Manager
1966 to 1969
City of Durham, NC (Population: 100,000)
Assistant Personnel Director/Intern
* From January 1991 to November 1991, Mr. Noe, Jr. was a Consultant.
COMPENSATION
Mr. Noe, Jr. reports a current annual base salary of$ 118,300, plus a full benefits
package.
Address:
306 Edwards Ferry Road
Leesburg, VA 20176
Telephone:
Home: (703) 669-0990
Work: (703) 771-2700
CLEARWATER-OI-05/01
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CITY QF CLEARWATER.. FL
CITY MANAGER
SUPP~EMENT~LINFORMAllQN
NAME:
Robert S. Noe, Jr.
JOB TITLE:
Town Manager
ORGANIZATION:
Town of Leesburg, Virginia
POPULATION SERVED:
32,000
REPORT TO (title):
CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY
STAFF:
Mayor and Council
$118,300
Total Organization:
300
Total Number you oversee
15 direct reports; responsible for all 300
Largest Number of Staff
Overseen (And Where)
2000+ Prince William County, Virginia
ANNUAL BUDGET:
OPERATING
CAPITAL
$120,000,000
$120,000,000
Organization: Town of Leesburg
$67,000,000
Portion For Which You Are Responsible $67,000,000
Largest Budget For Which You Have
Been Responsible (And Where):
$154,000,000
Prince William
$120,000,000
Leesburg
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Robert S. Noe, Jr . (continued)
City of Oearwater
page 2
1. Briefly describe your experience and/or most significant
accomplishment in each of the following areas:
A. Involvement and oversight of major capital projects in a municipality.
During my eleven-year tenure as County Executive of Prince
William County, Virginia, we constructed several major capital projects for
which I was responsible. Among these are a regional judiCial center,
regional adult detention center, county administration building, sports
complex including a minor league baseball stadium, two senior dtizen
centers, and a juvenile detention center. All of these projects were
administered by county personnel responsible to me except for the
stadium, which was a joint effort with the county park authority.
I was involved with each facility when I was needed. Project
managers made periodic progress reports and we reported to the Board of
SuperviSOrs (governing body) as appropriate. I coordinated the publiC
educational campaign for the judidal center referendum in close
consultation with the Chair of the Board of Supervisors. The Chief Judge
and I resotved issues regarding courthouse design. This was a
challenging opportunity because all judges did not share the same views.
Each facility had an excellent construction supervisor. My
involvement varied depending on the issues that developed.
B. A difficult personnel decision you encountered and the results.
When I was appointed county executive, the deputy county
executive had come within one vote of being named county executive. As
I assumed my responsibilities, I looked forward to developing a dose
working relationship with the deputy. Being mindful that she almost was
appointed county executive and recognizing the emotions involved, I was
committed to her continuing success. I hoped she would be my most
trusted colleague and ally. She was a long-term county employee, having
worked her way through the ranks, knowledgeable about the issues,
insightful regarding the governing body and respected by the employees.
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Robert S. Noe, ]r . (continued)
City of Oearwater
page 3
Over a period of several months, I began to realize that she was
ineffective. After a number of discussions with her that produced no
meaningful change, I concluded that she was unable to perform at the
necessary level. I spoke with each member of the governing body and
learned that she had revealed during her interview that she was unsure if
she would be able to continue successfully if she were not appointed
county executive. She elected to retire.
2. Please share your reasons for interest in this position, and any
barriers to your accepting the position if it is offered to you.
The first requirement for my job is that it be a pleasant place to
live. My wife and I would enjoy living in Clearwater. Where we live is as
important as where I work.
In addition, I enjoy the kinds of professional challenges presented
by Oearwater. There seems to be the political will to address a number of
significant issues simultaneously. I believe that Clearwater is a city on the
move. When I visited Oearwater for the "Transforming Governmenr'
Conference and the Florida managers meeting in 1999, I was excited by
the activity and plans to move the city to a new level.
To improve any city requires a partnership among the political
leadership, citizens, business community, an energized and enlightened
staff and the manager. My career has been spent developing partnerships
and relationships with these key groups to move the community forward
and to enhance the delivery of munidpal services. This is what I do best
and enjoy the most and it would make me a valuable member of the
Clearwater team. Exdting things are happening in Clearwater and I want
to be a part of this dynamic city.
There are no barriers to my accepting this position provided a
competitive contract is offered.
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ROBERT S. NOE, JR.
306 Edwards Ferry Road
Leesburg, VA 20176
0) 7037712700 H)703 669 0990
PROFESSIONAL EXPERIENCE:
Town Manager
Town of Leesburg
SepteDlber1999-present
Leesburg, Virginia
Leesburg is the county seat of Loudoun County, the third fastest growing county in the
United States. Located in Northern Virginia and the Washington, D.c. metropolitan area,
downtown Leesburg has retained its historic charm while working its way into the 21 st
Century. Leesburg has a rapidly growing population of 30,000, many of whom work in
the high tech sectors at Dulles and Tyson's Comer. The town has a staff of 300 and a
budget of $52,000,000. We produced "Major Issues," the foundation of the strategic
planning/transforming government efforts to help the government operate more like a
business.
City Manager
City of TaDlarac
February1994-September 1999
Tamarac, Florida
Tamarac, a growing city of 52,000, contiguous to Ft. Lauderdale, has a budget of
$46,000,000 and 320 employees. We have pursued the goal of "institutionalizing good
government," which has resulted in pervasive change in virtually every area of the
government. Working closely with the governing body and a reconstituted group of
energized employees, we have enjoyed many accomplishments including the following:
· Instituted strategic planning processes based on "Major Issues" (I and II) resulting in
governing body goals tied to the budget process,
· Achieved a culturally diverse workforce,
· Secured six corporate relocations in four years resulting in the creation of more than
500 new jobs and the investment of more than $30,000,000.,
· Building a senior/community center with general obligation bonds,
· Repaving all neighborhood streets with retrofitted storm drainage systems and median
beautification, financed with revenue bonds,
· Installed state of the art central computer and accompanying software,
· Established emergency medical response and transport system including dual trained
firefighters/paramedics,
· Implemented voluntary early retirement program to facilitate culture change,
· Implementing a geographic information system,
· Installed 401(a) retirement program, reducing City pension liability,
· Provided email and Internet connections for most employees,
· Consolidated two City owned utility systems,
· Earned Distinguished Budget Presentation Award from GFOA.
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Robert S. Noe, Jr.
page 2
City Manager
City of Hollywood
November 1991-September 1993
Hollywood, Florida
Hollywood, a port city south of and contiguous to Ft. Lauderdale, has a population of
125,000, a budget of $120,000,000. including utilities, and 1500 employees. My tenure
was difficult, highlighted by the discovery of things that had been either ignored or
hidden for many years. Status quo and mediocrity were prevalent; some desire to change
existed but not much acceptance of the consequences. In spite of the fact that the
Commission changed dramatically four months after I was hired, many substantive things
were accomplished during my 22 months before I was fired, including:
· Established a strategic planning process based on "Major Issues" which tied
governing body goals to the operating budget,
· Changed auditors on my recommendation, which produced a management letter with
over 100 findings of significant weakness including material weakness,
· Established a professional budget office and opened the budget process both in
participation and information,
· Resurrected a major computer upgrade from stagnation to state of the art,
· Completed a pay plan, classification, benefits study,
· Completed a major fee analysis and cost allocation plan that could have yielded
$4,000,000. in new revenue,
· Reestablished an employee recognition program,
· Presented a restructuring plan that could have reduced spending by $2.5 million
dollars.
Consulting
January 1991-November 1991
After leaving the private sector, I consulted until I was appointed Hollywood City
Manager. During this time, I had three clients.
Vice President
The Anden Group
January 1990-December 1990
Alexandria, Virginia
The Anden Group was a land developer and builder. My responsibilities included
planning and zoning.
County Executive
Prince William County
September 1978-December 1989
Woodbridge, Virginia
Prince William County is a full service, rapidly growing county in the Washington, D.C.
metropolitan area that had a population of 230,000, a budget of$154,000,000. excluding
schools and utilities, and more that 2000 employees. In eleven years as County
Executive, we changed the way the government operated; we opened the government,
made it more professional and strategically addressed the issues, including accomplishing
the following:
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Robert S. Noe, Jr.
page 3
Prince William County (continued)
· Emphasized the importance of having and helped to develop a vision,
· Produced "Major Issues" using a team approach involving all department directors
and key staff, which governing body used to establish goals and programs,
· Devised budget process which virtually eliminated hostility at the governing body
level; earned national and state awards,
· Built a sense of team between/among governing body, staff, and manager,
· Attracted and retained outstanding staffby expecting department directorslkey
assistants to participate in issue resolution outside of their areas of primary
responsibility; saved considerable money otherwise required for consultants,
· Encouraged innovation at all levels of the organization; publicly recognized
outstanding employees and managers,
· Held quarterly meetings open to all employees, initiated weIIness and employee
assistance programs, eliminated smoking in county buildings,
· Established high standards resulting in 16 state and national awards,
· Institutionalized emergency management preparedness program,
· Met regularly with press, community groups and Chambers of Commerce,
· Implemented "pay for performance,"
· Implemented a multi-county/city regional bus/rail system that connected to the
District of Columbia's metro rail system,
· Designed (later implemented) a cross county road system to connect Interstate 95
with Interstate 66,
· Built a regional judicial center, regional adult detention center, county administration
building, two senior centers, and funded a regional recreation center,
· Redesigned the economic development program that enabled total employment and
commercial and industrial real estate values to more than double,
· Built a sports complex and attracted a Class A baseball team, and
· Developed a model relationship with the School Board and Superintendent.
Town Manager
Town of Herndon
July 1972-August 1978
Herndon, Virginia
Herndon was a limited service, rapidly growing town in Northern Virginia and the
Washington metropolitan area, with a budget of $3,000,000. and 100 employees. The
population doubled to 12,000 during my tenure.
Admin. Asst. to County Manager
Hennco County
February 197O-June 1972
Richmond, Virginia
Asst. Personnel Director, Intern
City of Durham
June 1966-September 1969
Durham, North Carolina
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Robert S. Noe, Jr.
page 4
Atlantic Richfield Com pany
July 1964-July 1966
United States Army
Bad Kreuznach, Germany
October 1960-September 1962
EDUCATION:
University of North Carolina, Chapel Hill:
Master of Public Administration, 1974;
Bachelor of Arts, 1964.
University of Virginia:
Senior Executive Institute, 1987
ICMA University:
Five certificates: 1995 (2), 1996, 1997, 1998.
High Performance Organization three day training course; Dr. John Pickering, University
of Virginia; 2001
OFFICES AND HONORS:
Presenter, Transfonning Government Conference, Clearwater, FL, May, 1999
Board of Directors, Tamarac Chamber of Commerce, 1994-1999
District Vice President, Florida City County Management Association, 1992-93
Board of Directors, Hollywood Chamber of Commerce, 1991-93
Regional Vice President, International City Management Association, 1987-89
President, Virginia Section, ICMA, 1986-87
Executive Committee, Virginia Section, ICMA, 1983-88
Virginia Innovation Group, 1984-89; Chair, 1985; founding member
Board of Directors, Prince William Chamber of Commerce, 1983-89
Board of Directors, Prince William Symphony Orchestra, 1990
Speaker, two national conferences and numerous state and regional meetings
Distinguished Service Award, Prince William Chamber of Commerce, 1989
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RONALD L. PAYNE
EDUCATIONAL BACKGROUND
Master of Science - Accounting - 1984
University of Tulsa; Tulsa, OK
Bachelor of Science - Accounting - 1975
Brescia College; Owensboro, KY
CERTIFICATIONS
Certified Public Accountant - KY
SUMMARY OF EXPERIENCE
1993 to Present
1997 to Present
1993 to 1997
City of Owensboro, KY (Population: 54,000)
City Manager
Director of Finance & Administrator
1979 to 1993
1990 to 1993
1979 to 1990
City of Tulsa, OK (population: 370,000)
Director of Finance
Controller/Deputy City Administrator
1975 to 1979
City of Owensboro, KY (Population: 53,000)
City Auditor
1971 to 1975
Coopers & Lybrand (Owensboro, KY)
Senior Auditor
COMPENSATION
Mr. Payne reports a current annual base salary of$ 99,580, plus a full benefits package.
Address:
4313 Peppermill Court
Owensboro, KY 42301
Telephone:
Home: (270) 926-3033
Work: (270) 687-8552
CLEARWATER~1~5ml
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CITY OF CLEARWATER. FL
CITY MANAGER
SUPPLEMENTAL INFORMATION
NAME:
Rnn~lrl To P~l'nE'
JOB TITLE:
City Manager
ORGANIZATION:
Owensboro, Kentucky
POPULATION SERVED (number):
54,000
REPORT TO (title):
City Commi RRi on
CURRENT (OR MOST RECENT)
ANNUAL BASE SALARY:
$99,582
STAFF:
Total Organization:
474
474
474
OPERATING CAPITAL
$ 39mi11. $ Rm; 1 1 , ,
$ same $ same
Total Number You Oversee
(Direct And Indirect):
LargestNumberOfSmlf
Overseen (And Where):
ANNUAL BUDGET:
Organization:
Portion For Which You Are Responsible:
Largest Budget For Which You Have
Been Responsible (And Where): Tulsa $ 148 mill. $ 200 mill.
(Finance Director)
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 jurisdiction/municipality.
B. A difficult personnel decision you encountered and the - positive or negative - results
which occurred.
2. Please share your reasons for interest in this position, and any barriers to your
accepting the position if it is offered to you.
CLEARW A TERFL-O 1-4/0 1
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1. A. As Finance Director for the City of Tulsa, OK. I was responsible for preparation of
the City's budget including the capital improvement program. I worked with the City's
various departments through a CIP process to develop and prioritize capital requests.
Projects were evaluated based on a set of criteria and a five year capital plan developed.
The plan was approved by the Mayor and submitted to the City Council for funding. See
attached. Funding was achieved primarily through a five year sales tax increase voted on
by the citizens after an extensive public hearing process.
Upon assuming the position of City Manager for Owensboro, Kentucky I met with all
department heads to develop the City's first five year capital plan. After reaching a
consensus on the project list and receiving approval by the City Commission we proposed
a temporary increase in the City's payroll tax to fund the program. We recommended the
community be allowed to vote on the list of projects after offering them the opportunity to
comment on the program through an extensive public hearing process and media
campaign. The projects and tax increase were approved.
1. B. A case involving misconduct in the police department which resulted in the
resignation of five officers was a difficult personnel issue. A female officer was at the
center of the problem. An EEO complaint was filed and investigated by our personnel
department. I made a decision to retain a retired police chief through the International
Chiefs of Police Assn. to assist the personnel director and Police Chief which was very
helpful. Charges were prepared and all five elected to resign. A better job could have been
done with the press early on, but the City was required to observe a Police Officers Bill of
Rights law.
2. My interest is driven by several reasons. First, I have been with the City ofOwensboro
for seven years and would like to take on a new challenge. I have enjoyed being City
Manager in my hometown and have accomplished most of the projects and programs I set
out for myself Second, I have been able to consolidate part of my Tulsa time, previous
time in Kentucky and my military service to achieve a retirement opportunity I would like
to take advantage of with the Kentucky Retirement System. Third, Florida, I would really
like to move there.
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ANNUAL PROCESS
Mayor,
Boards & Authorities,
and Cit Council
Determine need for capital
projects through studies
and lans.
artments
'Prepare capital requests based on
lans and studies.
Finance
Department
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Reviews proposed Capital Plan
and reaches funding decisions.
Vohlra approve fw1cIlng
the projecta
Ci Council
Reviews and comments on
status report of active projects.
The Plan is adopted
along with the operating
bud et.
Proposition falla
Projects remain in the CIP inventory until
other means are found to fund them.
IHII_ DoporInaotl
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Ronald L. Payne
4313 Peppermill Ct.
Owensboro, Ky 42301
Home 270-926-3033
paynerl@peoplepc.com
OBJECTIVE
To direct, manage, and coordinate the operations of a dynamic community that desires an
administrator with an extensive record of achievement.
SUMMARY
Twenty five years of experience in governmental finance and management. First as a CPA with a
national accounting firm focused on governmental auditing then progressing through various
positions ultimately becoming Director of Finance for Tulsa, Oklahoma until returning to my
hometown and becoming City Manager of Owensboro, Kentucky, the third largest city in the
State. Promoted by every organization by whom I have been employed.
Extensive experience in developing multi-million dollar budgets and financings, directing
professional staff to achieve establish goals and objectives, economic development, community
relations, capital planning and management and intergovernmental relations. I have a sensitivity
and appreciation of both political and public processes with the ability to meet and work with
community leaders, residents and other groups in an honest and constructive manner. I am very
open to change and innovation and have the ability to encourage and motivate a professional
staff toward achievement of collectively agreed upon goals. I consider myself a coach not one
who" shoots baskets".
I am very results oriented and a high achiever, type A person. I have good writing and
communication skills. I am a facilitator with the ability to make poised presentations in a clear
and credible manner. I can and do make tough and timely decisions. I possess a passion for
public service and believe in a strong customer service focus.
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EXPERIENCE
City Manager Owensboro, Kentucky ( 1997 - Present
pop. 54,000 )
Responsible for administration of the City and implementing the policies set by a City
Commission consisting of a Mayor and four Commissioners. Oversee 15 departments and a
budget of $45 million providing a full range of municipal services. Developed and presented to
the elected officials and ultimately the public a successful voter approved capital program
funded by a temporary five year increase in the city's income tax. Developed the campaign and
held numerous public hearings presenting the city's need for a variety of projects including a
stromwater program, a new police headquarters and various other projects. Developed an
agressive annexation policy increasing the area of the City by 17% to expand the tax base and
maintain the City's population. Managed the City through an F3 tornado that damaged a third of
the City. The record recovery effort has brought the City state and national attention. Hired a
new police chief and reorganized the police department after conducting an extensive IACP
study which has led to modern force of professionals which has received accreditation after
years of description within the department. Other achievements include developing a
neighborhood advisory board program, a comprehensive maintenance program for the City's
infrastructure, economic development, and developing a City-Action line that handled 40,000
calls for the year 2000.
.
Director of Finance Owensboro, Kentucky 1993 _ 1997
and Administration
Responsible for the administration of the City's finance. personnel and information services
functions. Implemented a program to upgrade the City's aging computer system and expand the
, use of information technology in the City. Conducted numerous debt financings for new projects
and to refinance prior debt utilizing both competitive and negotiated methods. Directed the
development of numerous policy manuals and a complete revision of the City's personnel
policies and procedures.
Director of Finance Tulsa, Oklahoma (pop. 1990 _ 1993
370,000)
Appointed the first Director of Finance under a new strong Mayor form of government.
Organized the new Department of Finance which is responsible for the administration of all
financial functions of the City, including accounting, budgeting, treasury, purchasing, capital
planning and research and the City Clerk functions. Staff consisted of 93 professional and
clerical personnel. Served on the Mayors administrative staff, meeting weekly to develop policy
and direct city operations. Worked with the City Council and Mayor to develop a $200 million
operating budget and $650 million capital plan. The capital plan included a voter approved $245
million one cent sales tax program. Made numerous presentations to groups in the Council
Districts to obtain voter approval. Developed a five year financial forecast. new on-line
computer system acquired fro Dunn & Bradstreet software after serving as Chair of the
Comprehensive City Information Plan Committee assigned the responsibility for developing a
five year plan for the City's information systems needs. Implemented a program to refinance
over $140 million of bonds saving $20 million of interest costs and releasing $3 million of
reserves for new capital projects.
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HECTOR A. RIVERA
EDUCATIONAL BACKGROUND
Master of Public Administration - 1972
The University of Hartford; West Hartford, CT
Master of Art - Sociology - 1968
The New York School for Social Research; New York, NY
Bachelor of Art - Sociology - 1965
The City College ofthe City University of New York; New York, NY
SUMMARY OF EXPERIENCE
1999 to Jan. 2001
Town of Braintree, MA (Population: 37,000)
Executive Secretary / Administrator
1997 to 1999
City of Falls Church, VA (population: 10,000)
City Manager
1993 to 1997
County of Guilford, NC (population: 354,000)
County Manager
1992 to 1993
City of Yonkers, NY (Population: 188,000)
Chief Administrative Officer, Office of the Mayor
1985 to 1992
City of Virginia Beach, VA (Population: 38,000)
Assistant City Manager
1979 to 1984
State of Connecticut
Deputy Commissioner, Department of Human Resources
1976 to 1979
Pueblo Area Council of Government (Pueblo, CO)
Executive Director, Human Resource Commission
1974 to 1976
City of Hartford, CT (Population: 152,000)
Manpower Coordinator, Regional CET A Consortium
1970 to 1974
City of New Britain, CT (Population: 50,000)
Executive Director, Human Resources
COMPENSATION
Mr. Rivera reports a current annual base salary of$ 114,400, plus a full benefits package.
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Hector A. Rivera
Page 2
Address:
6219 Clara Edward Terrace
Alexandria, VA 22310
Home: (703) 822-0588
Telephone:
CLEARWATER-OI-OS/Ol
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CITY OF CLEARWATER
CITY MANAGER
POPULATION
SERVED:
REPORT TO:
CURRENT
SALARY:
STAFF
Total Org.
Total # You
Oversee (direct. indirect): 20
Largest # of staff overseen: 2,700 Guilford County
Organization:
Portion for which
you are responsible:
Largest budget for which
you have been responsible
(and where):
NAME:
JOB TITLE:
ORGANIZA TION:
ANNUAL BUDGET
HECTOR A. RIVERA
COUNTY MANAGER
GUILFORD COUNTY
(GREENSBORO), N.C.
354,000
COUNTY COMMISSION
$114,400.
2,700
OPERATING CAPITAL
$359 million $370 million
100%
100%
$388 million
Yonkers, N. Y.
$370 million
Guilford Co.
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CITY OF CLEARWATER, FL CITY MANAGER
SUPPLEMENT AL INFORMATION
I. BRIEFLY DESCRiBE YOUR EXPERIENCES AND/OR MOST SIGNIFICANT ACCOMPLISHMENTS
IN EACH OFfHE FOLLOWING AREAS, FROM ANY POSITION WHICH YOU HAVE HELD.
A. Involvement and oversight of major capital projects in a jurisdiction/municipality.
B. A difficult decision you encountered and the-positive or negative-results which occurred.
A. CAPlT AL PROJECTS
In my last city managership, the City of Falls Church, Arlington County (VA), and the District of Columbia
were the only historical customers of the US Army Corps of Engineers who could draw water from the Potomac
River. Congress, in its infinite wisdom, wanted to privatize the operation and sell off the asset to a private provider
or to a new multi-state corporation or the Fairfax Water Authority (VA). This was included in the water
amendments to the Clean Water Act and so directed the Secretary of the Army (Hon. Togo West). Water in
Northern Virginia is like "gold" to development and the local governments that cannot annex and must intensifY
present densities or "build out" all land available that is properly zoned.
The three "customers" who historically had paid for the capital costs of the water, the plant, and staff costs
of this source, developed a task force headed by the CAOs of the local governments, did professional cost-benefit
and opportunity costs studies, fleshed-out the congressional options, and met with the Army Secretary, his
designees, Senator Warner of the Armed Services Committee, DC and northern V A US House of Representatives
delegation. After two years we (CAOs and our elected Commissions) were able to convince the significant players
to remodify and continue the exisiting arrd.Dgement. The customers were elevated to a board that would oversee
the project, recommend the appointment of the project director to the Corps of Engineers, review and set rates, and
also continue the capital maintenance of the source. This was supported by the Army and Congressional
delegation and came to pass.
It was important to keep the federal role since the Potomac River is owned by the State of Maryland and anyone
else would be required to go through the Maryland permitting process and environmental impact reviews before it
could draw water from the river. Careful statesmanship, pivotal and involved role of locally elected officials,
complete and professional staff work, creativity and entrepreneurship by the CEOs as agents for their communities
helped reverse a congressional directive and alowed for local control of water for health, growth, and
environmnetal reasons. I was directly involved at the policy, program. and resource levels of this unique case study
of intergovernmentalism.
In Falls Church City, 1 was also able to provide leadership and council locus to stalled capital projects, i.e.,
Fire Station (20 years), Community Recreation Center (10 years), and athletic fields for the schools (3 years).
The station and the fields are done, the center is under renovation now. I also was involved in doing rate studies
for our water utility to assure the Council and citizens of a ".fair rate of return" on our investment that could
assist our operating budget.
In Guilford County (Greensboro, N.C.) I was instrumental in having the county commission adopt their first
Capital Improvement Plan (ClP). The latter helped operationalize six new elementary schools over the next six
years; approve development of an 800 megahertz radio system for our emergency services and law enforcement
agencies; developed and implemented the county's first Comprehensive Facilities Study & Space Standards;
supported and participated in a County Development Advisory Review Committee of builders, architects, etc.
to advise on county development issues, and successfully negotiated park developments between counties and
city/county to enhance the leisure function.
Indirectly, the staff at my request developed an Economic Development Investment Strategy for retaining and
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expanding our tax base by the use of an incentive matrix including environmental/water use intensity. This
strategy coupled with a fund balance policy helped fund our capital needs without a tax increase in the four budgets
that I developed for the Board of County Commissioners as county manager.
I served as an Assistant City Manager of Virginia Beach ( 400,000), VA and was given responsibility to bring in
"on budget and on time" a Central Library (90,000 sqft), four community recreation centers (each @ 90,000 sqft),
and other projects. This was accomplished as directed.
B. PERSONNEL DECISIONS
In this field, as well as the private sector, personnel matters can be tricky and untidy and need to be managed
carefully, methodically, and equitably. Pay for performance has been around for a while but certainly is difficult
to implement. In the City of Falls Church, the City Council wanted a production and consumer oriented
municipal organization. Through one of their standing committees (personnel Policy), I was requested to develop
a strategy to do this, encourage "new blood" and diversity to enter the organizatio~ and create a "benchmark"
for the surrounding cities and counties to look up to progressive Falls Church.
I met on a periodic basis 'with the Council Personnel Committee to seek input and guidance as well as feedback
since I also had to develop a performance contract with measures and milestones as city manager. The first step
I took, after we had reorganized the government into four functional units with general managers, was to bring the
team into the discussions, planning, and design..this way they couId buy into it and become "product champions".
Concurrently with the reorganization. I asked that we complete the salary reclassification study that had been
funded by the Council but not yet started. It was important to have broadband salary ranges, market compatibility
with surrounding governments, and an executive pay plan for department heads sepemte from the professional and
non-professional classes. The reclassification study was laborious, the workshops were engaging with all city
employees and the consultant, and the briefings with Council and its committees.
My assistant began to develop a leadership institute with speakers on leadership from the clergy, cable industries,
council of governmnets, police chiefs, etc., and we also physically and fiscally created a Training Center
for the municipal staff We needed a global perspective. I would periodically show up at the Employee Advisory
-Committee with their cross-sectonll representatives to hear and discuss issues including those referenced above.
As these initiatives took momentum and as we were completing the Training Center and other City Hall
renovations we had an evening "open house" at City Hall, Public Works & Utilities, for the many publics and tax
payers we serve. It created much goodwill and pride to city staff and helped demistify some city operations like
measuring water pressure, size of pipes, GIS, assessments, etc.
Over a two year period, with heavy involvement, briefings, and blessings of the City Council, the city launched a
pay for performance system with the following characteristics:
.salary and job descriptions were pegged to market
.broad bands were used instead of the step increases
.every employee, bus driver, secretary, engineer, department head,
city manager were to have a performance contract outlining duties,
measurement indices, resources and trdining needed
.salary increases couId be 0-8% based on measurable performance
.there would be two annual reviews, the first to review and/or modify
performance goals and accomplishments; the second review would
focus on remuneration and steps to start the next year's agreement
.an employee would be measured not on "likes or dislikes" or affiliations but
on tangible and documented work units. An aggrieved employee could also
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challenge subjectivity or arbitrariness by having the next level of supervision review
the judgements of the employee's immediate supervisor. The city manager would
be the final arbiter/decision-maker.
It was approved by the City Council, extra fiscal and trelining resources were placed in the
Human Resources Department, COLAs were eliminated (since they do no differentiate petfonnance
but are across the board), and training was begun immediately on petfonnance alignment.,
business plans, etc. The petfonnance agreement went into effect six months later. Falls Church is
still the only municipality where the concept was not limited to department heads but throughout
all the rank and file.
Theoverdll scheme along with the reorganization and realignment poised the city for the future
and gave it a business-like approach to managing "the people's business" by its elected and
appointed officials.
There was panic, discomfort-all the attributes of change which is often like grieving in a funeral wake.
The organization and the policy-makers realized that in the new millenium "change is the only constant".
and that you need to "measure what you manage" if you are going to have efficacy and happy citizen customers.
My involvement as a manager of change, coach, co-conspirator with City Council on the need to modernize the
city machinery, and executing the vision was peIVasive. I believe I sent DMG Maximus an article fron the local
daily on this as one of my structural accomplislunents during my tenure. This process was concurrently ongoing
while the "water project" with Congress and the Army referenced in "A" was moving forward.
2. PLEASE SHARE YOUR REASONS FOR INTEREST IN THlS POSITION, AND ANY BARRIERS TO YOUR
ACCEPTING THE POSmON IF IT IS OFFERED TO YOU.
.Competency, depth of experience, maturity,global perspective, loyalty to representative democracy
form of government, transparency decision-making, humbleness, empowerment, and full participation
by stakeholders is what I bring to the City of Clearwater. These qualities are also what may be
needed to bring back credibility to the Office of the City Manager and the needed and essential balance
by the legislative branch over an appointed executive. The two form a partnership but the Council is
supreme since they are elected and the other is appointed.
.Knowledge of the urgent issues that face Clearwater and its regional neighborhoods
in sustaining vital urban governance. I support and have always worked at forging
regional relationships, especially thorny problems that do not respect political-geographical
boundaries.
.Need for strategic planning and full involvement/partnership of all stakeholders as citizen-planners
to evolve its do\'mtown (Cleveland Street) into an animated Main Street as a destination point. I have
tlle interest., tIle passion, and tIle negotiating and public entrepreneurial skills to execute tIle Commission's
vision for this critical urban area. This is a prized piece of real estate not at its highest and best use.
. The candidate also has family ties in Tampa, Port St. Lucie, Orlando, Naples and has always been
a boating and fishing enthusiast. Of the latter, Clearwater has this in abundance!
.I enjoy challenges and complex problems. I relish on expanding opportunities and potential
of cities. Clearwater has this and more!
I do not foresee any barriers except timing. I am a finalist in other jurisdictious and wish to bring to
closure my present transition.
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HECTOR A. RIVERA
6219 Clara Edward Terrace
Alexandria, Virginia 22310
703-822-0588
(e-mail: hrivera4@hotmail.com)
EDUCATION:
The City College of the City University of New York
New York, New York
B. A. in Sociology
The New School for Social Research
New York, New Yark
M. A. in Sociology
The University of Hartford
West Hartford, Connecticut
Masters in Public Administration
EMPLOYMENT:
10/'99-1/'01 Contract Employee (1 year) for TOWN OF BRAINTREE, MA
as Executive Secretary (Administrator) and concurrently Lecturer at
NORTHEASTERN UNIVERSITY (Boston) in Political
Science Department. On August 1,2000, invited to join
U.S. PEACE CORPS by national Director as the Director of
Polity, Planning & Analysis with special assignment( s) in municipal
development in overseas country posts.
5/97-8/99 CITY OF FALLS CHURCH - Virginia
City Manager
Responsible for the administration of all municipal functions in this
suburban independent Virginia City of 10,000 citizens with an
operating budget of $30 million; a Utilities enterprise with 100,000
customers and a capitalized value of over 100 million; employees
of250; and a Capital Improvement Plan of $90 million.
10/93-4/97 COUNTY OF GUILFORD - Greensboro, North Carolina
County Manager
Chief Executive Officer for the third largest county in North Carolina
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3/92-10/93
1/85-3/92
2/79-12/84
(population approximately 354,000), containing two of the State's
seven largest cities (Greensboro and High Point). Serve an elected,
eleven member Board of County Commissioners. Responsible for the
activities of the twenty-seven departments and 2,700 employees
providing services under an annual budget of $354 million.
Implement the policies established by the Board and act as liaison with
other governmental units and the business and civic communities.
CITY OF YONKERS - New York
Office of the Mayor: Chief Administrative Officer
Responsible for full services for the fourth largest city in New
York State (population approximately 188,000) immediately
north of the New York City border. Operated under a strong
Mayor-Council form of government. Responsible for all city
departments and operating budget of $388 million approximately
1,340 municipal employees. Represented Mayor at Council
meetings and all Council subcommittees.
CITY OF VIRGINIA BEACH - Virginia
Assistant City Manager
Responsible for the conduct, oversight and administration of one
of four municipal groupings which included nine departments:
Community Corrections, Court Appointed Special Advocate
Program (CASA), Social Services, Health, Housing & Neighbor-
hood Preservation, Libraries, Mental Health/Retardation, Parks
and Recreation, and Agriculture Department.
Directly involved in the preparation and review of operating and
capital budgets for Parks and Recreation, Libraries, and Housing
& Neighborhood Preservation. Overall budget for department!
offices under my supervision is $134 million (Operating-$76MJ
Capital - $58M), with direct oversight of nine department
managers and overall staffing of 1,235 persons. Total municipal
budget is slightly over one halfbillion with overall municipal
labor force of 5,000 employees.
STATE OF CONNECTICUT
Department of Human Resources: Deputy Commissioner
Manage and coordinate the operations offour line bureaus (field
operations/six regional district offices; administration, program
planning, policy and development, grants and contract
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management) in carrying out the statutory mandates of the
Department and the Governor's policy agenda. Directly
responsible for the major work on the table of organization of
the agency since its inception in January 1979; creation of broad
Planning Unit and StaffDevelopment/Training Center;
development ofMBO in the three bureaus and the conceptual
design of an agency-wide information resource management
system to handle our data processing and policy management
needs. Operating budget of $30 million, with overall budget of
70 million and staff complement of600 FTE's.
8/76-1/79
PUEBLO AREA COUNCIL OF GOVERNMENTS
Pueblo, Colorado, Human Resources Commission
Executive Director
Responsible for the area wide planning of the Council of Governments
(COG) and headed the programs of the commission and COG which
included drug and alcohol, neighborhood health centers, headstart,
community action, recreation, criminal justice, aging, etc. Organized
and managed the grants-in-aids and served as the intergovernmental
affairs agent for local government on human services with state and
federal regional offices. Reported to the City Council of Pueblo and
the Board of County Commissioners of Pueblo County.
11/74-8/76
CITY OF HARTFORD - Connecticut
Regional CET A Consortium
Manpower Coordinator
Set up the CET A consortium from the Pilot Comprehensive
Manpower Program (CMP) and managed an $14 million dollar
Federal CErA Program for the central city of Hartford and twenty-
eight (28) suburban townships through their chief elected and
appointed officials.
AWARDS, FELLOWSlllPS, ACKNOWLEDGEMENTS:
. National Endowment for the Humanities (NEB) Fellowship for Public Administrators,
Summer of 1976, University of California at Santa Barbara.
. Board of Education Member, 1981-1985, City of Meriden, Connecticut.
. University of Virginia, Charlottesville, Virginia, Senior Executive Institute, Institute of
Government. 1986
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ROBERT STOCKWELL
EDUCATIONAL BACKGROUND
Master of Public Administration - 1979
Bachelor of Science - Justice Administration - 1974
Brigham Young University; Provo, UT
SUMMARY OF EXPERIENCE
1998 to Present
City of Provo, UT (Population: 115,000)
Chief Administrative Officer
1992 to 1997*
City of Alamogordo, NM (Population: 32,000)
City Manager
1991 to 1992
Contra Costa County Municipal Risk Management
Insurance Authority (Walnut Creek, CA)
Interim Chief Administrative Officer
1990
City of Sparks, NY (Population: 56,000)
City Manager
1987 to 1990
City of Great Falls, MT (Population: 24,500)
City Manager
1981 to 1987
City of Eureka, CA (Population: 24,500)
City Manager
1978 to 1981
1979 to 1981
1978 to 1979
City of Jordan, UT (Population: 27,500)
City Manager
Chief of Police
1975 to 1978
City of Roosevelt, UT (Population: 5,000)
Chief of Police
1970 to 1975
Brigham Young University (Provo, UT)
Police Sergeant
* From August 1997 to February 1998, Mr. Stockwell was unemployed.
COMPENSATION
Mr. Stockwell reports a current annual base salary of $1 07,000, plus a full benefits
package.
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Robert Stockwell
Page 2
Address:
1429 West 950 North
Provo, UT 84604
Telephone:
Home:
Work:
(801) 373-4395
(801) 852-6102
CLEARWATER-OI-05/0!
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CITY OF CLEARWATER. FL
City Manager
SUPPLEMENTAL INFORMATION
NAME:
ROBERT STOCKWELL
JOB TITLE:
CHIEF ADMINISTRATIVE OFFICER
ORGANIZATION:
PROVO CITY, UTAH
POPULATION SERVED (number):
115,000
REPORT TO (title):
Mayor
CURRENT ANNUAL BASE SALARY:
$107,000
STAFF:
Total Organization Staff:
Total You Oversee:
Largest Number of Staff
Overseen (And Where):
900
825
825 (Provo, Utah)
ANNUAL BUDGET:
OPERATING
CAPITAL
Organization:
Portionfor Which Your are Responsible:
Largest budget for Which You
Have been Responsible and Where:
$95,000,000
$80,000,000
$80,000,000
(Provo, Utah)
$35,000,000
(Eureka, CA)
$25,000,000
$17,000,000
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 ptojects in a jurisdiction/municipality.
I have directed several large capital projects. These include all phases of the project development
from concept, final design, financing, construction, and operation as well preparation and
presentation of voter approved funding where required. In two jurisdictions I directed the
development of regional wastewater treatment plants. The first was from concept to commitment
of federal funding and the beginning ofthe local bond financing of what became a $60 million
project upon completion. For the second plant, I directed the project from concept to operation
($35 million). I have directed the construction of one city hall, two fire stations, one public safety
building, a recreation center, a senior center, and a library. These projects included general
obligation bond financing, redevelopment funding, sales tax revenue bonds, utility revenue bonds
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and various federal grant programs. I have successfully utilized design-build programs as well as
standard design- fund-construct models.
B. A difficult personnel decision you encountered and the - positive or negative - results
which occurred
After several years of trying to overcome a very negative relationship with the long term Chief of
Police it became necessary for me to terminate his employment. In the end, the issues that led to
his termination involved him using his position to grant special treatment to friends and individuals
he wanted to gain favor with. He would "fix" traffic tickets and even cover up drunk driving
arrests. He was very politically connected and had actually competed for the City Manager
position I was occupying. Because I had been able to clearly document his violations I was able to
get him to retire early and without significant public comment. However, the problem didn't end
with his retirement. One of the drunk driving arrests he covered up involved a City Commissioner
(my strongest supporter and a friend). I asked the City Attorney to review the case with the
District Attorney to see ifwe needed to do anything about the involvement of the Commissioner
and to make certain that I wasn't implicated in the coverup. The District Attorney felt it would
not be possible to prosecute the case since evidence had been destroyed and felt that the forced
retirement was the best way to end the incident. Unfortunately, the arrest of the Commissioner
ultimately became a public issue. The Commissioner then felt the need to defend the Chief and at
a closed session of the Commission I was directed to reinstate the Chief or face termination. I felt
that it was an issue of my personal ethics and I could not agree to place this individual back in
charge of the Police Department so I was terminated. The Chiefwas reinstated by the Acting City
Manager and then retired six months later. While the incident cost me my job it did finally result in
the police department being relieved of an unethical and corrupt Chief and the department began
the process of regaining the trust and support of the citizens.
2. Please share your reasons for interest in this position, ands any barriers to your
accepting the positions if it is otJered to you.
I am attracted to Clearwater by the tasks the city faces, the commitment to Council/Manager
government, the values recently articulated by City Commission and City Management, the skills
and experience expected of the new manager and the obviously high quality of life Clearwater
offers. I am seeking a long term commitment that will allow me to use my skills and experience to
assist in completing many of the tasks facing the city and setting the stage for an improved city
organization that will serve the citizens well into the future. As I read through the brochure and
examined the city's web site and many ofthe community links, I feel that Clearwater is the place
where all of these important characteristics can be found. There are no barriers to me accepting
the position if offered.
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ROBERTSTOC~ELL
1429 West 950 North
Provo, Utah 84604
(801) 852-6102 Work (801) 373-4395 Home
SUMMARY: Twenty years of city management experience with defmitive expertise in fmance, labor relations,
redevelopment, risk management, staff development, intergovernmental and community relations.
EXPERIENCE:
2/98 to
Present
CHIEF ADMINISTRATIVE OFFICER. Provo, Utah (Pop. 115,000; Staff900; Budget $120
million)
Provo is the 2nd largest city in the state. It is the home of several hundred high tech businesses including
NOVELL & Word Perfect as well as Brigham Young University, a 30,000 student, nationally ranked private
university. Provo is experiencing strong growth and very low unemployment as the center of what is known
as the "Silicon Valley" of the mountain states.
Directed the creation of a task force to address the housing and economic impact of an additional 5,000
students being added to the university.
· Formed the City's fITst Community Action Team to coordinate the actions of community policing, code
enforcement, lega~ parks & recreation, health and zoning into city-wide team approach to neighborhood
problems.
· Direct the response to deregulation of electric utilities and develop a financial plan to provide a
competitive rate while retiring long term debt, directing the establishment of a complete
telecommunications utility under the Energy Department.
7/92 to CITY MANAGER. Alamogordo, New Mexico (pop. 32,000 Staff300;Budget $44 million)
7/97
Alamogordo is the population center for Holloman Air Force Base and the eastern portion of the White Sands
Missile Range. Both are major defense research operations that are experiencing growth with the base
closures and re-alignments.
· Directed the creation of a regional landfill authority, permitted, sited and constructed the landfill in 12
months. Obtained the fITst 20 year landfill permit in the State.
· Negotiated the fITst labor contracts under a State mandated collective bargaining law. Developed a strong
labor/management working team.
· Directed the establishment of a County wide ambulance service at an annual savings of $150,000 to the
City.
· Designed and implemented the first water and sewer rate increase in 11 years. Salvaged the city's bond
rating and started a major capital improvement program to correct many years of neglect to the water and
sewer systems.
2/91 to
1/92
INTERIM CHIEF ADMINISTRATIVE OFFICER. Contra Costa County Municipal
Risk Management Insurance Authority, Walnut Creek, CA (Assets $25 million)
Directed the day to day operations of this 17 city risk pool while restructuring the administrative, fmancial,
and claims management policies. Analyzed the current staff and made recommendations on future staffmg.
Designed and implemented new data processing and budget systems and assisted in recruiting the permanent
CAO.
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1/90 to
11/90
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6/87 to
1/90
3/81 to
5/87
2 /Robert Stockwell
CITY MANAGER. Sparks, Nevada (Pop. 56,000; Staff 450; Budget $63 million)
As the 2nd largest city in the Reno metropolitan area Sparks is impacted by dramatic growth and the volatile
gaming and tourism industries.
· Guided the city through a regional consolidation of planning and utility services that maintained the city's
identity and policy control of utility rates, annexations and zoning
· Restructured the financial systems of the city to simplify the budget process and provide city council and
public access that had been curtailed for seven years. Integrated all fmancia~ capital projects, and planning
functions into a single data processing system.
· Established strong working relationships with the city employee unions. Established a labor/management
committee to make recommendations on child care and health insurance needs.
· Directed the analysis, basic design, and fmancing for a major city hall expansion that will be phased over
a three year period and paid for out of pocket.
CITY MANAGER. Great Falls, MT (pop. 58,000; Staff 550; Budget $55 million)
The city serves as the economic center for a population of 400, 000 and is impacted by Malmstrom Force Base
and a declining economy based on the military, agriculture, and tourism.
· Directed the strategic planning for the impacts of an expansion of Malmstrom Air Force Base that would
increase the city's population by at least 13% in three years.
· Re-directed the city's redevelopment efforts to increase the emphasis on affordable housing, downtown
traffic congestion and river front development.
· Resolved a bitter long running labor dispute through personal at-the-table negotiations and negotiated multi
year contracts that brought personnel costs in line with revenues.
· Restructured the administrative organization to provide more freedom for department heads to operate
while insuring full accountability.
CITY MANAGER. Eureka, CA (Pop. 24,500; Staff250; Budget $30 million)
A historic coastal city that serves as the regional center for the north coast of California. Its economy is
dependant on lumber, fishing and tourism.
· Directed a dynamic and aggressive redevelopment program that leveraged over $30 million in projects in
six years.
· Directed the city's response to the impacts of Prop. 13. Restructured the work force and presented six
consecutive balanced budgets. Re-established strategic reserves and developed funding for long range
capital projects.
· Recruited a $50 million regional mall that employs 1200 and generates in excess of $1 million annually
in revenue to the city.
· Directed the grant funding, permitting, contract award and construction of a $35 million regional sewage
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3 IRobert Stockwell
treatment plant, below budget and ahead of schedule.
4n9 to CITY MANAGER. West Jordan, UT (Pop 27,500; Staff 125; Budget $11.2 million)
3/S1
Served as the first city manager of this Salt Lake metropolitan area city experiencing explosive growth.
Developed the entire fmancial and organizational structure.
· Created the fIrst department of Public Safety in the State of Utah that combined and cross trained police
and fIre personnel.
· Directed the drafting and implementation of zoning and land use regulations that facilitated development
while guaranteeing that development paid the costs. These regulations became the model for many cities
in Utah.
5ns to CHIEF OF POLICE. West Jordan, UT (Staff 50, Budget $1.5 million)
4n9
Directed the day to day operation of the department. Established a regional drug enforcement task force in
cooperation with federal, state, county and neighboring city police departments.
In5 to CHIEF OF POLICE. Roosevelt, UT (Pop. 5,000., Staff 17, Budget $250,000)
5nS
Assumed command of the police department after the Chief and two officers were fIred for burglary. In six
months restaffed the department and developed an organization that regained the confIdence and respect of
the citizens while providing effective law enforcement.
2no to POLICE SERGEANT. Brigham Young University, Provo, UT
In5
Supervised all divisions of the department gaining a broad expertise that prepared me to move directly to the
position of Chief of Police.
6/66 to SERGEANT. U. S. Armv
4/69
Served in Vietnam and supervised as many as 25 men in both combat and signal operations.
EDUCATION:
Brigham Young University. Provo. UT
Master of Public Administration, 1979
Bachelors of Science (Justice Administration), 1974
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MICHAEL K. WEST
EDUCATIONAL BACKGROUND
Master of Public Administration - 1977
Bachelor of Arts - Political Science - 1973
University of South Carolina; Columbia, SC
SUMMARY OF EXPERIENCE
1990 to Present
City of Columbia, SC (Population: 123,000)
Assistant City Manager
1989 to 1990
Dean Witter Reynolds, Incorporated (Ocula, FL)
Account Executive Recruitment
1984 to 1989
1986 to 1989
1985 to 1986
1984 to 1985
Waste Management Incorporated of Florida (Ocala, FL)
General Manager
Assistant General Manager
Manager of Special Projects
1981 to 1984
City of Fort Lauderdale, FL (Population: 150,000)
Senior Management/Budget Analyst
1980 to 1981
County of Florence, SC (Population: 40,000)
Assistant to the County Administrator
1977 to 1980
City of Columbia, SC (Population: 100,000)
Management/Budget Analyst
COMPENSATION
Mr. West reports a current annual base salary of$ 101,000, plus a full benefits package.
Address:
1118 Henry Curtis Street
Columbia, SC 29209
Telephone:
Home:
Work:
(803) 776-2123
(803) 733-8225
CLEAR W A TER-O 1-05/0 1
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CITY OF CLEARWATER
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 729th Tactical Control Unit,
MacDill 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 (And Where): $17,000,000
City of Columbia, SC
$75,000,000
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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 jurisdiction/municipality.
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 800.10 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 TIP bonds with a local banle 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 ofRichland 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
occu"ed
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 made 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
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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 the part of the
Finance Director, the employees and other City staff members.
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 community helping then achieve their goals 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.
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Michael K. West
1118 Henry Curtis Street
Cohunbia, South Carolina 29209
Home: (803)-776-2123
Office: (803)-733-8225
PROFILE:
Professional manager with over twenty-five years successful experience. Seventeen years in local
government; 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 communicator
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 re.serve 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 3% 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.
· Oversaw the implementation of the City of Columbia-Richland County Joint Fire Service Agreement.
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 eliminated 152 positions and saved over $3.0 million in
program cost.
· Facilitated the private placement of taxable TIF bonds to provide a parking garage for a regional bank
headquarters in downtown Columbia.
· 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
programs.
EXPERIENCE
1990 to Present City of Cobunbia, 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 employees.
Assistant City Manager Management Services
Responsible for budget development, fmancial 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
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1989 to 1990
M.West Resume Continued
1984 to 1989
1981 to 1984
1980 to 1981
1977. to 1980
EDUCATION
1976 to 1977
1969 to 1973
Dean Witter Reynolds, Inc., Ocala, FL
Account Executive
Financial planning; assisted clients with establishing investment goals and plans. Activities included
research, marketing and sales, developing and conducting seminars, and coordinating sales of outside
mutual funds for Ocala office.
Waste Management Ine. 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.
Assistant General Manager, Waste Management of Palm Beach;W. Palm Beucr...., fT~
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 and worked on special projects under.the direction of the South
Florida District Manager.
City of Fort Lauderdale, FL
Senior ManagementlBudget Analyst (Budget Officer)
Directed city-wide budget and management functions including budget preparation, capital
improvements program and management/operations studies.. Annual budget $122 million; 2108
employees.
County of Florence, SC
Assistant to the County Administrator
General administrative duties under County Administrator. Responsibilities included fmance,
personnel and planning departments.
City of Columbia, SC
ManagementlBudget Analyst
Responsible for annual budget preparation and special projects. General administrative duties.
University of South Carolina
Masters Degree - Public Administration (MP A)
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
1973 to 1976
1969 to 1973
United States Air Force
Active duty. Honorabledischarge
Air Force Reserve Officers Training Program (AFROTC) - University of South Carolina
REFERENCES
Available upon request.