CITY MANAGER SELECTION PROCESS - CITY OF CLEARWATER
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City of Clear\Nater, FL
City Manager
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TABLE OF CONTENTS
AGENDA
DMG MAXIMUS TIME LINE
CANDIDATE LIST
RESUMES OF SEMI-FINALISTS
Beecher, Paul G.
Burton, Barry A.
Cheatham, Sterling B.
Daignault, Stephen W.
Givens, Jerry M.
Horne II, William B.
Kraft, Bonnie R.
McNees, Michael Alan
Mitchell, William P.
Murphy, Robert M.
Noe Jr., Robert S.
Payne, Ronald L.
Rivera, Hector A.
Stockwell, Robert
West, Michael K.
ADDITIONAL RESUMES
Current Position and Location
City Manager, Dover, NH
Deputy County Administrator, Franklin Co., OH
Assistant City Manager, Norfolk, VA
City Manager, Cape Coral, FL
Deputy City Administrator, Inglewood, CA
Interim City Manager, Clearwater, FL
City Manager, Gresham, OR
Assistant County Manager, Collier County, FL
Assistant City Manager, Newport News, VA
County Manager, Carteret County, NC
Town Manager, Leesburg, FL
City Manager, Owensboro, KY
Administrator, Braintree, MA
Chief Administrative Officer, Provo, UT
Assistant City Manager, Columbia, SC
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CITY MANAGER SELECTION PROCESS
SCHEDULE FOR SELECTION OF SEMI-FINALISTS
Mondav. June 11. 2001
Agenda:
Individual meetings with Lou Fox, DMG Maximus and the Mayor/City
Commissioners re: semi-finalist candidates.
Location:
City Hall, 3rd Floor, City Manager's Conference Room
· 9:00 am
· 10:00 am
· 11 :00 am
· 2:00 pm
· 3:00 pm
Commissioner Whitney Gray
Mayor Brian Aungst
Vice Mayor Ed Hart
Commissioner Hoyt Hamilton
Commissioner Bill Jonson
. Tuesdav. June 12. 2001
Time:
9:00 am - 1 p.m.
Location:
Harborvimv Center, 3rd Fleer M~~ting ~oom
C/I/flYld ~,L.s
Agenda: Special Session with the City Commission and Lou Fox, DMG Maximus.
· General discussion regarding each of the semi-finalists.
· Selection of finalists.
· Recommended selection process and interview schedule for finalists -
interviews to be conducted on Tuesday, July 10, 2001.
· City Manager salary and benefits survey discussion.
· Selection of City Manager contract negotiator.
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PAUL G. BEECHER
8 Beech Road
Dover. New Hampshire 03820
(603) 742-0445
Professional Profile
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 success in establishing fmancial stability in all the cities
that I have worked Developed alternative strategies for fmancing city services. Developed long-tenn 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-tenn 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
CITY MANAGER
The City of Dover, with a population of 27,000 has 300 employees and an annual budget of $62 million.
Significant lICCOIllplishments 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 Dovemet, a network connecting city facilities, schools and libraries to the internet, this project
Has received national recognition; Received Livable City award from US Cooference of Mayors for
Innovative policing program; Developed and implemer1ted a customer oriented Quality Service program;
Developed and implemented five year financial and capital program designed to reduce expenditures and
Stabilize tax rate; Reduced number of departmeot.s and employees through consolidation; Developed
CoUaborative 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 weU as
Supervising all the operating departments on a daily basis. Served as acting city manager in the
Manager's absence.
Accomplishments include: Working with Mayor's Citizen Advisory Committee for Capital Improvements,
Developed largest bond program ever approved by voters totaling over $1 billion; Chaired the Mayor's Task
Force 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, Missouri 1977-1985
CITY 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
.
.
.
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 Conunerce in 1985.
City of Slater, Missouri 1976-1977
CITY MANAGER
Slater is a conununity 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
Professional 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
.
.
.
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 1998 -
Present
FRANKLIN COUNTY, OHIO
2000 Population in Franklin County
FY 2000 Operating Budget
FY 2000 General Fund
1,063,000
$1,036,071,416
$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 ~996 -
June ~998
ALLEGANY COUNTY, MARYLAND
1990 Population in Allegany County
FY ~998 Operating Budget
FY 1998 General Fund Budget
75,600
$~04,588,250
$49,9B,490
County Administrator:
Responsible for the general operation and day-to-day acti vi ties 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 activities 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)
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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 programsi implementation of
all personnel policies and proceduresi capital improvement planningi
development and implementation of a comprehensive Solid Waste Management Plani
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
15 -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 i analyzing and preparing funding
recommendations for seven county departments with operating budgets totaling
over 130 million dollars annuallYi monitoring and evaluating federal and state
regulations regarding issues effecting Hamilton CountYi conducting special
studies i 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 - Maj or
CUrrent Assignment - ROTC Instructor
Capital University
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February 1986 -
June 1987
CITY OF CINCINNATI
OFFICE OF RESEARCH, EVALUATION, AND BUDGET
(Thesis project and internship)
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Sterling B. Cheatham
1544 Modoc Avenue
Norfolk, Virginia 23503
(757) 480-4725 (H)
(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 Cwn 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 collaboratively in policy development with citizens, groups and members
of the Gouncil.
Accomplishments include: active participation in organization change effort;
integration of a nwnber of previously separate information systems; and service
restructurings.
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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
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1979-1981
1977-1979
1975-1977
1974 -1975
Assistant to City Manager, City of Greenville, South Carolina
Budget Officer, City ofGreenville, 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)
ffiM Management College, Executive Information Systems (1998)
Public Policy Delib~on, University of Virginia (1999)
Interests:
Reacling, Golfing and Rnnnine
Personal:
Married, three children
References:
Furnished upon request.
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STEPHEN w. DAIGNAULT
401 S.W. 52nd Street, Cape Coral, Fl33914
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
EXPERIEN CE City Man3J!:er
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 Deoartment
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 SUDDort Department
Pacific Division, Naval Facilities Engineering Command
Pearl Harbor, HI (Sep 1992 - Jun 1995)
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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
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.
ED UCA TI 0 N Master of Engineering (Civil- Construction Management)
University of Florida
CIVIC AND
PROFESSIONAL
AFFIUATIONS
PERSONAL
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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Summary of Qualifications
Jerry M. Givens
3513 West 81 st 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
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 (i.e., 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 publicJprivate sector organizations. TRC consulting,
and project management oversight clients:
.Abratique & Associates, Inc.
.City of Compton
.Coast Nursing
.Construction Control Services
.Geo Topo
.HNTB
.Pacific 17
.People5oft
.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
ArchitecturaVEngineering
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
surrounding municipalities, county and regional government authorities.
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LOS ANGELES UNIFIED SCHOOL DISTRICT (BOARD OF EDUCATION)
Program Policy Analyst (1978-1980)
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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
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RESUME: JERRY M. GIVENS
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William B. Home II
2413 Anthony Avenue
Clearwater, FL 33759
Home r27) 669-7097
whorne@clealwater-fl.com
Office: r27) 562-4046
Summary
Highly ethical, exceptionally motivated and results-oriented City Manager professional with over 30
years of progressive leadership and management experience in dynamic and fast paced
environments. Demonstrated ability to lead medium to large organizations that provide customer
service in areas generally provided by full service City governments. Excellent communication,
strategic planning, negotiation, consensus building, human relations, interpersonal and
organizational skills. Possesses specialized skill in diversity management.
Professional Experience
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 managers 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 Operating Budget that didn't require an ad valorem tax increase.
· Reshaped City staff approach toward Redevelopment and Master Planner resulting in
production of two major plans, Beach by Design and our Downtown.
· Skillfully improved the image of city staff in the media with 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 of 27 City departments that provided municipal services to a population of over
104,000 City residents. Responsible for an annual operating and capiml budget of $185 million.
· Provided day-to-day management of City staff.
· Developed unprecedented teamwork among senior managers 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 staff working groups to address critical short and long-term financial
resource and project management.
· Produced 2000 operating and capital budget without an ad valorem tax increase.
City of Clearwater
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 dispirited, dysfunctional organizations, General Services and Information
Technology and made them more productive.
· Significantly improved morale and employee accountability at all levels of the General
Services and Information Technology organizations.
United States Central Command MacDill Air Force Base, Florida
Director of Manpower, Personnel and Administration 1995 to 1998
Equivalent of Director of Human Resources. Led 71 person multi-service organization of military
and federal civilian employees providing a range of administrative and personnel management
services to over 2,000 customers located in Tampa and 13 countries in the Horn of Africa, Middle
East and Southwest Asia. Responsible for annual operation and capital budget of $2.5 million.
· Commended by the Secretary of Defense for planning and executing politically sensitive
evacuation operations for over 700 family members from Saudi Arabia to the United States
and Europe in the aftermath of the 1996 I<hoban Tower terrorist bombing.
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United States Air Force
Commander, 374 Support Group
Yokota Air Base, Japan
1993 to 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 Enforcement/Physical Security.
These activities provided community support to over 14,000 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 best Civil Engineering and Security Police
units in the Pacific Air Force Command.
· Successfully managed $17.7 million in quality of life and $56 million in Japanese facility
improvements.
Education
Air War College
Montgomery, Alabama
1993
Auburn University
Master, Political Science
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
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, a'ld 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 leMA - 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 (GAS B) - 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 Alan McNees
2120 Harbor Lane
Naples, Florida 34104
(941) 793-7880
McNees466@aol.com
Employment History
Board of County Commissioners. Collier County FL (poP. 250,000) - 8/84 to present
· Assistant County Manaqer/Chief Operatinq 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 Manaqer & Actinq Emerqency 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 Manaqer & Actinq 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)
.
· Manaqement and Budqet 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.
-.
.
.
.
-
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 M/year 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)
.
.
.
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
.
.
.
'WILLIAM P. MITCHELL
17 Welford Lane-Newport News, Virginia23606-
757/595-9451 (If)
757/926-84Il (H?
E-Mail: bmitchel@ci.newoort-news.va.us
OBJECTIVE
To obtain a position as a City Manager of a moderate size or Deputy City Manager of a large, full-
service local government
SUMMARY OF OUALIFICATIONS
· Many years of progressively responsible experience in local government senior management
and administration.
· Masters Degree in Public Administration with emphasis in budgeting and fmancial
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 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, fmance, 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.
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.
UITIU ITIHAl.P"IU::=I
t-'AGI:. El2
.
.
ADMINISTRATIVE ASSISTANT TO CITY MANAGER
Charlottesville. Virginia
J 972 -J 980
Population 42,000
Staffed major program development initiatives, including Zero Base Budgeting, perform:mce
budgeting, managem~nt by objectives and the Performance Board Employee Compensation
System. Perfonned and deoveloped staff studies and fe?~rt5. An~~ered requests for se~lces for
citizens and members ofthe City Council. Served as liaIson to cItizen groups, commumty
organi~ation5 and the university community.
EDUCATION
MASTERS iN PUBLIC ADMJN1STRA nON
Univer5ity of Virginia
Charlottesville. Virginia
M-A. Thesis: "Resources and Reform Budgeting in Municipal Government ,.
"Virginia Municipal League Fellowship ,.
BACHELOR of Science DEGREE
Tennessee State University
Nashville, Tennessee
Major: political Science
Dean's List
.. Who's Who in A merican Colleges and Universities"
CONTINUING EDUCA nON
.
Dynamic Council-Member Relations, Innovations at Work, Creating the Future Conference,
National League of Cities, Boston, Massachusetts
Intensive Management Training Certificate, Senior Executin InstiNte, University of Virginia,
Charlottesville, Virginia
Ml:I1Jlinger Foundation. Topeka, Kansas
''Toward Understanding Human Behavior and Motivation"
PERSONAL ASSOCIATIONS
. International City Management Association
. Vice Preosident, Virginia Local Govenunent Managers Association
BOARDS AND COMMISSIONS MEMBERSIDPS
.
Peninsula Fine Arts Commission - Board of Trustees, Vice President for Finance
Hampton Roads Transportation Di5trict Commission
Hampton-Newport News Mental Health, Mental Retardation and Substance Abuse Board
of Directors (Chainnan 1991-92)
Metropolitan YMCA Board of Dire:ctor5
Peninsula Alcohol/Safety Action Program (Chairman 1990-92)
Virginia Local Government Managers Association Professional Development Committee
(Chairman 1999-2000)
.
.
.
.
.
REFERENCES: Available Upon Request
.
.
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
.
.
.
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 Governor 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. Anny,1970 to 1972
.
References
Dr. James "Mac" Wells, Commissioner
450 Wildwood River Ridge
Newport, NC 28570
252-247-3010 - Office
252-247-2551 - Home
Patrick Joyce, Former Commissioner
715 Comet Drive
Beaufort, NC 28516
252-223-3171 - Office
252-4328 - Home
Buck Fugate, Mayor of Indian Beach
P.O. Box 306
Salter Path, NC 28575
252-247-3344 - Office
252-247-3838 - Home
Donald A. Kirkman, CEO
President and CEO of the Piedmont Triad Partnership
7614 Business Park Drive
Greensboro, NC 27409
(Former Executive Director of the Carteret County Economic Development Council)
800-669-4556 - Office
.
Dr. Joseph Barwick, President
Carteret Community College
3505 Arendell Street
Morehead City ,NC 28557
252-222-6140 - Office
Cornell Burcher, Former Mayor, Poquoson, Virginia
141 Bennett Road
Poquoson,VA 23662
757-868-6413 - Home
Other references can be provided upon request.
.
.
.
.
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ROBERT S. NOE, JR.
306 Edwards Ferry Road
Leesburg, VA 20176
0) 7037712700 H)703 6690990
PROFESSIONAL EXPERIENCE:
Town Manager
Town of Lees burg
Septemberl999-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 chann 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 Tamarac
Februaryl994-September 1999
Tsmsrac, 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.
.
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 II 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 19~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 of230,OOO, a budget of$154,OOO,OOO. 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:
.
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 staff by 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 wellness 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, II
· 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
Henrico County
February 197O-June 1972
Richmond, Virginia
.
Asst. Personnel Director, Intern
City of Durham
June 1966-September 1969
Durham, North Carolina
.
.
.
Robert S. Noe, Jr.
page 4
Atlantic Richfield Company
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, Transforming 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
.
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 havea 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.
.
.
.
.
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 Mayor's 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.
.
Controller/Deputy Tulsa, Oklahoma 1979 - 1990
City Auditor
Directed the City's Auditing department operating with a budget of $1.9 million and 35
employees. Administered the department through six division heads responsible for the City's
accounting, auditing and City Clerk functions.
.
· City Auditor Owensboro, Kentucky 1975 _ 1979
Performed financial and operational audits of city operations. Prepared monthly and annual
financial statements, assisted in the development of various computer programs to improve the
efficiency of city operations and performed special studies as requested by the City
Commission.
· Senior Auditor Coopers & Lybrand Owensboro, Kentucky 1971 _ 1975
Functioned as a staff auditor and ultimately as an In Charge Accountant on numerous audits,
obtaining experience in both manufacturing and governmental areas.
· College and Military 1965 _ 1971
Service
Attended Brescia College after seNing on active duty with the United States Navy, Vietnam
Service(two tours of duty).
CERTIFICATIONS
· CPA, State of Kentucky, 1974
Certified as a Kentucky CPA, member of AICPA
. COMMUNITY ACTIVITIES
.
Serve on various Boards and Authorities such as the Board of Health, Performing Arts
Foundation, Riverport Authority and the Regional Council.
EDUCATION
.
Brescia College, Owensboro, Kentucky
B.S., Accounting, 1975
Distinguished Alumnus Award 1999
National Accounting Associations Accounting Award
University of Tulsa, Tulsa, Oklahoma
M.S., Accounting, 1984
.
.
Numerous continuing education courses, 60 CPE credits required every two years to maintain
CPA license. Member of ICMA and GFOA
.
.
EDUCATION:
.
EMPLOYMENT:
1 0/'99-1/'0 1
5/97-8/99
10/93-4/97
.
HECTOR A. RIVERA
6219 Clara Edward Terrace
Alexandria, Virginia 22310
703-822-0588
(e-mail: hrivera4@hotmail.com)
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
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.
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
of 250; and a Capital Improvement Plan of $90 million.
COUNTY OF GUILFORD - Greensboro, North Carolina
County Manager
Chief Executive Officer for the third largest county in North Carolina
.
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 $3 54 million.
Implement the p.olicies 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
offour 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-$76M/
Capital - $58M), with direct oversight of nine department
managers and overall staffing of 1,235 persons. Total municipal
budget is slightly over one half billion 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
.
.
.
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 of MBO 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 of 600 FTE' s.
8/76-1/79
PUEBLO AREA COUNCIL QF 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 actio~ recreatio~ 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 CETA Program for the central city of Hartford and twenty-
eight (28) suburban townships through their chief elected and
appointed officials.
AWARDS, FELLOWSHIPS, 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 Meridell, Connecticut.
. University of Virginia, Charlottesville, Virginia, Senior Executive Institute, Institute of
Government. 1986
.
.
.
. Recipient of YWCA of Virginia's South Hampton Roads' Mary Helen Thomas Award
for outstanding contributions to the elimination of racism in the South Hampton Roads
community, June 1989.
. National Association of Counties (NACO) - 1995 Achievement Award to Guilford
County for innovative approaches to shared services between cities and county
government.
MEMBERSlllPS:
American Society for Public Administration (ASPA)
. International City Management Association (ICMA), Committees:
. Assistant's Steering Committee (1985-1987)
. Academic Affairs Committee (1987-1988)
. International Committee (1989-1990)
. PolicylProcedures Committee (June 1992-1993)
PUBLICATIONS:
1. "Toward a Meaning of Work", Journal of Sociology and Social Welfare - 11/87,
Co-Author - Professor I. Michael Borrero, University of Connecticut, School of
Social Work.
2. "Perspectives, Purchase of Service: A Management Challenge for State Government",
New England Journal of Human Services, Winter 1981
3. Author of Book Review, "From Vision Reality: Strategies of Successfullnnovators in
Government," By Dr. Russell Linden; The VIrginia Executive, Volume vn, Fall 1990.
PERSONAL:
Married - 3 sons
Date of Birth: June 14, 1943
. Excellent Health
Bilingual/Bicu1tural in Spanish
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,
redevelopment, risk management, staff development, intergovernmental and community relations.
EXPERIENCE:
2/98 to
Present
.7/92 to
7/97
2/91 to
1/92
.
labor relations,
CHIEF ADMINISTRATIVE OFFICER. Provo, Utah (Pop. 115,000; Staff 900; 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 first Community Action T earn to coordinate the actions of community policing, code
enforcement, legal, parks & recreation, health and zoning into city-wide team approach to neighborhood
problems.
· Direct the response to deregulation of electric utilities and develop a fmancial plan to provide a
competitive rate while retiring long term debt, directing the establishment of a complete
telecommunications utility under the Energy Department.
CITY MANAGER. Alamogordo, New Mexico (Pop. 32,000 Staff300;Budget $44 million)
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 first 20 year landfill permit in the State.
· Negotiated the first labor contracts under a State mandated collective bargaining law. Developed a strong
labor/management working team.
· Directed the establishment ofa County wide ambulance service at an annual savings of$150,000 to the
City.
· Designed and implemented the fITst 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.
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.
.
1/90 to
11/90
2 IRo bert 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 fmancial systems ofthe 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.
6/87 to CITY MANAGER. Great Falls, MT (Pop. 58,000; Staff 550; Budget $55 million)
1/90
.
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 Foree 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.
3/81 to CITY MANAGER. Eureka, CA (Pop. 24,500; Staff 250; Budget $30 million)
5/87
.
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
3 /Robert Stockwell
treatment plant, below budget and ahead of schedule.
. 4/79 to CITY MANAGER. West Jordan, UT (Pop 27,500; Staff 125; Budget $11.2 million)
3/81
Served as the frrst city manager of this Salt Lake metropolitan area city experiencing explosive growth.
Developed the entire fmancial and organizational structure.
. Created the frrst 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.
5/78 to CHIEF OF POLICE. West Jordan, UT (Staff 50, Budget $1.5 million)
4/79
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.
1/75 to CHIEF OF POLICE. Roosevelt, UT (pop. 5,000., Staff 17, Budget $250,000)
5/78
Assumed command of the police department after the Chief and two officers were frred 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.
.
2/70 to
1/75
POLICE SERGEANT. Brigham Young University, Provo, UT
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
.
.
Michael K. West
1118 Henry Curtis Street
Columbia, South Carolina 29209
PROFILE;
Home: (803)-776-2123
Office: (803)-733-8225
Professional manager with over twenty-five years successful experience. Seventeen years in local
govenunent; sixteen in full service mwlicipalities 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
.
.
.
.
.
. .
.
.
.
.
EXPERIENCE
1990 to Present
.
hnproved Columbia's Utility System "bond rating" fromMoodys to a AA2 by establishing reserve policy
and developing fund management strategy for the Capital hnprovements 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 iniplementation 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 eliniinated 152 positions and saved over $3.0 million in
program cost. .
Facilitated the private placement of taxable TIP 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
progrdIIlS.
city of Columbia, South Carolina
Assistant City Manager Administration
Manage finance department, municipal court, parking operations, human resources departmeni,
public information office, budget and research staff, city clerk, information technology, internal audit,
risk management, support services, capital iniprovements program and emergency preparedness.
Responsible for budget development, financial and debt management. Chief of stafffor 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, financial and debt management. Manage budget and research
staff, internal auditors, personnel department, public information office, capital improvements
program and emergency preparedness. Chief of staff for city manager and act as city manager in his
absence
.
.
.
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 Managementlnc. 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.
ASliistant General Manager, Waste Management of Palm Beach; W. Palm Beach, FL
General management duties under the direction of the General Manager. Responsibilities included
operations, maintenance, public and govermnental 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 finance,
personnel and. planning departments.
city of Columbia, SC
ManagementlBudget Analyst
Responsible for annual budget preparation and special projects. General administrativ:eduties.
University of South Carolina
Masters Degree - PubUc Administration (MPA)
Bachelor of Arts - PoUtical 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.
.
Personal
Address:
Birth:
Education
Undergraduate:
Graduate:
. Work Experience
.
1/98-Present:
1990- Present:
4/95-4/99:
1986-1995:
RESUME
O. SAM ACKLEY
Phone: 407-383-1774
3295 Royal Oak Drive, Titusville, Florida 32780
March 21,1949; Kingsport, Tennessee
Married - Diane Ackley
University of Central Florida. Orlando, Florida
Bachelor of Arts (public Administration)
University of Central Florida, Orlando, Florida
Master of Public Policy
Merchant Processing, Inc. d.b.a. Retriever Payment Systems
5095 S. Washington Ave. Suite 106
Titusville, FL
Owner - This company provides credit card processing and related equipment for
merchants and agent banks.
First National Bank of Osceola County
Founding Director
City of Titusville. Florida
P. O. Box 2806
Titusville, Florida 32781 -2806
City Manager - Full service city. Population, 43,000; 20 square mile
service area; $35,000,000 operating budget; 490 employees. Capital
Outlay Budget $45,000,000 in two years.
The Acklev Group
22 W. Monument Avenue
Kissimmee, Florida 34741
Ackley Realty, Inc. - Full service real estate company; Ackley Construction and
Development Co., Inc. - General contracting and real estate development; Ackley Homes,
Inc. - New homes sales and construction; Lifestyles U.S.A. - Founding Director - Travel
related industry with offices in Kissimmee, FL and Bournemouth, England
.
.
.
Resume' ofO. Sam Ackley
Page 2
1984-1986:
Tompkins Investment Group
1637 E. Vine Street
Kissimmee, Florida 34743
Director of Administration - Real estate development, construction and investments
1981-1984:
City of Kissimmee
P. O. Box 1608
Kissimmee, Florida 34741
City Manager - Full service city, including generating electric utility and airport.
Population: 19,200; 10.25 square miles; $52,511,974 operating budget; 400 employees
1977-1981:
Village of Miami Shores
10050 N.E. 2nd Avenue
Miami Shores, Florida 33138
Village Manager - Affluent community with full service country club owned and operated
by the Village.
1976-1977:
City of Holly Hill
City Manager
1973-1976:
City of Sanford
Assistant to the City Manager
Personnel Director
PROFESSIONAL ASSOCIATIONS AND OFFICES
Present
· Member, Pollution Control Board, Reedy Creek Improvement District, Lake Buena Vista, Florida
· Board of Directors, First National Bank of Osceola County, Chairman Personnel Committee
· Member, Florida City and County Managers Association
.
Resume ofO. Sam Ackley
Page 3
Past
· President, City Managers Association, Dade County, Florida
· Member, Osceola County School Board Strategic Planning Committee
· Chairman, Parks Advisory Committee, City of Kissimmee
· President, Kissimmee/Osceola Chamber of Commerce
· Member, Urban Policy Committee, Florida League of Cities, Tallahassee, Florida
· Member, Advisory Committee for Institute of Government, University of Central Florida and Valencia
Community College
· Board of Directors, Downtown Kissimmee Area Council
· Member, Florida City and County Managers Association, Board of Directors
. Chairman, Board of Adjustment, City of Kissimmee
. ABILITIES . Administering Workers' Compensation Self
. Insurance Fund
. Growth management
. Overseeing the managing of public utilities -
. Strong at team building and leadership electric, water and sewer, stormwater
. Able to motivate and relate to people . Productivity analysis and improvement
. Personnel management . Articulate public speaker and excellent writer
. Consensus building . Interacting and negotiating with organized labor
. - Resolving conflicts between public and private . Business and Economic Development
sectors
. Project management
. Public finance and municipal bonding
.
.
.
.
Resume ofO. Sam Ackley
Page 4
VITAE
O. SAM ACKLEY
PUBLIC SECTOR 1972 - PRESENT
Public Utilities
I reopened negotiations with U. S. Department of Justice on behalf of the City of Titusville. I was able to reduce
$600,000 in fines, already agreed to as a result of a consent decree, to $475,000. The [me was for violations of
Environmental Protection Agency (EP A) standards and tertiary sewer discharge to the Indian River Lagoon. In addition
to the fine, the City was under strict deadlines to complete $38 million in capital improvements associated with
eliminating all sewer plant discharges to the Indian River Lagoon. When a critical path element of the work was stalled
and threatened to delay the overall project, I negotiated with the Florida Department of Transportation (DOT) and the
contractor and was able to develop an alternative that saved the City money and kept the project on schedule. The
overall project was completed on schedule and under budget.
As a member of the Reedy Creek Improvement District, Pollution Control Board, we oversee the Environmental
Functions of the District. We have built State of the Art sewer treatment plants, successfully developed composting as a
method of disposing sludge, and done innovative original scientific study of the environment and water quality. We
have undertaken extensive sampling for over 15 years and this information has been modeled using State of the Art
computerization.
Structured and organized the refinancing of Electric Utility Revenue Bonds in the amount of $72,000,000. This issue
set the record for the lowest rate over the prior 48 months and held this record for many years. This issue was very
innovative and incorporated an accredit call provision for an eight-year recall. This was the first time the accredit call
provision had been used since the 1920's and it is now common in revenue bond issues.
Built a Combined Cycle Gas Turbine Electric Generating Plant for $27,000,000 with no cost overruns. This was a
design build and involved State ofthe Art technology provided by the aerospace industry and complicated negotiations
with the gas industry for gas rights.
Upgraded the City of Kissimmee's bond rating by going to New York and meeting with Moody's. Our presentation and
research resulted in an "A" rating.
Constructed several sewer treatment plants from Sanford, Florida to Titusville, Florida - from 1 MGD to 6 MGD.
Developed innovative policies regarding billings and utility management, which have saved millions of dollars. Such
things as energy management systems, energy conservation programs targeted to reducing peak demand, demand
metering, effluent re-use, use of effluent as make-up water of cooling towers, water conservation policies, alternating
meter reading and averaging of consumption.
General Government
In each local government I managed I initiated a short term and long term strategy for effective management/leadership
in accordance with the elected bodies wishes. In Kissimmee we focused on growth management and quality of life.
.
Resume ofO. Sam Ackley
Page 5
The long-term strategies are just now coming to fruition. In Titusville we focused on economic development and
revitalization of the city. In each case our (the elected body's and my) strategy was successful.
In Titusville, I initiated an innovative citizen participation program called "Transformation Titusville." This program
is designed to return confidence to the general public that they run their local government not the "bureaucrats". It is a
structured Strategic Planning effort which goes one step beyond a typical strategic planning effort. It requires that all
participants agree that they will support the results of their efforts in private and in public. It requires that all decisions -
such as the Mission Statement, Beliefs, etc.- are unanimous! It requires that the participants (i.e. citizens) run the
process. It requires that the participants not only develop the plan but the steps necessary to implement - such as who is
responsible, how much it will cost, how will it be funded, when will it need to be completed. Titusville had
approximately 600 citizens participate in the process. This program was mentioned in a favorable article about
Titusville in the April '99 issue of Florida Trend.
I have initiated efforts to out source and competitively bid government services. This process was developed using
employees as members of teams which split responsibilities between developing the "specifications" for our Request
for Proposals (RFP) and Requests for Qualifications (RFQ); and evaluating "bids." By using employee teams the
process was less threatening and seen as fairer. Employee teams also "bid" on the work when appropriate.
Redefined the City's approach to Economic Development. Encouraged industry and business leaders to get involved
and recommit. Focused on High Tech start-ups, Joint Ventures and our highly skilled labor force. The Space Coast
Development Council documented over 300 value added jobs in 1998 and they predict to exceed that number in 1999
not counting Aerospace or Department of Defense. They anticipate over 2,000 net new value added jobs by the year
2002, again not counting Aerospace or Defense.
. Set up employee teams and initiated productivity measures, which resulted in the reduction of 5% of the work force.
Through employee teams, initiated the migration from a main frame computer to a PC environment using the cost
savings to finance the purchase of a new fully networked Local Area Network and Wide Area Network system using
state of the art software. Payback of the entire migration will take 4 years using savings from the main frame. Installed
state of the art fiber optic network ATM switches to handle wide area network connect with outlying city facilities.
I have extensively used television to communicate with the public. We installed a studio and routinely produce a talk
show featuring topics of interest to the public and routinely broadcast Council, Planning Advisory Board, Code
Enforcement, and Board of Adjustment and other advisory boards (when they had meetings of interest).
Initiated a Web site for the City of Titusville (http://www.titusville.com) using Citizen volunteers. Total costs to the
City was less than $500. Please visit - you will be impressed.
One of the first in the nation to use audio/video budget presentations at public hearings. Produced videos on energy
management and neighborhood problem resolution. Received national recognition. Wrote the script, produced graphics
and jointly directed, in association with Storer Broadcasting, a televised budget for Miami Shores Village, Florida.
As Personnel Director in Sanford, Florida, organized, staffed and implemented one ofthe most successful self-insurance
programs in the State of Florida.
Successfully defeated several attempts by the Teamsters, Electrical Workers, Laborers International Union and Police
Benevolent Association (PBA) to organize municipal employees in Sanford, Holly Hill, Miami Shores, Kissimmee and
Titusville, Florida.
.
Decertified the police and fire unions in Kissimmee.
Resume ofO. Sam Ackley
. Page 6
Developed responsive growth management tools for the City of Kissimmee including sewer allocation program;
developerlbuilders' manual on how to get through the system; density transfer concept; public policy manual to
accompany the comprehensive plan and many more. During my tenure in Kissimmee, the City grew at the rate of 10%
per year.
Increased minority employment through innovative networking and referral systems and aggressive recruiting
techniques.
Negotiated with the county to contract with the City to provide ambulance, fire and traffic signal maintenance in the
unincorporated areas.
Implemented computer aided dispatch for the City and set the groundwork for countywide dispatch.
Negotiated a lease and development contract for 120 acres of airport property for an industrial park. Negotiations
involved the airport, Federal Aviation Administration (FAA) and developer.
Conducted productivity studies for garbage collection and disposal, law enforcement, fire and general employees.
Successfully turned cemetery, airport, golf course, clubhouse, restaurant, pro shop, marinas and similar operations into
profit or self-funding centers in each city managed. This was accomplished with sensitivity and without losing sight of
the historical reasons those functions were being provided by the City.
.
Faculty Adjunct, University of Central Florida, Political Science Department. Administered Section 8 Housing and
Urban Development (HUD) grant for the Improvement of Local Planning and Zoning Policies and Procedures. Most
successful program of its kind in the state. Involved six- county area with over 100 attendees made up of Planning and
Zoning Board members.
Wrote the Management Plan for the Oklawaha River Basin Water Quality Management Study. This was one of the first
water quality management studies in the country. The management plan included organizational strategy and the
refinancing of existing debt on several sewer plants owned by different cities in three different counties. It also included
the issuance of new debt.
Served on various boards and committees such as Urban Policy Committee - Florida League of Cities; Institute of
Government; Florida City and County Managers Association; City Managers Association of Dade County.
Proprietary operations owned by Government
Reorganized the management of a City Cemetery to make it self perpetuating and to eliminate City funding.
Re organized the Miami Shores Country Club to eliminate Village funding while maintaining competitive charges and
fees. Restaurant, Lounges and Pro shop were made profitable with sound business practices, excellent marketing and
accountability.
I reorganized the Titusville Municipal Marina, which had lost money consecutively for 15 years and made it profitable
in 2 years. I hired a new manager from the private sector and put him on a bonus plan. We maintained a customer
satisfaction survey and reviewed it monthly. Our satisfaction ratings went up and our profits followed.
.
PRIVATE SECTOR 1983 to 1995
.
.
.
Resume ofO. Sam Ackley
Page 7
Real Estate Development
Developed 472-unit mixed-use award winning golf course community in partnership with the owner of the Houston
Astros. Took an existing project and, through innovative redesign, lowered density but increased the appraised value by
30%. Engineered, permitted and supervised construction of infrastructure. When the prime site contractor failed, took
over and completed construction. Negotiated innovative effluent re-use agreement with City of Kissimmee. One of
three team members that negotiated a loan with Barnett Bank and an innovative lease purchase with the golf course
operator. Sales consistently performed in the top 20% of projects of this type even though the project was pioneering
and hit the market in 1990 during the beginning of the Gulf War.
Developed 81 lots in Osceola County, 204 lots in Cocoa, 134 lots in Melbourne and 25 acres of environmentally
sensitive land on Shingle Creek in Osceola County. Acquired the land, engineered the site and obtained all permitting.
In the case of 81 lots in Osceola County, constructed the infrastructure and marketed, sold and built the homes.
Consultant on Various Projects
Called in on a 300 acre subdivision after three stop-work orders had been issued by various regulatory agencies because
the developer had begun work without the required permits. The project was back under construction and permitted in
90 days.
Consulted on the rezoning ofa 147-acre island in the middle of Lake Tohopekaliga. Involved such groups as the
Audubon Society, Sierra Club, state and county to obtain approval for a mixed-use commercial hotel, golf course and
marina.
Worked with the Chamber of Commerce to write the sign and tree ordinances; both of which were adopted by local
governments.
Numerous other consulting services were provided to the public and private sectors as part of our efforts to buy or sell
real estate or to develop land.
Building Contractor
Built various projects including clinics, restaurants, multi-family, custom homes, production housing, interior
completions and renovations. Largest single job $5,800,000 Monaco Villas.
A small bonding line has been maintained from time to time for work at Disney World.
New Home Sales
Successfully organized new home sales and construction company. Undertook a market study, developed a market
niche and positioning statement, developed floor plans and pricing schedule.
Real Estate
Extensive experience in all types of real estate acquisitions, marketing and sales.
While with Tompkins Investment Group, was responsible for buying apartment sites and land for subdivisions. Sites
obtained were developed into over 500 living units in less than two years. Undertook the purchase negotiations,
rezoning, engineering, and permitting of developed lots. Organized and staffed property management division.
Responsible for rent and occupancy of all apartments and commercial office space in five-county area comprising 1,800
Resume ofO. Sam Ackley
. Page 8
apartments.
Sold 960 acres to the Kissimmee Utility Authority for power plant site and use. Site has been permitted and
constructed.
Owned the largest fuIl service real estate company in Osceola County with offices in Kissimmee and St. Cloud. Annual
dollar volume exceeded $20,000,000 in sales. Services include residential and commercial real estate marketing and
sales, property management, holiday rental management, RELO relocation services, and subdivisionlbuilding sales.
Banking
Founding Director, First National Bank of Osceola County; Chairman Personnel Committee; member Loan Committee;
member Branching Committee. $112,000,000 Bank with five offices.
Co founder and owner of Merchant Processing, Inc. d.b.a. Retriever Payment Systems. We specialize in providing
credit card processing and equipment to agent banks and their customers. Since April of 1999 we have increased our
sales by 188%. We expect this trend to continue in 2000.
.
.
102 Mohawk Street
Enterprise, Alabama 36330
Phone: (334) 809-1770 0/'1)
(334) 393-5066 (H)
E-mail: jirangel@snowhill.com
. John F. P.Angel
Objective
Summary of
Qualifications
Employment
.
.
Administrator or Manager for a technically oriented municipality where I
can apply my background, experience and education to support the
needs and further the organizational goals of the municipality.
More than 26 years in managerial positions of ever increasing scope and
responsibility. A consistent record of success in logistics, operations,
administration, budgeting, transportation, training and municipal
management.
1999 - Present Citv of Brewton Brewton. Alabama
City Clerk I Treasurer
Chief advisor to the Mayor and five Council Members of the City of
Brewton, Alabama (pop. 6,100) for all aspects of City operations,
including a budget of approximately $10 million, departmental budgets
and day to day operations of the 9 City departments. Developed the
budgets for FY 2000 and FY 2001. Responsible for the research and
presentation of all Proclamations, Resolutions and Ordinances approved
by the Mayor and Council. Acts as the Chief of Staff for the City to also
manage the City's personnel plan, including salaries, Workers' Comp,
FMLA, FLSA, vacation, leave, OSHA, ADA, EEO and performance
management of the 92 full time employees. Developed new hiring I
disciplinary City policies. Also responsible for contractual and insurance
requirements for all City operations. Recently developed a City
Personnel Plans and Procedures Manual for City operations and
negotiated a land purchase to further the City's growth and future
recreation area availability. Conducted research for $700,000 in Grants
for CY 2001. Serves as the EJection Official and manager of the City
Windows 98 NT server. Received the Government Finance Officers
Association (GFOA) Award for excellence in financial reporting in
Sep~ember 2000 and eligible in September 2001.
1995 - 1998 Alabama Armv National Guard Bucharest. Romania
Deputy Chief, Military Uaison Team
Advisor to the Romanian government for democratization of the Romanian
Armed Forces and transition of the country to a Free Market Economy.
Coordinated over 400 military contacts between Romanian and American
units designed to foster friendship and knowledge of NATO peacekeeping
and internal defensive operations, as well as municipal, government and
logistics operations. Retired from the Guard in March 1999 to accept
promotion to Colonel (06) in the Individual Ready Reserve (IRR). There is
generally a 5% rate of success of promotion to this rank. Eligible for, and will
accept, transfer to the Retired Reserve on July 1, 2002.
.
.
.
Education
Other Credentials
1994 - 1995 WenSouth Corooration Enterorise. Alabama
Wendy's Store Manager
General Manager of the Enterprise Wendy's Restaurant; responsible for the
day to day operations of the store, including training, shift scheduling, payroll,
Worker's Comp, counseling, grievance processing, health benefits, stock
ordering and storage, maintenance, cash control, OSHA and security. Store
sales increased 6% and averaged $15,000 per week during my tenure.
1988 - 1993 UNC Fliaht Services Fort Rucker. Alabama
Helicopter Instructor Pilot
Contracted UH-1 'Huey' Instructor Pilot for the military training base
responsible for military students' first 60 hours of flight training. This included
aircraft proficiency as well as oral knowledge in systems, engine functions,
aerodynamics, prefiight, weather and FAA airspace categories. Laid off when
military student quotas were reduced by the US Army. Hold a Commercial!
Instrument Rotary Wing FAA designation.
1975 - 1987 United States Armv Various Locations
Commissioned OIIieer
Commissioned through ROTC as a Field Artillery Officer, United States Army
Reserve. Served in multiple position (active duty) with ever increasing
responsibility and established a record of success in the areas of supply,
personnel, training, operations, logistics, budgeting, aviation, management
and administration through the rank of Captain (03). Accepted into the
Alabama Army National Guard in June 1989 at the rank of Major (04) and
became a drilling unit member at that time.
1985
United States Army Comptroller Course
Correspondence from Syracuse, New York
1983 - 1984 United States Army Command and General Staff College
Fort Leavenworth, Kansas
1982-1 9SSivi8A, with Distinction, Embry - Riddle University
Fort Campbell, Kentucky (Extension)
1971 - 1975 University of Massachusetts, Amherst Campus
Amherst, Massachusetts
Excellent health. Non smoker. Top Secret security dearance. Familiar with the
Romanian, French and Spanish languages. Knowledgeable with all versions of
Microsoft Windows and all Microsoft Office 97 programs. Currently enrolled in
the Certified Municipal Clerk (CMC) Extension Course, University of Alabama.
Member, Intemationallnstitute of Municipal Clerks (IIMC). A Smithsonian
Associate.
.
Captain Arthur D. Ayars. Jr. 57 Bretton Reef Court. Annapolis. MD 21401
(H)(410) 349-9401 (W) (202) 685-9230 ayarsad@navfac.navy.miI
OBJECTIVE:
SUMMARY:
EDUCATION
City Manager position with senior executive responsibilities
Twenty years leadership experience in master plarming and
directing municipal functions at large naval complexes. Proven
business leader of large organizations with demonstrated skill in
strategic plarming, process improvement and fiscal management
delivering a broad array of high quality public works and customer
focused services. Exceptional technical and communication skills.
Advanced Management Program, Duke University
MS, Construction Management, Georgia Institute of Technology
BS, Systems Engineering, United States Naval Academy
QUALIFICATIONS Registered Professional Civil Engineer
Certified as Department of Defense Acquisition Professional
Captain, Civil Engineer Corps, U. S. Navy
SENIOR
EXECUTIVE
LEADERSHIP
.
FACILITIES AND
CONSTRUCTION
MANAGEMENT
.
Chair of Corporate Board for $1.6B global public works business
President of a regional Public Works services/construction
company with 400 employees and business volume of $130
million serving two customer bases in Florida and South Carolina.
*Created unprecedented Partnership Council with labor unions
resulting in improved Human Resource management plan which
increased morale by 10% based on employee surveys.
Chief Operations Officer for $1 OOM public works business
supporting navy complex on Guam which resulted in a 15%
reduction in backlog of maintenance projects.
*Directed disaster recovery in wake of two super typhoons.
Extraordinary communications skill working with all employees.
Experience briefing Congressional members of Presidential board
including Sen McCain and former Congresswoman Fowler.
Negotiated joint agreements regarding utilities systems with Guam
government which resulted in collection of outstanding debt.
Directed Public Works/Construction program at U. S. Naval
Academy delivering $80M/yr support including utilities,
maintenance, transportation, engineering, environmental, real
estate and construction services for a physical plant valued at $3B.
*Reduced overtime costs by 40%; reduced overhead costs by lO%
.
Arthur D. Ayars, Jr. 57 Bretton Reef Court, Annapolis, MD 21401
*Set the requirements and funding stream for a 10 year, $500M
renovation and capital improvement program.
*Supervised construction office executing $60M/yr resulting in
change order rate of 1 % on a $250M project.
*Owned, operated water, wastewater, steam plants.
*Established model hazardous waste management facility resulting
in 20% reduction of material costs.
*Saved $50k/yr on recycling budget.
*Supervised utilities negotiations with City of Annapolis.
*Developed land use and natural resource management plans.
PLANNING
*Developed integrated master plans for 9 Navy bases with a $7B
physical plant value including seaports, airports, housing,
recreation, infrastructure and other municipal functions supporting
quality of life initiatives.
*Developed a regional energy strategy using conservation and
third party utilities contracting resulting in 10% savings in costs.
*Developed strategic business plans which reduced labor costs and
tied budget execution to strategic objectives through metrics.
*Started regional demolition program to reduce excess
infrastructure and reduce annual maintenance costs by $2M.
.
FINANCIAL On target management oflarge budgets from $ 130M to $1.6B.
MANAGEMENT
As President ofa $130M business, established strong financial
metrics, which resulted in 25% reduction in labor costs, and
reducing overhead cost from 15% to 9% for volume.
*Saved $200,000/yr on a $lM environmental lab business line.
*Met or exceeded revenue/cost target projections.
*Improved gain/loss results which stabilized rates for customers.
BUSINESS
ACUMEN
As President of$130M regional business, partnered with the
Small Business Administration and union leadership to develop a
$50M facilities contract for 75 clients saving $4M per year.
*Used WEB based customer ordering to leverage service.
*Negotiated third party financing for $12M project saving $lM/yr.
*Focused on collections to reduce outstanding obligations by 10%
*Developed public private venture concepts for Navy Family
Housing neighborhoods.
*Implemented paperless acquisition processes to streamline
procurement actions and reduce costs.
*Initiated concept for buying potable water from local utilities
company saving 25% over current production costs.
.
Rt. 2, Box 990
Madison, FL 32340
850-971-5881 Phone & Fax
· Cohen L. Bond
Education
Experience.
.
.
LaSalle University
· Ph.D., Public Administration.
· Graduated Cum Laude.
Mandeville, LA
LaSalle University
· Master of Science in Public Administration.
· Graduated Magna Cum Laude.
Mandeville, LA
Upper Iowa University
· Bachelor of Science in Public Administration.
· Graduated Summa Cum Laude.
Fayette, IA
1998-1999 Marlboro County
County Administrator
· Chief Executive Officer, Charter form of government.
· 31,000 population. 20 departments, 400 full time and part time employees.
· $37,000,000.00 operating and capital budget.
· Implemented comprehensive team management approach.
· Increased Colillty Economic Development marketing program resulting in
establishment of three new industries within four months. One industry
included a Fortune 100 company.
· Prepared and submitted proposed zoning regulations.
· Prepared and submitted proposed subdivision regulations.
!: Established comprehensive plunring as County priority.
· Closed County landfill and participated in establishing a regional waste
authority for a regional landfill with eight other counties.
· Increased Federal and State grant revenues by approximately 100%.
· Improved County airport and extended runway to accommodate jet and
large body airplane traffic as part of Economic Development initiative.
Bennettsville,. SC
1996-1997
Mid-Career Education
.
.
.
Cohen 1. Bond
Page 2
1989-1995 Madison County Madison, FL
County Coordinator
. Chief Administrative Officer.
· 18,300 population. 10 departments, 70 full time employees.
· Administered a $13,000,000.00 operating budget.
· Applied for, and received, $12,000,000.00 of federal and state grants in a
five year period. A 99% grant award to application ratio.
· Created and implemented Personnel regulations and objective performance
planning.
· Implemented: County land use code; comprehensive planning regulations;
growth management regulations; zoning regulations; capital improvements
planning; and economic development marketing and economic
programming element.
· Established comprehensive county goals and objectives.
. Created and implemented administrative codes.
· Upgraded ambulance system from basic life support to advanced life
support.
1978-1989 City of Washington
City Clerk! Administrator
· Chief Administrative Officer.
. Population 7,000.
· Administered a $4,000,000.00 operating and capital budget.
· Initiated annexation proposal which resulted in the state using the entire
document and adopting same as the standard model procedure. for city
boundary issues statewide.
· Implemented team management concept resulting in the de-certification of
a union and withstood four union election attempts in a predominately
union environment.
· Restructured revenue systems resulting in 80% increase in city services and
lowered taxes by 20%. Achieved the designation of a model city by the
state and recognized as the only city of its size with the slowest tax
increases for a twenty year period.
Washington, IA
.
.
.
Cohen L. Bond
Page 3
Other City and
County
Governmental
Experience
· Director, East Central Iowa Council of Governments. Population 500,000.
Appointed to represent Washington County, IA. Agency reviewed all grant
applications for counties, schools, cities and townships within a five county
area. Assisted governmental units by preparing grant applications; provided
technical assistance for regional economic planning and development, land
use, zoning and comprehensive planning.
· Deputy City Clerk and Auditor for Waterloo, IA. Population 76,000.
Assisted in the responsibility for the city's revenue budget; revenue
accounting; budgeting and analysis; prepared resolutions, minutes and legal
notices.
· Assistant Field Representative tor League of Iowa Municipalities. Served
as a. consultant to 955 incorporated cities with technical services and
support through budget preparations; preparation. of federal and state
reports; and debt projections and amortization schedules.
.
Edwin L. Booth
PO Box 67
Ayden, BC 28513
Tel: work (252) 746 7031
Tel: Home(252) 746 9163
BACKGROUND
SUMMARY
A Professional with broad-based background in the management
of Full Setvice Cities. Results-oriented professional with broad-
based background in budget preparation, master planning,
economic development, staff direction and supetvision, and
creative problem solving.
*Twenty years experience in water, sewer, gas and
electric utility tn~nagement
*Excellent interpersonal and communication skills.
*Master of Arts in Public Administration
*Master of Arts in Management
Experience
1998 to Date
City Manager, Ayden North Carolina 6000 population,
18,000 in service area, $14M budget, 105 Full Time
employees
.
Located in Eastem North Carolina, the city provides electric,
water and sewer setvices to a 25 sq. mile area There are several
major industries in the setvice area Responsibility includes the
day to day operation of the electric, water, and sewer utilities. The
tn~n~gement of the street, art and recreation, and pl~ning
department. The enforcement of city codes and ordinances. I have
the tn~nagement responsibility of the police department and all
human resources functions within the city. The development of a
natural gas utility that is serving the town with natural gas for
the first time was one of many projects that were developed
during the time I was City Manager. Developed a project that
created a new fire/rescue building, rebuilding a 9 miles electric
transmission line were also major projects I was responsible for.
The Town went through several natural disasters during the time
I was City Manager. The City set up a disaster shelter for the first
time. Disaster management became a prime job for several
months.
1995 to 1998
City Manager, Range1y Colorado (5500 population)
8,000 in service area, $aM budget, 65 Full Time employees
.
Located in the North Westem Colorado area The City is a major
community within the area The major industries are recreation
(skiing), oil and gas wells.(Chevron and Conoco) within the area
My responsibility included the day to day operation on the
natural gas, water and sewer utilities. The management of street
and park departments. The enforcement of city codes and
ordinances. I had the m~n~ment responsibility of the Police
Department and all human resource functions within the City.
.
.
.
1990 to 1994
1992 to 1993
1985 to 1990
The development ofa $4M senior center, up grading of the gas
utility and reduction of the city budget by 5% were part on my
accomplishment.
City Manager, West Point, Nebraska (5000 population)
(18,000 in service area) $9M Budget 90 full time employees
Located in the Northeast Nebraska Area The city is an influetial
community because of the financial stability and wealth in the
area My resposabilities included the day to day operation of the
electric, water, sewer and natural gas utilities to include the
operation of a 15- Megawatt electric generation plant that
interfaced with the power grid. The enforcement of city codes and
ordinances. I had the responsibility for management of the Police
department and all human resource functions within the city.
Other management accomplishment was the completion of a $2M
down town improvement project. The upgrading of the elctrical
distribution system. The renovation of the power plant.
Revitalization of economic base for the town by negotiating with
Omaha Steaks to establish a plant in the town. The reduction of
the town budget by 5%.
Executive Director, North East Nebraska Economic
Development District (17 county area)
I was selected with the concurrence of the City Council to work
part time as the Executive Director to revitalize the organization.
This was done at the request of the Economic Development
Agency, Department of Labor. I was responsible for the economic
growth and CDBG grant writing and admini~ation. During this
one-year period two major company relocated to the district and
out of 24-grant request 14 were approved. The organization
::Idmini~red 32 grants. The staff included 3 staff members.
CommUDity Manager, Fulda Military Community (Population
24,000) $62M Budget, 14 DirectolS with a full time staff of
890
Located in West Germany. This community was the premier
Military Community in Europe due to the military mission
and visits by the US Congress and Senate. The community was
broken into 4 military bases and 40 remote sites. My
responsibility included the day to day operation of the community
to include all utilities, the retail stores and the base housing,
police and supply functions. The community also managed an
800
vehicle motor pool. Accomplishments included the construction of
a district heat project, the renovation of 600 housing units and
the upgrading of the electric utility.
.
.
.
1982 to 1985
Department Head US Army Engineer School
32 officer instructors, $4M Budget
As a Department Head I was responsible for the instruction
given to 480 Officer Engineer students each year. Was responsible
for developing the instruction in the facility-engineering field of
study. Developed hand on instruction and
work study projects with industry.
Personal
Current salary: $60,000 per year
Married / 3 grown children
Education:
Columbia University: BS Management 1974
Webster University: MA Public Administration 1976
Command and General Staff College: MS Military Science 1983
New York Institute Of Technology: 12 Credit Hrs Gad Level
Work-related references:
Bennie Benson - Pollce Chief
221 West Avenue
PO Box 219
Ayden, NC 28513
Ph 252 746 7015
Michel House - Mayor
221 West Avenue
PO Box 219
Ayden, NC 28513
Ph 252 756 0148
Ron Kelly - eon..nander
6112 Rockwell Court
Burke, VA 22015
Ph 252 703 455 4167
.
.
.
FREDE. BRYANT
1203 Carmine Court
Peachtree City, GA 30269
(770) 486-3478
fredbry@mindspring.com
OBJECTIVE
A senior supervising manager of a governmental organization or agency
administering a growing, rapidly-developing, culturally and ethnically diverse
community.
SUMMARY OF QUALIFICATIONS
Over twenty years diverse and proven experience in litigation, law office
management and supervision, and international law. Seven years felony prosecution
practice. Over eight years experience as a General Counsel and senior supervising
attorney. Eight years expertise in international law/negotiations pertaining to Central and
South America and the Arabian Gulf Thirty years Federal Government service.
MANAGEMENT AND SUPERVISION
Managed one of the Army's largest law offices, including a staff of 26 attorneys
and 32 paralegals and legal secretaries. That office was recognized by the American Bar
Association and United States Army for unsurpassed excellence in providing legal
support and services.
Managed two international law offices responsible for CentraV South America and
the Arabian Gulf: respectively. Advised senior U.S. defense and diplomatic officials on
sensitive legal issues associated with rescue ofD. S. citizens seized by terrorists in
Japanese Embassy, Lima, Peru. Advised senior officials on legal matters associated with
the continuing crisis with Iraq. Coordinated with the State of Kuwait Ministry of Interior,
UN High Commissioner for Refugees, International Committee of the Red Cross, and
Red Crescent Society.
Supervised a claims and recovery office that provided policy guidance and fiscal
support to 180 claims offices worldwide. Devised prototype plan to recover and return
health care costs to provider. Supervised personnel claims activities and operations
arising out of the 1990-91 Desert Shield! Desert Storm U.S. and coalition military
operations against Iraq.
Directed a law placement office that recruits attorneys and interns for placement
worldwide. Recruited 1000 applicants for 325 attorney, and 780 applicants for 100
summer intern positions. Implemented an award-winning advertising program
. TRlALATTORNEYILITIGATION
Prosecuted numerous Federal felony and misdemeanor crimes, including
attempted murder, sexual assault, and fraud cases. Selected to train and mentor new
prosecutors in trial preparation, document drafting, and advocacy.
Led a trial team prosecuting fraud and other crimes committed during sensitive,
classified intelligence operations, involving three senior Army officers. Personally
coordinated with Department of Justice, National Security Agency, and Central
Intelligence Agency.
Advised senior officials responsible for an Army community of approximately
80,000 soldiers, family members, and civilian employees. Devised and implemented a
comprehensive environmental protection, compliance, enforcement, and education
program Implemented a successful felony prosecution and magistrate program
INTERNATIONAL LAWINEGOTIATIONS
Drafted and negotiated agreements and implementing arrangements covering
United States interests in a Post-1999 Republic of Panama. Prepared baseline documents
defining national responsibilities, legal status of citizens and contractors, and quality of
life standards and facilities. Negotiated U.S. position on environmental remediation
. required in former U.S. military training areas and Panama Canal operating areas.
Negotiated changes to the Defense Cooperation Agreement between the United
States and Qatar. Participated as senior member of U.S. delegation to the Legal
Subcommittee of the Military Cooperation Council. Briefed Qatari officials on proposed
U. S. third party claim and criminal jurisdiction provisions.
Taught national security and strategy at the United States Army War College, the
Army's senior graduate level college. Developed and taught an executive-level course on
international and national security law.
EDUCATION AND TRAINING
RA English
Ohio University, 1969.
J.D. Cum Laude
University of Puget Sound School of Law, 1978.
U. S.Army War College
1993
PROFESSIONAL ASSOCIATIONS
.
Washington State Bar Association, 1978 until Present.
.
REFERENCES
Colonel Joseph R. Cerami
Chairman, Department of National Security and Strategy
U.S. Army War College
Carlisle Barracks, PA 17013-5050
7I 7-245-3108
ceramij@awc.carlisle.army.mil
Mr. David M. Crane
Deputy Inspector General,
Office of Intelligence Review
Office of the Inspector General, Department of Defense
400 Army Navy Drive
Arlington, VA 22202
703-604-8812
dcrane@dodig.osd.mil
.
Dr. Robert H '"Robin" Dorff: Ph.D.
Professor of National Security Policy and Strategy
Department of National Security and Strategy
U.S. Army War College
Carlisle barracks, PA 17013-5050
7I 7-245-3281
dorffr@awc.carlisle.army.mil
Dr. John E. Endicott, Ph.D
Professor, Sam Nunn School of International Affairs
781 Marietta Street
Atlanta, GA 30318
404-894-9451
iohn. endicott@inta.gatech.edu
Dr. William E. Hoehn, Jr.
Visiting Professor, Sam Nunn School ofIntemational Affair
781 Marietta Street
Atlanta, GA 30318
404-894-8823
bill. hoehn@inta.gatech.edu
.
.
SALARY mSTORY
YEAR POSITION MONTHLY ANNUAL
1992 Legal Advisor $5187.92 $62,280.51 *
1993 Professor 5480.26 65,763.12*
1994 Professor 5679.26 68,151.12*
1995 Legal Advisor 6204.93 74,459.11 *
1996 Legal Advisor 6305.98 75,671. 76*
1997 Legal Advisor 6912.25 82,947.53**
1998 Legal Advisor 7878.58 94,542.91
1999 Legal Advisor 6852.30 82,227.65***
. OVERALL AVERAGE 6312.69 75,755.47
1997-1999 AVERAGE 7365.44 88,385.28
notes: * Living in Government Quarters
** Part Year in Government Quarters
*** Retired Effective 07/01/1999
.
.
.
.
STEPHEN D. CORK
8.r..o~., 'lori4a 34241
i
941 377 54851
POSITION OBJECTIVE
Seeking a position as a City Manaaer to utilize my education and experience in an org.mizauon requiring
leadership, initiative, communication skills, and team performance.
EDUCA nON
- Indiana University - BacheIer of Business Administration _
- Ball State University - Master of Arts -
- Advanctd Studies ~-
- National Defense University - DOClOCate level slUdies of National Management _
- Stanford UDi\lenity -- Senior Management Program -
PROFESSIONAL SUMMARY
Over thirty yean of progl'fssively nsponsibk execllttve level organiuutonaJ f1101Jagemenr, including
neighborlwod o~ch. pubUc WON. bf4dgtt jo~ & control. long-range project planning,
purchasing. contracts 1'IIllnagement. admJnJstratItm aIId pe1JOMel management.
Led Neighborhood Outrelch: Formed neiehborhood response teams to provide prompt remedy for
communlty CO.DCems. Hosted public meerings and focus groups to communicate and receive feedback on
projects; planned and underway. Developed and prese.Dled briefiDgs and led discusaioDi.
Directed PubUe Works: CUtreIIt oversight for CODStruc1ion, operatio11l aDd maintenance of all County
facilities; buildings, fleet, roads and storm water systems. Codified procedures for mllin~ operatiom.
ControUed and Developed Budptary Operations: (Up to $540 million)
Proarammina/preparationlexecution. BrOUJht tiaht fiscal internal controls./fimn...."iaJ ttlallaiCment. Budae~
included operations and capital improvement funds; enterprise and &eneraJ funding.
Guided Lon..Ranae PlaMinl: Developedlimplemeftted goals/objectives. Resolv~ arowtb management
and annexation issues. Supervised full range of facility plalllling, from buildings to storm water systems.
Supenbed Purehu1nC and Conlrads Manapment: Created procedures and staffed team. Charged
with full operation. Haw current oversighl foe contract development and negotiations.
Managed Administration and Penoone1: (120 to 3500 staff) established policy/procedures, guided
activities. Had total oversight. Generated Comprehensive operating guidelines.
.
.
'.
STEPHEN D. CORK
EXPERIENCES
Executive Dlreccor/Chief or Operations of PubUe Worb (1998-Present) Sarasota I Florida. Lead organization of
540 employees. Responsible for planning, construction, operations dt maintenance fot buildiqs, transportation and
storm water systems. Formed new organization. Control a S6S mUlioR operational budget and a S240 million C<<1pi1al
prolfam. Established neighborhood response reams. Conducted 1001 range, sCtategie planning. Helped lead County
Executive Management Council responsible for visionina. economic development/redevelopment and community
outreach progral118. Developed and communicated to the public the County twenty-year road program, wltich
provided foundation for public suppan for tax Increase.
Department Director (1993-98) Saraso1a. Florida. Ud department in providins County government with purchasing
and contracts adminiSU'ltion, building coDStruction and mainlenance, fleet maintenance and acquisition, property
control and disposal, mail and courier service, and publication printing and reproduction. Mana~ 220 buildings and
maintenance of 2,100 vehicles aDd pieces of equipment. Had S27 million operatioDBl and $100 million capital
improvement budget. Supervised 100& raoge project planning am implementation.
Stalt Director (1988 - 1992) Newport News, Virginia. Directed staff in developing standardized procedures for
operaUOI1B throughout d1e United States Army. Gave guidance to 26 agencies nationwide. Had oversight for $15
million budget. Directed organization responsible to Army, Navy, MarlDC and Air Force senior leaders for creating
joint procedures.
Student (1987 - 1988): Wasbiqton DC. Attended Naiional DefeDle University. Classes included lecUlres and
seminars at the doctoral level on nadoaal manaptnent, adminis1ration and strategic planning. Hiah1y prestigious
government University for wbic.b only 1" of my contemporaries were selected.
ChJef Executive Olfieer (1984 - 1987): El Paso, Texas. Lcd org&nhation of 700 employees; a muJti-disciplined
work force including aCCOW1taDfB. personnel administrators, operations managers and purchasing agents. Supervised
fleet operations and Il18inteDilDCe. Developed goals and objectives and in1egrated into long C8n&tc plaDDing. Directed
facility operations, maintenance, conmuctionlrenovation. Manqed supply ami parts purchasing/warehousing.
Liaison Director (1982 -1984): Honolulu, Hawaii. Established lUlk between Army and Air Force senior leadership
tbroughout Pacific Rim. Interfac:ed with senior leaders and staffs to maintain compatibility and harmony _ built
COOIeDSUS. Supervised 10oa-rauge planning.
Chief of Staff (1979 - 1982): El PallO, reUB. Headed staff of 220 personnel: accountants, personneladministralOr5.
supply and warebouse managers, mainfeDance 8UpervlSOt's, purchasing alent! and clerical support per:sonnel.
Supervised development and implememadon of S10 million budget. Oirecred fleet opera dons and nWnteoance.
Conducted 1001 rauae P.lannin&. Managed purchasing aDd warehousing for 5 million repair parts/supplies.
Coordinated S25 million reoovadon of 24 multistory buUdiaas. In earlier years (66--78), led orpnizatiOD5 and staffs
worldwide, charged with progressively increased responsibility.
PERSONAL
Born . Indpls, Indiana; Married; Mobile; Hobbies - jogging and golf. Left United States Army as a Colonel.
CITY OF CLEAR WATER, CITY MANAGER Page 2 of 4
5E~IO FRAgA
West Olympic Blvd, Los Angeles, CA 90019 - Phone (323) 549-9802 - E-mail:
SNBF@aol.com
~ QUALIFICATIONS SUMMARY
Result-driven management executive with international experience.
Strong general management qualifications
in strategic planning, materials management, project development, budgeting,
human resources and capital improvement.
Seasoned and successful professional with the ability to anticipate
and capitalize on changing environments, both private and public.
Talented negotiator and problem solver.
Spanish and French.
Fluent in English and Portuguese, and proficient in
Computer literate, quick
study when presented with new software and hardware.
CAREER EXPERIENCE
Consulate General of Brazil - Beverly Hills, CA - 12/1994 - Present
Trade Counselor
Promote exports from Brazil into the US. Encourage investments and joint
ventures into Brazil.
Generate economic reports. Accompany Brazilian VIPs, government officers and
trade missions in Los Angeles.
~
Federal District Government - Public Safety Department - Brasilia/DF -Brazil
- 1/1991 - 11/1994
Administration VP
Administered a budget of US$ 292 million for the Department.
Controlled finance, procurement, accounting, and administration of personnel,
buildings and properties.
Responsible for maintenance of all vehicles and helicopters, as well as
telecommunication equipment and medical services
Managed and coordinated five departments, 17 divisions and 527
employees.
Ministry of Labor & Welfare - Human
Resources Development Dept. - Brasilia/DF - Brazil - 1/1990 - 12/1990
Department Head
Redesigned the Ministry's procedures for recruiting, training and developing
its working force.
Managed and coordinated five divisions and 65 employees.
Ministry of Education - Computer Planning Dept. - Brasilia/DF - Brazil _
1/1988 - 12/1989
Department Head
Redesigned the Ministry's procedures for recruiting, training and developing
its human resources focused on computing.
Managed and coordinated four divisions and 45 employees.
~
Office of the President - Planning Secretariat - Brasilia/DF - Brazil _
1/1980 - 12/1987
Deputy Chief-of-Staff
Hosted and accompanied VIP's (such as the President of the World Bank) and
other high ranking officials.
Held daily meetings with Chief-of-Staff for out-of-ordinary problem
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CITY OF CLEARWATER, CITY MANAGER
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evaluation and solving.
Established traveling arrangements for the Minister.
Managed all correspondence, paper work, operations and logistics for the
Minister's Office.
Managed and coordinated five divisions and 42 employees.
Ohio University - College of Business Administration - Athens/Ohio - 1/1979
- 6/1979
Visiting Scholar at the Management Department
EDUCATION
Masters of International Affairs (with honors)
Ohio University - Athens, OH - 11/1978
BA in Public Administration (top 5% of class)
Brazilian School of Public Administration - Rio de Janeiro - Brazil - 11/1969
Burges High School - El Paso, TX - 5/1964
National Honor Society
Quill & Scroll
HONORS & AWARDS
Alvorada Merit Medal, Federal District Government - 1993
Outstanding services to the Government
President Juscelino Kubitscheck de Oliveira Medal, Federal District
Government - 1992
Outstanding services to the Government
Emperor D. Pedro II Medal, Federal District Government - 1991
Outstanding services to the Government
Joaquim Jose da Silva Xavier Medal, Federal District Government - 1991
Outstanding services to the Government
AFFILIATIONS
Brazilian National Association of Administrators
National Honor Society
Quill & Scroll
PUBLICATIONS
Home Health Services Communication Audit - Mount Saint Mary Hospital - Ohio
University - Athens, Ohio - 1978 (co-author)
Research priorities for the Brazilian National Employment Service - National
Federation of Industries - Rio de Janeiro, Brazil - 1974 (co-author)
REFERENCES
Prof. Thomas Johnson
Associate Dean for Academic Programs
College of Business & Economics
Mr. Newton D. Lassiter Jr.
El Paso Natural Gas Co.
Head of Personnel Department (retired)
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CITY OF CLEARWATER, CITY MANAGER
California State University, at Fullerton
P. O. Box 6848
Fullerton, CA 92834
Phone: (714) 278-2789
Mr. Murilo Portugal Filho
International Monetary Fund
United Brazil's
700 19th Street, N.W.
Washington, D.C. 2043
Phone: (202) 623-700
Page 4 of 4
1221 Meadowview Dr
El Paso, TX 79925
Phone: (915) 778-9194
Amb. Sergio Silva do Amaral
Ambassador of Brazil to the
Executive Director Kingdom
32 Green Street
London, W 1 Y4AT
England
Phone: (44-171) 499-0877
Min. Antonino Mena Goncalves
Ministry of Foreign Affairs
Americas
Department Head
Anexo I - Suite 204
70170-900 - Brasilia - D.F.
Brazil
Phone: (55-61) 224-3029
Department of the
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SERGIO FRAGA
5020 West Olympic Boulevard · Los Angeles, CA 90019
323.549.9802 Email:snbf@aol.com
.
Statement of Experience, Abilities and Management Style
A. Conceptualized, developed and implemented the Department's Strategic Plan. The
scope of the plan was twofold. The present administration meaning the next four
years, and the near future encompassing projections for the following four years.
B. Developed and administered a budget of $292 million for the Department's operation.
c. Acted as liaison for the Public Safety Department with other government agencies and
departments, as well as represented the Department in meetings involving other
Federal District Departments and the Governor.
.
D. Natural member of the Federal District Senior Council on Public Safety, which met
monthly. Also met monthly with all subordinated divisions and assistants. Conducted
a quarterly visiting program to all facilities.
E. Formulated and implemented a new Telecommunications Plan for the Public Safety
Department, including but not limited to: contracting feasibility studies, determining
appropriate equipment, biding, and ensuring the proper execution of the Plan.
F. Formulated and implemented a new Catering Plan for the Public Safety Department,
including but not lim.ited to: identifying needs, making them compatihle among
themselves, biding and ensuring the proper execution of the Plan.
G. Planned and provided physical means for the proper operation of the Public
Safety Department, including but not limited to: facilities building and maintenance
(architectural, engineering, biding, construction); purchasing and maintenance of
helicopters; purchasing and maintenance of vehicles, etc.
.
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Kevin J. Gaffney
3220 Old Elk Nt:ck Road
ElktoIl, Maryland 21921
410-620-5347
K GAFFN EYYQJJl)};O.COM
------------~------------
EDUCATION
j 993-1996: Illinois Institute of Teclmology, Chicago, Illinois. Master's Degree in public
administration awarded December 1996. 3.91 grade point average. Training included:
personnel administration, budgeting and accounting (GAAFR), public administration law,
complex organizations, court administration, policy analysis, and TQM.
1979-1981: Stetson University, DeLand, Florida. Bachelor of Arts Degree in political
science awarded August 1981. Student Government Vice President.
EXPERIENCE
August 1999 to May 2001: Social Studies Teacher, New Castle Baptist Academy, New
Castle, DE.
· I taught courses in U.S. history, political science, ~conomics, and u.s. government to high school
students. I served as a faculty advisor to the NCBA Student Government Association
A1ay 1997 to March 1999: Lel!al Administrator, Commodities Futw'es Trading
Commission,. Washington, D.C.
· I processed monthly and quarterly status reports to the Commissioners and Congress that reflected the
status of current investigations/cases and other statistical data. I reviewed budget material. I
recommended and supervised improvements relating to computer automation, record management, and
Enforcement policy. I was named Project Manager for computer tracking system, I st phase. I also
served as the Freedom of Information Act Coordinator for the Division of Enforcement.
August 1995 to May 1997: Senior Lel!a1 Assistant, Gardner, Carton & Douglas,
Chicago, Illinois.
· Case management. I conducted legal research and writing, organized discovery material, and provided
general assistance on two major health care product liability cases. I assisted with database
construction and conducted searches for attorneys. I assisted attorneys at trial with jury selection,
preparation of witnesses, and presentation of evidence.
December 1989 to August 1995: Criminal and Bank Fraud Paralel!a1 Specialist,
United States Department of Justice, U.S. Attorney's Office, Criminal Unit,
Chicago, Illinois.
· Case management, training, and supervision. I assisted AUSA's, agents, and personnel of the FBI,
DBA, JRS, SEC, and other federal and state agencies with criminal cases involving organized crime,
illegal drugs, financial crimes, and political corruption. I assisted with: ofT-site investigations,
organization of potential evidence, review of tapes and transcripts, legal research and writing, drafting
and serving subpoenas, deposition summaries. and supervising legal staff. Critical/Sensitive Clearance.
I served as the Freedom of Information Act Coordinator and Financial Fraud Coordinator for the U.S.
Attorney's Office. I also taught a seminar in Washington, D.C. regarding complex litigation case
management.
.
.
.
COMPUTER EXPERI~I
Westlaw, Juris, Fox-Pro, 1\18 Access, Lotus 123. Excel, NFA/CFTC databases, Trial Director
(Notebook), Summation 5.2, Concordance, and IPRO scanning.
.fIONORS/AClllEVEMENTS!LEADERSHlP
· PerfOlmance Award. eFTC, Division of Enforcement, July 1998. Award for policy analysis
relating to Enforcement Procedures and assistance with the efficient organization of legal
records into a new computer automation system.
· Outstanding ratings from 1990 through 1995 with the Department of Justice.
· Performance Award, DOJ. 1992. issued by U.S. Attorney Fr~ Foreman for excellence in
leading the effort to reduce the FOrA caseload.
· Primary candidato for Cirouit Clwk.. Kano County lllinoi13, 1996. I diroctod vanou3 a3PQott3 of
the campaign including, press releases, speeches, and direct mailings. I sought feedback from
judges, county personnel, and the public relating to innovative ways to administer the office. I
have also assisted state and federal candidates for office. I have also conducted research and
writing on various policy or political issues for publication.
· Phi Theta Kappa, Edison College. 1979.3.91 G.P.A. Illinois Institute of Technology, 1996.
· Deacon and Sunday school teacher. Served as church clerk and treasurer, Aurora. Illinois.
Involved with various community non-profit organizations.
· Junior High basketball and baseball coach at New Castle Baptist Academy, 1999-
2000. !\1anager, Jefferson County Little League, 1998-1999.
· Past leadership positions include:
President, Naples High Student Council. Vice President, Stetson's Student Assembly.
Assistant Precinct Committeeman, Batavia, illinois. Nominated by Congressman Bafalis
to the Merchant Marine Academy, Kingspoint, New York.
REFERENCES
Mr. Fred Foreman, Freeborn and Peters, 311 South Wacker Drive, Suite 3000, Chicago, Illinois,
60606. (312) 360-6000. Former U.S. Attorney, Northern District of Illinois.
Mr. Gillum Ferguson, Assistant United States Attorney, US. Attorney's Office, 219 South
Dearborn Street Chicago, illinois, 60604. (312) 353-1413.
Mr. Althur Scheller, IlL Gardner, Carton and Douglas, 321 North Clark Street Chicago. Illinois,
60604. (312) 245-8498.
Mr. Michael J. Considine, LECC Victim Witness Coordin.1tor, U.S. Aitomey's Office. 219 South
Dearborn Street. Chicago, illinois, 60604. (312) g86-2538.
Henry C. Galetschky
410 Willow Oak Lane
esville, Ga 31313
. ome # (912) 369-7316
Work # (912) 767-2496
EDUCATION
BS Management 1991; GPA 3.65
Park College
Parksville, Missouri
MPA 2000
Georgia Southern University
Statesboro, Georgia
ACTIVITIES
Hiah School: Varsity Football; Varsity Track & Field; German Club
Colleae: Magma Cum Laude, Dean's list. Note: degree obtained at night.
EXPERIENCE:
4/77 to Present - Chief Warrant Officer Three, United States Army,
1/97 to Present - Supply Officer/Property Book Officer: Account for the distribution and efficient utilization of $7.5 million
worth in equipment assets. Assist the Garrison Commander with all phases of staff operations to include administrative,
planning, tasking, and logistical. Supervise eight NCOs.
· Recognized by the Corps Commander for the Deployment Control Headquarters operations during the deployment
of 4000 soldiers and equipment to Kuwait.
· Performed cost analysis and procured computer systems to upgrade the organization's local area network.
· Managed an annual $550,000 budget.
· Provided technical advice and operational control of merchandise request, storage, receipt and issue of all
supplies involving 17 separate departments.
. to 12/96 - Property Book Officer: Accounted for the distribution and efficient utilization of $52 million worth in equipment
ets. Also maintained 2 HMMWVs and other organic equipment. Supervised 4 NCOs, 3 enlisted soldiers, and 2 local
national logistic specialists.
· Attained a 100 percent match rate with the unit's material tracking system of equipment assets.
· Took steps to requisition and procure equipment required to bring subordinate organizations to standardized
operational capacity.
· Procured and traced overseas shipments of material and supplies from the United States to Korea.
1/93 to 12/95 - Asset Visibility Manaaer: Responsible for the maintenance of 2 heavy trucks, 7 HMMWVs and other organic
equipment. Supervised 25 NCOs and enlisted soldiers.
· Managed the distribution of key equipment assets throughout a military division involving 35 customer organization!
and a work force of 18,OOO~
· Advised the Commanding general and his assistant on equipment asset availability, excess property, and
operational capacity.
· Managed equipment procurement activities of a newly formed aviation maintenance support organization.
Procured over 20,000 items of equipment, tools, and supplies valued in excess of $75 million.
· Managed the largest property asset control department in the United States Army, which tracked the control and
utilization of $350 million in equipment.
7/91 to 12/92 - Property Book Officer: Accounted for the distribution and efficient utilization of $32 million worth in equipment
assets. Also maintained 7 heavy trucks, 2 HMMWVs and other organic equipment. Supervised 19 NCOs and enlisted soldiers.
· Served as property asset control manager for a military engineer organization with an annual operating budget of
$1.3 million.
· Procured, stored, and issued over $175 thousand worth of equipment that was damaged, lost or destroyed during
military combat operations in the Middle East.
· Managed the logistical restructing of an engineer truck organization to one with a heavy tracked motorized
capability.
.. Managed the receipt, inventory and distribution of 39 armored personnel carriers while simultaneously transferring
50 dump trucks to the Missouri National Guard.
12/87 to 6/91 - Property Book Team Chief: Accounted for the distribution and efficient utilization of $350 million worth in
equipment assets. Also maintained one heavy truck and 2 HMMWV and other organic equipment. Supervised 7 NCOs and
enlisted soldiers.
.
Supervised the turn-in of 29 unit sets of organizational equipment to Southwest theater reserves with only three
days notice.
Managed the equipment procurement for 36 units resulting in fully operational capacity for all organizations and the
success during combat military operations in Saudi Arabia.
Managed equipment procurement activities of a newly formed reserve element. Procured over 3000 items of
equipment, tools and supplies valued in excess of $3 million.
Orchestrated the Division loan operation consisting of 3,200 pieces of equipment valued at $1.2 million.
.
.
.
.
PROFESSIONAL EDUCATION:
· Quartermaster Warrant Officer Advance Course - Top 10% in Class
· Standard Property Book System - Redesigned - Top 10% in Class
· Quartermaster Warrant Officer Basic Course - Valedictorian of Class
ADDITIONAL iNFORMATION:
· Conversational in German
· Hobbies include diving, motorcycle riding, reading, surfing the Internet.
.
.
.
STEPHEN E. GARL, MCSE
107 Saratoga Place, Lynn Haven, FL 32444
Home: (850) 271-5519 E-mail: orionsg@aol.com
OBJECTIVE:
A challenging leadership position where my problem solving, planning, organizing,
and budget management skills will visibly contribute to the organization's success.
QUALIFICATIONS
Excels where solid leadership and persuasive interpersonal skills are required: experienced in
the management of complex projects; successfully negotiated first contract in the Air Force using
Interest-Based Bargaining; now the model for contract negotiations throughout the Air Force.
Sound judgement ensuring the right decisions for the right reasons: responsible budget
execution; adjudication of grievances; eye for details crucial to organizational success.
MCSE, MCP+I, trained at Florida State University, following military duty with increasingly
responsible positions in the supervision and direction of logistics support, transportation
management, human resources and base support services.
Two years experience with Microsoft Windows NT 4.0 ServerlWorkstation, ITS 4.0, TCP/IP; one
year administering BackOffice Small Business Server 4.5; recent training in SQL Server 7.0.
.
eDUCATION
· Microsoft Certified Systems Engineer classes, Florida State University - Networking
Essentials, NT 4.0 Administration and Core Technologies, TCP/IP, NT 4.0 in the Enterprise,
and Internet Information Server--certified Enterprise Networking Professional.
· Masters of Business Administration in Aviation, Embry-Riddle Aeronautical University.
· Air Force officer post-graduate-Ievel courses in national security management, leadership
skills, national budgetary process, and emphasizing oral and written communication skills.
· Bachelor of Business Administration, Kent State University.
WORK HISTORY
Business Manager, MCA Computer Solutions, Inc., Panama City, FL
· Led revision of work management procedures-increased visibility of workload provided
means for improving effectiveness and efficiency of personnel scheduling.
· Prepared quotations for low-voltage system installations for large residential housing
projects- accepted proposals will provide 6-10 years cash flow.
.
Executive Assistant, Panama City-Bay County International Airport, Panama City, FL
Administered network operating system-recommendations saved 22% on cost of new operating
system while dramatically increasing capabilities.
· Public relations, advertising and marketing, special events coordination and matters
relating to air service development-rejuvenated ailing web site (http://www.ocairport.coml);
recognized as the "go-to" guy by local media; first-ever Military Welcome Center.
.
STEPHEN E. GARL - Page 2
Executive Staff Officer for Grievance Management, Emergency Response Assessment, and
Organizational Plans, Tyndall AFB, FL
· Assessed large, multi-disciplined organization's effectiveness in responding to simulated
emergency situations-evaluation innovations adopted by other Air Force bases.
· Administered all aspects of company's grievance program; as management lead for union
contract negotiations, successfully negotiated first contract in the Air Force using Interest-
Based Bargaining process; now the model for contract negotiations throughout the Air
Force; local contract renewed for a second term without further negotiation.
Assistant Vice-president for Support Services, Tyndall AFB FL
· Directed law enforcement, communications, personnel management, and morale and
recreation services, including operations and marketing of 14 retail sales facilities;
productive interface with two labor unions; unchallenged equitable decisions on
gnevances.
· Executed $15M operating budget to support 1,515 facilities and infrastructure on 29,000
acre military base with $850M in assets and over $24M in annual construction
.
Chief Executive for Transportation Services, RAP Greenham Common, UK
· Led organization of 179 military and U.S. and British civilians providing transportation
support to a missile wing and the largest conventional munitions storage area in Europe.
· Managed operation and maintenance of a $37 million, 901 vehicle fleet vehicle fleet with
annual operating budget in excess of $850K; reduced out-of-commission rate by 50%.
· Arranged movement of over 600 personnel, their families and personal property, and
14,000 tons of air and surface freight per year; moved over 500 tons of equipment and
munitions, by air, rail, truck, and ship, to support Operation DESERT STORM.
Chief Project Officer for Space Transportation System Logistics Evaluation, Air Force Test and
Evaluation Center, Kennedy Space Center, FL
· Directed and implemented policies and procedures for evaluating the National Aeronautics
and Space Administration's multibillion dollar Space Transportation System (STS).
· Supervised Air Force and contractor personnel in data collection and writing formal test
reports-became part of "Return-to-Launch" considerations after Challenger disaster.
OTHER TRAINING AND CERTIFICATION
· Total Quality Management techniques, including Baldridge Award criteria
· Interest-Based Bargaining by Federal Mediation and Conciliation Service commissioner
· Mediation program design and administration by Justice Center of Atlanta
· Investigating and adjudicating grievances by Secretary of the Air Force Inspector General
· Top Secret security clearance
ADDITIONAL COMPUTER SKILLS
· Extensive experience in word processing, spreadsheet, presentation, database management, e-
mail and Windows 95/98; knowledgeable of Microsoft Office 2000, Outlook 2000; familiar
with Corel (Word Perfect) Office Suite, Microsoft Project.
.
.
.
-.
Stephen E. Garl
107 Saratoga Place
Lynn Haven, Florida 32444-3364
Home Phone: (850) 271-5519 E-mail: orionsg@aol.com
REFERENCES:
Ms. Lillian Cassidy
Family Support Center
842 Falcon Avenue
Patrick AFB, FL 32925
Phone: (321) 494-5675
Mr. Kinser H. Hagee
1523 Blue Grass Lane
Lynn Haven, FL 32444
Phone: (850) 271-5443
Mr. Robert J. Majka
Panama City-Bay County International Airport
3173 Airport Road, Box A
Panama City, FL 32405
Phone: (850) 764-6751, ext. 205
Colonel Alfred H. Perrie IT
HQ ACC/SYX
220 Sweeney Avenue
Langley AFB, Y A 23665
Phone: (757) 764-7446/5095
.
.
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--
Summary of Qualifications
Jerry M. Givens
3513 West 81st 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/proftssional 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
LACMT A
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
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 (i.e., 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
.ConslfuctionConuo/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
Conslfuction Management
Geo- Technical Survey
Architectural/Engineering
Construction Management
Business Software
ManagementConsumng
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
2
.
.
.
EXPERIENCE:
Continued
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,Recorcls 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 President/Special 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
3
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)
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 Mil/ion.
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 Mil/ion.
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)
.
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 government
conferences and events. Coordinated interface and project collaboration with
RESUME: JERRY M. GIVENS
4
--.
.
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
ANAL YSn
- 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
5
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RESUME
JAMES DONALD HALL
B.A., Business Administration
2011 North 31 Court, Hollywood, FL 33021-4413
(954) 981-6012
March 23, 2001
EXPERIENCE
May 99-Present Information Systems Manager
As the Information System Manager for the Department of Safety and Emergency
Services, I am responsible for managing the daily operations and applications on
all automation programs for the Divisions within the Department of Safety and
Emergency Services. This includes attendance at meetings, seminars, etc.,
relative to automation, overseeing changes and/or upgrades to programs within
the divisions and Department, interacting and coordinating negotiation/contract
administrative tasks with vendors (such as IBM), scouting for new technological
advances and upgrades, meeting with other agencies, supervising, overseeing,
and/or instructing technical and nontechnical staff throughout the Department
. and divisions as necessary.
JOB FUNCTIONS:
Information Systems Manaaer
_Provide administrative systems management and technical supervision
and/or support for the automation systems in the Department.
_Provide information to the Director relating to upgrades and technological
advances.
_Provide for formulation of policies, information standards and procedures
relating to operations and applications on the operating platforms and
software applications within the Department.
_Provide for formulation and analyses of reports.
_Provide supervision of technical staff f performing programming and/or
systems configurations.
_Provide for training and continual education of staff for automation
functions.
_Provide for assignment of duties to technical staff as needed
_Attend meetings at the Department and/or Divisions; act as information
technology liaison/agency representative at outside meetings on
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automation issues, Le., vendor negotiations, new technology advances,
maintenance, hardware/software issues, etc.
_Provide recommendations to the Director relative to operational and
functional aspects of the automation systems throughout the Department.
Act as liaison between Division and Information technology, Budget,
hardware and software vendors, etc.
_Perform any related tasks as requested by the Director.
Oct. 87 -July 99
Information Control Auditor
Office of Management Servicesllnternal Audit
Board of County Commissioners
Broward County, Florida
_Formulated and produced internal audits, inspections, and
management assistance tasks as assigned by the Director of
Management Services or through directives of the County
Administrator. Reviewed for adequacy data processing
and geographical information system procedure directives.
_Prepared and completed performance and compliance audits
for computer systems throughout Broward County government.
_Inspected and completed reports on computer security and
data integrity, hardware and software utilization, mainframe
change controls, geographic information systems and office
automation systems.
_Reviewed and recommend formulation of management
procedure directives.
_Developed automation procedures for the Office of
Management Services.
_Developed automated tracking program for internal
change requests.
_Developed internal automation disaster recovery plan.
_Developed and implemented internal security plans.
_Designed, programmed, and implemented a database for
Internal and external distribution of procedures.
2
.
Jan 81-0ct 87 System Analyst/Project Manager
City of Hollywood
_Motivated, led, directed, monitored, and evaluated the activities of
the Systems and Programming Section of the Data Processing
Division.
_Assumed responsibility for divisional operations in the absence of Ie
Data Processing Administrator.
_Analyzed, defined problems/system objectives, and
documented results.
_Developed automation standards for the City.
_Provided support to microcomputer users.
_Evaluated and made recommendations on all hardware and software
applications.
1974-1981
Data Processing/Automation Programming Instructor
Miami Dade Community College (full time)
Broward County Community College (part time)
_Presented introductory through advanced classes on ASSEMBLER,
BASIC, COBOL, FORTRAN, Jel, Pl1 and RPG.
EDUCATION
.
SCHOOL AND SUBJECT
DEGREE YEAR
MidRange Computing Institute
AS400 System Administration
Disaster Recovery Institute International
Professional Certification applied for
Graduate School of USDA
Conducting Performance Audits
PACT
Institute of Internal Auditors
Writing for Impact Certificate 1997
Interviewing Dynamics for Internal Auditors Certificate 1997
The New Auditor in Charge Certificate 1997
Audit Evidence Certificate 1997
Planning Performance & Development Certificate
Cash Handling Fraud Certificate 1997
American Management Association
Finance and Accounting for Non-Financial
Managers
Applied Auditing Series
Certificate 2001
Certificate 2000
Certificate 1998
Attended 1997
1997
Certificate 1997
.
3
Gathering Evidence and Documentation Certificate 1996
. Behavioral Aspects of Government Auditing Certificate 1996
Quality Control of Internal Auditing Certificate 1996
Standards Ethics & Independence Certificate 1996
Reviewing Internal Controls Certificate 1996
Computer Associates
CA-Examine Certificate 1988
Human Resources (Broward County)
Team Approach Certificate 1997
Employment Issues and Sexual Harassment
Policy Training Update Certificate 1999
Employment and Sexual
Harassment Policy Review Certificate 1995
Understanding Your County Budget Process Certificate 1994
Speaking With Impact Certificate 1994
Listening for Success Certificate 1994
Developing a Team Certificate 1994
Conflict Resolution Certificate 1991
Information Technology (Broward County)
Security Classes Certificate 1997
Word Perfect Office Certificate 1995
Windows 3.1 Introduction Certificate 1995
Word Perfect 6.1 Intermediate Windows Certificate 1995
. Advanced GroupWise Certificate 1995
Introduction to GroupWise Certificate 1995
Using Novell GroupWise Certificate 1995
Networking Technologies Certificate 1995
Introduction to the Internet Certificate 1995
Beginning DBASE IV Certificate 1995
Introduction to GIS Certificate 1993
Deloitte and Touche
Introduction to Business Writing Certificate 1994
Work Paper Preparation Certificate 1992
Inventory Observation Certificate 1992
Inventories Certificate 1991
Irregularities and Illegal Acts Certificate 1991
Business Writing Skills -
Second Year Assistant's Certificate 1991
Sheridan Vocational
Word Perfect 5.0 Certificate 1990
Government Finance Officers Association
Internal Governmental Auditing Certificate 1987
Broward Community College
. 4
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Supervision
Business and Management
Florida International University
General Introduction to GIS
Public Administration
Florida Atlantic University
Business Administration
Miami-Dade Community College
Data Processing/Computer Programming
Ventura Junior College
Business and Sciences
Miami Senior High
ASSOCIATIONS
MILITARY
Security
REFERENCES
Available upon request.
Certificate 1983
Certificate 1981
Certificate 1993
Transcript 1979
B.A.
1974
A.A.
1971
Transcript
Diploma
1968
1965
_ Certified Systems Professional (1985).
_ Certified Business Continuity Planner (2001).
_ Thirty-second degree Mason.
_ Veteran of Foreign Wars.
_ United States Air Force, 1966 - 1969 (Vietnam)
Base Civil Engineer, Office of Special Investigation,
Air Police. Decorated Veteran of Foreign War.
Honorable Discharge: December 1969.
5
.
April 9, 2001
Charles A. Hammond (MP A)
203 West Biltmore Lane, Jacksonville, North Carolina 28546
charlesha m mond@hotmail.com
(910) 347-2301
Objective
A challenging management position that will utilize my skills and experience in identifying
organizational need's, problems, and opportunities for improyement as well as expertise in managing,
motivating and coordinating people.
Skills, Abilities, and Personal Strengths
*Time Management *Integrity *Honesty *Reliable *Flexible
*Budgeting *Oral and Written Communication *Recruiting *Personnel Management
*Office Management *Personnel Evaluations *Purchasing Skills *Contract Negotiations
*Customer Service *Consultant Skills *Computer and Related Software *Disaster/Hurricane Recovery
*CAMA *NFIP *Debris Removal Management *Grant Writing
Education
Masters of Public Administration, Troy State University, Troy, AI.
Bachelor of Science, Health Care Management, Southern Illinois University, Carbondale, IL.
Graduate of formal military schools specializing in Personnel Management and Supervision
.
Experience
Town Manager
Town of North Topsail Beach, NC, (May 1998 to present) (winter ll20/summer 15,000)
.
· Manage, supervise and direct the ongoing operations of the Town of North Topsail Beach, with a
staff of 22 full time and 3 part time employees and an annual budget of $4,489,000
· Maintain balanced budget and increased fund balance for the 3rd consecutive year
· Streamline departments to increase accountability, reduce duplication of services and develop greater
interdepartmental cooperation
· Develop, supervise and administer all Town Policies including personnel, wage and salary,
educational development, safety and disaster recovery
· Develop and write successful grant projects
· Update, revise and administer all Zoning, Subdivision and Land Use Plan's
· Review and approve all site plans and subdivision plats within the municipal ETJ
· Supervise and direct budgeting, accounting, cash management and billing/collections programs
· Supervise and direct all purchasing functions
· Develop and administer capital improvement plans for all departments
· Direct and formulate long range planning and appropriate policies and procedures
· Serve as liaison between the Town and local interest groups
· Serve as staffto the Town Council and Planning Board
· Represent the Town to the media and public
· Represent the Town at Coastal Resource Commission meetings
· Represents the Town at NC Beach and Shore Preservation Committee meetings
· Represent the Town at NC League of Municipalities Meetings
Page 2
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· Negotiate contracts and function as Project Manager for 4 post hurricane recovery related issues and
projects exceeding IS million dollars total
· 100% recovery of all FEAM/State eligible funds connected with disaster relater projects
· Recouped over $275,000 in funds from previous storms originally deemed ineligible
· Monitors franchise agreements including cable television
· Write, edit and publish a quarterly newsletter with a circulation of 1120
Personnel/Health Care Management, United States Navy, (August 1968 to December 1997)
25 years of personnel management
Direct supervision of 23 supervisors and 79 office personnel
Assignment, distribution and indirect supervision of749 personnel assigned to operate 23 medical
clinics
Maintained 749 personnel, pay, leave and training records
Interviewed, recruited, hired, and fired personnel as needed
Provided the CEO with advise and guidance on personnel, manning, and medical issues related to the
support of a 37,000 man and woman work force
Maintained a $1,500,000 budget
Negotiated and renegotiated vendor contracts, researched and utilized best buy techniques
Submitted all financial and administrative reports as well as maintained and balanced all accounts
receivable and payable reports
Taught, counseled, tutored, organized, and implemented lesson plans for students seeking a graduate
level degree
Implemented and completed start up programs and projects
Drafted, revised and updated manuals, files, directives and instructions related to medical and dental
Issues
Initiated and developed a comprehensive data bases utilized to track medical treatment issues
Secret Clearance for IS years
Non-Degree Professional Education
Basic Municipal Administration - Institute of Government
Governmental Accounting - Institute of Government
Zoning Administration School - Institute of Government
Debris Management - NC Emergency Management
Basic Public Personnel Administration - Institute of Government
Effective Management - Institute of Government
Public Personnel Law Update - Institute of Government
Introduction to Government Accounting
Municipal Administrative Course (1999-2000)
North Carolina Grant Writing
Capital Improvement Plan
Professional Membership
American Society of Public Administration
International City/County Managers Association (lCMA)
North Carolina City/County Managers Association
Who's Who in Local Government
North Carolina Beach and Shore Preservation Association
. . - -- ----.... . "-' ,_ __. I I I i.-
UJ......,J ~f.c:.. ~J='r r.,,-,~
Anth.o.y L. Havnes
, ~
6602 ~licker Court
Seffuet. FL 33584
I
Residence: (813) 684-5392
Business: (813) 272-5810
Email: wynesl@g:te.net
.
OBJECTIV'F:
i
A higliIy experienced professional manager with exceptional negotiation, organization
and l~ership skills seeks an executive level management position.
SUMMARY
Senior!results-oriented executive ~ith seven years of management experience, Major
experiqn.ces, strengths. and skills are:
:
.PlanninglOrganizing
*Project Management
*Communications
*Problem Solving
"'Public Relations
.Contracts Management
PRoFfssrONAL EXPERIENCE
i
1985 - !Present:
HiIIsborou.gh County Real Estate Department
.
Propeljty Section Mq1atr 1993
:
Respo~ble for implementation and directing the following programs: real estate
acquisi~on for trJmsportation. sidewalks, parks, stonnwater, water and wastewater
~; property management, IpJ>t'ai&al scr.ices; and eminent domain support.
. trative duties include shon and long-range pl.annin.g, management of land
acquisi 'on budget for capital improvement projects. coordinating \\lith Technical Support
Secti~ Survey and Mapping Division, Projects Management and County Attorney's
Office. :
i
i
A~mpU.hments
I
~Supervised staff of ten real estate specialist that maintained negotiated pre-suit
! settlements for sixty percent of the parcels acquired.
!
~R..educed County's appraisal cost by performing in-house appraisals on small
: value (less than $3,000.00) parcels and limited the number of appraisal updates
' required prior to filing of eminent domain lawsuit.
-Developed Real Estate Department administrative policies and procedures
. manual that includes appraisal selection and contracting procedures.
I
~Developed database to track eminent domain settlements that include fees and
; costs associated with condemnation.
.
Seniol1 Land .~eBt
!
1989 - 1993
.
SUper\used and coordinated real estate acquisition and disposition. site selection, and
techniQal coordination of land transactions, Administrative responsibilities covered aU
aspecU; of real estate acquisition includlng, appraisa.ls, cost estimating, contract services
and cl\1sings.
Land ~eDt
1985 - 1989
Administered and coordinated surplus property (real property) disposition. Negotiated
acquisition of right of ways, easements and secured sites for parks, fm: stations and other
CountY, needs. Responsibilities included property inspections, closing coordination, and
preparation of eminent domain suit infonnation. Responded to citizens' complaints and
tesolv~ problems concerning County owned real property.
!
EDJJCATION
I
,
Masteq of Public Administration, University of South Florida
Conceritrating in Urban Management and Planning~ 1994
Bachel~r of Science, Florida State University, Real. Estate and Pre-Law, 1982
ORGANIzATIONS
I
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Le~hip Hillsborough
IntemaUonal Right of Way Association
Alpha .hi Alpha Fraternity, Inc.
HiUsborough County Employees Martin Luther King, Ir. Memorial Scholarship Fund
Thirty-:f'ourth Street Church of God
I .
PROFlSSJONAL LICENSES
!
FloridalReal Estate Salesperson
FloridaiNotaIy Public
!
A W ARDSlACTIVlTlES
i
Supervijsor oillie Year, Financial Services Team, 1993
United Way Representative, 1993
Drug F~ee W<ttkplace Committee, 1993
Perfomiance Appraisal Review Committee, 1998
\
.
TOTAL P.03
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DAVin v lES
94(J(\ SUllnyoak Drive
kivcrvicw, Floridil ::l~S69
beill;t57k(.rvRul.~om
(II)B13-(,n-9J23 (("'-ell) 8D-7X6408J
O)UI<XTIVF:
Tie a City .~1anagc:.1' of.\ oym\mic future looking cily.
SI1MMARY
Over twenty yearn of lJS Army experience in l.1 vttril~ly of commltlld and stajr i1!oisoigmnents.
Performoo as un opemti()Jls officer at all lcvc.ls. Long runge plannor jt)r units. Worked with
FEMA and natural disftStor planners using the Natiollal lncidcnl Management System hoth in
pe~lCC and wartime situatillJl8.
MI'\NAG)t~MENT AND LI~AD.:n.SIlIJll:XrERU:NCE
Chil~fExecutive Officer (comnHmdcr . (;(JUiVH lent 10 the po&itjon of lni'm m,-tyor) of Ft I hmtcr
Liggett; Califomia, the eighth largost Ami)' installation i.Jl the U8 with over 165,000 aCl'OS in
training land ill the unique archc..'.olvgical and environmentally sOhllitive area of South Murltcn..y
County California.
Lcd and supervised un elevelHncmbcr dircctm..tlC Slaffwiih responsihility in puhlic works,
logistics; fleet management, personnel, htw ~nfilrcemcm. firo1ighting~ tJ'uining and Of)Crations.
contracting, cnvironml.:lltJtl preservation, lnformEltiulI mnnugement ( telephone, television, fiber
optics, slIteJlite communications and ADP), puhlic tdlilirs and safety. Wurkihrce was comprised
of250 employees. Reorgani:f.cd the liUlffr~suJtiJ1g jll inCfCltScd l:J1iciem.)'. Created the 1ir~l ever-
senior Govornment Service leadership-trail/lug progntll1, Hff~"..tiveJy managed n hudB~1 of $J 7
million doJlW'S.
Gained the confidence of cnvirOl'lmenhl] protection llgcndcs and Inuian trihe thus enabliug the
continued use of the inslaJJ(dinn IC.r !.tI1lleci for(,:cs training. IncrcLtstld th~ truining populmion
from 8,000 to ] ~,OOO.
Created the first strategic business plan, mal'keting find advertising plan an agl'eement with the
ucwly formed labor bargaining unit and iliitiatcd on jll~lltnulinn master plnn.
Plunncd and executod joint disusl~r simuJutiol\ cxcl'cis('s ft\ county 4111d thret' municipalities.
Dncumented training shortfalls tbus resulting in u $20,000 plus up of the budgel.
Wa.o; Chieflixecnti"e Officer (l~mmand'~r) of a H~HalioJJ WiUl 134 pcrsonntll and over $ ] 5
milJioll ill equipment including a 11001 of uw1icllI vehicle$;. DcpJo)lccllhc unit during the Gulf
War 4\]1(.1 received top hlock eHicicncy roportll It))" tmining and improving unit readinoss.
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))AVJD V. HINES
page 2
Assigned as inspector gCl1crul to un Insdtutiunul Training Division) .\11 organization that truins
officers and enlisted soldicr~ thwugho\lt their UUI'(~Cl'k. Assis!(:u in re()rganizing the divigjoIl
nlong the lines of a university whh (, rI1~j()r "(~olJcgc~" spr.;aU over 7 statos. Tn another capacity
hosted a sister lnstitutional Training Division ftIld l~nsured that tho~' made full UBC in1raslTllcture
to train their soldiers.
Lcd and s\lpervilied cleven brunches U8 deputy lor l~Llrrent operatinm and Chief, Civil ArJllirs und
Psychological Operations nl US Special Opc:rc.ttiuns Command in Tampa, Floridlt, Responsible
{ot' all matter~ regarding oIX-..,.uliuns and deploymcnts /C,r 46,000 special opemtions tbrcC$
worldwide. Provided operational URReSSments, r~cu11lmendation8 and 1;()1ll1111Uld report!; to !;enior
leadership. Coordinated and !\lIcceslolfully maintained the command crisis responsc tell .mo the
j()int operations ccnt"r, Supelviscd the planning for hurrjcafl~~ OVLtclIulion of the headquarters.
nirected the reserve fOT~ at the command ItS tlx~ Senior Rl~s':rvc Advisor.
COMMlJNICAl'lONS AIULITY
Possesses outstanding conununication~ skills. J'J'ai~cd ftS a charismatic speaker. In CalifoJ'Jlja,
puhHcully llddrcsscd environmental groups RUc11 alii; tht, Sierra Club, Nati vePlunt Society, San
Antonio Valley Hislnricul Association, the monk" lmd parishioners oflhe mission or San
Antonio de Padua, SaHnan Indian tribal gatherings, R\,lary c1uos, Lions cluhs, VFWs. American
LcgjunR, looftl city organizatiuns in two cO\lnti,~s und ]u,:almcdia,
Communicated with nUnlerous Army, Marinc and Seabee units throughout my career.
Invited to porticipflte Qt the Monterey Cuunty Mayor'~ A8S0(~iutioll, Developed personal
relationships with the twelve nll'ynl"S ,md the (,-Ounty ~~lpc,::rvjKur, us wcll as, ft !luperintelldent of a
national monument and Keniof leaders OffOUf uther tc.~c1ert11 and state organi:r.atiolls. Effectively
communicated, (Joordinatcd and ))artnel'~d Oil mat.ters of joint interest.
Lcd discussions in seminar group at US Army War College that addressed ends, way. and rncuns
nfmtnlaging national and international strategy. Applied military and other resources In national
sll'uteg)'. Practicoo inlcrogency DJ>pI"Oach 10 iIltcrnatic)llul relations.
.~U(JCI\TJ()N
MA, Medieval History, SUNY -Binghamton. NY
BA, History, l..a Salle University, Phillldelphia, 1>A
Ph,D. (95 SJJ -- nocd disse;,rlation)
Diploma, Str-atcgic Stuuies. US Army War College, It A
Civil Aflitinl Specialty, JFK Schoullil)" Special Warl[m.\ NC
A<ljutant General Schoo] fiu Administration. F1 ELL"li~, V ^
DA VII> V. HINES
Page 3
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IJONORS AND ASSOCIATIONS
Phi Alpha Thel" (National J listory Honor Society)
Alpha Epsilon (Nationnl French Honor Society)
City of King Rol~rry Club
Civil Affairs Association
US AmlY War College Alumni Assooiatitll~
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FROM HOp.Tml
FA'y: t'.liJ. :
M~~. 10 2001 08:11PM P3
Edward C. I IQlf,on
101:29 CGIOOI Street Palm BelICh G~rdeFl6. flOl1da 3341~5121 Home 58'i ~1 ::vn:\ '.IVMI: 561331:1 1 ~
E-milil: edhl047@aot,eom
CITY MANA.GER
CITY OF CLEARWATER, FLORIDA
SUMMARY OF QUAU~ICA TIONS
Dynamic prOfessional senior manager with documented success managing, operating and
administering complex public and private organizations planning, develOping and implementing
COmprehensive community and neighborhood development programs and services. as well as
developing strategic partnershiplalrlances and wOrking with elected officials and the public.
Proven verbal, written, analytical and people skills; primary strength$ inClude leadership and
o'1ifani..:.alivllcd .".lIillW"'UIttI1t; :strategIC plannIng ana aevelOplng strategic alliances; board
relations and translating board guk1anr:e into ~t1i~f'\ plami; fji~.1 planning- 3M Dtldgoting: .-com- _ __ ____.. _, _... .
munity oulread. l!Imj puhlic: relations:: and infomultJon tecnno'ogy integration. A $l.Iperb
performer in positions requiring leadership, vision and direction; working with multiple constit-
uent groUps/conHnsus building; intel'per$Onal communications; muftH:timension problem
solving; quality customer service, quality improvement, creativity and integrity.
EDUCATION
MIT-Harvard Program on Negotiation. Cambridge, MA; 1994
Master of Public Administration, University of Montana, MiSSOUla, MT, 1983
Master of Science (Human ReAOtJrt"'..es Managel'Mnt), Troy State UnMst/'$ity. Troy, AL, 1980
Bachelor of Science (General Engineering), US Military Academy: West Point, NY. 1972
PROFESSIONAL EXPERIENCE
Pleasant City Community Development Initiative, Inc.
West Palm Beach, Fl
Executive Director
December 2000 - Present
Develop, direct, manage and administer comprehensive community development programs and
initiatives including, human Services (after-school programs, healthcare aeoess, child care and
teen and youth programs); affordable housing, home ownership and rahabiJitation programs,
economic development/redevelopment and business development/commercial revitalization for
a nonprofit cotpOration in tn. Pleasant City neighborhood of We.st Palm Beach, FL. Conduct
strategic planning, community outreach and public relations activities and develop strategic
partnerships. Represent the corporation in problem solving and tiaison activities to an 8rTa)' Of
constituencies inctuding elected officials. city, county and state officers, bankers, foundations
and community residents. Report to a volunteer board of directors, supervise a $taff of 18 and
manage a $1 million budget Salary: $50,000.
Department of Commerce, Census 2000
Palm Beach County, Fl
Cen$Ult Project Director
Planned, directed, and managed all Census 2000 activities for Palm Beach County. Supervised
administrative, operational and logistical matters for approximately 2,400 pel'Sonnel, including
project start-up and cIoSE;-Out; recn..ited. seJected and trained employees; facilitated media
activities, community and intergovemmentai relations; and planned, integrated and conducted
multiple overlapping, time-sensitive large-scale field data collection projects while ensuring
adherence to rigid time SChedules and quality standards. Conducted review snd analysis of
costs/progress reports; managed payroll and administered $6.5 miJlioli budget; instituted cost
control Procedures to achieve operational and financial requirements. Took over a failing, high
v1$ibility project and tumed it around. Recognized for superior performance. Salary: $50,000.
March - November 2000
r-r<:UI'1 ; HU~ I UN
FRX NO.
Ma~. 10 2001 08:12PM P4
Edward C. Horton - Page 2 of 5
.
· Facilitated COllaboration and COOperation between numerous loca! government agencies,
community aSSociations and individuals which resulted in community mobilization and neighbor-
borhood participationlinvolvement in Census actiVities ensuring an accurate count for the
County and increasing partiCipation rates significantly over the 1990 Census.
EDH Associates
Palm Beach Gardens, FL
Community Development Consultant
Provided community development and management consulting services to local and state 90\4-
emment. Services incJuded,strategic planning and visioning; policy analysis, evaluation and
developrYl8nt; service integratlOnlconsolidationlprivatization; information technology integration;
Operating and delivery system r&views; financial analysis and planning; contract reView and
evaluation; grant writing;govemmental relations/outreach and preparing for and implementing
change. Salary: $45,000.
May 1999 - February 2000
· Reviewed, evaluated and selected skill de\l'8lopment contractual programs and OCCUpational
training selVices that develOp and enh8nce employment skills for the County WOrkforce
Development BoardNVAGES Coalition; resulted in the broadest possible array of training
~rviC8Sl relatod directly to employor noode and gJicnt choico, whilo roduc.in9 finCllll.iial =_
sistance 46% and placing 2,600 clients in jobs during the first Me years of operation,
· Realigned state and local OCCUpational training and skill de'\lelopment programs to ~mply
with the State and Federal welfare legislation; implemented programmatic and operational re-
quirements while emphasizing CUstomer service and results.
.
Flnrim Department of Children and Family S.rvi~
West Palm Beach. FL
Di.striCt AclmJnltltrato,
Directed, administered and managed a comprehensive human setvices agency, Including wel-
fare reform, child welfare services, Medicaid and financial assistance, mental health. substance
abuse, developmental disability and adult protBctive servioes in en urban county with a popula-
tion over 1 million from eight service centers during a critical transition period. Managed budget
dewlopment/resource alignment, strategic planning, purchasing, contracting, grant writing, cap-
ital projects, community development, information teChnology, inter-govemmental and media re-
lations. SUperviSed and managed a workforce of 1000 union and non-union employees, man-
aged a $103 million budget and suPPOrted a 23-member advisory board. Salary: $92,200.
April 1007 - May 1999
· Designed, cool'dinated, managed, j~jemented and operated the largest, most compre.
hensive public-private welfare partnership in Florida; resulted in a leading-edge public-private
partnership that is respons.Jve to employers and jOb seekers; streamlined processes; improved
interagency COOrdination; and enhanced training services.
· Developed, implemented and operated public-private partnerships tor delivering child
protection services more effec:tively and efficiently; resulted in reinventing the services delivery
system for abused children, creating a comprehensive pelfonnance-based managed care sys-
tem of service delivery, controlling costs, increasing accountability and improving child safety
and protection.
· Orchestrated strategic planning, interagency coordination and process redesign to ovemaul
the children's mental health treatment 5ystem in Palm Bead'! County; resulted in a shared vision
for a comprehensive system based on performance outcomes and streamlined processes for
delivering servicas. This innovative community-based system received a $13 million Federal
grent for planning and development and a local donation of $5 million for construction of a
treatment facility.
.
.
.
.
FROM HORTON
Fj:l)( ~m.
~lal:l. 10 2001 08: 13PI'1 P5
Edward C. Horton - Page 3 of 5
Department or Army 1994 - 1997
Office of the Assistant Chief of Staff for Base Operations and Services
Pentagon. Washington, DC
Budget Director for Community Development
Strategic planner and budget advisor to Army ehief executive officer for community development
services Army-wide. Developed, directed and oversaw budget policy, planning. analysis and
evaluation for $9 billion community development budg&t for 200 locations, including human
services programs, housing and commercial facilities Advised senior managers on top-lave I
policy and program detenninations, tracked effectiwness and efficiency as related to budget
goals and objectives, compliance with statutes and directives, and recommended requirements
and priorities. Orchestrated Congressional outreach and public relations activities. Supervised
an agency of 2Ei employees and managed an operating budget exceeding $20 million. Internal
consultant for redesigning military communities for the 21st Century. Salal)': $78,800.
· Internal cons\.lItant to the Secretary of the Army for determining b&$t practices for community
development world-wide and eveluatlng the impact of these practices for increased efficiency
and reduced operating costs; resulted in streamlined/simplified policies, processes and pro-
cedures saving an average of 18% annually. Represented the Secretary of the Army at national
intergovernmental management groups on quality improvement and management reform.
United St8tea Anny, Yakima Training Center
Yakima, WA
Military City Mtnager I Sase Commander
Managed aU activities and operations for a full-service military community of over 18,000 in Cen-
tral Washington, including comprehensive community ~"'elopment; medical serviees and
emergency medical evacuatiOn for Central Washington; airport, water and utility syStems, emer-
gency services, parks and recreation, public safety, housing, purchasing and contracting, public
relations and publiC worKs. Initiated high performance organizational development resulting in
innovative community partnerships, increased use of technology and improved customer ser-
\llces; received Army-wide recognition. Supervised workforce of 823 employees and managed a
$45 million operetionsl end capital budget. Implemented a results-oriented strilwgy for govemr
ment that translated \IIsion and goals into an internal $trategic plan. Planned, managed, and
O\ferS8W multi-million dollar construction projects. Salary: $76,000.
· Developed and managed all aspects of comprehensive multi-year community revitalization
program designed to replace and refurbish facilities and redeSign the community downtown and
surrounding area; resulted in capital construction projects exceeding $38 million from. multiple
sources, an impro-....ed transportation system and enhanced commercial services. Community
recognized for this innovative effort
· Planned, guided and directed the acquisition of and infrastructure development for a 100
square mile community expansion In central (rural) Washington; resulted in partnerships with
citizen groups, legislative delegations (local to federal); county commissions; state and federal
agencies, business groups and regional planning associations to complete one of the final
military base expansions, while integrating environmental concerns, managed growth, and eoo-
system management.
1992. - 1QQ4
United States Anny Forces Panama
Fort Davis, Panama
Ch;ef Operating OfIIcer 18f1f:ta/jon Commander
Directed, managed and administered the activities and operations of iI full service military
communIty of 8,000 with 750 employees and a budget of $35 million (operational and capItal) in
the Republic of Panama. Services included heaJthlmedical treatment; human serviees programs
1990 . 1992
.
.
.
FROM HORTOli
FRJ< NO.
Ma~. 10 2001 08:14PM P6
Edward C. Horton - Page 4 of 5
community strategic planning; capital constl\JCtion projects; community development/re-
development; emergency services; code enforcement; public safety communications and
information technology; public works; recreation and leisure services; community improvement
services: transportation and contracted services. Internal functions included human resources
management. policy development and program integrity/quality assurance. Salary: $72.500.
· Fostered a team-focused work environment where culturally diverse p9rsonnel work
together cooperatively and effectively in achieving organizational goals; resulted in staff
participation in program development, information sharing across ooundaries and improved
employee/management relations.
US Army Officer 1 972 ~ 1990
Served in management positions of increasing responsibility in the US, Korea and Panama.
Managed. developed and coordinated numerous internal and external partnerships and proj-
ects. Ensured implementation and compliance with the full-range of operating statutes, policies
and directives. including recruiting, selecting, training, .valuating, disciplining and terminating.
Analyzed and interpreted data, prepared complex and sensitive reports and provided infor-
mation concerning a variety of issues to citizens, elected officials and governmental agencies.
Assessed and evaluated projects, programs and procedures for effecth/eness and efficiency.
Coordinated with govemmental agencies and international organizations. Salary increased from
$18,000 to $67.500.
SELEC"n:D PROFESSIONAL EDUCATION AND TRAINING
\.-;retl!lIYlng c.u_rncU"1G Conlrllunlty Ouvvl.......' It.... ,l e..., I'^"....u......., r:'t.. &.........l.........I_, ~L 200"1
~--..,~.... ....~_r____:___l :.... ,._........._._.. n____.._..... (~~'.f"'a) .-.._..w_....__ ~__:-__.A.:__ ,....-...-"'..-.......<<:"t~.....;...:..I1:.A.j!,..-.
Human Resource ManagAment, Orlando. FL 1999
~u.uuu .-V.t=rUIII..I ....."" u........., ...."-"w. ."-.. ........ -=............-...u... . _. ... IV'I.... ...lJ"'o..........--<o"'lI... ~""-'_~CIIoI rL. ~ 000
Blue Ridge 1....!'Itltt.ltft for E"'.outhem Communit)t Svrvioe Exeoutivee. AGh~n., NC, '1908
Flur1uiol GUVWIfIlIl"'lIlll1 U,,=, ::5l."I~'lin" .."d Public. Aecord8 t...e., "TrainIng, The Firot Arnondrngnt
Foundation, T811anauee, FL. 1997
MCllla~lt.w IJ.,.. 1::11I...1v1~ Oi.:.oipU.... en" r.,.,.~....... "rw____t OVI''I4...,.. ro" n..I:..,/ 1:;c='....Ocr.otiClor'lo. Tho
Brooklngs Institution, Washington, DC. 1997
US Army Senior Executive Development and Strategic L.eaderWlip Program, Carlisle. PA, 1996
Business Process Reengineering for Govemment Systems. SRA, Corp.. Arlington, VA, 1994
Quality Imr;lrovement for Public Sedor Services, Washington State University Program.
Pullman, WA, 1993
PUBUCAnONS AND SPEECHES
Articles on Management for Professional Journals
Speaker at National Forum on Best Practices in Public-Private Partnerships
Speak.er at Wortdwlde Conference on Quality Community Services
Speaker at State Conference on Public Sector Media Relations for Media Professionals
Speaker at Regionsl Human Services Coalition Forum on Welfare Reform and Partnerships
Spo~or $ State 1=0Nm of Privatization of Chilrl WAlfj:lrA ~rvIr.A~
APPOINTMENTS
Training Services Committee. Workforce Development Board of Palm Beach County
Workforce CeveloplTl8nt and WAGP$ COBlition Board of Directors for Palm Beach County
1997-99 (Welfare-to-Work and Training SeNices Committees)
Children's Services Council of Palm Beach County, 1997-99
Palm Beach County Health and Human Services Planning Association, 1997-99
Palm Seach County L.egla/atI\19 Dolegatlon Ti\sk. FOrt"A on &:11001 Readiness. 1998-99
Children's Development AClvt$Ory Committee fOr US Senator Bob Graham, 1998
man HOPTON
FR>: to~rJ.
1'1a~l. 10 2001 08: 15PM P7
Edward C. Horton - Page 5 of 5
.
Palm Beach County Juvenile Justice Council, 1997-99
Palm Beach County Healthy Start Coalition Board of Directors, 1997~99
Palm Beach County School Health Task Force, 1997-99
Florida Governors Gommi$Sion on Gi'liitlVlitftlaTbl-etcrrcJ'Qrcl6oai1G liaoiiing, 10$7-:;:;
Selection Committee for the Director of the Professional Development Institute at Florida
International University. Miami, Florida. 1998
Secretary of Defense Quality of Ufe Task Force, 1995-97
Quadrennial Defense Aeview, Washington. DC, 1996-97
Secretary of Defense Commission on MIRtary Bases, Fadlities and Services, 1994-97
Secretary of the Army Strategic Planning and Resource Management Committee, 1Q94.97
Steering Committee for Quality Community Programs anOl Services, Ft. Lewts, WA 1992-94
AWARDS AND HONORS
Chairman's Special Award for Community Service, Workforce Development Board, 1997
Workforce Oewlopment Board Prodamation for Exceptior\al Community Service, 1999
Special Achievement Cash Award, Bureau of the Census, 2000
Who's Who in the World, 1998-2001
Intematlonal Biography Centre's Outstanding People of the 20" Century, 199~2001
PROFESSIONAL REFERENCES
~
J. Oberfield
Phone NLIl1.lIMl
561.400.4322
~
Assistant Manager for Field Operations
Bureau of the Census, D8lray Beach, FL
.
P. Missita
561.837.5072
Administrative Services Director, Department
of Children and Families, West Palm Beach, FL
L. Bonder
56' .637.8844
Supervisor, Census Operations
Bureau of the Census, Delray Beach, FL
Additional references available upon establishing mutual interest.
.
.
MIKE ILTIS
107 Offutt Road Hanscom Air Force Base, MA 01731
Off: (781) 377-2301 FAX: (781) 377-7382 Res: (781) 274-8777
OBJECTIVE
Leadership position in a demanding City Manager situation
Leader - Motivator - Negotiator
SUMMARY OF QUALIFICATIONS
Senior City-Base Manager with 25 years proven experience in increasingly responsible positions
effectively developing urban communities and managing organizational change. Recognized for
leadership, integrity and communications skills. Experience encompasses the full range of city
management, financial and negotiation skills, necessary to keep a full-service community functioning
efficiently
.
LEADERSHIP/MANAGEMENT
Chief Operating Officer (Five Years)
- Managed three Air Force City-Bases for 5 successful years: Supervised department heads of Public
Works, Information Technology, Human Resources, Community Recreation, and Public Housing as well
as Police/Fire Chiefs. Maintained oversight of primary, middle, and secondary community schools _ _
supported populations exceeding 25,000
Trade group presented me with Senior Leadership Award, City of Sacramento, 1999/2000.
- Crafted innovative strategies. Business relocation out of state demanded restructuring - - impacted
18,000 employees. My strategy to limit employee hardship was successful. Our employee union liked it
and we experienced no union grievances.
- Managed real property including roads/grounds, airport facilities and community recreation facilities.
Senior management breathed easier - - increased service revenues by $111 Kin 1999.
- Lead management negotiator reaching agreement with local unions on contract negotiations.
Negotiated interim agreements with the union on IT issues - - no impact on contract expense.
- Experienced in public communications - - town halls, newspaper, radio, television, Internet
I used them all to boost base's sagging image caused by difficult environmental issues.
FINANCIAL MANAGEMENT
Contracts Manager/ Chief Negotiator (Three Years)
- Supervised eight cost analysts negotiating acquisition for flagship product line - - $4.2 billion annually.
The customer needed aircraft parts two weeks early - - I made him happy and delivered!
My team negotiated 18 contracts in one year worth $3 billion - - our savings helped fund 19 more!
- Approved negotiation positions - - and briefed these positions to senior management.
I made the program managers life easy. I helped set their goals and our fighter aircraft team was
consistently on time and under budget.
Program Management
Internship (one Year)
- Pratt & Whitney Aircraft Co. - - I worked directly for the program manager that Managed/marketed the
Company's logo product - - F-100 jet engine.
In-depth exposure to business practices - - learned from the best - - watched them win!
Participated in the strategic planning processes of a Fortune 100 company - - executive exposure.
Learned the intricacies of small item purchasing - - understood the value of high quality vendors.
FLIGHT OPERATIONS MANAGEMENT
Chief Operating Officer (16 years)
- Managed helicopter flight operations center - - 150 employees, 10 aircraft, world-wide operations
Led company to success - - earned trade group's "Outstanding Maintenance/Operations Award"
- Established new flight operations centers in Korea, Mainland Japan, and Okinawa
My team's aircraft reliability rates surpassed the competition six months after opening!!
.
MICHAEL J. ILTIS
PAGE 2
.
.
.
EMPLOYMENT HISTORY
United States Air Force 1976 - Present
2000 - Present
1 998 - 2000
1996 - 1998
1 993 - 1996
1991 - 1993
1988 - 1991
1987 - 1988
1976 - 1988
Vice President for Operations
Chief Operating Officer
Deputy to the Chief Operating Officer
Chief Operating Officer - - Flight Operations
Operations Staff
Contracts Manager/ Negotiations Division Chief
Program Management Intern
Helicopter pilot, flight examiner, and staff officer
Boston, MA
Sacramento, CA
Okinawa, Japan
Okinawa, Japan
Sacramento. CA
Dayton, OH
West Palm Beach, FL
Various locations
EDUCATION
Masters of Arts, Human Resources, Webster University, St Louis, MO
Bachelor of Arts, political science, Colorado State University, Ft Collins, CO
Other Coursework
Advanced Management Acquisition Contracts Government Contract Law
Basic Systems Acquisition Management Disaster Preparedness (practical)
On-Scene Commander's Course Principles of Pricing/Negotiation
Professional Organizations
President, Chapter 116, Air Force Association, Sacramento CA, 1998 - 2000
Flight Captain, Order of Dadaelians, Bedford, MA
Acquisition Corp Member; APDP level II (contracting)
Top SECRET SCI SECURITY CLEARANCE
.
.
.
James R. Jarboe
407 McCollum Circle
Neptune Beach, FL 32266
(904) 241-5326
PROFESSIONAL EXPERIENCE
1999 -
Executive Director
The Catholic Radio Association, Jacksonville Beach, FL.
1992 - 99 City Manager (96-99) Deputy City Manager (92-95)
City of Atlantic Beach, FL.
1988 - 92 Managing Director
Baptist Beaches Medical Foundation, Jax Beach, FL
1982 - 87 Senior Aide to the Mayor (83-87) (Senior Assistant City Manager)
Chief of Human Services Administration (82)
City of Jacksonville, FL.
1978 - 81 Senior Associate, National League of Cities, Washington DC.
1971 - 78 Aide to the Mayor (Assistant City Manager), City of Jacksonville, FL.
1969 - 71 Planner, CSRA Planning & Development Commission, Augusta, GA.
Management Consulting - Commonwealth of Puerto Rico, National League of Cities,
Paramount Printing, Resource Management International & the City of Atlantic Beach
QUALIFICATIONS OVERVIEW
Senior City Management Experience (19 years):
· Sr. Mayor's Aide (Sr. Assistant City Manager), Jax/Duval, FL (1500+ staff)
· City Manager & Deputy City Manager, Atlantic Beach, FL (140+ staff)
· Chief of Planning & Adm., Human Services Department, Jax/Duval (200+ staff)
· Large county experience has taught me how deal with complex issues
· Small city experience has taught me positive Council & Citizen relations
Education:
· Masters in Public Administration, University of Georgia
· Bachelor of Arts, University of Georgia
· Governmental Follows Program, University of North Florida
· Public Policy short courses (graduate level) - New York University, Harvard,
University of Georgia, University of North Florida
James R. Jarboe, page 2
.
Communications and Leadership Abilities:
· Known for creative team involvement of staff in implementing commission policy
· Successfully developed and conducted goal setting sessions for elected bodies
· Experienced at the art of delegating authority
· Known as one who learns from listening to others
· Conducted training for elected and city staffs on a wide range of issues in the US
· Understand the need for dissemination of information to achieve goals
· Served on numerous Community and Chamber Committees
Disaster Preparedness:
· Managed the National League of Cities' Disaster Preparedness Project (FEMA
funded). Provided training and plan review for cities in the US.
· Served as the City of Atlantic Beach's Disaster Preparedness Coordinator
· Was a member of Jax/Duval's Disaster Preparedness Review Committee
· Had first hand hurricane experience as a police officer in a oceanfront community
Intergovernmental Affairs:
.
· Directed Intergovernmental Affairs for Jax/Duval
· Successfully, coordinated a major annexation for Atlantic Beach
· Coordinated with Congressional Committees, Federal Departments, the White
House Domestic Policy Staff and Cities throughout the US (NLC)
· Served as a board member of the Northeast Florida League of Cities
· Negotiated a million+ dollar settlement for Atlantic Beach with the County
Planning Experience:
· Served as a Planner in a 13 County area
· Developed many multi-year grant program plans
· Developed a standards & goals plan for the Commonwealth of Puerto Rico
· Developed a multi-year planning process for the delivery of social services
· Managed & developed five year capital outlay plans & ten year comprehensive plan
· Developed thirty business plans for projects in the US and Africa.
· Served as a member of the Metropolitan Planning Organization
Economic & Community Development:
.
· Management oversight of 4 major redevelopment projects in downtown Jax
· Assisted in numerous other Jax/Duval economic development projects
· Played a major role in the Town Center Redevelopment Project
· Assisted in the development of an Economic Development Trust Fund (Jacksonville)
· Board member, Jax Chamber of Commerce's Economic Development Committee
· Developed a non-profit community revitalization corporation
· Management oversight of CDBG programs for At!. Bch. and Jax, FL
.
.
.
James R. Jarboe, page 3
· Developed many grants related to downtown development
· Served as Chairman of Jacksonville's Special Economic Development Committee
Knowledge of Budgeting and Fiscal Operations:
· Developed more than a $1,000,000 a year in new revenue for Atlantic Beach
· Responsible for the development and administration of Atlantic Beach's budget
· Developed a $24,000,000 infrastructure loan program
· Actively assisted in the development of Jacksonville's $600,000,000 budget
· Managed Jacksonville $90,000,000 federal grants and contracts program
· Have developed and administered millions in grants projects
· Served as Acting Finance Director for Atlantic Beach, FL
Personnel Management:
· Approved all hiring and disciplinary actions for the City of Atlantic Beach
· Administered the Jax/Duval's Grant Employee Pay Plan (1000+)
· Was the Administrative Officer of Atlantic Beach's Pension Plan
· Administered Jacksonville's Human Services Department's personnel issues
· Conducted successful bargaining with three unions for three years
· Participated in labor bargaining strategy sessions for Jax/Duval
Technical Assistance:
· Provided a wide range of on-site assistance to NLC's Member Cities
· Assisted local government units in a 13 county area (Planning, Training & Grants)
· Consultant - grantsmanship, management & planning assistance
· Providing assistance to 150 groups in the US, Africa & Latin America
Grantsmanship:
· Managed all aspects of Jax/Duval, FL's $90,000,000 grants program
· Served as Jax's lobbyist in DC & Tallahassee developing millions in grants
· Developed many redevelopment, parks, planning, disaster & other grants
· Developed many millions in grants for my employers & clients
Historic Preservation:
· Managed Jacksonville's historic preservation staff
· Administered the development of a published registry of Historic Land Marks
· Coordinated Jax's Florida Theater & Train Station preservation projects
Environmental Affairs:
· Oversight of JaxlDuval's Beach Re-nourishment Program
· Successful coordinated closure of an unlined landfill
· Helped to preserve wetlands through the development of parks
James R. Jarboe, page 4
.
MANAGEMENT STYLE: An interrelationship of Vision, Communication, Honesty &
Teamwork
· Vision - It is important for the Manager to take charge of events rather than events
taking charge of the Manager. The Manager needs a vision of where he is going and
why he is going there to effectively carry out the Commission's policy. Without such
a vision, management goes into a reactive mode toward events. The development
of the Vision allows the Manager to become proactive rather than reactive in his
management of the city. In developing such a vision, it is important for the Manager
to assist the Council in their policy development with information, options and ideas.
The development of the Vision is an ongoing process that has to be flexible enough
to adjust to changes in policy and new issues facing the City. It is extremely
important, as the Manager, to be sure that the vision I hold for the City is shared by
the City Commission, the Staff & Citizens. That assurance is accomplished through
an open management style (See Communication).
.
· Communication - As a Manager, I am committed to an open style of management.
Such an open style of management is defined by a free flow of information. I feel it is
the Manager's role to stimulate a free flow of information, by serving as a
clearinghouse for information. Not only does the Manager convey information but
also he must be a good listener in order to learn. Such an open dissemination of
information allows the Commission, Manager and Staff to respond effectively to the
issues at hand and insures that the City is moving forward toward its' shared vision.
In addition, it provides the Citizens with a better understanding of their city
government.
· Honesty - The most important attribute in my. approach to management is honesty
and integrity. I firmly believe that to be respected as a leader, I must live by a high
moral code. In addition, I know that my commitment to such a code of conduct
builds a strong base of trust with those who I interact with on a regular basis.
Professionally, I follow the International City Manager's Code of Ethics. I have found
that ICMA's Code provides a valuable road map for dealing with ethical issues.
· Teamwork - As a Manager, I realize the value that the collective knowledge and
ability that staff can provided in carrying out and improving the operations of the City.
It is up to me as the Manager to develop an effective team approach to managing the
City. The Manager must be willing to delegate his authority when it is appropriate.
At the same time, the Manager must plan, monitor and focus the work of the team.
Another important advantage of using a team approach is that it allows staff to take
an ownership interest in the welfare of the City.
· In Summary, my management style is an interrelationship of Vision,
Communication, Teamwork and Honesty. I feel this mix of skills, along with the use
of common sense, has made me a successful manager.
.
Email: shkazi@khi.paknet.pk
B-2, Galaxy Apts. G-17, Block-8, Clifton, Karachi-75600, Pakistan.
Off. Tel. (92-21) 9204661-5681318 Res. (92-21) 5689968-5837480
ACADEMIC QUALIFICATIONS.
Deeree Obtained
M.A. Public Policy and Administration
SIRAJUL HAQUE KAZI
MAILING ADDRESS:
.
Year
1989
M.A. Economic Development
M.A. Economics
1976
1969
M.A. Level Certificate Course
(i) Public Finance (ii) Macro-Economics
1988
M.A. Level Certificate Course in Mass
Communications
(i) Print Media (ii) Electronic Media
B.A. with Economics & Political Science
1999
1967
Institution
University of Wisconsin, Madison,
USA GPA.3.5
University of Leeds, U.K.
University of Sindh, J amshoro,
Pakistan SECOND DIVISION
University of Permsylvania- Park
Side, USA.
Allama Iqbal Open University,
Islamabad
University of Sindh, Jamshoro,
Pakistan FIRST DIVISION
FOREIGN LANGUAGE.: Arabic (4 Credits) University of Wisconsin, Madison 1989.
TRAININGS
· Economic analysis ofprojects, ADB Katmandu, Nepal, 1998.
· Decentralization of Development Management to provincial and District level UNDP
Islamabad 1998.
· Foreign Loans, Tokyo, Japan, 1991.
· Corporate Planning and Strategic Management, LUMS/Commonwealth 1990.
· Strategies for Development of Tourism Florida, USA 1988.
· Neighbourhood Community Development, Boston, U.S.A, 1987.
· Investment analysis and Decision Making, EDI World Bank Lahore, 1979.
.
COMPUTER PROFICIENCY.
* Four Short courses in Computer from Pakistan Computer Bureau, Islamabad,
Pakistan, 1980, 1994.
Management Information Systems NIP A-Lahore, Pakistan, 1990.
Short Course in Word and Lotus 1.2.3, Univ. of Wisconsin, Madison, USA, 1989.
*
*
PROFESSIONAL MEMBERSHIP: Economic Development Institute World Bank,
Washington, USA.
GRADUATE AWARDS : Merit ScholarShip 1965-69(4 Years).
DRIVING LICENCE: (I) Pakistan since 1984 (17 years) (ii) USA Madison
Wisconsin (1 12 years (1988-89).
.
SPORTS. University of Wisconsin, Madison 1989. (i) Squash (1 Credit)
(ii) Badminton (1 Credit).
PROFESSIONAL EXPERIENCE.
I Joint Chief Economist/Consultant, *
Coastal Development Authority,
Government of Sindh, Karachi,
Coastal Development plans, execution and
monitoring of agricultural projects, supervision of
Asian Development Bank Consultant Conducting
n_'_~_.l._._ T__W____ ...nn",,.,
.
.
.
VI
II.
Area of operation
Director General
(Provincial Head) Regional Plan
Organization government of Sindh
Karachi, Pakistan. July 1994-1998
III
Area of Operation
Officer on Special Duty to Chief
minister of Sindh, Government of
Sindh. March-June 1994
IV
Area of operation
Joint Chief Economist!
Coordinator, Social Action
Programme, Government of Sindh,
Planning & Development
Department Karachi- Pakistan.
1992-1994 (Provincial Head)
V.
Area of operation. .
Chief External Economic *
Assistance and Economic Policies
Section Planning & Development
Department, Government of
Sindh, Karachi-Pakistan.
1990-92 & 1980-85 (Head of
Section)
Co-ordination with Sectoral departments and
District Administration, Annual Plans.
* Staff Supervised. Professional 6, support staff 40.
· Coastal area of Badin ant Thatta Districts.
* District Socio-Economic Planning, basic needs
programme, research, studies & survey, monitoring
& evaluation, staff training, consultancy and
advisory services to Government departments and
agencies, Land use and settlement patterns,
Physical infrastructure Housing. Zoning and public
utilities (Water supply, Drainage, Electricity, Gas,
Telephone) Mapping, surveillance of women and
children (UNICEF assisted project), Institutional
Development and Decentralization, Formulation of
Pakistan 2010 programme (Sindh Province).
Formulation of Ninth Five Year Plan (1999-2004),
for Sindh Province.
* Administration, Personnel, Finance and Budget
matters, stores and purchases.
* Staff supervised. Professional 25 support staff 75.
* Human Resource Development, Education, Health,
Nation, Population Planning, Social Welfare,
Income generation Staff-training.
· Province of Sindh.
* Counseling on Social, Economic and Financial
Programmes.
* Liaison with Elected Representatives & Government
of Pakistan.
* Staff Supervised. Professional 6 Support Staff 14.
· Province of Sindh
* Programming, Policy formulation, Supervision,
monitoring & coordination of Social Action and
women development Programs. Co-ordination with
USAID, Asian Development Bank, World Bank
and several donors.
* Annual, medium and long term plans.
* Administration, Personnel, Finance and budget
matters, stores and purchases.
* Staff supervised. Technical 11 and support staff 20.
Province of Sindh
Programming and Administration of foreign
economic and technical assistance. (Grants and
Equipment and others). Coordination with
International Finance Institutions,
bilateral/multilateral Donor Governments &
Agencies. Scrutiny of project, credit agreement and
negotiation documents. Annual and mid-year aid
plans and reviews. Structural adjustment
Programmes, Municipal Finance, Provincial foreign
and local training programme.
* Staff supervised. Professional 4, Support Staff 5.
Area of operation . Province of Sindh
Additional Secretary-I to chief * Administrative Supervision of departments of
Minister of Sindh, Government of Education, Social Welfare. Communication. Health.
in this Secretariat). * Counseling on Social, Economic and Financial
matters.
* Cabinet Matters.
. Liaison with Parliamentarians.
* Co-ordination with Federal Cabinet, prIme
Minister's Secretariat.
* Staff Supervised. Officers 5 and 5 support staff.
Area of operation * Province of Sindh
VII Director General, Monitoring & * Monitoring & Evaluation of 1200 Social, Physical
Evaluation P&D Department Infrastructure and Productive Projects.
December, 1989 to March, 1990 * Administration Personnel Budget, Stores and
(Provincial Head) Purchases.
* Staff Supervised. Professionall 0, Support Staff 20.
Area of operation . Province of Sindh.
VIII Director, Economic Studies, * Preparation of District Plans, Mapping of
Industries, & Land Use Centers socioeconomic and infrastructure facilities. Staff
regional Plan organization, training for provincial government officers,
Planning & Development Consultancy and advisory services to government
Department, Government of deptts. and agencies, monitoring and evaluation,
Sindh, Karachi. 1985-1990 studies on macro and micro aspects of the
(Head of Center) provincial economy, research studies, survey, land
use, settlement patterns, physical infrastructures,
housing and public utilities, rural roads and others.
* Staff training for officers of Government of Sindh.
* Staff Supervised 20 Technical, Support Staff 15.
Area of operation . Province of Sindh
IX Chief, Industries and Rural * Sectoral programming, Implementation of rural
Development Section, Planning development Projects, rural and urban
and Development Department, industrialization, small scale and cottage industries,
Government of Sindh, Karachi- industrial credit, micro credit policies and their
Pakistan. 1979-1980 (Head of execution, income and employment generation
Section) programmes, technical skills development
programmes, community development
programmes, mineral development programmes and
commercial policy, Local Government Municipal
Finance.
* Sectoral Policy Formulation.
* Staff Supervised. Technical 4, Support Staff 6.
.
.
x
Area of operation
Chief Transports and
Communication Section, Planning
and Development Department,
Government of Sindh, Karachi-
Pakistan. 1977-1978 (Head of
Section)
.
XI
Area of operation
Assistant Chief of Section,
Monitoring Evaluation Section.
Planning and Development
Department, Government of
Sindh, Karachi-Pakistan.
· Province of Sindh.
* Sectoral programming and implementation of farn1
to market roads, highways, inter-district and tertiary
roads, rural and urban industrialization, income and
employment programmes, technical skills
development, mineral development programmes.
Development of air & sea transport
telecommunications and commercial policy.
* Sectoral Policy Formulation.
* Staff Supervised. Officer 5, Support Staff 10.
· Province of Sindh.
* Monitoring & Evaluation of 600-700 multi-sectoral
Development Projects included in the Annual
development Programme.
* Staff Supervised, Officer 2, Support staff 4.
XII
Area of operation
Planning Officer, Agriculture and
Cooperatives Agricultural
Research, Power, Monitoring and
Evaluation Sections, Planning and
Development Department,
Government of Sindh, Karachi-
Pakistan. August 1970-1974
.
Area of operation
. Province of Sindh.
* Programming, resources allocation and
Implementation of Agricultural and Rural
Development, Projects Agricultural Research,
Power Generation Programmes, monitoring and
Evaluation of Sectoral projects, Monitoring of
Implementation of Land Reforms.
* Sectoral policy Formulation.
* Staff Supervised. Officer 1, Support Staff 2.
· Province of Sindh
ADDITIONAL ASSIGNMENTS.
· Project Director Sindh Rural Development Project.
· Director Training and Coordinator foreign training programme province ofSindh 1980-87.
· Secretary, UNICEF Steering Committee, Sindh province 1990-1992 & 1980-1985.
· Supervision of Execution of Women Development Projects for Sindh province 1992-1994.
· Project Manager, Urban Housing survey of Town Committees and Municipal Committees of
Sindh province 1986-1987.
· Member UNDP Evaluation Team of Karachi Master Plan 1991.
· Member Working Group of Five Year Plan on Industry, Transport & Communication.
· Co-ordinator Ninth Five Year Plan - Province of Sindh.
· Co-ordinator Surveillance ofChisavn & Women in Sindh province 1991-93.
Individual Research Papers.
(i) Pakistan Irrigation Management (Indus River System). (ii) Development of Fisheries
Resources of Keti Bandar on Sindh Coast. (M.Phil Thesis). (iii) Rural Development in
Pakistan. (iv) Economic Aid with reference to Pakistan, 1986 (Independent Study).
(v) Economy of Sindh 1984. (vi) Domestic Resource Mobilization. (vii) The role of
Private and Public Sector in the development strategy of Pakistan. (viii) A new approach
to Educational Planning for Rural Pakistan (Independent study). (ix) District
Development Plans of Dadu and Jacobabad. (x) Subsidy, Cost recovery in Shelter
Housing. (xi) Problems and Projects of Urban Development in District Mirpurkhass.
.
Staff Papers.
(i) Socioeconomic Indicators of Sindh province.
(ii) Districts Development Plans (17 districts).
(iii) Vocational and Technical training in Sindh Province.
(iv) Evaluation of Water Supply and Drainage Projects in Sindh province.
(v) Evaluation of Fiscal Conditions of Local Council in Sindh Province
(vi) Evaluation of Water Courses Constructed under DN Farm Management project
Sindh Province (W orId Bank aided).
(vii) Presentation for Provincial Cabinet on Prospects for Agricultural Development in
Sindh Province upto year 2010.
(viii) 20 facility Package for village with population 1000 in Sindh province.
(ix) Monitoring and Evaluation Reports of Development projects.
(x) Devolution and Delegation of Financial and Administrative Power at district
Level (Study for UNDP).
Prime Ministers Five Point Programme (Sindh Province).
Preparation of Ninth Five Year Plan-Sindh Province.
Preparation of Programme 2010 for Sindh province.
.
(xi)
(xii)
(xiii)
.
John Ketterin2:ham
1540 Dale Ave., Winter Park FL 32789
Phone: 407-629-1758
J ohnKetterin2:ham(a1cs.com
OBJECTIVE:
To successfully apply experience managing teams and processes to the general operational
management of an organization to improve its overall position through increased efficiency,
enhanced communications and superior services.
QUALIFICATIONS:
Managed overall business and governmental operations that include evaluating customer needs;
developing innovative strategies and solutions; and monitoring projects to ensure compliance
with targeted objectives and deadlines.
. Environmental programs
. Systems development
. Large Project Management
. Fiscal Responsibility . Operational Plans
. Contract Negotiation . Budget Management
. Strategic Planning . Operations Management
ACIDEVEMENTS:
Increased annual sales from $50,000 to $4 Million in start up environmental company
remediating soil and water.Result: established presence in Florida market and increased
int1.markets by $81 mm.
.
Managed $3 million project to design EPACS (Evaluation, Planning, Control System) for
National Institute on Drug Abuse in Washington, D.C. Result: Enabled managers at 3 levels to
effectively and efficiently manage programs. Obtained $6mm follow-on contract.
Managed budgets ranging from $2 billion to $9million annually. Result: streamlined operations
and transferred $21 mm out of a $65 mm budget to the private sector with no loss of jobs or
benefits.
Developed a destination tourist resort development plan for Pensacola Beach, FloridaResult:
generated $220 mm of annual economic impact according to RIMS study.
Managed two major industrial parks. Result: f"illed projects with tenants, increased revenues,
and obtained road grants from FDOT, Department of Commerce.
Increased annual revenues $6mm by acquiring capital assets. Result: provided $6mm annual
beachfront infrastructure improvements.
Developed $95mm bond issue for capital improvements to the Gator Bowl, Southbank
Riverwalk, Prime Osborne Convention Center in Jacksonville, Florida.Result: Facilitated
Jacksonville Bulls to perform in expanded 85,000 seat facility, enabled economic development of
Southbank of St. Johns River, facilitated construction of Prime Osborne Convention Center.
Developed and implemented a Quality Management program which established performance
measures, management systems and program indicators. Result: Achieved a 15% increase in
. productivity.
.
.
.
PROFESSIONAL EXPERIENCE:
Environmental/Oil/Gas Consultant, Winter Park, Fl
200 I-Present
Currently assisting start up company in raising $5mm venture capital to finance oil lake cleanup
efforts in Kuwait, reducing sulfur content from crude oil to increase output, reduce incremental
costs, and satisfy federal guidelines for sulfur emissions.
President, International Environmental Technologies, Inc., Delray Beach,Fl.1997 -2001
Provided domestic and international business development for start up company providing soil
and water remediation of contaminated soil/water. Developed international licenses, affiliations,
and joint ventures.
Assistant City Manager Winter Springs, Fl 1994-1997
Served as Acting City Manager is absence of City Manager. Line responsibility for HR,
Puchasing /Contract AdministrationlRisk ManagementIIT IBuildingIF acilitieslPlanning/Land
Management/Information Services. $9 rom annual budget, new health/life /pension plans. New
Public Safety complex. Improved communications system. Cost effective vehicles; improved
budgeting system, Capital Improvement ProgramlBudget development/5 year revenue forecasting
system.
Assistant County Administrator Escambia County. (Pensacola), Fl 1992-1993
Responsible for 10 operating departments, Industrial Parks, Economic Development, business
incentives, sports complex, bond issues, labor relations, mediation, Charter Review Committee,
$65 million budget, 1285 personnel.
Deputy Mayor/Operations Manager City of Jacksonville, F1 1982-1991
Responsible for Mayor's Office Operation including $3.8 mm budget, 38 professional staff,
University Hospital, $40 rom Indigent Care Contract, Utility Acquisition, Jacksonville Electric
Authority, Jacksonville Transportation Authority, Public Safety Department, Downtown
Development, Economic Development. Member Mayor's Budget Review Committee overseeing
$2 billion budget and 8500 employees.
EDUCA TION/TRAINING:
. University of North Florida, Jacksonville, Florida
. Florida State University, Tallahassee, Florida
. University of Central Florida, Orlando, Florida
. Georgia Tech, Atlanta, Georgia
MBA-Marketing
MS-Public Administration
BA-Public Administration
Operations Research Coursework
.
STATEMENT OF QUALIFICATIONS
JAMES S. LANDON
809 Thrush Terrace
Warrensburg, Missouri 64093
6601747-9131(Office) 6061747-7535(Home)
em ail: jlandon@warrensburg-mo.com
Community Development and Growth
My education, training, and experience include a strong emphasis in community development.
One of my strengths is the promotion of quality, sustainable growth. I have been successful in
fostering economic development and growth through a comprehensive strategic approach. My
success in this area is measured by the private investment and development of public facilities
in the communities for which I have worked.
I have been both directly involved and provided a leadership role in implementing growth plans
based on community values. I have emphasized a staff approach that is customer service
oriented, while finding solutions to diverse community and neighborhood issues and values.
.
I am a strong believer that quality development only occurs in an environment where local
government works with local businesses on an innovative approach to encourage quality
growth. I have organized efforts to create nonprofit, private corporations to promote industrial
development, downtown and neighborhood revitalization This approach provides the private
sector an opportunity to work outside of the local government structure while providing a direct
link: to city services and resources.
I am also a strong believer that quality growth can only happen with a strong regional
approach. The city must work in concert with the numerous organizations that make a
difference: schools, health care providers, utilities, private businesses, and county, state, and
federal agencies. These groups must be involved in the planning and implementation of
development plans. It is the role of the city administration to help coordinate these efforts and
gain consensus for the future plans of the community.
Most importantly you must gain the trust and support of your citizens. This is only made
possible by involving citizens in the development of strategic plans that incorporate their
diverse interest. Citizens must have ownership in the future of their community in order to
assure success and progress.
Infrastructure
.
One of the most important roles ofthe public sector in promoting and maintaining a high
quality of life in a community is strong infrastructure consistent with the development plans
and values of existing neighborhoods. With my land-use planning and management
background, I have extensive experience in all aspects of community infrastructure. I have
been very successful in gaining community support for capital improvements. I have been
.
involved in the planning, management, financing, and regional support for a variety of
infrastructure improvements. My successful experiences are very diverse, including local and
regional transportation networks, recreational facilities, educational facilities, water and
wastewater projects, community center, senior facilities, and airports.
I believe my strong background in planning and development of infrastructure is one of my
major assets. I use a very comprehensive, visionary approach to develop the necessary
infrastructure that addresses existing needs and future growth. This will be accomplished in
cooperation with the variety of organizations and community leaders.
Intergovernmental Relations
With the limited resources we all have today, all of the partners who provide services in a
community must work together to accomplish common goals to improve the quality of life in
our communities. I believe it is the responsibility of the city's administration to develop and
foster these important relations with the variety oflocal, regional, state, federal, and private
organizations. A positive relationship with your regional partners will create a work
environment that is essential for quality growth.
I have always been successful in developing very positive and strong relationships with
regional and local organizations. These groups currently address a variety of interests,
including an Air Force Base, transportation, natural resources, regional economic development,
emergency services, senior services, and recreational services.
. Finance
Public finance is a major responsibility and challenge for all city managers. I believe it is
important to balance a fiscal conservative approach needed with public dollars and a value-
based approach used in the private sector. I believe most citizens are willing to support
programs with tax dollars if they can see a value for their money. This means you must
provide the services/programs and facilities your customers want. One primary function of the
city council is to determine the "wants" (priorities) of the community and the management
team is responsible for developing the financial plans/strategies for both the capital investment
and operations consistent with the goals and values of the counciVcommunity. Wherever
possible it is important to manage services/programs on an enterprise basis in which revenue is
generated in concert with expenditures.
Another strong principle I support in my administration is the importance of developing
partnerships to deliver services, both with the private sector and other public organizations. I
have negotiated numerous arrangements with a variety of organizations to share resources and
leverage local funds. I have implemented cooperative agreements with school districts,
counties, an air base, state agencies, federal agencies and private companies to provide a variety
of services and improvements, including streetslhighways, emergency services, recreational
programs, and other infrastructure improvements
.
.
.
Employee-Employer Rellltions
I am a very employee oriented manager. I believe employees are an organization's most
important resource. This is especially true for service organizations. I have always enjoyed
and encouraged discussion with all employees, both in informal and formal settings.
Employees provide very important insights into situations and issues often not considered
initially by management. It is also helpful for employees to know and understand the reasons
behind management decisions. This is only made possible with strong communications at all
levels of the organization. It is managements responsibility to provide the opportunity for open
and honest communications. I have had many positive experiences with employees relations,
both in union and nonunion environments.
My management style is centered on the importance of a solid knowledge base by all parties.
This is only made possible with a high level of honest communications with the community,
city council and employees. I attempt to balance comprehensive visionary leadership with
direct involvement where appropriate. Some direct day-to-day involvement is needed to
understand the operations of the organization and to be able to communicate with employees
and city council. But my primary focus is on the "big picture" to accomplish the goals and
direction of city council. It is important to communicate these goals to employees so that we
are all working in the same direction. Employees must have the necessary knowledge to reach
our goals and objectives.
I also encourage and promote diversity among employee. Our citizens are diverse and have
diverse values. Management and employees must therefore embrace diversity among ourselves
and the community.
Resume
For details about my other professional accomplishment, please refer to my enclosed resume.
RESUME
.
JAMES S. LANDON
809 Thrush Terrace
Warrensburg, Missouri 64093
660/747-9131(Office) 6061747-7535(Home)
email: jlandon@warrensburg-mo.com
WORK EXPERIENCE
CITY MANAGER, Warrensburg, Missouri (pop. 17,000), February, 1995 to present.
Warrensburg is the home of Central Missouri State University with a student enrollment of 12,000.
It is a full service city with 125 full-time employees and an annual budget of$ll million. While in
this position, I accomplished the following on behalf ofthe city:
.
Community Development
. Provided leadership in the development of the first community based vision - VISION 2010
- initiated a strategic plan to implement programs in the vision
. Constructed a very successful community center with voter approved sales tax, includes:
senior center with meal program, aquatic center (3 pools), gym, fitness center with indoor
walking track, teen room, arts/crafts, meeting rooms - $6.2M project
. Planned and developing a new 160 acre regional park with ball field complex, scorer fields,
picnic areas, walkinglbike trails, etc.
. Developed plans for a civic center to incorpomte exciting municipal facilities with other
public and private service centers, including a new hbrary
· Revived an historic connnunity cemetery previously operated by a private non-profit
association
. Initiated the plannine and construction of a $2.2M bike/walking path in cooperation with
other groups to link public and private points of interest
. Provided leadership in the establishment of a state funded independent service center for
people with disabilities
. Facilitated the revision/update oflocal building codes, subdivision regulations, and zoning
codes, including reorgani7.ing the administration of these development regulations with an
interdepartmental team approach and an emphasis on customer service/quality development
.
Economic Development lnitiative
· Worked with the private sector to established Warrensburg Area Economic Development
Corp. and Warrensburg Main St., Inc., private not-for profit organizations, to promote
quality retail and industrial development
· Organized Partnership Warrensburg - a collaborative effort by the city, Economic
Development Corp., Main St., Inc. and Chamber ofConnnerce to implement a strategic
plan to expand all sectors of the regional economy
· Successfully worked with Economic Development Corp. on clean industrial development
expansion and relocation strategic plan, resuhing in six expansion/relocation projects - more
than 300,000 sq. ft. of new construction, over 200 new jobs and major infrastructure
improvements in the industrial sector
· Organized and coordinated successful campaign to have Warrensburg be the selected
community for a new Federal/State Veteran's Nursing Home - 200 beds, out patient clinic,
$3M annual budget, 200 jobs
.
. Initiated financing options for public/private partnerships to fund infrastructure projects -
tax increment financing, neighborhood improvement districts
. Coordinated with the Chamber of Commerce to gain voters approval of a lodging tax to
fund an initiative/strategic pIan to promote the Warrensburg region to visitors and tourists
Infrastructure
· Expanded and renovated sewer treatment and collection systems with voter approved bonds
- $4M project
· Initiated a comprehensive highway improvement program - additional interchanges, future
expressway corridor, hwy underpass through campus, synchronized signals on business
hwys
. Aggressive local capital improvement program to address needs in existing neighborhoods
and growth areas
.
Public safety
. Established a quality emergency medical ( ambulance) service within the fire department
after a struggling private provider left town with a one hour notice
· Constructed a second fire station, purchased two new fire engines, rescue truck and related
equipment with a voter approved sales tax increase - $1.5M project
. Established a water rescue/dive team
. Reduced ISO fire insurance rating from 6 to 4
· Expanded and emphasized community policing programs - initiated senior assistance, school
resource officers, K-9, bicycle and teen programs, expanded DARE program
· Established better coordinated efforts and cooperation with other agencies - County Sheriff,
campus police, central dispatch, State Hwy Patrol and State Fire Marshall
Administration
· Established employee teams to pIan and implement improvements and updates to numerous
programs and policies: automation/technology, pay plan, ADA program, safety program,
retirement/benefit programs, personnel policies, purchasing/fixed asset policies, drug
policies
· Promote customer service approach to service delivery and encourage innovative new
approaches
· Established "cost center" financial records for specific programs to track and evaluate
revenue and expenses
· Reorganized the sewer billing and other collection procedures to reduce high delinquent and
improve collection rates
· Foster a positive cooperative relationship with other agencies/organizations - university,
state, Federal, non-profit, private
CITY MANAGER, Toledo, Oregon (pop. 3,300), August, 1991 to February, 1995. Toledo
is a full service city with 45 employees and an annual budget of$6 million. While in this
position, I accomplished the following on behalf of the city:
.
· Initiated a community strategic planning program with an emphasis on citizen
participation/involvement in local issues and community improvement projects. This
program resulted in a community forum which produced a "Vision for Toledo," Community
Profile, Strategic Plannine Action Teams to develop a community action pIan to make the
Vision become a reality. The following volunteer community groups were established and
.1
made tremendous strides in reactivating Toledo Pride: Community Foundation, Community
Promotional Committee, Railroad Historical Society, Community Center Committee, Parks
and Recreation Advisory Board, Youth Task Force, Neighborhood Watch, TRIAD, and the
reestablishment of the Chamber of Commerce.
· Coordinated a strategy for economic diversification, including the preparation of a
development plan for a city industrial park which was vacant/idle for over five years. New
industries were attracted and infrastructure improvements completed with grant and lease
revenue sources.
· Reorganized city operation and made necessary staff adjustments to establish a customer
service orientated organization. Developed team approach for solving problems and
improving efficiency, including automation upgrades, safety/risk control, purchasing,
personnel issues, training, management-union relations, and preventative maintenance of
equipment and structures.
· Directed the preparation and implementation of long-term plans for a strategic approach to
address city infrastructure and capital improvements for future growth and replacement.
· Coordinated successful efforts to provide more efficient services by developing partnerships
and coalitions with other public agencies and private contractors to coordinate the delivery
of library services, parks and streets maintenance, economic development, solid waste
disposal/recycling, water supply/treatment/distribution and emergency services.
· Initiated an urban forestry program which included a community beautification effort
involving schools, volunteers, public and private funding and resulted in Toledo being
designated as a "Tree City USA."
· Established a comprehensive communication program with the community, including a
citizen survey to help evaluate city services and priorities, monthly city newsletter,
community calendar, youth activity calendar, and city services brochure.
.
ASSISTANT TO CITY MANAGERlDIRECTOR OF PLANNING AND DEVELOPMENT,
Ardmore, Oklahoma (pop. 23,000), May, 1988 to August, 1991. Ardmore is a full service city
with 250 employees and an annual budget of $19 million While in this position, I accomplished the
following on behalf of the city:
.'
· Served as lead negotiator for the city in collective bargaining with police and fire unions
· Administered the construction of major capital improvement projects
· Helped coordinate the campaign to pass a one-half cent increase in the sales tax approved
by voters
· Prepared grant applications for a variety of federal and state funds
· Assisted in preparing city-wide budget
· Under the direction of the city council, wrote ordinances including controversial
amendments for sign regulations and parking lot paving requirements
· Developed and implemented a citizen participation program to involve interested parties in
the drafting of controversial ordinances
· Established a Main Street Program for the improvement of the CBD financed by the
combination of private, foundation, and city funds. Established a public trust authority to
administer the program
· Served as staff liaison for citizen advisory boards including Planning Commission,
Commission on Aging, Board of Adjustment, Main Street Authority, Community
Development, and Building Code Appeals
· Administered more than $500,000 of community development block grants for
neighborhood renovation projects and economic development
.
· Directed a multifaceted department including planning, zoning, building codes/inspection,
code enforcement, conununity development, housing improvements and
condemnation/demolition
· Automated the departments information and accounting systems.
COORDINATOR OF PLANNING AND COMMUNITY SERVICES, Cherry Creek School
District, Englewood, Colorado (student pop. 25,000), May, 1982 to May, 1988. As an
administrator for a local school district, I was responsible for and involved in many different aspects
oflocal government, including liaison with five municipalities, one county and developers to help
coordinate public school facilities in a rapidly growing section of the Denver area. Purchased and
coordinated all requirements for developing school facilities - utilities, lease agreements, street
improvements, zoning approval, and safety factors. Coordinated citizen participation groups for
the planning of new schools and boundary districts.
PLANNER, Douglas County, Colorado (pop. 40,000), October, 1981 to May, 1982. Douglas
County was a rapidly growing area in the fringes of the Denver metropolitan area. As a
professional planner, I analyzed and prepared staff reports for numerous residential and conunercial
development proposals; performed special studies on fiscal impacts, traffic issues, and land use
compatibility concerns; prepared and presented reports and studies to the planning conunission and
county conunissioners.
.
PLANNER, Clark County, Las Vegas, Nevada (county pop. 500,000), November, 1979 to
October, 1981. As a professional planner and zoning specialist for a largely urban, rapidly growing
county, I analyzed various types of residential and commercial development regarding fiscal
impacts, traffic issues, land use compatibility; counseled general public and developers; prepared
written reports and delivered formal presentations to public officials and citizen groups; served as
staff liaison to other government entities.
EDUCATION
Master of Public Administration, University of Colorado, 1987, GPA 3.67.
Bachelor of Science in Geography with an emphasis in Planning/Community Development from
Oregon State University; graduated 1979 with high scholarship honors, GPA 3.25.
MEMBERSHIPS
.
Missouri City Management Association - Vice President
Missouri Commission on Intergovernmental Cooperation
Warrensburg Main Street, Inc. - Broad of Directors (ex officio member)
Warrensburg Area Economic Development Corporation - Broad of Directors
Rural Missouri Worker's Compensation Trust - Broad of Directors
Warrensburg Rotary
Warrensburg Chamber of Commerce
Whiteman Air Force Base Community Council
International City/County Management Association
National League of Cities
Rt>Dly To Your Ad at the e-jobs
Page 1 of 4
.
T o:txsearch@dmg.maximus.eom
ce:
bee:
SubjectReply To Your Ad at the e-jobs
mal ust@ci.gainesville.fl.us
04/30/2001 02:39 PM AST
Resume for City manager Position for your consideration.
Thanks.
See below:
STEVE MALU
8008 N.W. 31st Ave APT. 1408
Gainesville, FL 32606
US
malust@ci.gainesville.fl.us
Primary Phone:352-334-5000/5590
Secondary Phone:352-367-1956
Mobile:352-213-3242
Fax:352-334-2263
.
Certified Diversity professional.
TARGET JOBDesired Job Type:Employee
OBJECTIVETo contribute my talents to develop mutual co-existence and progress in y
Desired Status:Full-Time
Salary:60,000.OO USD Per Year
Site Location:No Preference
Description of my perfect job:
A JOB WHERE I CAN MAKE A DIFFERENCE.
Career Level:Manager/Director
Date of Availability:Negotiable
TARGET COMPANYCompany Size:No Preference
CategorY:Human Resources
Description of my ideal company:
A COMPANY THAT DEVELOPS ITS EMPLOYEES FOR MUTUAL ATTAINMENT OF GOALS AND OBJECTIVEE
TARGET LOCATIONSRelocate:Yes
.
USUS-FLUS-FL-Daytona
US-FL-Ft. LauderdaleuS-FL-Ft. Myers/NaplesUS-FL-Gainesville/Jacksonville
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US-FL-MelbourneUS-FL-MiamiUS-FL-Orlando
.
US-FL-Pensacola/Panama CityUS-FL-St. Petersburgus-FL-Tallahassee
US-FL-TampaUS-FL-West Palm BeachUS-GA
US-GA-Atlanta
WORK STATUSUSI am authorized to work in this country for any employer.
EXPERIENCE9/1999 - PresentCITY OF GAINESVILLEGAINESVILLE
AFFIRMATIVE ACTION OFFICER
Duties and Responsibilities:
Work with Managers and Charter Officers to develop and Implement City wide AA Plan,
Opportunity. Direct Target recruitment for minorities and women to expand Applicant
5/1997 - 10/1999STATE OF WEST VIRGINIA WORKERS COMPENSATION DIVISIONCHARLESTON
EQUAL EMPLOYMENT OPPORTUNITY COUNSELOR
Duties and Responsibilities:
Plan and direct the implementation and coordination of EEO/AA and diversity prograrr
Review personnel policies, procedures, and operations as they relate to EEO/AA and
Assist managers in meeting Affirmative Action and Diversity goals for minorities an
Build relationships with Management and community organizations representing people
Develop, implement, coordinate, and facilitate awareness programs for managers and
Assist in investigating complaints of discrimination and sexual harassment in the ~
. 4/1996 - 10/1999RESEARCH, INFORMATION AND ANALYSISCHARLESTON
DATA ANALYST I I
Duties and Responsibilities:
Conducts surveys and research studies on workers compensation injury claims. Mainta
7/1992 - 3/1996MATTHEW AND ROSEMARI INC. HUNTINGTON, WEST VIRGINIA.
DIRECTOR/CEO
Managed a private Political Consultancy company.
4/1990 - 6/1992GRACE CORPORATIONROCKVILLE, MARYLAND
MANAGER
Duties and Responsibilities:
Managed and trained the corporations Seasonal Department
employees. Conduct sales and handled customer service.
Managed the Departments budget.
10/1989 - 3/1990ARBITRON INCBELTSVILLE, MARYLAND
EDITOR-VIEW EDIT
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Duties and Responsibilities:
Responsible for Data acquisition and management of TV Network ratings.
6/1982 - 10/1989STATE MINISTRY OF AGRICULTURE AND NATURAL RESOURCESMAKURDI, BENUE E
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PROGRAM MANAGER
Duties and Responsibilities:
Managed and coordinated Federal and State programs in the county.
Track programs against schedule, budget and phase review objectives.
Lead program teams and Directed integrated Diversity tolerance programs for ethnic
EDUCATION6/1989MARSHALL UNIVERSITYUS-WEST VIRGINIA-HUNTINGTON
Master's Degree
Public Administration and Political sciences.
6/1986UNIVERSITY OF RIO GRANDEUS-OHIO-RIO GRANDE
Bachelor's Degree
Natural Sciences
AFFILIATIONS4/2000 - PresentAMERICAN ASSOCIATION FOR AFFIRMATIVE ACTIONCERTIFIED AF
1/2000 - PresentFocus on Leadership Alumni.Community Awareness and Leadership Devel
SKILLSSkill NameSkill LevelLast UsedExperience
WCISExpert1 year ago4 years
MS ACCESSExpertCurrently used10 years
EXCELExpertCurrently used10 years
BUSINESS OBJECTSIntermediate1 year ago4 years
INTERNETExpertCurrently used7 years
MS WORDExpertCurrently used10 years
TEAM LINKSExpertCurrently used2 years
MS OUTLOOKExpertCurrently used2 years
REFERENCES CARL HARNESSCITY OF GAINESVILLEASSISTANT CITY MANAGER
Phone Number:352-334-5000 EXT 5675
Email Address:harnesscs@ci.ci.gainesville.fl.us
Reference Type:Professional
ALBERT WHITEGAINESVILLE REGIONAL UTILITIES COMMUNITY RELATIONS SPECIALIST
Phone Number:352-334-1297
Reference Type:Professional
DR. LEMUEL MOORE CULTURAL AFFAIRS DEPARTMENTDIRECTOR
Phone Number:352-334-5064 EXT 5525
Email Address:moorelb@ci.gainesville.fl.us
Reference Type:Professional
ADDITIONAL INFORMATIONI BELIEVE IN HELPING ORGANIZATIONS GRAPPLE WITH THE DIFFICUL1
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ROBERT T. MARKEL, Ph.D.
53 Florentine Gardens · Springfield, MA 01108
(617) 851-3324 or (413) 736-3324 markelr@massed.net
EXPERIENCED MANAGER WITH EXTENSIVE BACKGROUND IN PUBLIC
ADMINISTRATION, STRATEGIC PLANNING, BUDGETING, COLLECTIVE
BARGAINING, TECHNOLOGY, INTERGOVERNMENTAL AND COMMUNITY
RELATIONS.
PROFILE WITH SELECTED CAREER HIGHLIGHTS
o Manager: Executive Director of a nonprofit, management consulting and organization
development firm specializing in public sector work. Highly energetic with a strong track
record in finance and administration of a highly complex organization.
o Educator: Former full time college faculty member teaching undergraduate and
graduate level courses. Experience includes designing, implementing and directing a
master's program in Public Administration.
e
o Articulate Communicator: Strong interpersonal skills. Able to communicate clearly and
persuasively in writing and orally. Able to write and deliver engaging public
presentations. Will effectively communicate the mission and the needs of the community
to business leaders, public officials and citizens.
EXECUTIVE DIRECTOR
BOSTON MANAGEMENT CONSORTIUM. Boston, Massachusetts
1996 - 712000
Founded in 1989, the Boston Management Consortium is an independent, non-profit
publici private partnership. The Executive Director leads a professional staffthat works
with municipal department heads and private consultants to implement change initiatives
leading to more effective delivery of services for Boston area residents and businesses.
MAYOR
CITY OF SPRINGFIELD. Springfield, Massachusetts 1992 -1996
Provided vision, executive leadership and administrative expertise to Massachusetts'
third largest city, promoting fiscal soundness, economic growth and social progress for an
ethnically diverse population of 152,000. Developed and managed a $300 million budget
for general government, public safety, public works, parks, public health, culture and
recreation, capital investment and debt service, employee benefits and insurance.
.
. Grappled creatively with diverse challenges including school reform, a business recession,
severe cuts in federal and state assistance, crime and race relations.
. Established strong relationships with the governor, state administrative officials and state
legislators to advance Springfield's interests in various spheres.
. Specialist in using technology to improve local government efficiency.
.
.
.
. Dramatically cut expenses; eliminated redundant municipal boards and consolidated agencies.
. Appointed qualified department heads and diversified membership on municipal boards.
. Maintained excellent working relationships with neighborhood leaders.
CITY COUNCILOR
Served constituents from all 16 city neighborhoods as councilor at-large. Worked actively with
elected neighborhood councils and civic associations. Developed expertise on zoning and
land use issues.
. Elected City Council President in 1986.
SPRINGFIELD SCHOOL COMMITTEE
CHAIRMAN 1992- 1996
Active participant in planning and implementing Springfield's school reform program.
Several Springfield initiatives were later incorporated into the Massachusetts Education
Reform Act of 1993.
ACADEMIC EXPERIENCE
NORTHEASTERN UNIVERSITY. Boston, Massachusetts 1999 - date
Adjunct Professor in the Certificate in Nonprofit Management Program
CLARK UNIVERSITY. Worcester, Massachusetts 1998 - date
Adjunct Professor in State and Local Government in the Evening Division
WESTFIELD STATE COLLEGE. Westfield, Massachusetts 1991-1992
Full time faculty teaching Political Science and Public Administration
AMERICAN INTERNATIONAL COLLEGE · Springfield, Massachusetts 1969-1990
Taught undergraduate courses in American National Government and Constitutional Law
and master's level courses in Public Budgeting and Public Finance. Counseled and
Assisted students in their academic development and career planning.
PROFESSIONAL ASSOCIATIONS & MEMBERSHIPS
American Society for Public Administration
American Political Science Association
International City Management Association
EDUCATION
UNIVERSITY OF NOTRE DAME - South Bend, Indiana
Doctor of Philosophy - Political Science
2
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.
.
Bachelor of Arts - U.S. History
I.C.M.A. UNIVERSITY: Completed Workshops in Downtown Revitalization (1997);
Performance Benchmarks in Local Government (1998); Best Practices in Municipal Government
(1999)
REFERENCES
Peter Negroni, Ph.D.
Vice President for Teaching and Learning
The College Board
45 Columbus A venue
New York, New York
(212) 713-8092
Judge Phillip Contant
Westfield District Court
52 Oxford Street
Springfield, MA 01108
(413) 568-8946
G. John Klenakis
Deputy Director
Donohue Institute
University of Massachusetts
Amherst, MA 01003
(413) 545-4898
/
Mr William S. Edgerly
CEOs for Fundamental Change in Education
124 Mount Auburn Street
Cambridge, MA 02138
(617) 876-1440
3
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LEONARD A.MARTIN
OBJECTIVE
Serve as part of the leadership team of a dynamic local government addressing
the future in visionary and innovative ways.
CONTACT INFORMATION
2504 Glenwood Circle
Edmond, Oklahoma 73034
PERSONAL INFORMATION
Age: 54
(405) 348-3803 Home
(405) 359-4500 Office
Married, 2 Children
EXPERIENCE
1994-Present City of Edmond Edmond, Oklahoma
City Manager Population: 69,000
· Total budget: $105 million Full Time Equivalent Employees: 575
· Full service city, including electric utility
. Transformed the culture of the organization to be more customer driven,
entrepreneurial, and cost conscious
· Converted annual budget process to Five Year Strategic Business/Financial
Planning process with a strong emphasis on performance accountability
· Reduced personnel costs through a 10% reduction in staffmg using attrition
and restructuing while customer base grew by 11 %--a 21% increase in
organization performance capacity
Restructured and flattened. the organization to achieve more
interdepartmental teamwork while reducing duplication of equipment and
effort
· Improved employee morale by recognizing the worth of the individual and
eliminating needless layers of supervision
· Won voter approval of a permanent % cent capital improvement sales tax
(capacity to fund in excess of $250 million over next 20 years)
· Developed award-winning cost allocation system to establish true cost of
service delivery in order to assess level of competitiveness and performance
· Invested in new technology to improve efficiency of employees, including
enhanced management information system, Geographic Information
System and state of the art public safety communications system
· Emphasized employee development to equip them with the performance
tools necessary to accomplish objectives with less than average staffmg
when compared to similar cities
· Implemented several programs, including Community Connections, Citii!fls
Government Acade"!J, Citi!(fns Police Academy, Community Capital Improvement
Planning to involve more residents in the governance process
· Completed community-based visioning planning process to create a vision
to guide the future development
.
.
.
Launched comprehensive customer information program conslstmg of
television. channel programming, advertising, newsletters, new customer
orientation packets, and service guarantees to strengthen customer service
v Initiated the first city organization comprehensive employee character
building program in the nation using Character First program
v Restructured utilities into true enterprise funds with business strategies
designed to generate a profit to support general government operations
v Promoted concepts of competitive government, regionalization of services,
public-private partnerships and customer service attitudes to build
customer confidence in the organization and improve quality of services
.
1986-1994 City of Joplin Joplin, Missouri
City Manager Population: 41,000 (night) 100,000+ (day)
v Total Budget: $25 million Full Time Employees: 330
v Built a strong Council-Staff team following two years of political upheaval
prior to my arrival
v Led the City through difficult financial times by reorganizing, outsourcing,
and developing community confidence in the organization
v Participated in building one of the most aggressive and succesful economic
development programs in the Midwest
v Developed equipment and facility depreciation funding that enabled us to
maintain a quality fleet and facilities without burdening the budget
v . Implemented an innovative approach to selling the community on the need
to approve a sanitary sewer fee for the first time in the history of the City
(previously sanitary sewer service was funded out of the General Fund)
v Implemented three year fmancial planning which replaced the single year
budget process, thereby reducing the time elected officials had to dedicate
to the budget process each year
v Implemented the City's first comprehensive personnel system--prior to my
arrival there were three sets of personnel policies and no one knew which
one was official!
v Community redevelopment and public housing programs were recognized
by the United States Department of Housing and Urban Development for
their quality
.
1980-1986 City of RoIla RoIla, Missouri
City Administrator Population: 13,000
v Worked with district elected City Council (13 members) to build a team out
of a very divided and dysfunctional group of elected officials
v Developed innovative cross functional work teams to address public works
maintenance activities
v Installed the City's first computer system
v Improved relationship between theCity and University of Missouri
2
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EDUCATION
1978-80 City of Malvem
City Manager
Malvern, Arkansas
Population: 12,000
1974-1978 City of Wichita Falls
Various Management Positions
Wichita Falls, Texas
Population: 101,000
.......................... ......................................................................................
Wichita Falls,Texas
Midwestern State University
v B.A., Political Science, 1974.
v M.A., Political Science, 1975.
PROFESSIONAL AFFILIATIONS & RECOGNITIONS
International City/Cormty Management Association
City Management Association of Oklahoma
Past President, Missouri City Management Association
.
.
Member, Board of Directors, The Innovation Groups
Member, Board of Directors, Citizens League of Central Oklahoma
Vice Chairman, Board of Trustees, Emergency Medical Services Authority
(Regional Ambulance Service Provider)
Member, Edmond Central Rotary Gub.
FormerMember, Edmond Regional Medical Center Board of Trustees
American Society for Public Administration State of Oklahoma Public
Administrator of the Year 2000
2000 City Management Association of Oklahoma City Manager Of The Year
1994 Missouri City Management Association City Manager Of The Year
City of Edmond Received Oklahoma Mrmicipal League's 1996 Innovation of
the Year Award for our Cost Allocation System
City of Edmond is the fIrst local government to be given Commitment To
Quality Award given by the Oklahoma Quality Award Formdation
Adjrmct Faculty-University of Central Oklahoma Political Science Department
Speaker at numerous government conferences regarding public management
innovations and employee character building
3
ACHIEVING THE GOAL OF BECOMING
.
----=-. ----- -1. . ..~.. ...1. ...,.-;
.. / ------ .. '--- I / f
, Lie' L~(Dl1L. if zi
BY WHICH ALL OTHER CITIES ARE MEASURED
"Our organizational culture val ues entrepreneurial
management - finding new solutions to old problems. We
are very much a change-oriented organization. We promote
reasonable risk-taking to explore new opportunities.
.
We are also a bottom-line oriented team that has developed
a passion for cutting costs. We have taken pride in staffing
at lower levels than comparable organizations, based on
the philosophy that the minimal staffing creates an
environment where the value of all individuals and their
contributions are important and obvious. I am confident
morale is much higher today than in the days when many
folks had positions, not jobs.
.
We respect the individual, while at the same time honoring
the team effort. Great individual efforts makes for
exceptional team success, but only when the individuals
focus more on the team winning than themselves. We
believe that leadership must flow from top management
to seek a vision for the future and then to inspire the
organization to achieve the future. We are careful not to
'over-manage' the organization from the top so that
creativity is not stifled. We must dare to dream for tomorrow
higher than we can reach today, and tomorrow dare to
reach for yesterday's dream.
We value closeness to the customet: While this can be
fl1lstrating at times, it is for the cllstomer's benefit that we
exist. We strive to be cllstomer-friendly in our structure,
which means we make every feasible effort to eliminate
red tape. Our goal is to provide the optimum value for our
customers, with value defined as the 'highest quality at
the lowest cost.'
Technology is a partner in facilitating customer service.
We are careful to not become slaves to technology to the
extent that it depersonalizes the individual, especially the
customer. We will support wise use of technology, with the
above qualification, to the greatest extent possible.
We want to shape the future, not be slaves to it. Proactive
visioning and leadership will accomplish this goal.
Finally; we want to be an organization that is the standard
by which all other cities are measured. In reaching that
high goal, we must do so with ethics, character, and honO[
The end does not justify the means. As we build a greater
focus on character in our employees, they will build a future
charactelized by excellence."
City Manager, City of Edmond
.
.
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DELMAR(DC)MAUDUN,JR
1325 Staff Row, Atlanta, GA 30310
(404) 753-2079 (h), (404) 464-4004 (w)
dmaudlin@bellsouth.net
OBJECTIVE: A city manager position where I can apply leadership and management skills
to contribute to city growth, satisfy customers and positively impact quality of life.
SUMMARY: Twenty-six years of successful leadership and management in public sector
positions. Adept at performing at a high level in situations where resources are scarce and good
judgment is critical. Participative manager skilled at building teamwork and synergy to achieve
organizational goals. Documented results in:
RELATED SKILLS:
· Strategic Planning · Financial Management . Facility Management
· Personnel Administration . Communicating
EDUCATION:
MS, Construction Management Purdue University
BS, Land Surveying, Purdue University
ACCOMPLISHMENTS:
Strategic
Planning
· Chief Operating Officer for 450 person organization. Established
goals, assessed performance, developed training plans to improve
deficiencies, identified resource requirements and supervised operations.
· Member of Process Action Team charged with developing a plan to reduce
overhead and restructure a 600 person headquarters staff responsible for
command and control of U.S. Army forces in the continental United States.
· Program Manager for Army Forces Central Command's Humanitarian
Demining program. Managed $2M program to train Jordanian,
Egyptian and Omani engineers to locate, mark and remove mines in
accordance with internationally approved standards. The program is
internationally recognized for its effectiveness.
Financial
Management
· Chief Operating Officer for organization providing installation support
to 3000 person DOD agency. Developed $50M annual operating budget and
executed programs within budget.
· Chairman of Program Budget Committee for 200 person engineering
organization. Responsible for developing $70M annual operating budget.
Consistently executed programs within budget.
· Executed $450,000/yr overseas environmental program for U.S. Army
Forces in the Middle East. Recognized by Central Command for excellence
in environmental operations. Reduced operating budget by $80,000 without
degrading or reducing program effectiveness.
.
.
.
Page 2 DC MAUDLIN
Facilitv
Manaaement
· Assessed needs, identified requirements, evaluated alternatives,
developed design requirements, and reviewed designs of $200M industrial
storage facility for U.S. Army Forces Central Command in the Middle East
· Developed $60M program to improve academic facilities at a major
U.S. university. Developed requirements, reviewed designs,
programmed resources and supervised construction.
· Maintained fleet of 200+ vehicles, most of them 10+ years old.
Consistently achieved 90%+ operational readiness rates. Challenges
included frequent periods of 24n operations; a constant shortage of
experienced mechanics and reduced funding.
Personnel
Administration
· Supervised senior multi-functional staff. Assessed subordinate's
performance and potential for advancement, hired replacements and
selected those to be promoted.
· Chief Operating Officer for organization providing installation support to
3000 person 000 agency. Represented management position during
negotiations with employee union. Resolved disputes between labor and
management.
Communicatina · Accomplished briefer. Presented hundreds of formal and informal
decision and/or information briefings to senior military officers, diplomats
and foreign officials.
· As a senior administrator in a 200 person engineering organization,
hosted town hall meetings and conducted public hearings.
· 20+ years experience as a trainer. Developed and mentored
subordinates ranging in experience and education from 18-year-old
non-high school graduates to senior professionals with advanced
technical degrees.
WORK HISTORY:
Director, Engineering Programs, Army Forces Central Command
Installation Commander, National Imagery and Mapping Agency
Program Manager, Counterdrug Program, U.S. Army Forces Command
Commander, 40th Engineer Battalion, 1st Armored Division
Deputy Commander, Engineer Brigade, 1st Armored Division
Deputy District Engineer, Charleston District Corps of Engineers
1999 - Present
1998 -1999
1995 -1997
1993 - 1995
1992 -1993
1990 -1992
.
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Mpy-2S-01 07:47P VILLAGE OF SELLWOOD
EDUCATION
708 547 8093
P.04
Roy F. McCampbell
· [)cPtlul University, College of Law, Juris Doctorate (JD), Chi~go, 11
DePu.lJI University, Kellstodt Grlldu:uc School of Business, Masters of Business Administration
(MHA), Chicago, II.
Nortbwestel'fl tJuiversity, Mc;('.(mm;;k S<;h()lll (If Engint!erillg llI\d Applied Seienees,
flS Environmental EngiocLTing. (IOterdisciplinllJ'Y program with the Civil and
Chemical Enf:ineering Departments)
P.O. Box 2161,4100 Wehrman Avenue
Schillef" Park, Illinois, 60176
(708) 715-5573 (Voice Mail) OT (847) 678-1851 {Home}
rmccampneJJ@ameritech.nct
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.
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May--25-01 07:4BP VILLAGE OF BELLWOOD
Robcrt K. BLIsh
Ancel, Ghnk, D!amond. Bush, DICJauni & Ro1ek, P.c.
140 South Dearborn Street
Chicago, minoill, 60603
(312) 7&2-7606
Ai Biancalana
Lcydlln Township T"'.1.~n'
7370 W. GraooAvcllue
lilmwood Park, Ilhnois, 60707
(70B) 453-3989 (Office;
(708) 456-8146 (Home)
(70S) 453-436.'i (Fax)
Dr_ K.athryn TlItky
Director or wl.inniollal Research
Olive Harvll)' College
10001 S. Woodlawn Avenue
ChicaJ:!:o, fIlinoi>>, 60628
77V2~1-6403 (0); 773/324-6897 (Ii)
E-mail: klalley@ccc,edu
Dr. Grace Adams
COWlsclor and Faculty Member
Chicago State Llnivcnit),
773i483-4731 (H)
312/553-3336
Joe Ferron
Trustee-Village of Franlclin Park
2635 Oak. Street
Franklm Park, n., MDl
(847)455-8294 (H)
Ken-L)11 J. Krafthefet
Ancel, Glink, Diamond, Bush. DjCianni & Rojek, r,c:.
140 South Dearborn
CbICagO, mmoi%, 60603
(312) 7&2-7606
{312} 782-0943 Fax
Nicholas M. Pisho&
FOJ1Dl:t SchIller Park Trustee
Member of Triton College foundation noard
9Mt r'r.uden Court
Schlller Park, TlIinois, 60j 76
(847) 678-1151 (home)
Earl Field:;
vma"c PresicJen! of NOlridge, Illinois
and Presidenl of Paramedic Scryice~ of 1I1iuQS
Village ofN/\rridge
4000 N. Olcott Avenue
Non'idge. lIhnois, 60706
(708) 453-0800 (offICe al Village lid/)
(&41) 67&-4900 (bU$inc:llS ufi1ce)
708 547 8093
P.OS
References
Or. r:lmsli.m: BOlrr"
Fonner Vicl' Presidem o,"Academic ^ffi:lir~
At Olive HalVey College
1 JOO2 South Iirandnn
ChkilgC, IJiinois, 60633
E-nW1: c:barry@rel-ryrne,cflTlI
(773) 646-5440 (llOmc)
(913) ~P9-8641 (Cdl Phone)
Broce J. Riagin: (atturney fur Western Illillois University)
!'lack, McRaven and Stephens
32 West Side Square
MilCumb, lUinois. 6:455
(309) 837-5000 (oInec)
(309) IB6.5701 (home)
Emmer Adam'l. Retircd Associlllc YP of lLum.an
Resollrces at Tritol'1 College
1455 Spee,hlj' BoolevlU"d
F.leTklcy, lItin()i~, 60163
(708) 544--9894 (home)
Dr. Anthon\! Brown
FOmleT r>eail ofStli.d.::nt~ at Olive Harvey Collllge
Cutl"ntly AssistarJl Vice Chancellor
81 Eiizabeth City Univerllity
lJome---105 Roundtree Drive
Elizabeth eil)', ~()rth Carolina, 17909
252/33)-22S~ (H)
252/335-3279 (W)
Fax 252/335-3502
E-1IIllJ!; abluwn@mail.ccsu.edu
Dr. Frank Trocchio
Mt:mbl..,. of Trilon Foundation Board of Directors
7310 \\' est North A venue
Elmwood Park, lUinois, 60707
(708) 456-2800 (office)
RayWillas
Mavoroftile Village of Harwood Heights
Vilfa~e 1.)[ Harwood Ueighls
7343 West LIly.Tcncc Avenue
Hanvood Heights, Illinois, 60706
(70f4) Rti7.7200 (offlCC)
David Bennell
Exl'cuti..c Director ofthr. },"ol"lhwc:;!
MUDicipal Conference
(W orkeli wilh al the West Central
M\U1icipaJ Conference)
1616 Uas. Golf Roa.d
Dc~Phtine:l, ~l1iJ:loi!l, 60016
(847) ?96.920(J (offictl)
Page -1-
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May-25-01 07:4BP VILLAGE OF SELLWOOD
Peter Silvestri
Mayor of Dlmw()cu P~rk IInd
Cook County Board Memher
II Conti Parkway
TIlmwood Pari, lUinoia, 60707
(70S) 452.3904 (Omc~)
(T!;:!j '1'74-8554 (count)' office)
(3 1:2) 603-4393 (main offi\:C@'':OUDly)
Linda WiHillIIlSon
Dt-puty Director ofC'.ommwlity Development
for the State of IIIinoi5
612 Snatton Building
Springfield, llJi.nois, 62700
(217) 782-7514 tofficc)
(217) 793-6514 (home)
Dr. Roberta Avery Taylor
Principal il'! Schoul Dist g I
Lmcoln SC!1oo1
4050 Wagner Avenue
Schiller Park, minois, 60176
(M 7) 67&-2916 (office)
(630) 887-9755 (Ilomt)
John F. Ryan
Retired Faculty Trilon College
9Q5 .'orellt A venue
Dcc::rnc::W, minois, 60015
([141) 945-5709 (home)
Rob l-ijelmgron
Northlake Fire ProtectiOll. Chief
118 1::. Parkvic:w Drive
Northlake, IlJin()is, 60164
(708) 562-3182 (office)
Bruce Brown
Owner ofthc Macomh Dining Company
127 Eallt Carroll
Macomb, Illinois, 61455
(309) 833-3000
Mike Kllryla
Hillsitle Fire Chief
523 North \\,l)lfRoad
HiIlsid.e, Dlinois, 60162
(708) 547.8684 (uJ1'icc)
Gil Feldman
attomcythat Wll~ in oppo)Siti(ln in llrbltnltiOD8
at Triloo College, rcpre!\ent~ T .oeal t 600 AFT
eonUICW llDd f c:ldman
Suite 1400
25 ~I Washing Ion Slreet
Cilieago, 11Iinoi!\, 60602- t 708
(3 t 2) 236-7800 (office)
(8~) ".)21-3821 (toll-free)
708 547 8093
P.06
Referem:elj
Mark R SIc:pht"P.s
Chllil1DlJn, Triton Colle~e
9501 W. DeVOll
Suite 703
Rosemonl, 11Iinoi~, 60018
(847)318-60 I 0
Angelo "Skip" Savillno
Stare Representative 77'b District
8153 W. Grand Avcmue
RiVl.T Grove, minois, 60171
(708) 453-7547 (DIstrict Office)
(217) 782-3374 (Springfidd Oflicc)
Dr. Diane Surgc~s
Principal in School District 81
Kennedy School
3945 North Wehnnan A venue
Schiller Parle, TIIinois, 60176
(847) 671-02"50 (office)
Antbony Clementi
T!1.1Stee Cor the Village of Schiller Park
Retired Schiller Pllrle Police Officer
9913 Eastwood <."':QUIT
Schiller Park, Tllmois, 60176
(847) 678-2882 (home)
Tom ICQl:ik
former inspeclur employee in Franklin Park
.3333 CalWll~;nCT
Fnnklin Park, IJIinois, 60131
(847) 671-5418 (b()me)
Kcn Ryndak
Retired Fire Chief, Pranklin Park, II
593 Granlefe
Abbey S!,rillgs
Fontaml. Wisconsin, 53125
(262) 275-3871 (home)
Dr. Robert K. MilleI DVM
AniJrull Care llo.spitlt.l ofSchil1er Park
local bllSiDe~I!lDl.n
9726 WeRt Irvil1J;: Park Road
Schiller Park,. lllJnois. 60176
847/6i8-185I
Demel: K. BlIker
former public relations dlIeclor for Olive Harvey College
N'Digo
Suite 534
Chica&c>, Illinois, 6061 1-3532
(3J2) 822-0202lixl. 35 (office)
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M,aY-25-01 07: 48P VILLAGE OF B!:::LLWOOD
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REPlU;SPITATIVE ACHrC\'EMENTS
Lcd the negotiation~ at Triwn CoJie-ge re!:ulting ill a 3-year Faculty corural,;! with a 3-yeal' arm.
Saved th-e College 8pproxlma~iy $18 mi1llOn for thil. conlrl!:ct perioc. Establ1shcu u new
benchrrnlrk in education labor relations 111 Illinois.
Supervl~f!d Lhc l!.r.nual budget preparlltion fo, Tritun College, Prepared and delivered to rile
1:loiJrd of Trustees atlnuaIly .9. balanced budge:. Contin;,),~d ',f) im:n:<.lse revenues from uther
sources than thl.: real estate tax component. Actl1Cy~d no levy increase in 3 years, while
developing B $3.4 mlilwr: llurpiu6ln.FY :j6 and e $2.0 million surplus In FY 97.
hjitiat~d new marketing tech.."liquC'~ .for 'I lito!! C0]lege. Directcd the mar'keting d~'Pl.irtm:.:nt to
d.~vek\p TV ;;ommercials that wert flm:d ,'n the major metmpol1tan TV .stations, uti1ii;;::d radio
corr,me'n.~13.J1) during drive tir:lei. and inter.~il\cJ p",.sonill contact recruitment efforts. Achieved a
1 !jt~,;, im:rease in enrollment dunnlllhc fall of J 996. Demonlitralcd the largeRt enrollrIK~nt .
il1l.:n,:a.:iC among nll 49 state cornmumty C'olkgcs,
Illrected u review of the Triton College admim:>lTahvt ~'Jn..\ial'e which dl:tl.~nnincd its
macequacy. Negotiatc:d the Col1\;gc oul oftne admmISn~{iH: software package ~av;tlg the
College $1.2 million.
InlUated progrums to reduce complaints by employees being filed with (hI; ll1inois IlulTlll!'!
RIghts Commission & Equal Ernplo)'J'!lent OPJh)I1u"ity Commission. ImrielT1entcd supervisor
c<iuclltionaJ programs, and & employcct' ~cminan, Instituted WTittcn supervisor' guid:;-lm~s to
assIst In labor contract compliance. Achieved a 95% reduction in complaints and D 30%
reduction in error!' and omiSSIOn intlurance costs.
Uestrllc:turoo The custodi&] oPCr-"tiUTllS <It Triton College. Directed the evaluation (1 r e'.J.u:pmf;nt,
type and '1ult1ily of supplies. training. .<;upervision & quality controL Jmpkmc~ted the
recommendations resultir,g in i1n Improved quality of the cl.\mpvs environment.
Cuol'diaated the formulation of U lItraLcgic plan at Triton Collcgl' for facility and cducatlOuul
equipment n;ncwal. Successfully promot.c~ ito lIdoption bj' ,he Ct)[k~c Board ofTl11stees.
Implemented the stnncgic pial, in Its entirety !'or Lhc first tIme in the Collegc's bistorj, expending
52.5 million in fiscal year 1997.
Initiated the installation of Intf..'mct sen'ices in an of the main callipu~' academic building;;
Directed ihl: installation of PC's tor all fa..'UILy in tneir offices, and conceived and planned the
mstal!atioJl of "smart cla$lSToomli". Achie,'ed corn~Jetk'n C) f this proj eet anea~1 of ~hed~lle and
under budact.
PUTiiued as Treasurt,,"T oflhe Triton College Four.duli(.ll1 pnvate awards for scholarship,,_
Promoted the needs of the Health Science programll. Achieve the award by Rcsurrcctlcm
Hospital of $165,000 in scholarshir"S to tm.: .Foundation which Wi.$::; the largest !;inglc aW<lTd to
date.
Dlnckd the inv~tigation of a Triton Campus criminal sexual a~;sauJt w'ha:h occurred afte:-
contact was initiated over the Internet. Coordinated the cn:ation of an interdi8dplinaI)" team
co:npo.sed of pol ice 0 fTic.:r and informational ~ystcms personnel ro appTehend the offender and
maintained (l\'crsight over the arrest and lOupported the prosecution of the matter at tht: Cook
Count)" States Attorney's OmCl'. R.e5ulted in the suspccl being convicted and sentenced to 60
years.
FOI'mu!ated the n:novation 0:' all aging campus at Tritou. Develop~ a ten year plfln t.o update
the collt:ge facilities. Devised a funding plll.n to support the renovation program. ,A,l,:hicved Lhe
e~pf.:ndilure tor capital projecl~ of$1O nullion In 3 YCllrs within the budget.
Launched a succes~ful m8rlretin~ campaign tor th: ~pring Sl.-mcster of i 99i, by altracti:1g an
increase in tl!'st time ~tudc;ntls when most schoo1~ wen.; looking to maintain their fuIJ registration
num()er.;. Utili.led foreign l<mt-.'1Jzge media such U~ Htspanic. Polish, iI.no Italian md:o, TV, a~
newspapers. This campaign resulted in II n% increase in first time ::;l~,i\:nts. 'Nhich supt)nrtcd II
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MaY-25-01 07:4BP VILLAGE OF SELLWOOD
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1% increal;e in enrollment and a revenue increa.qe of $350,000. Triton lll.:hicvcd these increases
when all other community colleges in the Chicago land area were losing enrollment in ~4
!;ucce;;l'lful economy.
Lcd the delivery of police services to the Triton community. Tmplemc.:nlc.:d t:olTUDunity type
policing I>lrulcgl(,;1) for the cl1l1c!;\': ClUUPUI>. Directed the installation of ADA accesfliblc.:
emergency phones. Introduced innovatIOn and te~~hnology into p\..'Tl)onncl training. Formulated
and impkmcntcu the updating of the fleet, equipment and facilities. Acted as iialson wiLh the
SC;''Te\ &.'Tvii.lc durin~ the vj~it of Hilary ClimoTl, Maintained one of the lo\V~st crime rates of any
college In the state of lllinois.
lnitilted and implemented a plan to secure a new more accessible entrance to the I:ampu:; of
Olive Harvey College by gaining appro\'al by the City of Chicago Planning Commission,
securing the necessary mOT permits and acquiring ,he funding by thl: Cook County Building
ConunilSslon.
Associated wiLh Elmhurst College as u faculty member m the Elmhurst Management Program
instructing courses in accounting, finance, management, cthi(';b, business law and marketing.
Instructed at Triton College since 19~O, conducting edl.lcation in jirc invcstigation, emergency
mcdic;ultcchnic;lan, cardiopulmonary Resuscitation (CPR), fire science and management.
building conf.truction, police science administration. evidence. fmance, accounting, business
law, I!laJUlgement, marketing, persOJUlel practices. management, marketinl:, business wTiting, and
labor law,
DeveJoped and implemented policies and procedures for pre-employment background checks a\
Triton College.
Directed recruitment efforts at Olive Harvey that resulted in the College leading the City
Colleges of Chicago Dil!itril.:t in stud'-"Ilt population growth of at lea"t 6 % a semester for a .2 year
period.
Assisted in negotiating the tlrst labor contract with the Chicago City C,ollege's police
d,..partml."IlL,
Inlitructed in the paramedic pro~ for Northwest Community Hospital, Arlington Heighl.S, JI.
Directed and supervised the design and implemcnllttlon of the renovation .::.1' ~:le Learning
R'-'lSOLlTCC Ccnl.cr at Triton coHege rosultmg in recognition by the m ino;s Chapter Qf the American
Society of Heat in It Refrigeratinlil and Air CondiLioning ~Dgineers (AS] IRAE) awarding Triton
CoJJege their "Excellence in Engineering Award" in 1996.
Served as a member and Secretary to the Board orDircctors of the Illinois Community Risk
Management Consortium which is a cooperative I'ublic agency orminoilS public community
colleges for selfinsLlranc<: for property & liability losses as well as worker~' compensation and
equipment maintenance coverage, which has a con~istenl dividl.'tltl history ofalmosr S3.000.000.
Initiattd an energy pcrfonnance contract at Triton College rei.il..dttng in a. 2~% reduction in utility
operating costs. Utilized an upgrade in lightin4t ballasts, restructured maintenance and
Implemented a oo"hrcm.ntion facility.
Coordinated the deliv,-"'Y and !SLlpport of all municipal services 10 Schilk'T Park residents llnd
business owners during the flooding ofCrysta] Creek and the DesPlaines River in A\.lgl.lSL, 1987.
Dirccted sandbagging, health services. shelter operation, delivery ofpolice, fire alld EMS
services, public information, anC the planning and implemontation of cleanup or the c(m1munity.
Achieved re:CO~'Tlihol'1 by the Viliil&;c Hoard. American Red Cross and the bu~inc:~s community
for the successful leadership demonstrated by poise and ingenuity. '!' .' ,
Managed the investigation of the QuVOL: Oil Refinery Products in Schiller Park verifying Sil.;
contammation by polychlorinated hiph'-'TIylll (PCBs). Organized a principal re~p()nsihJc: PUTty
committee (PRP) which developed ~nd implemented the: site clean-up. The investigation resulted
in the in"ic~mcnl, conviction and federal incarceration of the bUFlin:::~s Owtl i:r , The clean-up was
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May-25-01 07:49P VILLAGE OF BEL~WOOD
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t~c largest privately fundcJ under RC}{.'\ tu dllte in l1lmols ($2.5 million) ir~ FIRS.
Coordinated the planning, de[..igni,\~ pursuit uC funding fur <l pressurized sewer main fbr the
Irving Park RU<id (Route 19) VWdUCT IlL Schi.lIer Park to f,revent ltS flooding. Guided the design
of the project. Lobbied in Spnn~ficld will:. the General Assembly and Governor's Mike for
fundmg Initiated and implemented the a~qUl~iticm of property from the Soo Line for the
conml.<ction ofu pumping station. Acquired $2.5 milllO!\ from the Slale or Illinois for the
con;;trU~~tion. Executed th~ completion of the projl.:ct in 2~ months.
Pcrform~d the ti.lr1ction ofpuhlic information Mric~l for ~a~:h employer. Promoted !he
successes uf the cntiti(;~. F..:nclioncd pro3c~lvejy in :addrel\f.:ing th~ negatiw issues the entJtie~
faced. Successfully directed. (he l'Iew~ media to fOcI!::; on 18[l;Ue~ away fro1111he entity':; negative
(!xp~'T1cncc.
MIlDaKCd (! c;isis a Wa5hingtcn School when students Wert overcome b;r odors. Directed <;n
cVacuatiO:l and rcloc<ltion of the affected ~rties, coordinaTed an investige.t.i()n "f the ir1f;ident.
conclurleri that a retrofit ofthe building for soulld proofing created nel-ative air pres~ure resulting
in carbon monoxide pocketing in the building. Planned CO!Tccll VI,; m;;ilsure with the school's
architect!':.
Accomplished in franklin Park the implementation or ADA compliance activities, condusion of
a $22 million 1'[ cupitoll:ll:w~'I improvements (ahead of schedule with les1i than 1% in c1mnge
orders), $5 million street repaving program, implementation of IS preventative maintenance
program lilt the muni<.:ipl.llily's l7 buildings, res1ructuring division" of the depllrlmcnl,
implementing a record ke=ping and n:porting system, Clnd revising policies and procedures.
Achieved a 30% increa!>e in revenue il". the permitting division while supervising $47 million in
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pnvate COllstructlon.
Repre~nted Franklin Parle in a HUD and Department of Ju~tjCt invclSligation for activities prior
to my employment regarding a.;cus8.lions or lhl: (ostering of discriminatory homing pra~,ti<;;cs.
Promoted a revision of the code enforcen-..em divi~Jon' ~ pruCCdU;<';lS 1.0 prevent llUlpproJlriate
conduct. Directed an evaluation of ali municlpal activities related to the inveSltigation. Gaw
direction tu the correction oftbe deficiencies revealed in the evaluation. l'ctworked with the
federal agencies collahoratively fomulating procedures nnd gllidelm~. Achieved CIOl;UZC of the
investigation with no formal consent decree.
Fostered the development ofthe We!;t Cook Cuunty bOlid waste plan as a. member of the Board
of Directors of the West Cook Solid Wa!tte Alency. Exc/,;ul;:d the interviewing and !lelection of
a c~)nsLlltina cnfprinCI.'Tinil fIrm to ucvdop the plan. Successfully guided and achieved the
adoption of a solid waste plun tor 38 West Cook Counly ii\lburbaD corcunllnities. Part:~ipated in
the issuance of an RfP for developm~ hauling contracts and a t/'ansfer station prob"rnm tor solid
waste und~lthc uusp,j;;cs of the West Cook Solid Waste Agency, Achie....ed at least a 12%
savings in lo~~al govemment $Oolid waste cost~ and eliminated their exposure for cleanup costs of
contamina~cll:iolid waste dlliPOsaJ 6ites. .
Developed a comprehenslve professional legal background and experience in collective bargainmg
nego~i14lions. n..-pn:scn1.alion proceedings and elections, unfair labor pmc!.I"" ;-roceedings, the lahor
aspects of corporate mergers and acquisitions, boycotts, picketing and secondary labor activity,
grievance and interest arbltration, f~m laoot' Standards Act and ::;t.ate ....lIge and hour law mallcr:s,
employment discl"immstion and sexual har;1!;l<inlCnt 15s;~es, ERISA and employee bcllCfj~
discrimination lItigation and employment Iili19H1nn u.nder contract ond tort theori\::'.. Additional
experience indudes education and municiplll1aw (~t'neral corporation counsel, prosccution of
traffic and village ordinance viCJlatiuns, jX)lice and fire commi!lsj()n. I'.onin!t;, planning commission,
condemnation, tax incre~r.ent:a] fmancing. minois C::omlllCn::" Conunissioll); a! well as experience:
before the Industrial COmmiRf.ion, ge-nI.'Tallilig'o1licn on the state and federal cou.rllr..:vcl; ..ppcllate
practice in thr..; SW.k COiJrt; federal bankruptcy; small corpnraliond; ~km1Cstic relations; and real
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May-25-01 07:50P VILLAGE OF BELLWOOD
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estate (member of Attorneys' Title GUilrant)' Fund). Participated in prosecuting a $2.5 million
\vl'Ongtl.:J death cause of action that was ul'heJd upon apP'''':ll1.
Mlloaged as a hcensed real estate broker nnd attorney successfully 23 multiple famil~i properties
as wel1 ai'> approximately 400,000 square feet of industrial and commercial /'Iroperty; and
rcprc~cr.ted numerous builders and developers in the lmpl:::men:atllm of their project! from their
inception to completion.
Coordinated the phuming, designing, and pursuIt of funding fOT a prcssunzcd sewer main fo/' the
Irving Park Road (ROytc; 19) viaduct in Schiller Park to prevenllts llooding. Guided the dcsi~..n of
the project. T .obbied in Springfield with the General Assl.:mbly and Governor' J; office for funding.
Initiated and implemented the acqui~itlO" of property from the Soo Line for the construction ofa
pumping station. Acquired $2.5 million from the state ()flIljnoi~ for the construction. Executed the
completion of the project in 28 months.
Represented the Village of Schiller Park with thl.: 1Ilinois Touroad Commission in the Tri.~tatc
widel11n1: proje::CL Advocated community con;:cms in regards to the impact of the widl;nin~ project.
Effectively ameliorated community and residents' future concerns and achieved implementation
by the C(')mmission of designs 10 drasticitlly reduce existing tloodmg problems adjacent to the
Commission property. . ,.
Contributed to the planning of a new public safcty commuuicution center for Schiller Park.
Supported the implementation of enhanced 911 equipment. t'onnuJared a strategy for pa."Eiing a
referendum to fund the enhanced 911 Center. Succeeded in pas.~ing a $1 per line surcharge
referendum in 1990.
Acted as the community liaison for Schiner Park wilh the local. state and federal g(Wemmcnl.
PUl'Rued !ltate and federal money [or street renovation, mass tran~i[, and trame ~ignal installation.
A;;hieved the total reconstruction of 25th Avenue. Succeeded in 8Ccuring the installat;~n Met
traffic control device at Jwjd and Irving Park Road, Contributed to the initiatioTi or the Wisconsin
Central Commuter Line.
PcrfoJ'IDe:d the function of public information ontccr for I.:'dCh employer. Promoted the successcs
uf the <.-ntities. }lunctioned pro-activeiy in addres.c;ing the neaative issue!> the entities faced.
Successfully din.."ClCd the ncwlS l11(;dilS to focus on issues away from the entity's negative
experience.
1:>>romoted community wide health service initiative. As a member of the Schiller Park Fire
Department'" TImergency Medical Servt;;ClI Program promoted !l community CPR tT&linin~ program.
R~"Cognizcd by the Chicago Heart Association tor the CPR program thut was implemented.
Honored by the Schiller Park Board of Health aml the Michael Reese Research Foundat;on for
vohmtcLT service for the Community Blood A.<;l;urance Program. Achieved a "Certificate of Merit"
from the Northwest Community Hospital Mobile Intensive Care Syslem for
recognition of an out!ttanding contribution to Pllticnt CUH' in the Schiller Park EMS Program.
Directed and !Oupervil;ed the desian and imph.:rncntntion of the renovation lit' the Learning Resource
Cc.:nlcr "t Tritlm col1c~'C resulting in recogl1ltion by the TlIinois Chiq'l.c:r of the American Society nf
Heating. Retrigerating and Air ConditioTlin" Engineers (ASHR.A.E) awarding Triton College theIr
"F.l'lccl1L:ncc in Eniorinccring Award" ill 1996.
Served ~ a memlx'T and Sccrcliuy to the Board of Directors ofthe nlino15 Community Risk
Management CcmSOrtiWl1 which is a cooperatlve public 4lIlCncy oflUinoUi public community
colleges for self insurance for properly & lillbility losses as well as workers' compensation and
equipment maintl.-"Tlancc coverage, which ha~ a consistent dividend history of almost $j,OOO,OOO.
Initiated an energy performance Contl"4Ct at Triton CollegtJ resulting in a 23% reduction in utility
operating cost~. Utih:r.ed an uPIo'lltdc in lighting ballasts, restructured mainu.:mmcc and
implemented a c.ogeneration r"ciht)"
Coordinated the delivery and support ofal! municipallicrviccs to Schiller Park !'es.ident... and
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May-25-01 07:51P VILLAGE OF SELLWOOD
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business owners dunng th~~ flooding of Crystal Cn:cK and lh~ DCliPlaines River m August, 1987.
Dil"ected sandhagging, health services, shelter operati011, delivery of p;)lice, fire and EMS serVlCC~,
public inChrrnalitm. and-the planning and impletr~t1t.aiion of cieanup l,f llx: ~.tm1Tl1unity. Achieved
recognition by the \iiHage Board, American Red Cross and the business conununity for the
sueecsliful h.:a:.k.nhip c.lcmonslnHed by poise and ir:.~(''1iuity.
Supervised II fire investigation team to inve,tigate the cause and origin of fires. Formulated the
team composed of police a.nd fire officers. Was responsible for the formulation of procedures and
the training of personnel. Contributed to 9 major state and federal indicrrnents all re1>ulting in
convicllon~.
Initillted. developed and coordl1iated wllh city, counly and SUlllol luw cnfon:cmenl officials ill the
prosecution or' arsons. juvenile, traffic/misdemeanor tlnd felony cases
CoordlJlat~d IDOl'- W:.tl.cr Kt,;~ouTeClS invCSLif.ation of O'Hare Field discharges into Crystal Creek
during the flood (If 19~7 and the rmhsequent !\tudy of the Crystal Creek watershed. This miultcd in
several million dollars of corrective work complet~c and planned. as well as agreements with the
City of Chicago to alleviate future problems.
Dkeded an aggrc!';~ivc inspection probrram along With prival.: t:ntl..'IprlliC cooperation that resulted
in the conversion of n blighted deteriorating complex into 8 multi-million dollar hotel in Schiller
Park, providing hundrcdtS ofth~ds of dollars in hotel/motel tax revenue per year.
SuccessfuUy lmpkml,..'l1lcd a prc~alc inspection program in Fnmklin Park (non-home rule
commwuty) for the transfer of all industrial, cOl1unercull, and resic.ential real estate in 1994_
Dc\lclop~d an advanced life support prO~Tam (paramedic) to support the emergency medial service
needs of the rellidCTlLS orthe Vina~e of Sohmer Pari<. Established an operationlll agreement with
the project medical director and medical resource hospital. Deyised the specifications to~ the
purchase of the modular ~mbulam;cs. SupporlJ.:d the selection .md training of personnel.
Implemented the paramedic program in the Spring of 19~2.
Coordinattd the management of a crisis precipitated by the floodins of the DesPlainc$ River in
1996. SUPI.:rviscd lhc n.:loctltion to tlhclu..7ii of residents dibl,laced in the flooding of their apartment
complex. E~ahli"hed an emergency traffic plan to reduce lost tramc in n:!;iol.'1Jtial neighborhoods.
hlitiated the promulgation of infonnation lO propt:ny owners to mitigate sn~tctura) damage due to
the OOOf.ling. Accomplished the arr81'lgement of a visit by the Govt.:rnor which expedited outside
assistance and we achieved DO major structural dalnage to the 383 affected l'ropertles.
Directed the evaluation of potential exposure by Sch'.ller Park e:nployeet< to infectious disease
while they wc..-rl: performing their cmplo}ment duties. lmplemented inoculations, training, and
protective measures for at risk employees. Formulated the fjr!;t comprehensive infection Control
Manual iUld standard op(.ntin~ procedure for the Village employees.
Collfroated Ii crisis at the TriStat.,: O'HUTC Oasis inSchilk'T Park wherl several thousand gallon!l of
gasoline were accldentally discharge.d into the Village of Schiller Park Rewer syi)lr.:m. Directed
succcssful:y th~ evacuation and relocaiion \)fcommunity residents and students from schools.
Coordinated the cleanup of the contamination, then planned and implcmc.:nleJ solutions to prevent
fu.ture occurrences.
Managed a crisis a Wat;hington School wht.'D students were overcome by otlors. Directed an
evacuation and relocation of the affec.ted partie!\, coordinal.ed all investigation of the incident,
concluded that a rctmtit or the huiluing fur ~(,ll,UIU proofing created negotive air pressure resulLinb in
carbon mono," i~ pockctin, in the building. .Planned co..ective measure with the school's ... ..
architects.
Served as 8 member of the Upper DesPlailles R1V~r Wal.~rshed StcC::riny Committe!,,' which
dcwlopcd a Oood mitigatiQT1 pr()~'T'am from 1990-1993.
Accomplished in Franklin rllrk the implementation of ADA compJiar.ct~ acti\";lie~, ,andusion of jJ
$22 million of capltl)1 ~ewer lmp"'ovCm~\1t~ (41hl.:ad of s\,;hcduJe with less than I % in change orderf:i).
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May-25-01 07:52P VILLAGE OF SELLWOOD
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$5 million ~treet re-paving progra11'l, implementation of a prcventative maintenance program at the
mWlicipality'~ 17 bullding!;, restructuring divilSions of the derartmenl, impiementing a record
kecpinl;l and reporting system, and rcvi;;ing policies and procedures, Achil:v<.:d a 30% Increase in
revenue in the JX,."T11iitting division while supervising $47 millIon in private constru,ction.
Achieved the closure and demolition of dilapidatcd industrial and commercial structures in
Franklin Park.
Guided strategies in stabilizing lhe commercial and industrial community in franklin Park.
Created the first cl,;onomic development brochure for Franklin Park. Supported the creation ufth...
hanklin Avenue Merchant's A:ssociation. Successfully applied for and administrated over $1
million in Community Development .Block Gnmt Funds (CDBG) for lllfrnstructure lmprov/;'"'I11cnt!>;,
Successfully implemented 2 induslrial Tax Incremental Financing distri~t~ III Franklin Park which
resulted in the atlraclion of over 600 jobs and $50 mi I lion in f)rlvate investment.
Represented Franklin Park in a JIUD and D..-partmcnt of Justice investigation for activities prior lo
my employment regardmg accusations of the fo~terjng of discriminatory housing pntCticcs.
Promoted a revision o!thc eode enforcement division'!; prol.:CdUTCS to prevent inappropriate
conduct. Din:clcd an evaluation ofall municlpal activitie5 related to the investigation. G-dVC
direl:tion to the correction oflhc ddiciencies revealed in the evalUAtion. Networked with the
federal ugi.:nc1es cOjjahoratively formulaling procedures and guidelines, Achieved closure of the
mvcstiption with no tonnal consent decree.
Promoted the regionulizaLion and standardization of the billing for municipotl ambulance servjce~.
Solicited outside support for the regionalization. Prepared as an attomey the municipal ordinances
and resolutions to establish the billing program. E~tablj:;hed a regionalized program'Of
municipalities contracting wllh a Inca I hospital to implement the prC)~'Tam.
FOnlJulatcd a plan for the recovery of extraordinary cxp<.:n~cs that fire departments encounter
during nonnal fire suppression activilico, ha.;.-..ardous materials incidents, and high angle rescue
incidents. Researched and developed model ordmances land procedures to recover extraordinary
ex.penses. Contributed to the adoption by most of the Chicago metro area municipalities of the
recovery practice.
FOltered intergovernmental cooperation to fonnulate and implcm(,.-nl ~ rCi.~onal ha7.ardom:
materials tcum in Leyden and Proviso townships. Fonnulaled a 30vcming board,
inlt.'1'aovemmental agreements, and standard oJ'lerating procedures. Achieved a rapid response leam
avatJability for local jndu~try while minirnizing manpoW/;'T and equipment needs through pooling of
rClSOUTces a~ well as saving thousands of dollars in insurance costs to the coopcralin!; local
government unit:;. Named l7y the Cook County States Altorney to his Environmental Task Force,
Developed a revi!re(j master mutual aid a!;TC."-,,,cnt for the Mutual Aid Box Alarm System
(MABAS) tor tire protection for communiti~" in northelll Illinois and southern Wisl,;onsin,
Fonnulalcd a ~iT1i:"e contract to encompass fire protection, ha;/;ardo\J$ materials re!;ponses, and
training which embodied CUITI,,'11t expanding needs of the tire ~er\'ice, revisions in rheapplicable; ,
iaw, and enlightened local governmenr cooperation. Achieved the drafting, review, and adoption
b)' over 300 communities and implementation in lB monlhs.
Fostered lhe development of the West Cook Counly solid waste plan a.~ a member of the Board of
Directors of the West Cook Solid Waste Agency. Executed the interviewing and sel~tjon of II
consulting engineering timl to devclnp lhe plan. Successfully gUJded and achieved the adoption of
a !\olid Waite plan for 38 Wt:st Cook Cf"lunty ~uhurhan communities. Participated in the issuance
of~n RFP fOT developing hauling contract.s and a lransfer slalinn prnf"rram fllT ~o]jd wa;;te under the
auspices of Lhl: W~Sl Cook Solid Waste Agency. Achieved at least a 12% savin~~ in l'.!\~al
govemment solid waste costs and eliminated their exposure 1'01' cleanup costs of contami11<1ted solid
waste dispo6aJ ~ilcs.
Headed lhe School District g I Board m:gOLialing team from 1985-1997 Established Cl modified
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May-2S-01 07:53P VILLAGE OF SELLWOOD
70B 547 8093
P.13
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win.wm negotiating Slrutcgy ,,\'ilh tht: lEA. A-.:hwved in 1985, the first J year cnntrs.~t for the,;
District as well as the fact that no contract in 12 years exceeded J .50/(; ami only one grievan~::J ever
W~"I'1t to arbitration.
Organized and negotiated a cOTltlllcL ror the lln';[lghtl:rs of t.he ~orwood Park Fire Proteclion
District.
De'Veluped u comprehensive professional1egal oo::kgroul1c and eX~rience in col1cctjv~: bug,..ining
negotiations, representation proceedina-s llnu C!c(.'llom, unfair labor practice proeeeding:;. Fait
Labor Standards Act and stale wage and hour Jaw matters, empioym(;nt discrimination and seKual
han:ssmcnl ]!;sues, ERJSA and employee be,nefits discrimmation litigation and cmployrnl.;nt
litigation under contract and lOtllhcorics. Additional experience includes municipal law (gl.'TI~~ral
corporation counsel, prosecution oftraftk and village ordJinancl: vll'lations, police and fire
commission, i',~mjnG, planninG commission, condemnation. tax incremental financing, Tllinois
Commerce Conunission); as well as experience btfore t'be Jndus(ri;l! Commission, general litigation
on the ~late and r~d~1 COl.JTt h~'{\':l; appellate practice 111 the statt; court; federal hankru.plcy; smull
corporations; domestic: relations: and real eState (member or A,tomcys' Title Guaranty Fund).
Parlicipatc.:d in proscc"ting a $2.5 million wrongful death cause of action that was uph"ld UpDIl
~ppeaL
Engaged in promoting and lobbyil'lg for the pri vali~lion uf .EMS and fire protection in n1i11Ois.
Negotiated the contrac~s tor the privatiz.ation. Lobbied with the lCboishlLurc: to pre-empt the
adoption of 1cgislatlOn to prohibit privatization and succe",dully defeated the legislation in 1991-
1993.
Rf..'Cognized in 1995 by the Illinois Fire Chief's Association for "promotinlt the fire service" in the
State of Illinois.
L14ude-d by the Northwest Suburban Manufacturer~ A"fiociation in 1990 for conul1unity
involV\.."l11cnt benefiting local industry.
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Rpr 06 01 08:"73
EWTGPAC STAFF PLANNING
l61SJ"37-3222
10,3
.
Brian G. McKeever
8761 Spring Canyon Dr.
Spl'ing Valley, CA 91977
bgmCkeever@hame.com
(619) 267 -7924-H
(619) 437-3724-\V
(619) 43'7-.3222- Fax
o fiJl:CTIV F.
'\JdIL"J'=;r;e:" P,"'~;.;:j(>~. .il" ,~'it'i a<i~I_n.i:,:lc,:,;".LC'l-',
fnVCA nON
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B.t.. Eccnorr.iC6-\,i.r';l.ir;ia '>l.i.lir.:H'Y r.!;~t:,ll;'8. Lexi n(l I...:>,'; , vr.
SUMMARY
O"';;L' :~O y'!"'''-r.: CKC<:j'i."'l'le-<; ,1.11 so.:.::.!:t, !::Icilit.y a,'li Of."2!'i:i7 LOLa': Jli-3I',aqemei~~.
POS_:ive team bui:dor and problem 801vet, Man~Q~d sm~Jl to l~rge divi~ion~
2.j";\~ de;",utrn<?l':ls in CO:llpl,'::,; :.';"g:.Ill?ai..L;")n.s. (;.;::(":rSive i-'eliey, pco.:;ecr: am: ~)"dq2!_
':~':'lV.31.0pme:'ll .),'~d jll\.')l'"ilIA"!.....t.i.'~n "";F'""'.i.cnc:<t., CUll I :.ILJ.,I.l.y <Hi':aTl'~ed to Fositic1l5
cf inc.t:e;j;;:iIlg l!:,"c~e;'s::j.p ,,,n(j rr",p0ni::il.llj iv/. E:.x:~~'L.,-:rll f';0:ilIiIDI",i.'':Cl,i.un <end
in~el'per1':()rl:;l :3:';:..1 i:3. IIi ':jhly ".d"~"~d:J I e HI :,:tr"'"",fIJ/. ~J ti.:at ions. b:PB.:i'~:n':~d
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DF.MONSTRATED SKII.LS
Nana -::'~ ~nlt: rl, t
AciUl.1 '~i;:.t.~,4€l.LiOl-,
1'lilnrllng
C(.)I:imUrliCeJt .lOf""S
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MANAG RMENT
:v!.jl"ji?9,]~(j and CUQl"dinat.l?,j O,'j;:.;:'",r, i0:1o.1, ll'.:linin'J .;;;ilC]
,'Jdl1lJ.nj:~I_L'dt.i,"Ji~ 1-'?q'.I.::'ePIf="t,~ t,::!. 25 t:':"~C().r:I; ~..L..J""':' ~r"..,. '...i.viL..,,,r,
PCY9on~el rGsul=lGy lTl ma.xlmum tearn ert~clMn~y ~na il~gn mcr~l~.
. CC:Dn):.ndt(";~i :::n,J $'.:;::.r:rvisco' !O( ell '!l'.t",e "'_dft P'=~'13;::'i.llC: I. j,;'
::<t!'E'.~.::;fu:. i:\r:,j iflr.,-,n.st: (':"viL-Or,;iJe,.'::~~ ::'~'3l\lti!'q i:"1 "'~:t!'etrJelv
~u~ceE~ful ana prQdu~Lj ~~ 6 mOnth Oyers~~s Op~ration,
. E,:pe.::.tJ y man,1qed, imoJ~I1'~nt<~d, ,1:-;d tnc,;-;itc-rl~j .::1 ~;<l. :',1"/ st,~tt
OP~r~tlng ~nd ~aoit~l ~ud0et cn6urin~ al l ~p~ration~l
re~ujrements ~~re ccmpl~r~d Qn-ti~. ~i~~jn bu~q~l
Anl\fINlSTR..-\TJON . E':::fi:~Lf"'jtlj ~IL-C)(,€,':;:;'-"("J, Ill.;n,'qr;d "lIu ':'(l,)rc!inaLec-:! Li,,~.
aJm.i :-: i::; l:.r ,1': - '.,;t:. t'e,.]L.: i. r 2m>;:,", t:; ,'(') I' "".'-' ~/j -c 01) p,: "'_ ",'.o",!l." J I \, (:
depi:il'i:lllt;ntr. .
. D:"put:y !\~,<;i:OL::tnj'. (CC(')) for 6 CI"jr?[ l::,:,-<::,..t.i '.'''':;''
[):.',~, f u"c <, ~'Jd c(J 1. Leo /', lllldr"J<:J '" 01' t>= r i (J rmanc>" ,..,,;'1 d "":: 1 t,y,.;:.
'::'~1" ie.i,; i repCl1:l8, 1("" Ler:, :ilnd pert1Cllldl .::: ':",-tion.=: t...) the
hiqtJesr: ;';~~'itird .st,r::!t. i ve f.jt.()i'ld~rd..,.
PLANNING . ':.;cOrd.i:l,Jt:8(:, pi ~fH:(,:d ail'.:! ;;q:>,=r'!i:?l:'d en',-li!ln. 0f1-b..,d'?r.':t
C')~r.1:>18:..iC!1 to~ ;> rr"l:}t.i -ro!lli..;";r, 0':J.1 idL c.-"r'f.'.2.;~.x '~bip:;'"'-=.d"'lIJ;,t:.
~o ;.~~~ "; ;", ;:~: .~~~::;;,,~" ~h~ n~;,~~:;~ ~;: ~;; ~;::,,:~ i ;':~,~ ~ ;~:, ";';,
:,,,".tC'ry ;;;\:."j;".dci::d:; fur" r.;u~I,i-.11.;..ili.n'~ d".: '<u .'lY"iL>::m:'l.
':'r:~~:~o~ ~ ,;;~; ~'. !~'~ ~~,r.i';; i-:~l ~q (.~~i(:~~:!~~~l: :;~:~:('~ 111(1,.::i.;~ ='~~~'~~r;.~:~ L ~;~:. ;~(;:~ ;~':; s ; ;=.:- r
~ctXimUlli ~t~r[ etrj:ie~cy and sucC~~~f!11 ~Drnpl~~i0n ~f ~11
CP'?'L d t.i. Olt:i 1 r <?q ...1 TC'c''':-I, t:; .u, .1 " I, rc:,'l.::':-u 1 ,:m'l J. rcmll:en r. .
· 1
Apr 06 01 Q8:~7a
EWTGPAC STAFF PLRNNING
r G 1 S.I 0437 -3222
p..;.
Brian G. !\1cKcevcr
.
COM ML'\'ICATlONS
. ~;;';L':::n3-,\',~ ';'iim:Li.l'~"_r:g, bri'':'iir,,:i. ,:efld ~::lJ,:.i.~ '~):>'::;jJ.:i.Ii';'
,,:'c, l'..~ '-Ii "'~""~;'>:'U:'" ";C"'. anr:': ~:':.'.:::cdrijc!:': .:'!'......l'),.'n'<:;nr.';
. Oe/0. ~ ope;i ::I1.d p.r:;:'t:'rll'.cd n11l',k'L-C'..<' ::-S0 I.,:"\,, 1)1'i '~il T'i(J:=
~ ~:('J 1 ~1'~:~;~~~~\1 ~~~.-'.~ ; :~; i. :,:~))~~ C;:>L :;~,~'i:::~:'; :L,~' ~:,= ,~~)~I~;' ~;~:)L fl9
. 01'<1[1.:\:(1, efT'..',"'1 an:: PL'C.'Il'.'_,':'qJ1.",j "',;'rk r-'r(J'~'=dlJ:':';e:."
r: '=-9!l '. ,". ...::. c>n~: ,') ne: 9:~ ~ '~i.~, :':G~ ~. '?I: 'L J t.:. ,';g .:. n 1{"''o1" ,'. '= f =:'i, (:lC:L L
a!1j pl~()d~ctivn W01.j~ P~~ce~.
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(L'''<.:j'''(~ ,i8Ud r ::!ll"':'1t~. :J "":.: s -.."f i:: '. c. ,: -.; '.. {) r_,.::.)','. ')rlf',p'! ) i "". '.'
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\'ont.:l"!:uLinn tc In,:,hl'i :-r6in'2,j .=->f";';r"'.".!:. c,.-.t.p,,;.
pr{OFf.,SSIO~AL RlSTOH\i
D~puty Director
Naval Expedi b.ona.ry Wa);'fare Training Dept;,
r'J.,;nj.:;erJ an.;:! ':",lmi "',lst"":",d ,;(,...."'..,,.\..,>::1, [ell: il.Ll' y :!n<l Lr,;:; ning
.t'!:q\,li..['~n'ent!; f<:ll" ~.15 in!3lr'.J\~C~:.rl' SUpp('r':j nq tht'{)llghput (,J
2,200 U.S. an.J l:-.te.::rv;tl'.Ij').~J. ::;t;l'~:ellt~ ";;I'1U8lJy
J. 9 9~~ -- p)~ t5 ~-: n t
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Chi,,::; of Staff (COO equivalent)
Amphib..ous Squad.ron OnE!
.:<e",p(:,u');::',;,-= f,;lL' m.1.'1aginq 10(; s::;ltf P'?1.':= cnliel, p.!.::;nn'.n~:
<-l!',('j c'~'C"'di.11",~'hI19 OJ:'':H''F.It:.1.0fl~1 .:.:,.j ':.L'1Hl~t:,g rel.Jui t'8,;.ent~.
Dt?p\Jty !\:'-;.SiSi.~r)r;_ to th~; C<J:nmt):..:i()r.:: (C.i:.:G)
19'~7-19~J9
Tran5PQrta~ion g~aff Off~cQr
U_S. Transportation Co~mand
Respnr,:;:it.l e f,-n' P.!.ann_llg ,~nd c'1::,.:din<, '_In!] ';:Ul'r'811t" " r..i
t'L:Lu!:<'1 l(,'>:ri~L.i':;,; an:! tr.~.n1':r~OL'Lati(>'; i';':'~...e" b..tI';e~'!l
n '.]m,=rGll~; UOi) Oflid (:1 viiian ~r<]d!l2 7.,,;. _on:';.
D<'1puLy As~ist~n~ to Gelicral Cffic(']r (CEO).
:I 99}-<. ~9'
Graduat~ S~uoen~
U.S_ ~avy Command and Staff College
(:TaciL:.:;-:."j I-,.j tl1 l'1a'7te!' f'i \~er.;l:C':; _rl t;<;~j.;;n,)l ::;'~'~Lit-,t/
dnrl ~tr~:~gi~ PJ.a~l~in~.
1-:,:~l?-19~1:~
Executiv-e Of=icer (COO Q~ivalent)
USS DtN\~R (LPD-g)
Res['C';lt'i:-:Le ::.;". ["d;-''';CJinS~1 ((>i-'L-d,inaL,;,n::: arid ~:)L;:lnin'~ :-r,;;
perSGrlLl~J, .~cjrni!"l:i.Btr;Jl.:i..e, f=.'~.~lit~i, ;j>';d u',l:lnin,]
.req\Ji~''<':hent.~~ rc,l.' 100 ~'lU]_Li'~~k.i.l~.:~: Pf.:'L'sCJJ2n:~ In C ('~p.=.rt:m"'''1'.",
Q-=P'.Jl.j-' .t..~~t:~r.~rlt :0 CC:lm'aLulP~~ (:~il(:€I ((..C)1.
19~:,~]9:;:
AODlTlONAL ASSIGNMENTS
U'=F;'";!:..ti{lenr H(:ad, IJSS ~NC~(_~RD.GE (l,:-:r:'-]G)
Oepart~efit RS~ld, (lS8 H.~. i.ISr)~LL tr~G-2'j
InSLI"U,:r.()f. ::ur[:..c,: l'1";r.f.;or,; C,ff:c';c,t E. ~)-.::h.:':';jJ
1. ~Ja :1-. 9
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Kevin McNiff
8504 Timber Valley Court
Ellicott City, Maryland 21043
41 0-203-0331
kev@home.com
SUMMARY OF PROFESSIONAL SKILLS:
Directed contract payment operations for a Defense Contract Management
District of 500 employees that disbursed in excess of fifty billion dollars.
Represented the United States in financial negotiations with the Government
of Mexico that provided multi-billion dollar foreign debt assistance.
Directed fiscal policy for the largest project in the federal government.
Prepared and gave testimony before various United States Congressional
Committees on budget, financial management, and contract administration.
EDUCATION:
1968 Bachelor of Science in Accounting, CPA curriculum
University of Maryland, College Park, Maryland
1972 Institute of Management Science, Airlie Foundation
1989 Leadership in Quality by Dr. Edward Deming
Extensive Executive Development including U. S Capitol Hill Executive
Development Program and Acquisition Management Program
EXPERIENCE:
Com ptroller/CFO, Salary-$114,224
July 99 to Present
Office of Naval Intelligence
4251 Suitland Road
Washington, DC 20395-5720
As the Comptroller of the Office of Naval Intelligence, I direct resource
management activities for Naval Intelligence Programs. ONI executes those
intelligence programs through an intelligence community staff in excess of 2000
employees. My duties include responsibilities for financial management
activities that include: accounting operations, budget formulation and execution,
financial reporting, and internal management control. I execute those
responsibilities through a professional staff of approximately 35 employees.
.
Director Programs Division, Salary-$104,851
October 94 to July 99 - U. S. Army Corps of Engineers, Washington, DC
Directed financial management of Real Estate operations for the U. S. Army
Corps of Engineers. I planned, programmed, budgeted and allocated resources
(FY 1999 - $500 million) for all assigned real estate programs of the U. S.
Departments of the Army and Air Force. I served as Executive Agent for the
Department of Defense for all armed forces recruiting facilities requirements.
Additionally, I managed development and operation of all Real Estate
Management Information Systems, which provided information systems support
to 1400 real estate professionals nationwide.
Director, Planning and Resource Management, Salary-$90,000
1987 to 1994 - Defense Contract Management Command, Philadelphia, PA
.
Directed planning, programming and resource management activities for a
Defense Contract Management District of 4000 acquisition management
professionals located at twenty-two activities in ten States. Those employees
administered over 140,000 Defense contracts worth an estimated $140 billion.
Responsible for strategic planning, administration and logistics support,
information systems, accounting operations, financial management, and human
resource management (Office Staff of 550 in Philadelphia, PA and Cleveland,
OH). Fiscal year 1994 operating budget was $230 million.
Oirector of Financial Management
1985 to 1987 - Naval Facilities Engineering Command, San Bruno, CA
Directed financial management of public works, utilities acquisition, and multi-
billion dollar Military Construction Program for the Navy. Responsible for
planning, programming, and budgeting, contract administration, accounting
operations, budget formulation and execution, financial reporting, information
systems, and internal management control. I executed my responsibilities
through a professional staff of approximately 100 employees.
Director of Finance
1981 to 1985 - Strategic Petroleum Reserve, New Orleans, LA
.
As Director of Finance for the Department of Energy's Strategic Petroleum
Reserve, I developed and executed fiscal policy for this thirty billion dollar, high
visibility project. I directed financial management activities including planning,
programming and budgeting, accounting operations, contract price analysis,
contract audit and follow-up, internal management control, and cash
management. At the time, the Strategic Petroleum Reserve Project was the
largest project in the Federal Government. I have prepared and given
testimony before committees of the U. S. Congress on issues of budget,
financial management, and contract administration.
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Comptroller and Director of Administration
1976 to 1981
Navy Public Works Centers, Great Lakes, IL and Guam, Mariannas Islands
During this period I served as Comptroller and Director of Administration for two
Navy Public Works Centers (Guam, Mariannas Islands and Great Lakes,
Illinois). Those Centers provided municipal services that included: utilities,
housing, transportation, maintenance and other support for the Navy
community. The activities employed approximately one thousand employees in
a wide variety of skills and operated with an annual budget of approximately
one hundred million dollars. As Comptroller, I directed administrative programs
including accounting operations, budgeting, internal management control
programs, and contract administration.
References:
1. Mr. William Dorsey - Assistant Administrator
Energy Information Agency, U. S. Department of Energy
Office Phone #: 202-586-6545
E-mail address: WDorsev@eia.doe,Qov
2.
Mr. John E. Roark - Comptroller
Naval Facilities Engineering Command
Office Phone #: 202-685-9041
E-mail address:ROARKJE@navfac.navv.mil
3. Mr. Frederick Lombardo - Director, Real Estate Information Systems
U. S. Army Corps of Engineers
Office Phone #: 202-761-7572
E-mail address:Frederick.J.Lombardo@hQ02.usace.armv.mil
4. Ms. Mary Boyle - Administrative Officer
Defense Contract Management Agency
Office Phone #: (215) 737-4047
E-mail address:MBovle@dcmde.dcma.mil
5. Mr. Ryan Mura, retired
3291 Henderson Creek Road, N. E.
Atlanta, GA 30341
Home Phone #: 404-939-4475
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Edward T. Meehan
512 Stewart Lane
Mansfield, Ohio 44907
(419) 756-8598
I am a Planninf! Professional.
I am goal-oriented, results-oriented, highly motivated, and a team player.
I am proud of my accomplishments.
I have owned and operated Edward T. Meehan and Associates since January, 1998, conducting
professional planning studies in Richland, Knox and Morrow counties.
From February of 1993 to January 1998 I served as President of the Richland Economic
Development Corooration directing staff activities for the promotion of industrial and business
development throughout Richland County.
I also was selected by the Honorable Geor!!e Voinovich. former Governor. State of Ohio, to
be his Economic Development Outreach T earn Representative for Ashland, Huron, Knox,
Morrow, Richland and Wyandot counties from February 1992 to February 1993.
I served as the Mavor of the Citv of Mansfield. Ohio from 1980 through 1992, successfully
conducting a consensus-driven program, gaining favor for various legislative acts and
community-wide projects from a partisan Mansfield City Council.
The following provides a list of my public service accomplishments:
Consensus Building Programs
.
Worked with the 15 member Greater Mansfield Area Growth Corporation (i.e. community
improvement corporation) in preparing annual work programs and budgets; reviewing and
approving private company requests for Industrial Revenue Bond financing.
.
Initiated a cooperative effort with the Board of Richland County Commissioners resulting in
the consolidation of the City/County Building Codes and Permits Department.
.
Managed a consensus building process, on behalf of Governor V oinovich, with private
citizens and countywide organizations on identifying and presenting the top priority capital
improvement projects that most closely meet the economic development needs of the District
6 Economic Development region.
1
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· Facilitated a Citizen Participation Process with over 80 resident property owners along Park
Avenue West in Ontario, Ohio, formulating a Land Use and Zoning Plan for their
neighborhood.
· Facilitated six workshop sessions with 28 members of the Warren County Regional
Planning Commission on how to manage growth and development of the county
landscape.
· Conducted a 12 month Citizen participatory process with 50 residents of Willowick,
Ohio in formulating a Land Use and Shoreline Plan for guiding the future orderly
growth and development ofthe city.
· Successfully pursued and received support from Congressman Michael Oxley in
obtaining a $2,100,000 Urban Development Action Grant for downtown
redevelopment, resulting in the construction of a new Holiday Inn Hotel in Mansfield,
generating 100 jobs.
· Assisted the City of Mansfield in receivmg the 1993 Honorable Mention, AIl
American City Award for furthering neighborhood/city government cooperation and
participation.
. Economic Development
· One of the three original founders of the Richland Economic Development Corporation, a
501-C3 non-profit organization established in 1984 to market the economic development of
Richland County.
· One of the original founders of the Central City Economic Development Corporation created
to promote economic development and minority small business development.
· Initiated and received State Road Improvement Funding, under the Governor Celeste
Administration, for the North Main Street/North Diamond Street connector.
· Successfully received $714,416 in State Road Improvement Funds for the following projects,
resulting in the retention of 1,540 jobs in the District 6 region:
Bucyrus Crossroads Industrial Park, Crawford County, Ohio
Upper Sandusky Industrial Park, Wyandot County, Ohio
Beal Avenue Improvement Project, Bucyrus, Crawford County, Ohio
Mount Vernon Industrial Park, Knox County, Ohio
.
2
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· Supported and successfully received $100,000 in Ohio Steel Futures Funding for the
installation of new air pollution control equipment for the Armco Foundry, Mansfield, Ohio.
· Initiated the following projects in cooperation with Mansfield City Council:
- Received a $450,000 grant from the Economic Development Administration, United States
Government for the establishment of a revolving fund program for small business
development.
- Citywide Enterprise Zone authorizing the abatement of property taxes on new small
business and industrial development for up to ten years.
- Redevelopment of a 25 acre downtown employment park.
- Received $1,600,000 for infrastructure improvements servicing a 10 acre industrial park.
- Assisted in obtaining a $50,000,000 equipment loan for Newman Technology, employing
325 people.
- Approved and provided $1,500,000 worth of infrastructure improvements for the creation
of two new industrial parks at Mansfield Lahm Airport.
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- Completed a $550,000 acquisition and relocation project for the removal of blight and
decay in downtown Mansfield for the construction of the Carousel Park Project and
rejuvenation of North Main Street District.
- Construction of a new airport terminal building at Mansfield Lahm Airport.
- Construction of the $1,777,697 eight block downtown streetscape project.
References
References provided upon request.
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J. Michael Moore
101 Whitby Court, Jacksonville, NC 28540.910-455-7547. jmmoore50@aol.com
QUALIFICA TIONS SUMMARY
Big picture, results-oriented, decisive leader with 27 years of management experience. Managed multi-million
dollar budgets and led staffs from 125 to 900 full time employees. A visionary with focused competence in long-
range planning and tactical implementation. Innovative, analytical problem solver and skilled negotiator. Skilled
in staff development and building consensus with internal teams, customers, businesses, and the community.
· Policy Development & Implementation
· Project Design & Management
· Business Planning/Development
· Budgeting/Finance
· Organizational Change
· Strategic Planning
· Technology Integration
· Employee Development
· Training and Development
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SELECTED ACIllEVEMENTS
Successfully lead organizations with budgets from $8 M to $150 M, personnel numbering from 125 to 1200,
serving city and county community populations from 3000 to 150,000.
Directed full range of services including utilities (water and waste water plants, distribution systems and
collection, and electric distribution systems), cable distribution, police and fire, parks and recreation, streets and
sanitation, landfills, golf course development, planning and zoning, finance, community development,
. engineering, buildings and grounds, information technology, and economic development.
Developed vision and long-range strategic plan collaboratively with elected officials, community leaders,
private sector business leaders, educators, etc. and mapped out future directions for city economic development
and quality of life.
Led in':'house facilities planning team develop long-range capital replacement program for all city-owned
vehicles, recovering 75% of vehicle costs.
First in the state to receive authorization for Certificates of Participation as a means offmancing construction of
a golf course on closed city landfill property. Achieved pay back in 5 years, two years ahead of schedule.
Researched best practices and initiated performance management and 3600 feedback, giving employees a
valuable tool to measure progress. Built confidence of employee population, elected leaders, and citizens.
Chaired an information technology task force to integrate advanced technology systems in all city divisions,
ensuring accuracy, efficiency, and on-line use by citizens and businesses.
Developed realistic, multi-year, ongoing plan for infrastructure improvements, ensuring maximum usage of
, distribution and collection -systems.
Led building teams of architects and business leaders to design and build new court, jail, parking garage,
recreational complex, city complex, public works/utilities complex, garage/maintenance facility.
Successfully converted a school building into an office complex, a bank facility into a city hall complex, and an
old library into a court annex; and renovated three branch libraries to meet growing community's needs.
Col1aborated with Community Col1ege to design a continuing education program for employees, building
technology skills and competence.
Conducted regular meetings with neighborhoods, elected officials, managers within city and county to ensure
cooperation between government agencies, prevent duplication of services, and save tax dollars.
Led long-range city/county budget and financial planning, including review by the business and banking
community to ensure viable community financial planning.
Managed airport facilities and led the planning team through a total reconstruction of airport, runways, and all
facilities. Received $15 million from FAA and State for complete rebuild, minimizing local investment.
Led division heads through extensive team/leadership development process, resulting in team approach
throughout total operations of organization including front lines.
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J. Michael Moore
Page 2
PROFESSIONAL EXPERIENCE EXP ANnED
.!. City Manager, City of Jacksonville, NC, 1999-2001
Led city of75,000 with a $50M dollar budget, 14 divisions, and workforce of 450.
· Managed over 100 active ongoing projects. Developed, presented, scheduled $45M capital programs from
concept through active design.
· Facilitated joint partnerships with other agencies and private sector.
County Manager, Davidson County, Lexington, NC, 1995-1999
· Led county with population of 150,000, a $IOOM budget and workforce of900.
· Facilitated and completed realistic strategic plan involving business community, elected officials, and staff.
Led 23 divisions.
· Completed construction projects of new court facility, new jail and public parking deck, Rebuilt airport,
constructed new subtitle D landfill, designed recycling program and initiated public school recycling education
program.
· Completed renovation projects and new construction.
· Initiated County Sewer Collection system and negotiated with municipalities for treatment.
City Manager '90-'95; Assistant City Manager '88-'89, City of Thomasville, NC, 1988-1995
· Led city of 15,000, with a $20M budget, 10 divisions, and workforce of 3 50.
· Implemented new financial software and system.
· Successfully completed strategic long-range plan.
· Developed.capital improvement plan, negotiated with local bank for donation of their building and remodeled
for new city hall complex, completed $8M renovation and upgrade of water treatment facility, successfully
closed city landfill and converted to golf course creating new revenue source for city, renovated old city hall
into law enforcement facility, .
. · Initiated career development plan for law enforcement and fire employees, and developed a community college
training program for employees.
· Developed team approach for working as a total organization and established benchmarks for performance .
measurements and accountability.
· Facilitated community meetings to learn what citizens wanted and needed as well as explained to citizens what
their government was doing for them.
· Designed and completed automation of the budget process.
Town Manager, Town of Maiden, NC, 1985-1988
· Led town of3,000, with an $8M budget, 7 divisions, and full time workforce of 125.
· Successfully lead design and construction of new $3M recreation complex.
· Upgraded Water Treatment Plant and Wastewater Treatment Plant.
· Successfully lead city through 3 major annexations.
Assistant City Administrator, Director of Parks and R~reation, City of Bardstown, KY, 1973-1985
· Worked with City Administrator and Mayor in city of 7,000, with a 10M budgets, and work force of 150.
EDUCATION
MS in Public Administration/Community Development, University of Louisville, Louisville, KY
BA in Parks and R~reation Administration, Eastern Kentucky University, Richmond, KY
PROFESSIONAL DEVELOPMENT
Institute of Government: Performance Measurement, Corporate Strategy in Public Safety, Executive
pevelopment, Municipal and County Administration
.nternationa~ City/C~unty Management Association: Performance Measurement, Relationship building with
Elected OffiCials, Pubhc Personnel Law,
Public Technologies _, Best Practices Benchmarking, Management and Community Outreach,
American Management Association, Performance Accountability and Policy Development
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Ci ty Manager
Page 1 0[2
e Ne\.v Memo @9 ForNard ~ Repl'll e Edit 0 Delete e Go to ~ Copy'li I
Jjmorgan13@aol.com
To :txsearch@dmg.maximus.com
cc:
bee:
SubjectCity Manager
04/17/2001 04:45 PM
JAMIE JACOB MORGAN
2115 WRENSON ST.
FERNDALE, MI 48220
(248) 414-3868
OBJECTIVE: Town Manager
EDUCATION
Saginaw Valley State UniversitY-University Center, Michigan
Political Science: Public Administration
Graduation date: December 1999
GPA 3.5.
The University of Akron-Akron, Ohio
Secondary Education
41 credits
1996-97.
Eastern Michigan University-Ypsilanti, Michigan
Secondary Education
42 credits
1994-95.
WORK EXPERIENCE
Oakland County Circuit Court-Pontiac, MI (2000-present)
Circuit Court Clerk
Practical experience in interpersonal communications, conflict resolution,
scheduling, and interacting with attorneys, judges, county officials, and the
general public. As Senior Court Clerk, responsible for conforming all court
orders to MiChigan Court Rules and preparing the Judge for upcoming events.
American Radon--Oxford, MI (1998-2000)
Radon Mitigator
Lead and coordinated mitigation crews in installing systems, as well as
handled public relations and on-sight project management. Educated real
estate brokerage employees about Environmental Protection Agency's current
and future policies regarding radon.
Kingston High SChool-Kingston, MI (1998-1999)
Varsity Baseball Coach
Experience with public relations during a two-year stint as Head Varsity
Baseball Coach. Practical experience in interpersonal communications,
conflict resolution, budgeting, scheduling, and interacting with
administrative officials.
HomeWorks Home Inspections-Oxford, MI (1995-1997)
Public Relations
Worked with HomeWorks Home Inspections as coordinator and public relations
http://dmgnotes.maxinc.com/mailltex...Ifa530052d33 726c085256a31 00756091 ?OpenDocumen 4/18/01
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City Manager Page 2 of 2
official. Responsibilities included scheduling, promoting, and informative
presentations.
QUALIFICATIONS
Experience as intern with Bay County Office of Criminal Defense. Duties
included legal research and office administration. Experiences included
assisting during conferences with clients, prosecuting attorneys, and judges
in preliminary and trial settings.
Currently attending Law School on a part-time basis.
Working knowledge of LOIS legal research, Lexis-Nexis, Westlaw, Shepard's
Citations, Wordperfect, Microsoft Excel, and Powerpoint.
Experience as a Division I student-athlete required traits such as
leadership, teamwork, discipline, time management, and will to succeed.
REFERENCES
Available upon request.
http://dmgnotes.maxinc.comJmailltex...lfa530052d33726c085256a3100756091 ?OpenDocumen 4/18/01
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C {treer SvnolJsis
· 1996 - 1998: hired as Village Administrator, Pioneer, Ohio. Delinquent
utility bills 100% collected. Chamber of Commerce project completed;
served as panelist for TV debate. First smmner recreation/little league
association formed; charter govt. initiative on ballot - 29 candidates ran for
15 seats... gained media exposure via press releases.
· 1999: resolved ODOT right-of-way issue with utility line construction
project; integral committee member of highly successful Sesquicentemual
Celebration.
· 1999: AMP-Ohio. Division 1. Electric Svstem lmvrovement Award.
· 1999: voted as Treasurer for OMEGA JV4 project. Selected as APPA
delegate & AMP purchasing pools rep., to include executive committees.
· 2000: lead largest delegation from Ohio to APP A Legislative Conferenc.e;
participant in Public Power Information Booth, Williams County Fair.
,. 2000: featured as "Quote of The Week", Bryqn. Times Newspaper;
successful in "small-systems". [boardseatsJ campaignaf AMP Conference.
;. ~qqqri l~ establis~eI1t.()f.?1:~w,ateI" traiJililg C(JIlfsesiJ).;u-e,!: i '. . ....... .... >..
· ~gqq;.....successful.. i1l..i11stallinguewly. formulated salary/skillsleVel...sc~~gll1e
S,Y~teIIl. ..... .. .. .......
ii~~~~i~ "refitS~pt\\ft:u1!" eIlt<;irpris!:~'~.I.>li!>hed. ............ ". .i ic,.hi
f:~ql:illvokini"nUn~~oUJ;ld",. new.. accQuuta.bility polipies/pf9t99Pl~.~~th.
;i~Ii~~I?3rtmeut .' .>> (/ . . .' . . ..,/(ii'i;
~~pl:,.lead 2nd largest delegation from. O~()t~f\.PPA LegI.slatjveGbmerence:
.........,:,iPrstcodified...ofdinances,employee1l1<lJlualPrinted: .
;/~~.~;l'.arks lRee Trustee Board re-iustitl!J:eli,.. . . '.' "'/> ..... .' '.'
~f)ql;first. "nrid-year" employee I employer status feports/des,i!W~~,useq. ...
~""/~AtWY4w~AiiI'/..w&lrn#'/.4IIV'(#nJti'A4I"~AOY/H/N44Y4W44Ir.v~/AI"/.4#'/f4#9.N'/4Y~dJY..'M'.+wf/4/1:14f'41#'~/.dYhH"/AI'A1r/Ar//.#Y.4rA4#'Ad#'.4W~4r//"/4f:,:1<f"/;H/'4Y/H/AY/A4"/H'/H/4#'/4Y/V/4Y/,4If/Ar/H/4Y/,*,/U/.4r/,dIYA/I'/Ii"/U/-'$#'44I'/4P'/AY/Af'/H/4#'awAWV/4#>'/...w/N/APJ.x.r/.9'd#,'~:''',?
~',.-f j' ,," 1',' ,ii' ,1,:'- ,! .,! .,\jei t.,' ','," V . D ~ ! .-
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J "P"'Of)[": ,jre '::/W01'.'> him.,'f".': :/'cii' Ut\'illIi.',lanc<:':; HItai JiMV lire, i (1(11/" f,,'ii(~\!(: ill cirCrmIS!{I1,ces, T!:"p(!OJ.'/':": wil" gel '-'I; ill iI;i'! !i'or!d
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;t ({rl~:' !h!~!.1j(?f.,)pfr; -~'fh(J ~~t:.-t /~r} t~/Id }(;(!k./'f)l' [he {;ir('!.!fJE'h,ifJ{'I.?~' !.hr?~' ~!'{n1T. ~}.u(i ~'(f!i<l,-' {.'t'lJ.i,:t,/,nd _theft,', .:r11(I/..:e r!ieJ.rL:i
~ ' " ,
POB 595, 504 Pioneer Ave.; Pioneer, Ohio 43554
Home Fax: (419) 737-9446
Home Phone: (419) 737-2266
Dav Phone: (419) 737-2614
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SUPPLEMENT TO CURRENT POSITION:
VILLAGE ADMINISTRATOR, VILLAGE OF PIONEER, Omo
· ELECTRIC DISTRIBUTION 1 OTHER UTILITIES System gained 2nd delivery point via first substation, 69KV
line... project finished ahead of schedule, under budget. Experienced with design/bui1d concepts, joint ventures (to include
hydro-dam), legislative activities & state/federallobbying, auxiliary generation, market transmission issues, de-regulation,
Ohio Supreme Court Litigation, large customer contracts. Consistently looking at power/load factor components, to "
increase system efficiencies. Skilled at coordinating consultants...ahead-of-curve with cost-saving decisions. Promoted
cooperation with other systems. Editorials in Public Power News, '99/'00. First occupant in position".autonomous &
productive; competent with engineering/projects, technical processes. Working with storm water detention, sewer lagoons
& lift stations, water-line projects. "Take-charge" review of systems underway, to increase self-sufficiency of operations.
FINANCE 1 COMMUNITY-ECONOMIC DEVELOPMENT Authored ad for economic development
publication... weighing alternatives for muni industrial park. Introduced cost benefit analysis, economies of scale "
concepts; CDBG experience. Recast fire contracts to recoup costs, increase cash flow back to village. Visible with
community activities, local conunerce. Motivated dialogue for 5- Year Spending Plan. Seen as pragmatist in navigating
paradigms, calculating risks. Enterprise fund for refuse pick-up established Articulating "big-picture" approach to
business development by emphasizing public power, favorable tax/economic features, and responsive utility services as
comprehensive package; focused on optimizing/diversifying community's economic profile in dynamic marketplace.
· PERSONNEL 1 MISC. Experienced with conununity-service labor. Played instrumental role on charter government
issue...energized outlooks regarding civic duties; skilled at hosting "open dialogues" to inform public; my position has
been stable presence thru periods of unforeseen "office-holder" changes. Put "strobe" stoplight at busy intersection,
innovative first for the area. Invoked 'Safety Committee' meetings before council meetings, prepare meeting agendas;
increasing involvement with police dept. oversight. Proficient performer under pressures of highly energized/politicized "
environments... use best publidprivate practices in muni management, embracing concepts of competition & delivering
quality, and corroborating public asset proprietorship where feasible/merited per good of community.
- - 1i! &? & 1i! &1/ e & s - -
~LauraHutchison, [EleclOOJ Oerk-Treasurer, '99-Present, VillageofPioneer, Ohio
- Tom Lucia, ChiefofPolice; CityofSoulhEuclid, SoulhEucIid, Ohio
-Pete Ladd, News Director; WIZZ Radio, Montpelier, Ohio
-Tom Lingvai, Owner, Lingvai Excavating; {.5a7ool Board PreSdent, Bryan O{v Schools}
-Bob Seignew-, VP ofFngineering; UniversaIProducts, Piooeer, Ohio
-JoIm Bitler, Village Manager, Village ofMooIpeJier, MoolpeIier, Ohio
419-737-2916
216-381-0400
419-485-5530
419-636-6178
419-737-3001
419485-5543
Additional references gladly furnished upon request.
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Htd'tU;o'd /:','ft/.:rlf
Profile & Qualifications:
JtJichael J. Nagy
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=>('hu!.m::J.~Lj~__Q!~._QL_@!..~k.Jitlldv _.Y1!wQjJiJi~~, motivation & seU:'directioQ and ei1ectively tested &
established convictions... articulate, well-read. NotahZI/ <ifP/hle and intuitive: genuine "people"
person. Education IS at graduate le',:el.. . largely self.financed. Background includes
developing/implementing policies/programs. supervisory experience, legislative lobbying, public
forums/speaking, management of utilities & mlllli services/operations. Proven. capable general manager,
accustomed to, highly competent at "we~lring mllny hats", coordinating multiple priorities.
=>l'tlf!nilli..~1!1ent_st'Je is_<;.Qlla~QIgti!~, original thinker in achieving objectives, executing responsibilities.
Emphasis is on intcf,'lity, communication, and interpcrsonal skills on multiplc lcvels -- across cultures
and classes -- and etliciency and quality in seryices delivery... torward-think.ing ,vithout being
"trcndy".. . enterprising wlthout losing sight of fundamentals. Ffli.xtiv/? /notivator, skilled at inspiring
trust, and cultivating even-handedness. morale, confidence, pruductivity. Q!J1!JID~_ff.tiQm_,~l~l.!n~~lllil(:'::
· PR()F'l(7T:]vT..tT('()()RDT?,,~IT7.vG PROJrx:rS, PROPESSlON.1T-li'lPUTS. TlmND RT:Sl,1.TS & (~()STRPPT:CmT:.
· SUCCE.\~'JFU1. IN UTll.fZ]iW; "Ol-'EV J)f..IUJ(JUES'" TO FOSTH? c()()Pl:Rcl770N; REDUCE mSSENSlON.
· S'KllJJW .iT ,/SSm:'\ING POl.lCfO(JRG./l1,7Z'I770,\W..vF:EDS &- IMPlE\fElvnVG POS1TlVE, TAS77NG CTJ.,INGF:.
· "BIG P!CnJRE" TNmVIDlLl1., PROACTIVE LEADF..7l/(jOAf. SnTf~'R, .'WE'?T lH'HN1C'JL A:"'~j{.}:'l7:
· NOTEWORT71Y PURUC RF:fAT70,\~\' T<;XPERlENCT: fHTTJlfED1.L BO/IRDS, :/ND GOT7::RNiI.f!l,'v7',.U. ADE.VClES.
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=> Recognized as orofessional in public administration; e:~.traordinarily capable, "can (10" maonger in
taking Oil original projects & varying responsibilities, optimizing results -focused on municipal
operations/ii/ilities management...ll) include electric distribution. Experience arcas cover !:,'rants,
personnel, safety, finance, wholesale po,\\ler markets, business development policies, capital projects,
civic processes/community events, engineering & technical mattcrs, poignant lcgislativcllcgalissucs.
=> .G 0 A L: to progress in prc?{essioflal career move of challenge, stimulation, reward, potential/iJl'
achievement. To advance further as perceptive policy maker/articulator, and in main areas of finance,
(public) administration/operations, htuuan resources, economic/coIllIllunity development, strategic
planning, and eminent academic/business issues of utili tics management and clce.tric [de] regulation.
=> Hold aftlnityforvll}rant locales...rich in historical cache, WIth cu.ltural/tourism comjJonents.
umque geographic ae5thetics, location
Enjoy engaging conversation. golf, movies, sightseeing/travel. music, and goodBBQ!
/'vtiscellw!eQUli: ... aiming for fa mo'('e of) [oug term poten tiar and' to
satisfy tlie needs of stability in tlie raising of afami('v...
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Phone: 419-737-2266
Fax: 41.9-737-9446
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DARRYL W. NILES
2290 63rd Avenue S. #319. S1. Petersburg. FL 33712. (727)865-6970. www.ni1esdl@aol.com
SUMMARY OF QUALIFICA1l0NS
WORK EXPERIENCE
NEIGHBORHOOD PROGRESS, INC., Cleveland, OR June 1998 - June 2000
Retail Project Manager
Citywide non-profit developer, financial intermediary and technical assistance provider.
Responsibilities included community shopping center development, mixed-use retail district
planning and implementation, program development and co-management of "Main Street" retail
initiative.
Activities included concept development, public financing package preparation, including tax-
increment financing, obtaining government approvals for public financing, existing and new tenant
lease renegotiations and solicitations, interfacing with market analysts, architects, planners, legal
team, appraisers, brokers and development partners and serving as political and community
liaison.
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Development project:
· Lee Harvard Shopping Center- $26 million, 210,000 sq.ft. (under construction).
Planning projects:
· Neighborhood Main Street Initiative. Co-developed program. Program Co-chair. Provided
hands-on technical assistance in the creation and implementation of comprehensive plans
to competitively reposition three pedestrian retail districts. Utilized the 4-point approach
of the National Main Street Center.
· Lee-Harvard District Plan. Chairperson of District Plan Committee to redevelop and
reposition 10 block long retail corridor. Comprehensive plan completed June 2000,
addressing retail and residential development, retail niche, market analysis, public and
private property design, merchants' assistance, recreation, education and job linkage,
institutional, district marketing and other relevant issues.
CITY OF CLEVELAND, Cleveland, OH Nov. 1996 _ June 1998
Development Officer, Economic Development Department
Retail and commercial project management; Responsible for facilitating development,
determining eligible incentives, calculating financial ratios, drafting deal documentation and
obtaining governmental approvals. Also served as Micro Loan Program Manager.
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LEGACY DEVELOPMENT CORPORATION, Cleveland, OR Aug. 1995 - Nov. 1996
Principal
Commercial real estate development corporation; Major project effort involved proposed
150,000 sq.ft. specialty shopping center and hotel mixed-use development.
. THE RICHARD E. JACOBS GROUP, Cleveland, OR Dec. 1988- Aug. 1995
Staff Attorney
Nationwide developer of regional enclosed shopping centers, hotels and office towers.
Responsibilities included litigation management, dispute resolution, lease related document
negotiations and drafting and corporate counseling.
PRIVATE LAW PRACTICE, Cleveland, OR Feb. 1986 - Nov. 1988
General Practice
Personal injury, bankruptcy, employment, business, criminal, family law.
COMPUTER SKILLS
Experienced in use of Microsoft Word, Excel, Access and internet research.
LICENSE & CERTIFICATION
Licensed attorney, Ohio State Bar member since 1985.
Certified Economic Development Finance Professional;
Main Street Manager Certification: Completed one-half of certification
requirements of National Main Street Center of Washington D.C.
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EDUCATION
LEGAL Texas Southern University, Houston, TX.; J.D. May 1985, Cum Laude;
President, Student Bar Association; Wmner, Regional Moot Court Competition;
American Jurisprudence Awards in Civil Procedure and Consumer Protection.
Class rank 9/1 03.
UNDERGRADUATE
Kentucky State University, B.S. Business Management, May 1982, Cum Laude;
Alpha Kappa Mu National Honor Society; President, Student Government
Association; Varsity Football.
CIVIC
Glenville Development Corporation, Board Member, 1991-94; Community
development corporation; Commercial and residential development.
African American Museum, Vice President, Board of Trustees, 1987-93.
HOBBIES
Gol( photography and travel; President of group travel club.
REFERENCES AVAILABLE UPON REQUEST
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Robert L. Norris
64 Beverly Hills Avenue
Ponce Inlet, Florida 32127
(386) 756-8392
SIGNIFICANT ACCOMPLISHMENTS
Recognized for innovative programs by the Florida League of Cities:
· Introduced Grass-Carpe to control vegetation in lakes.
· Implemented a reclaimed wastewater program involving two neighboring cities and a
private golf course
Experienced in all facets of city management including:
· Budgeting
· Team Building
· Personnel Management
· Union Contract Negotiations
· Lobbying County, State and Federal Officials
PROFESSIONAL EXPERIENCE
VICE PRESIDENT, CYCLE MARKETING, LLC, DAYTONA BEACH, FL 2001-PRESENT
Co-Founder and Administrative Partner of this fledgling limited liability corporation. The
company is an exclusive wholesale distributor of the patented LOGO-LITE, a unique,
lighted and locking after-market truck and SUV trailer hitch accessory.
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TOWN MANAGER, PONCE INLET, FLORIDA (2,525 pop.) 1998-2001
Second Town Manager of this barrier island Town. Home of one of two lighthouses on
the National Historic Register. Responsibilities include supervision of the Police
Department, a combination paid and volunteer Fire Department (ALS) , Community
Services Department, Public Works Department as well as Finance and Administration.
The Town Manager serves as the Town Clerk and Finance Director in addition to the
duties enumerated above. The Town owns the water distribution system within the Town,
but purchases water from the neighboring City of Port Orange. The City of Port Orange
owns and operates the sewer system within the Town. Voting member of the Ponce Inlet
Community Center, Inc. Lobbied Florida Cabinet and Legislature on gaming issues.
CITY MANAGER, NORTH PORT, FLORIDA (17,672 pop.) 1992-1997
Second City Manager of the fifth largest city in Florida in land area (approx. 75 sq. mi.)
and one of Southwest Florida's most rapidly growing. Guided the City through the final
stages of the public purchase of two private water and sewer utility systems. Negotiated
the transfer of maintenance and operational responsibility for City parks to the County, a
considerable cost savings for City taxpayers. Supervised the operations and budgets of
five citywide departments, as well as the following dependent taxing districts: Fire/Rescue,
Road and Drainage, and Solid Waste. Successfully directed negotiations with three public
employee unions. Oversaw the absorption by the City of the functions and major property
holdings of an independent stonnwater and drainage taxing district. Successfully lobbied
the Florida Legislature to facilitate the aforementioned absorption.
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SABBATICAL
From the Fall of 1990 until December 1991, cared for terminally ill wife and our two
children.
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Robert L. Norris
64 Beverly Hills Avenue
Ponce Inlet, Florida 32127
(386) 756-8392
CITY MANAGER, NEPTUNE BEACH, FLORIDA (7,500 pop.) 1988-1990
First City Manager of this beach community located in Northeast Florida. Initiated
citywide mandatory, in-house recycling program. Successfully negotiated union contracts.
Introduced Japanese Grass-Carpe into Lake Jarboe to control unwanted vegetation.
Revised personnel policies and incorporated new AIDS, sexual harassment, and safety
policies. Established Employee Assistance Program.
CITY MANAGER, LAKE MARY, FLORIDA (10,222 pop.) 1986-1988
Chief Administrative Officer of this rapidly growing central Florida community. Special
emphasis placed on improving the quality of life and the protection of the environment
through controlled development. Supervised all City departments and employees.
Developed a reclaimed wastewater program involving Lake Mary, the City of Sanford, and
a private goit course.' Principal negotiator with the County and other cities in the region.
CITY MANAGER, RICHMOND, KENTUCKY (25,000 pop.) 1983-1986
Chief Administrative Officer of this university city. Supervised all City departments.
Coordinated activities and programs with other city agencies. Prepared Community
Development Block Grant (CDBG), Economic Development, and Housing grant
applications and administered these grants when received. Liaison between the City and
Eastern Kentucky University. Born and raised in this community.
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PLANNING DIRECTOR, CITY OF WEST MONROE, LOUISIANA 1977-1983
(16,000 pop.)
Accepted, reviewed, and made recommendations relative to planning, zoning, and related
applications. Administered and enforced Zoning Ordinances. Introduced and
administered Section 8 Housing Programs. Prepared and presented special reports to the
Mayor, the City Council, Planning Commission, and the Board of Adjustments.
ZONING ADMINISTRATOR, CITY OF MONROE, LOUISIANA 1973-1977
(50,000 pop.)
Administered and enforced Zoning Ordinances including an airport zoning ordinance.
Accepted, reviewed, and made recommendations relative to planning, zoning, and related
applications.
AFFILIATIONS
· American Planning Association (Charter Member, no longer active)
· Florida City and County Management Association
· Honorable Order of Kentucky Colonels
· International City and County Management Association
· Rotary International
· Veterans of Foreign Wars (Ufe Member)
· Vietnam Veterans of America (Life Member)
.
.
Robert L. Norris
64 Beverly Hills Avenue
Ponce Inlet, Florida 32127
(386) 756-8392
MILITARY SERVICE
SERGEANT (E-S) UNITED STATES ARMY, ARTILLERY 1968-1970
Served as Trainee Battalion Commander during Advanced Individual Training (AlT).
Graduated 3rd in a class of 40 from Combat Leadership School. Served in Vietnam and
was awarded, among others, a Bronze Star for valor, a Bronze Star for Meritorious
Service, the Republic of Vietnam Gallantry Cross, the Purple Heart, and the Good
Conduct Ribbon. Honorable Discharge.
EDUCATION
Bachelor of Arts, Eastern Kentucky University - 1973
Major. Geography I Planning
Minor. Art
.
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Robert L. Norris
Work Related References
Mr. Donald E. Hampton
Vice Mayor
Town of Ponce Inlet
12 Marsh Court
Ponce Inlet, Florida 32127
(386) 788-4749 Residence
(386) 760-3008 Office
Mr. William D. Hibbert
4750 Riverglen Boulevard
Ponce Inlet, FL 32127
(386) 767-4234
Mr. Michael A. Roper, Esquire
Bell, Leeper & Roper, P.A
135 West Central Boulevard
Suite 700
Orlando, FL 32801
(407) 843-1661
Mr. Ronald L. Thomasson
Community Services Director
Town of Ponce Inlet
4680 South Peninsula Drive
Ponce Inlet, FL 32127
(386) 322~711, Ext. 311
Mr. Samuel A. Jones
Director of Community Development
City of North Port
5650 North Port Boulevard
North Port, FL 34287
(941) 423-3147
Mr. John J. Wisniewski
Daytona Beach News Journal
P.O. Box 2831
Daytona Beach, FL 32120
(386) 252-1511, Ext.2466
.
.
.
Anthony G. Otte
288 Bent Oak Court
Leesburg, Florida 34748
352-323-8458
TOOTTE@lsbg.net
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---------------------------------------------
PROFESSIONAL EXPERIENCE
FL licensed Real Estate SalesDerson. workin2 for a local broker. Leesbur2. FL 2/01 _
Dresent
Presently working for a local broker as a Realtor for commercial properties.
City Manaeer. City of Leesbur2. FL 7/96 -9100
City population: 15,000; Utility service population: 50,000. City utilities: Electric, Natural
Gas, Water, Wastewater, Stormwater, Sanitation, Telecommunications, Internet. City
Regional Airport. A Florida Main Street City. One CRA district. 354 FT staff; $112
million budget.
Significant Achievements
- Revitalized downtown with a $2.4 million Main Street "streetscape" and a new Towne
Square, with improvements to an adjacent park through a grant program. Initiating a team
approach, we developed a creative financing package to fund the project. Occupancy rates
increased from 60 to 99%, and the downtown CRA assessed valuation increased nearly $6
million from property improvements encouraged by the project.
- Initiated two bond re-financings that will save over $1 million in debt service per year
and realized $3.5 million in cash for a new police station.
- Initiated a housing program: over 400 sub-standard houses, many abandoned, became
the subject of a multi-faceted program directed by a new city Housing Services
Department. The new department contained no new positions: it was removed from
another department and given additional duties. The program features partnerships with
two agencies (one of which, the Community Development Corporation of Greater
Leesburg and Vicinity, was formed with my assistance), a new code enforcement
ordinance, and two CDBG grants in four years. Over 200 homes have now been removed
or upgraded.
- Managed the financing and construction ofa cost-effective, 3.5 MGD wastewater
treatment plant and force main, a $10 million project.
- A Commission directive to improve the city airport was achieved beyond expectations:
Managed the construction of improvements and purchase of adjacent property through a
$5 million grant program. Leased out two of the properties and the airport is now a
profitable operation for the first time, and was lauded as a "Gold Seal" facility by FOOT.
.
.
.
- Managed the adoption and implementation of the city's Historic Preservation Ordinance
and the establishment of the Historic Reservation Committee.
- Initiated are-vamping of the city's stormwater plan that led to a $1.8 million grant
funded project that will decrease run-off pollution into Lake Griffin.
- Directed negotiations with a dial-up vendor for the city's profitable entry as an Internet
Service Provider. The city also receives free service for staff and the city library.
- Negotiated the city's first cell tower contracts: $95,000 in new revenue annually.
- Initiated a successful campaign before FOOT for a FL Turnpike interchange that opens
up a large area for industrial and commercial development.
- Managed the preparation of the city's first Economic Development Strategy, and
assistance to 16 businesses which established 234 new jobs.
- Completely re-organized salary administration: Eliminated cost of living raises and
installed a market approach to setting salary ranges, with savings on the order of $100,000
per year for the first two years.
- Negotiated a cost-effective fire department union contract, eliminating parity with police
salaries and introducing the market approach. Won the only union election, held in the
police department, and avoided union elections in two other departments.
- Initiated a curfew in response to a shooting incident and to curb late-night juvenile
activity. Juvenile arrests (minus curfew violations) dropped 61% the next year. Also
initiated a ban on the unauthorized use oflaser lights, to protect police officers.
- Founded the "Unity Supper Club", a monthly community forum to discuss topics related
to diversity and community relations.
- Negotiated favorable recreation contracts: the city's first after-school program with the
Boys and Girls Club, new summer recreation program providers throughout the city, and
the first school board facility use contract, which added two new recreation sites.
- Initiated organizational development programs including team-building for each work
unit and employee advisory committees for pension, health insurance, and other issues.
- Played a key role in settling a class-action lawsuit brought by the NAACP in federal
court that was four years old when I arrived.
- Expanded the Telecommunications Utility, doubling the mileage offiber optic cable.
2
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- Made significant improvements in customer service including expanded hours, new
computer hardware, and additional customer parking.
.
Awards/RecognitionlMemberships
- National League of Cities and Caucus of Black Elected Officials Award for support in
establishing the Community Development Corporation of Greater Leesburg and Vicinity.
- Florida City/County Management Association First Place Award for Innovations in
Technology and Communications, for Internet Service and Telecommunications Utility.
- Government Finance Officers Association Budget Compliance Award, 1999 and 2000,
the first such awards for the city.
- Dedication and Commitment Award, the Leesburg Partnership (Main St. agency).
- Golden Hammer Award, Leesburg Area Chamber of Commerce, "In recognition of the
major role you played in the restoration of downtown Leesburg. "
- "Man of Courage" Award, Community Development Corporation of Greater Leesburg
and Vicinity, for "selfless service for the citizens of Lees burg. "
- Recognition from Homes in Partnership for efforts to eliminate substandard housing.
- Recognition from the Boys & Girls Club for supporting recreation programs.
- Recognition from the International City Management Association for 25 years of service
to local government, 1997.
- Executive Committee and Board, Florida Municipal Power Agency.
- Executive Committee and Board, Florida Municipal Electric Association.
- Executive Committee and Board, Leesburg Area Chamber of Commerce.
- Board of Directors, Leesburg Partnership.
- Member, Urban Administration Committee, Florida League of Cities.
- Member, Lake Griffin Restoration Committee, appointed by Rep. Everett Kelly.
- Member, Leesburg Rotary Club.
City Administrator (City Manaf!erl. City of Tavares. FL 9/85 - 5/96
Population: 10,000. City utilities: Water, Wastewater, Sanitation, Stormwater; 91 FT
staff, $8 million budget.
Significant Achievements
- Planned and managed the construction ofa new city hall ($1.6 million). Change orders
held to 3.43%. Wrote an article on free site analysis published in the ICMA Newsletter,
April 18, 1994. Financing was done in conjunction with re-financing an existing issue to
keep debt service low.
- Managed an aggressive utility expansion including the creation of a utility service
district, construction ofa 1 MGD wastewater treatment plant ($6.6 million), a 15" well
and 500,000 storage tank, and over 15 miles of water and wastewater lines; and the
negotiation of numerous service agreements.
.1
- Attracted the development of a regional hospital and negotiated the annexation and re-
zoning of surrounding parcels, for a total of nearly 500 acres.
3
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.
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- Managed the preparation of the comprehensive plan and land development code. The
code contained innovative environmental protections, including a wetlands protection
zone.
- Gained statewide recognition as one of the first cities to implement a stormwater utility
and a recycling program. I was a speaker at the 1988 Florida League of Cities annual
conference on the city's stormwater utility.
AwardslRecognitionIMemherships
- Only local government to receive a grade of "A" from the Lake Sentinel for diversity in
hiring and promotions, April 17, 1991.
- City received its' first ever FGOA Award of Excellence in the presentation of financial
statements for the fiscal year 1992-93.
- City recognized as one of the first to implement a recycling program with a state grant.
- Awarded a "Key to the City" by the Mayor.
- Board Member, Dr. Martin Luther King Jr. Events Committee.
- Vice-President, Tavares Historical Society.
- Chairman, Lake County Sesquicentennial Committee, 1995.
- President, Lake County City Manager's Association.
Division Coordinator. Finance and Administration Division. Northern Kentuckv
Area Develooment District (NKADD). Florence. KY 7/83 - 8/85
A sub-state district serving 8 counties and 56 cities. District population: 313,500. 26 staff
$765,000 budget. Responsible for accounting, data processing, communications, and
support operations.
Awards/RecognitionIMemherships
- Directed a communications program that won a 1984 award of "Excellence" from the
National Association of Regional Councils.
- Area Governor, Toastmasters International.
Public Administration SDecialist. NKADD 10/80 - 6/83
Responsible for the federal Revenue Sharing program, grant writing, and general
assistance to local governments as requested. Also served as the Comprehensive
Employment and Training Act (CET A) planner in 1982.
Significant Achievements
- Prepared a city clerk's manual purchased by over 60 cities in the US and Canada.
- Wrote a model procurement manual.
Awards/Recognition
- Prepared the only CET A plan rated "Excellent" by state staff in 1982.
4
. Criminal Justice Soecialist. NKADD 7/76 - 10/80
Responsible for the federal Law Enforcement Assistance Administration (LEAA) grant
program and public safety projects.
Significant Achievements
- Prepared a model rules and regulations manual adopted by nine city police departments.
- Advisor for a three year project which successfully consolidated a city & county
communications center.
- Directed the preparation of three county disaster plans.
Plannin2 Assistant. CamobeU-Kenton Re2ional Crime Council. Newoort. KY 7/72-
6/76
A single purpose agency to administer the LEAA program in two urban counties.
Responsible for grant writing and criminal justice system planning.
Significant Achievements
- Prepared over 100 LEAA grant applications. Over 90% were funded.
- Project Director for a two county crime prevention program employing four police
officers. Received training at the National Crime Prevention Institute.
.
PROFESSIONAL ACTIVITIES
- Full Member, International City/County Management Association
- Member, Florida City Management Association
- Florida Real Estate Salesperson license
- Graduate, Leadership Central Florida, 1998
- Graduate, Leadership Lake County, 1993
EDUCATION
- Master of Public Affairs, University of Cincinnati (4.0 GPA). Coursework includes
accounting, budgeting, statistics, personnel systems, collective bargaining. Thesis on inter-
local agreements with a summary article printed in publications of the Kentucky Municipal
League and the Kentucky Association of Counties.
- Bachelor of Arts, Sociology, Thomas More College.
PERSONAL
- Married to Joyce Otte, CPA; two sons: Kevin (11), David (7).
.
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~-8r 15 1005:031"
CHILDREN & FAMILIES/ADM
p.c
Bob LoveJl
Leesb..... City c:ommil!iooer
101 SoutJa Lakabore Drive
Lecsbuf'l, Florida 34748
",0It~ (352) 711-.105
March HS, 2001
Re: Tony Qtte's employment application:
To Whom It MIlV Concem:-
This letter. in reference to Mr. Tony Otte who has applied for employment
with your agency.
I am the senior city COInmlaaioner in Lee.burg. 'hav. been e.ected by the
people of this r.... city UV.n tI..... and been honored to serve _ mayor
thr.e tlm... . am presently eerv'ng _ mayor pro-tem. I have known Tony
when he wa. city manage, of T.v.,.., Florida and got to know him mUch
bettllr when he became our city man..,. In thie capacity, I have had the
opportunity to work very elCHIy with ... man.
First. let m. .ay that Tony la . m... of integrity. He communicate. very
wel. and I. open and confrontabl.. Aa a city commlaaJoner, I never had to
worry If Tony waa going to do the right thing. make the ethical dee_Ion or
conduct hlm.elf in a prof.alona' manner. Even If I didn't ag.... with him
on an iaue, the,. was never any doubt that hi. declefon was baaed on
what he considered the best thing for the people of Le..bur;. I could
a.wa~ count on Tony to -., the truth and not to conc.al problema or
lasu.. from the Commi..ion. V.t. Tony" the gentieman and profes.'ona'
that I. needed In city government. Even in aituations where he w.s
unjustly attacked, he alway. kept hi. head and acted the Pro....ional.
Secondly, Tony ia 1.....lIg.nt and knOWfedgeable. He alwaya acted wtth
al.crity and d.ci.lv...... In an matte... that came before him. While our
city manager, h. waa often forced Into numerous projecta with un....Ii.tic
time tram... To hie credit. ha worked for this commission without
h..itatlon or complaint 0fI8n the taska placed on him w.re difficult and
unrealistic In terms of ",ources and manpower.
.
.
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r\<!lr 15 10 05:0411'
CHILDREN L FAMILIES/ADM
p.3
Thfrdiy, Tony did more for l_burg than any manager in my memory.
When he left, our city was bett8r off ftnanciaUy than ever in our hiatory.
Purvis and Gray, L...burg'. financial consultants gave ua the top rating in
performance and procedur.. In three yea,. Tony added ten million dolla,.
more to Le.burg'. utility cuh nt..rve fund (30 to 40 mllllonl), and hired
the greateat etaff that has ev.r served thf. cltyl He completed the beautiful
Downtown Redevelopment project, built a ten mill/on dollar WI.. Wlter
treatment facility, completed MY..... 'arge Inne,-clty lake restoration
proJecta and numeroua other capitol projects.
Laatly, Tony'. I.avlng L_burg is Our 10... Thoa. that decided to
mrmJnate his contract without cause, r.fused to even evaluate his
performance. Th.ir decision was, in my opinion, based on purely petty,
small town politics. Tony ia lrutty admired by the vaat majority of the
people and ..pecJalfy the African Am.rican community, who benefited
greatly from hi, non Pntjudicialapproach to city government. Under Tony,
race Nlationa improved dramatically In Leeaburg.
Let me concJude by ..ying that I recommend Tony without reservation and
believe him to b. a SUperlative managar and a sterling fndivldull. ShouJd
you requi,. more detailed information, pIe... f.., free to cIII at tha above
listed number.
Sincere."
OIIe.doc
Kevin Rush Patton
1918 Somers Avenue, Burlington, NC 27215 -Home Phone (336)570-3057 - Work Phone (919)560-4214
. Objective:
To obtain a City Manager position in a medium to large municipality that will allow me to utilize my
training, education, and experience and provide professional challenges.
Summary of Experience:
Develop, implement, interpret, and administer organization and municipal policies and procedures; perform
budget process for general fund, water/sewer fund and capital project budgets; implement and administer
long range growth plan and strategies; work with department heads in reviewing and analyzing operations
and functions of all utility and general fund departments; develop and implement capital
improvement/project programs; resolve and address customer and citizen concerns and complaints; facilitate
team and group meetings; oversee team management program; analyze the effectiveness of organizational
and municipal policies and procedures and recommend improvements; assist in the development and
administration of customer service training; work with appointed and elected officials in reviewing municipal
organization and services; work in a diverse community meeting the needs of all citizens.
Responsibilities and Tasks:
Administration
· Analyze the effectiveness of organizational and municipal policies and procedures and recommend
improvements.
· Ensure compliance to federal and state statutes and regulations through extensive knowledge of the
regulations and statutes.
.. Oversee the operations of all municipal departments, providing assistance when necessary.
· Provide reports and information to governing board for decision making and planning.
· Meet and work with citizen groups, governing board, and department heads in addressing and resolving
complaints.
· Present citizen issues to governing board and provide solutions to issues.
· Supervise department heads, division heads, and clerical staff
· Work with all employees on customer service and relations.
· Make presentations on issues to governing board and department heads.
· Prepare governing board agenda, take minutes of meetings, and write resolutions and ordinances.
· Assist department heads in analyzing the operations of department and recommending changes.
· Facilitate group and departmental meetings that have a direct relation to the operations and service
delivery of municipality.
· Analyze reports, revenues, expenditures, and gain results taking corrective action when necessary.
· Assist in the supervision and scheduling of employees.
· Assist in the administration of organizational policies.
· Develop, implement, and enforce ordinances.
· Prepare and recommend policy and ordinance revisions.
· Perform research on special topics as required.
· Perform special assignments for the manager.
Finance/Budgeting
· Develop annual operating and capital project budget through governing board and department head input
. and meetings, administer annual budget, and approve all major purchases.
· Oversee the daily financial and fiscal operations of municipality.
· Develop financing options for major purchases and projects.
· Perform the bid process in accordance with state statutes and recommend bid winner(s) to governing
board.
· Develop and administer financial/fiscal polices and strategies.
. · Oversee and administer investments and cash management.
· Inform and advise governing board on financial, budgetary, and fiscal matters.
· Advise and recommend to governing board financial, budgetary, and fiscal plans and revisions.
· Research and apply for grants to assist in achieving municipal objectives and goals.
· Assess the cost and benefit of all major projects and programs in the municipality.
Planning
· Work with consultants/engineers, department heads, staff and governing board as a team to achieve
growth objectives.
· Administer the land use ordinances that include zoning, subdivision, and minimum housing.
· Develop and administer growth management plan that involves infrastructure and facility planning.
· Recommend areas for annexation studies.
· Assist in the development and preparation of annexation studies.
· Meet with residents of proposed areas for annexation.
· Develop and recommend transportation plans and projects.
· Recommend and ensure proper process for extension of extraterritorial jurisdiction.
· Work with and assist developers, contractors, and residents in meeting local land use ordinances.
· Work with Planning/Zoning Board, Board of Adjustment, and Economic Development Planning and
Initiative Committee.
Utilities/Public Works
· Develop, revise, and implement policies that relate to service extensions.
· Develop assessments and cost sharing for water/sewer extensions.
. Perform rate studies on water, sewer, and solid waste collection fees.
· Develop and propose service extension projects to meet current and future growth needs.
· Negotiate with engineers and contractors on major projects.
· Develop and recommend minor and major utilities and public works projects.
· Oversee major utilities and public works projects.
· Ensure adherence to municipal utility and pretreatment ordinances.
· Ensure proper operation of pretreatment facility.
· Review and approve maintenance and repair plans for utilities and public works.
· Oversee and administer solid waste collection and recycling contract.
· Develop and oversee street maintenance program.
lJuman ResourceslRisk Management
· Select and administer all health, dental, life, and accidental death and dismemberment insurance.
· Administer all retirement benefits and select optional retirement benefits.
· Perform the selection process for all the positions in the municipality.
· Provide support to the employees, department heads, manager, and governing board in personnel matters.
· Act as Grievance Officer for grievance hearings and act as mediator and arbitrator for disputes.
· Administer safety, wellness, training, and orientation programs.
· Oversee the team management and team performance programs.
· Develop responses to EEOC and REDA charges.
· Review, approve, or deny requests for additional employees.
.. i Develop and administer safety program.
Ensure all employees and departments receive proper safety training.
· Select and administer the municipality's general liability, worker's compensation, and vehicle/equipment
msurance programs.
Achievements:
· Negotiated engineer and financial contracts for a sewer outfall construction and line replacement projects.
· Developed and implemented a long term growth plan and strategy.
.. Developed a road improvement/construction plan (transportation improvement plan) to ensure proper
flow of traffic.
· Calculated and implemented water and sewer rates that will pay for the financing of a sewer project.
· Negotiated three contracts for the construction of water and sewer lines with developers that reduced the
municipality's contribution for construction costs and opened up areas for development.
· Began using a capital improvement project budget to look at the future needs of the municipality.
· Assisted in the negotiation and selection of a recycling contract for the area municipalities.
· Developed a safety program that included all the employees of the municipality.
· Developed and implemented a Team Performance Evaluation for the Public Works, Electric, and General
Services Departments.
· Assisted in the reorganization of municipality departments to eliminate duplicate services in the Electric,
Water/Sewer, General Services, and Parks and Recreation.
Positions:
July 2000 to
Present
March 1996 to
July 2000
November 1991
eto March 1996
October 1986 to
March 1991
January 1985 to
October 1986
Education:
May 1995
August 1985
City of Durham, North Carolina
Assistant Human Resources Director
Town of Haw River, North Carolina
Town Manager (Town Clerk, Finance, Budget, and Personnel Officer)
Town of Smithfield, North Carolina
Personnel Director/Human Resources Officer
J. C. Penney Company, Inc.
Roanoke Rapids, North Carolina
Merchandise Manager,
Dothan, Alabama
Merchandise Manager Trainee, January 1985 to August 1985
Merchandise Manager, September 1985 to October 1986
North Carolina State University; Raleigh, North Carolina
Master of Public Administration with a specialization in Urban Management.
Research paper presented at the Academy of Management international conference and
published in Public Personnel Management. Topic and title "Zebulon Gainsharing: What
Do Employees Want?".
Mississippi State University; Starkville, Mississippi
Bachelor of Business Administration,' Major: Management/Marketing.
Training:
Municipal/County Administration Course - Institute of Government; University of North Carolina at
Chapel Hill.
"'vestments and Cash Management - Institute of Government; University of North Carolina at Chapel
~ill.
Budgeting and Financial Planning - Institute of Government; University of North Carolina at Chapel Hill.
-
.
Accounting and Financial Reporting - Institute of Government; University of North Carolina at Chapel
Hill.
Intermediate Governmental Accounting - Institute of Government; University of North Carolina at Chapel
Hill.
Public Personnel Administration - Institute of Government; University of North Carolina at Chapel Hill.
Local Government Purchasing - Institute of Government; University of North Carolina at Chapel Hill.
Superior Customer Service in Public Sector - Electricities of North Carolina.
OSHA Compliance Course (30 Hours) - North Carolina League of MunicipalitieslRisk Management
Services.
Frontline Leadership - Durham Technical Community College.
Computer Knowledge:
Proficient in Microsoft Word, WordPerfect, Lotus 1-2-3, Microsoft Excel, Governmental
Accounting/Budgeting, and have used statistical analysis programs.
Affiliations:
International City/County Management Association
North Carolina City/County Management Association
International Personnel Management Association
North Carolina Chapter - International Personnel Management Association
References:
Bill Miller, Mayor Pro-Tern
Town of Haw River
810 Sherri Drive
. Haw River, NC 27258
Home: (336)578-1824
Work: (336)227-4363
Don Waugh
Former Mayor Pro-Tern
Town of Haw River
118 Hill Street
Haw River, NC 27258
Home: (336)578-3585
Work: (919)966-5891
Ron Owens
Former Manager of Smithfield, NC
Town Manager, Scarborough, ME
Scarborough Municipal Building
P. O. Box 360
Scarborough, ME 04070-0360
Work: (207)883-4301
Home: (207)883-6313
Gregory Bethea
Assistant City Manager
City of Durham
101 City Hall Plaza
Durham, NC 27701
Work: (919)560-4222
Charles Allen
Public W orkslUtilities Director
Town of Haw River
P. O. Box 103
Haw River, NC 27258
Home: (336)578-1706
Work: (336)578-5238
.'
John Pedersen
Assistant City Manager
City of Durham
101 City Hall Plaza
Durham, NC 27701
Work: (919)560-4222
.
Don Pickard
674 Mable Drive
La Vergne, Tennessee 37086
Home Phone 615-287-0519
Emai1 dmawmau@aol.com
QUALIFICATIONS
After thirty years upper level management experience with major universities and as City Manager of
two rapidly growing cities, my management depth, creativity and repeated success would make me an
asset to any city that is searching for quality management with integrity.
My experience as an author, instructor and trainer in the management disciplines offers a city the
opportunity to develop a sustainable, proactive, well-managed organization.
Tennessee City Management Association selection as the City Manager of the Year 1997, Active
Tennessee City Management Association member, Active International City/County Management
Association member, Rutherford County Chamber of Commerce Board, Metropolitan Planning
Organization Executive Board, Greater Nashville Regional Council on Government representative,
President-elect of the Southern Area Business Council, Rutherford County Economic Development
Council Board Member and Board of Trustees ofTri-Star Southern Hills Medical Center are only the
major honors and accomplishments.
.
WORK HISTORY
City Administrator, City of La Vergne, Tennessee(J997-2001}
As chief administrative officer of La Vergne, the fastest growing city in Tennessee with a population
increase of200% in ten years, I have streamlined all management systems and major departments;
established an effective Human Resource function; established master plans for water, sewer, parks,
pedestrian ways/ bike trails and major thoroughfares; and established a planned capital improvement
program.
The City has a residential population over 20000 and an industrial employment population over
35000. La Vergne competes regularly with major cities such as, Nashville, Charlotte, Memphis and St.
Louis in economic development ventures.
City Manager, Soddy-Daisy, Tennessee
The City was recognized statewide and received awards for "Excellence in Management" for 1994-
1996. I was awarded City "Citizen of the Vear" for 1996. I was responsible for establishment ofa
Planning Commission and a planning process; located substantial lost revenues; and, dramatically
increased the economic development of the City.
Director of Operations, State University of New York, College at Brockport
I had responsibility for construction, maintenance, utilities, motor pool, capital planning, operations
budgeting, space management and capital asset management.
Vice President of Operation, Facilities Resource Management Company As
Vice President of operations, I was responsible for selling management accounts, direction, planning
and training of several major colleges and universities facilities management personnel., i.e.. Brown
University, Barnard College, and Hobart and William Smith.
Director of Physical Plant, University of Richmond
.
EDUCATION
Masters Business Administration, 1985, University of Richmond
Bachelors of Science, Business Administration, 1975, University of Tennessee
Associate of Science, Mechanical Engineering, Chattanooga State Community College
Certificate of Management, 1975, University of Tennessee
Major Accomplishments:
.
Won eight awards for management and program development from the Greater Nashville Regional
Council on Government while City Administrator at La Vergne.
Won the l.R. Fleming award twice for the best water Plant in Tennessee while at La Vergne.
Received recognition for greenwaylbike trail development from the Southern Area Business Council
while at La Vergne.
Served on the Tri-Star Southern Hills Medical Center Board of Directors
Served as a Board of Director for the Rutherford County Chamber of Commerce
Served as the City of La Vergne representative to the Rutherford County Economic Development
Council.
Served as the City of La Vergne representative on the Growth Management Committee for Rutherford
County.
Served on the Board of Directors of the Southern Area Business Council of the Nashville Chamber of
Commerce. Served as President-Elect in 2000.
Named" City Manager of the Year" by the Tennessee City Management Association for 1997.
Received the Tennessee Municipal League "Outstanding Overall Achievement" award for Soddy-Daisy
in 1996.
.
Certified as "BOCA Code Compliance Manager" by the State of New York.
Won the "Governor's Award" for energy project of the Year while at The University of Richmond.
Won the "Facilities Management Excellence" award from the American Institute of Plant Engineers for
outstanding facilities planning and management.
Negotiated several joint service ventures between my employer and other cities and counties while at La
Vergne and Soddy-Daisy.
Served as a Commissioner on the Hamilton County, Tennessee, Water and Waste Water Treatment
authority.
Served as the City representative to the Metropolitan Planning Organization at both Soddy-Daisy and
La Vergne.
Served as the Board member for the development district for La Vergne and Soddy-Daisy.
Served as a Board member of the North Chickamauga Creek Conservancy while at Soddy-Daisy.
Member of the Tennessee City Management Association, International City/County Management
Association, the Tennessee Municipal League, and the National League of Cities.
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4310 Meadowbend Way
Louisville, KY 40218
(502) 493-0336, FAX (502) 671-0562
E-mail: BigAandCo@aol.com, www.Grietlnc.com
OBJECTIVE
I am seeking a position to best use my education and more than 30 years of management
experience in diverse government organizations.
EDUCATION
Extensive post-graduate education in operations, fiscal and administration, including a
Master of Arts Degree in public administration, Master of Science preparation in
healthcare administration and Post-Masters level course work in health services
administration. Completed Disaster Management Training with FEMA. Continuous
EMPLOYMENT
· CEO Big A and Company/Grief Inc. 1986 to Present
· Successfully built and continue to operate a small business, publishing books,
producing audio and video presentations and providing consulting services.
· From a family project, we have grown a business to effectively promote grief and
bereavement issues in an international market.
· One video program aired on 95 Public Television Stations nation-wide.
· CEO Accord Grief Management Services 1998 to 2000
· Managed a corporation providing training, products and resources for facilitating
positive grief resolutions.
· Brought a failing company to profitability in 12 months.
· Developed an e-commerce site and penetrated new markets.
· Provided management structures and systems for the company.
· CEO/Administrator Chelan-Douglas Health District 1994 to 1998
· Managed the third largest public health jurisdiction in Washington State.
· Among the first jurisdictions to design and automate the accounting system from a
cash basis to a fully integrated accrual accounting system.
· Maintained the lowest employee turnover rate in the state at 2% overall and .7%
among professional and supervisory staff for the past 4 years.
· Designed and produced audio and video tapes in English and Spanish for
customers. Printed matter is now available in 8 languages.
· Facilitated research and published the first-ever district health status report.
· Among the first districts to develop an Internet homepage to increase access and
information to the public.
· Established a collaborative relationship among business leaders, healthcare
providers, education organizations, law enforcement and social service agencies,
many of whom continue to be fierce competitors.
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Robert A. Sims
· US Armed Forces, Retired
(30 total years, 22 active, 24 commissioned, 8 reserve, 6 enlisted)
· US Army Medical Service Corps Officer 1985 to 1994
· Operated military hospital organizations as Executive Officer, responsible for
all administrative management of a hospital unit with 300 physicians, nurses
and support -staff members.
· Managed $26 million worth of vehicles $20 million in supplies and operational
budgets of $20 million or more.
· Developed and maintained a comprehensive database management system with
personnel, medical, training, equipment and personal information for a
deployable combat medical hospital with more than 300 members.
· Responsible for the safety and well being of assigned staff and patients in a
combat enviromnent.
· Managed the many challenges of a Southwest Asia wartime deplOYment.
Page 2 of3
1965 to 1994
· Long-term Care Administrator 1986 to 1987
· Between tours of active duty with the Armed Forces operated a Skilled Nursing
facility in Gallup New Mexico.
· Cared for 50 to 55 Navajo residents, 30 Zuiii people, 5 Spanish-speaking, 9
English-speaking residents and 1 person who spoke Japanese. Managffig the
many cultures and staffing for the language differences was a major challenge.
· With 4 department heads and 35 staff members, managed a $20 million budget.
· Administrative Officer, VA Medical Center, Albuquerque, NM 1985 to 1986
· While serving in the Army Reserve (1985-1987) served as the fIrst
Administrative Officer for the largest service in the Medical Center.
· Designed the new position, managed 6 people and directly supported 26 faculty
physicians and 125 resident physicians in training.
· Operated primary care clinics with more than 12,000 visits each month
· Developed an outpatient and ambulatory care center and established a new
senior management position.
· Conducted managed studies resulting in $6 million savings each year.
.
· US Air Force Combat Flight Crew Officer 1971 to 1985
· Bombardier, responsible for delivering nuclear weapons.
· Additional assignments included Squadron Commander with 12 directly
reporting line officers and 300-member total; compliment.
· Directed two military personnel branches, responsible for an 11,000 record
operation. Directly managed 4 supervisors and 52 employees.
· Senior Flight-line Avionics Maintenance Officer, managffig 6 supervisors 220
employees, a $30 million equipment budget and $350 million in aircraft.
Robert A. Sims Page 3 of 3
· Completed graduate studies in Public and Healthcare Administration.
.' · US Navy Enlisted Combat Flight Crew-member 1965 to 1971
· Served as a non-commissioned officer, and a member of a combat team, flying
aircraft in the Southeast Asia Theater of Operations.
· Rose through the ranks quickly to E-5 in 18 months (normally 36 months)
· Earned the 2 Air Medals and other awards while serving on combat duty.
· Completed BA in Political Science, Public Administration and English
ADDITIONAL SKILLS
· Public Speaking
· Designed and presented workshops and classes to professional audiences
· Presented information in public forums
· Extemporaneous speeches on a variety of subjects.
· Computer literacy with a wide variety of accounting and office automation systems.
COMMUNITY AND PROFESSIONAL AFFILIATIONS
American Heart Association, Board Member, Wenatchee, W A
American Red Cross, Member, Wenatchee, WA
Central Washington Physicians Hospital Organization, Board Member, Omak, W A
Chelan-Douglas Together for Drug-Free Youth, Board Member, Wenatchee, WA
Children's Hospice International, Member, Washington, DC
Children's Interagency Council, President, Wenatchee, W A
Girl Scouts of the USA, Troop Leader, Camping Consultant, TX, NM, LA, ND
Greater Louisville Chamber of Commerce, Member, Louisville, KY
Grief International Charter Member, Louisville, KY
Hospice of Abilene, Patient Service Volunteer and Charter Member, Abilene, TX
Hospice of Red River Valley, facilitated rebuilding a donated facility, Fargo, ND.
Member Children's Oncology Services (Ronald McDonald House) San Antonio, TX
National Association of County Health Officials, Member, Washington, DC
National Hospice Organization, Member, Washington, DC
North Central Emergency Medical Services, Board Member, Wenatchee, WA
Northern Michigan Regional Health Systems Agency member, Marquette, MI
Northside Council of Parent-Teacher Associations, Vice President, San Antonio, TX
Ronald McDonald House, fund-raiser and volunteer, Albuquerque, NM
Rotary International, Public Health Administrator, Board Member Wenatchee, W A
The Compassionate Friends, Chapter Leader, San Antonio, Abilene and ABQ, NM
The Retired Officers Association, Member , Washington, DC
Tragedy Assistance Program for Survivors, Member, Washington, DC
Washington State Public Health Association, Vice President, Olympia, W A
Washington State Association of Local Public Health Officials, Olympia, W A
W orId Gathering on Bereavement, Committee Chair, Seattle, W A
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RESUME
Henry D. Sinda
14 Cole Creek Court
S1. Charles, MO (636) 936-0560
EMPLOYMENT HISTORY
Village Administrator, Village of Romeoville, Illinois (population 22,000) from August 1998 to
January 30, 1999.
Responsibilities included managing a $30 million budget and supervision of 130 FTE employees.
Departments include police, fire, public works, finance, community development, parks and
recreation and personnel.
City accomplishments during mv administration include:
· Revised the Village Board agenda to include staff reports and reeommendations that are
policy driven.
· Revision of an outdated subdivision ordinance for new development setting new standards.
· Annexation of more than 600 acres for commercial, industrial, and residential development
thereby solidifying boundaries with adjacent communities.
· Approval of more than 2000 housing units and 2 million square feet of commercial and
residential development
· Adoption of a new job classification/performance review/compensation plan for non-union
employees.
· Increase in police manpower through the COPS program.
Interim Village Administrator, Village of South Elgin, Illinois (population 13,000) from
February, 1997 to October, 1997
Responsibilities included management consultation services and recruitment of the administrator
and department heads.
City Administrator, City of St. Charles, Missouri (population 56,000) from December 1994, to
July 1996.
Resoonsibilities included managing a $60 million annual budget and supervision of 400 FTE
employees. Departments include police, fire, public works/engineering, city clerk, city
development, city services, convention and tourism bureau, finance, parks and recreation,
facilities maintenance, and personnel.
City accomolishment during my administration include:
· Adoption of comprehensive land-use plan.
· Combination of the economic development and city development departments into one
department thereby reducing the duplication of services and increasing efficiency.
· Implementation of a citywide customer oriented services program.
Administration of federally funded HUD Flood Buy-Out Program aimed at purchasing
properties damaged by the flood of 1993.
Development of a river front redevelopment plan.
Adoption of a policy for the utilization of $8 million annually received through a riverboat
gaming project.
Adoption of a $5.5 million tax increment financing agreement to redevelop the St. Charles
Shopping Center.
Implementation of new housing development producing 400 new lots and 600 single-family
dwellings.
Development of a citywide storm water control plan adopted in March 1996.
Development of a citywide traffic control plan to deal with traffic congestion problems related
to Interstate 70. Completed, March 1996.
Initiation of a new computer system to provide for the full range of municipal services.
Development of a new job classification/performance review/compensation plan which was
developed along with David M. Griffith and Associates.
City Manager, City of Sioux City, Iowa (population 85,000) from January 1989 to July 1994.
.
Responsibilities included managing a $129 million annual budget, and supervision of 1,000 plus
employees. Departments include police, fire, public works, recreation, utilities, finance, employee
relations, community development, convention center, art center, library, museum, human rights,
and transit.
City Accomplishments during my administration include:
· Development and implementation of an ongoing team management/strategic planning process.
· Establish a new Parks and Recreation Board.
· Planning and implementation of a $28 million, five-year river front project that will stimulate
700 new jobs and inject approximately $50 million into the city economy.
· Adopted a citywide overall recreation trail plan.
· Developed a positive working relationship with the Chamber of Commerce to encourage a
public/private partnership that has resulted in approximately $50 million in investments, a
lower unemployment rate, and an increase in population after years of decreasing populations.
· Negotiation of a development agreement with the Sioux City Sioux, Inc. for a riverboat
gambling project that provides $1 million annually to the city.
· Stimulated private residential development with more than 1,000 new lots being developed.
· Assessed valuations of property increased 30% after years of declining valuation.
· Conducted a market study revealing the need for 11,000 new housing units. As a response,
initiated a cooperative housing program between the city, county, state, and a private
developer to provide new affordable housing for low to moderate-income people. The county
provides tax forfeiture lots, the city provides a $4,000 grant to reduce the cost of each house,
and the state provides low-interest financing.
· Established a new Environmental Quality Board to address environmental issues.
. · Developed and implemented a new Odor Ordinance to address air quality issues.
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· Received a $1 million grant to remedy leaking petroleum storage tanks.
· Implemented a citywide recycling program reducing the amount of solid waste going to the
landfill by 40%.
· Implemented a training and staff development program for all full time employees in
cooperation with Western Iowa Tech Community College.
· Developed and implemented a nepotism policy.
· Developed and implemented an employee assistance program and wellness program to reduce
absenteeism.
· Developed a new city minority employment program for underprivileged persons.
· Studied and reorganized the police department to provide more efficient services and a 10%
increase in manpower without a budget increase.
· Built a $3.5 minor league baseball stadium for the newly formed Sioux City Explorers.
· Developed an assessment policy for the reconstruction of roads, sewer, and water
infrastructure.
· Coordinated rescue efforts for the crash of United Airlines Flight 232 with 106 deaths, 184
survivors, and provided press conferences to the national and international press.
· Received the "Midland, Texas Award for Distinguished Emergency Services" from President
George Bush in 1990 for the emergency response to the airplane crash.
· Received the "All-America City Award" for 1990 from President George Bush.
· Coordinated efforts for the May 1990, flood of Perry Creek, which affected more than 500
homes, and worked to have the area designated a national disaster by the federal government
which provided the city with $1.4 million in FEMA assistance.
· Requested and received state legislative authority to implement a storm-water utility which
provides approximately $1.5 million annually, and will match (on a 50% basis) $66 million
from the Corps of Engineers to provide flood production for Perry Creek.
City Manager, City of New Brighton, Minnesota (population 24,000) from September 1983, to
January 1989.
Responsibilities included managing an annual budget of $12.3 million, supervision of all
employees, to include the departments of police, fire, public works, recreation, finance,
purchasing and personnel, community development, planning, engineering, health, municipal
liquor, as well as various consulting staff.
City accomplishments during mv administration:
· Development and implementation of an on-going team management/strategic planning
process including goals, objectives and periodic reports.
· Initiation of a long-range development plan and marketing plan for the older section of the
city (Old Highway 8).
· Establishment of thirteen taxes increment financing districts and utilization of more than $15
million in industrial revenue bonds to stimulate more than $40 million in new commercial and
industrial projects.
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· Establishment of a revolving development fund through the pooling of excess tax increments
used to assist future development.
· Issuance of more than 300 residential building permits annually.
· Established a city education and marketing program to promote our centennial.
· Reorganization of the liquor dispensary department resulting in an increase of profits from
$35,000 in losses from September, 1983, to profits of $198,000 for 1984, and profitable years
thereafter.
· Voter approval and completion of a $400,000 addition to the fire department facility.
· Voter approval and completion of a $1.3 million addition to city hall.
· Initiation of a multi-year (5 year) financial planning process.
· Initiation of a new in-house computer system.
· Development of a 200 acre ($6 million) regional park in cooperation with Ramsey County that
includes boating, fishing, swimming, recreational paths, picnicking, skating, and cross-country
skiing.
· Developed a personnel department to centralize all personnel records and implemented a
performance review program.
· Developed and implemented a risk-management plan to reduce liability insurance rates.
· Developed and implemented a citywide storm water management plan.
· Management of emergency procedures during a tornado that occurred in April 1984, involving
$20 million in damages.
· Actively negotiated an $18 million settlement ofa lawsuit against the federal government for
damages caused by contamination of city water wells from an adjacent military arsenal.
· Establishment of a crime-prevention (neighborhood watch) program and a computerized
ENFORCE program.
City Administrator, City of Savage, Minnesota (population 8,000) from June 1980, to
September 1983.
Responsibilities included management of a $3.3 million budget, supervision of 61 city employees
including the departments of police, fire, public works, municipal liquor dispensary, recreation,
finance, purchasing, personnel, planning, and engineering. Activities also included budgeting,
negotiations with labor unions, representing city interests at state and federal levels, and general
community public relations.
City accomolishments during my administration included:
· Administration of a $1 million HOD downtown redevelopment grant.
· Approval of a $1.2 IDJD grant to complete the redevelopment project.
· Creation of four tax increment financing districts to promote commercial, industrial, and
residential development.
· Commercial and industrial expansion totaling more than $20 million stimulated through the
use of industrial revenue bonds.
· Completion of an $8 residential sewer and water project.
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· Administration of a $2.4 sewer and water project which provides 700 acres of prime
commercial and industrial development along highway 13.
· Development of 1,000 new homes.
· Development and implementation of the first comprehensive plan and capital improvement
program.
Assistant Director, Bi-State Metropolitan Planning Commission, Rock Island, Illinois
(population 430,000) June, 1977, to June 1980.
The commission is a council of governments providing assistance in law enforcement, aging,
manpower, mental health, human services, housing, air and water quality, economic development,
and transportation to seventy local units of government.
Executive Director, Community Services Division, Rock Island County State's Attorney's
Office (population 170,000) September, 1974, to June, 1977.
Executive Director, Rock Island City Youth Guidance Council, Rock Island County, Illinois
from January 1971, to September 1974.
Caseworker, Office of the Chief Judge, Cook County Circuit Court, Chicago, llIinois from
March, 1969, to January, 1971.
. Military Policeman, United States Army from March 1962, to March 1964.
EDUCATION
Master of Arts, Public Administration - University of Iowa
Bachelor of Arts, Psychology and Sociology - Western Illinois University
Associate of Arts - Wright College
MEMBERSHIP
Past Member, St. Charles County Economic Development Commission
Past Member, Missouri Tax Increment Finance Association
Past Member, St. Louis Area City Manager's Association
Past Member, WITC Academic Advisory Council
Past Member, IDOT Metropolitan Planning Organization
Past Chairman, United Way of Siouxland Fund Raising Committee
Past Member, Minneapolis Metropolitan Manager's Association
Past Chairman, Northern Mayor's Association Steering Committee
Past Chairman, Transportation Committee, Northern Mayor's Association
Past Vice President, Metropolitan Loser's Group, 1984-85
. Past Chairman, Minnesota Sate Managers' Association, Annual Conference, 1985
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Past Board Member, Suburban Rate Authority
Past Board Member, Minnesota Women in City Government
Past Member, United Way Strategic Planning Committee, St. Paul, MN
Past Board Member, Western Illinois Legal Assistance Foundation
Past Member, Black Hawk College, Community Services Committee
Past Member, United Way Planning Committee, Quad Cities
Past Board Member, ILLOW A Health Systems Planning Agency
Past President, Rock Island County Council on Community Services
Past Secretary, Quint City Drug Abuse Council
Past Board Member, Quad City Voluntary Action Center
Past Board Member, Neighborhood Health Center, Rock Island, Illinois
Past Board Member, Home Away From Home, Inc., Rock Island, Illinois
Past Member, Career Education Committee, Rock Island School District
HONORARIA
Panelist, Planning Future Directions: Strategic Planning at the NLC "Council Strategies in a
Complex Age," Sixth Annual Council Staff Conference, July 31, 1986, Milwaukee,
Wisconsin
Presenter, Team Building and Strategic Planning at the LMC Annual Conference, June .17, 1986,
Dul uth, Minnesota
Honorary Life Membership, lllinois State Congress of Parents and Teachers
Proclamation of January 17th, 1989, "Hank Sinda Day" by Governor Rudy Perpich of Minnesota
Certificate of Commendation, Ramsey County, Minnesota League of Local Governments, for
Distinguished Service, December, 1988
Recognition Award, Sioux City Chapter of the NAACP, December 12, 1982
Commencement Address, Western Iowa Technical Community College, May, 1990
PROFESSIONAL AFFILIATIONS
International City Management Association
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REFERENCES
Grace Nichols, Fonner Mayor
City of St. Charles
124 Briar ClifT
S1. Charles, MO 6330 I
(636) 947-6399
Rose Kaspar, Former President
S1. Charles City Council
20 Le Chateaux Court
S1. Charles, MO 63301
(636) 947-1523
Tim Shields, Director
Institute of Public Affairs
University of Iowa
Oakdale Hall
Iowa City, IA 52240
(319) 335-4520
Rick Zirk, President
South Elgin Village Board
Village of South Elgin
10 Water Street
South Elgin, IL 60177
(847) 695-4697
Doc McCartan
Village Board Member
Village of Romeo vi lIe
9 Ambassador Drive
Romeoville, IL 60446
(815) 886-4697
James Wharton, Former Mayor
City of Sioux City
6004 Four Seasons Drive
Sioux City, Iowa 61106
(712) 274-2009
Robert Benke, Former Mayor
City of New Brighton
679 Continental Drive
New Brighton, MN 55112
(612) 631-2022
Edward Underwood,
Former Chief
S1. Charles Fire Department
200 N. Second Street
S1. Charles, MO 63301
(636) 946-2119
Lyle Sumek
Sumek Associates, Inc.
1250 South Highway 7-92
Suite 140
Longwood, FL 32758
(407) 339-9035
Joy A. Marks-Howard
W.M. Financial Strategies
1515 N. Warson Road
S1. Louis, MO 63132
(314) 432-2122
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NICHOLAS SMEED
P.O. Box 93278
Phoenix, AZ. 85070-3278
(480) 460-4601, FAX: (480) 460-4610
email: smeed@compuserve.com
Confidential
INTESYS TECHNOLOGIES, INC, GILBERT, AZ.
EXECUTIVE VICE PRESIDENT; 4f1I90 711/1/00
Sr. Executive/Partner, managed operations/ divisions as needed; on the corporate front,
managed Accounting/Finance, Information Systems, Facilities, Construction,
Maintenance, Materials/Purchasing, HR (including training & security), Legal, Risk
Mgt., Public/Media Relations, Corporate Compliance, etc. One of six (6) original
owners/board members/officers who purchased ITI in 1992 from DSM and developed
the company from $30mm to over $200 million in sales through rapid growth,
expansion and acquisition. InteSys now has 2000+ employees, is an industry leading
ISO / QS 9000 contract manufacturer (with engineering / design, tool/ mold building,
plastic injection molding, and extensive value added/ assembly operations) at multiple
sites (AZ, CA, TX, IL, FL, Mexico, Ireland, Brazil). Industries: telecommunications,
automotive, consumer products, computer, medical (serving world-class customers
such as Motorola, Nokia, GM, BP, Alcon, + +). Well versed in all modern quality,
manufacturing, financial, and management concepts/practices. Completed $22.5
Million sale/lease-back. Note: ITI was sold to Textron 10/99. I have completed a
transition agreement.
INDEPENDENT MGT. CONSULTANT 1970-1990 (Full & Part-time)
HR/Labor Relations-based activities such as: executive recruitment, interim
troubleshooting positions/ assignments, teaching, lecturing, training, labor contract
negotiation, expert witness assignments, assessment center admin. ++
ARIZONA DEPARTMENT of ADMINISTRATION
COMP ./BEN. & EMPLOYEE RELATIONS DIR. 1988 -1989
Programs involved 42,000 active employees, 12,000+ retirees, 8 payroll systems, 3
major universities, the U. of AZ. Medical Center and all state hospitals. 1 yr.
Contract, suprv. 40+; Highest non-political HR post in AZ State Government.
Redesigned traditional health benefit programs and implemented a modified managed
care system, implemented min. premium funding mechanisms for indenmity & HMO
plans, developed cash-flow management and information systems, hired new managers
for benefits and compo areas, prepared RFP's, assessed bids/proposals, developed IRS
Section 89 & 125 plans, organized class/ comp staff, prepared plan documents,
trained/ advised staff.
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DEACONESS HEALTH SERVICES CORP., St. Louis, MO.
VICE PRESIDENT and Director/HR 1985-1988
530 bed hospital, 100 bed LTCF & SNF, Nursing School (BS), PPO, and for-profit
ventures.
As a Corp. V.P., participated in strategic planning, budgeting, physician
relations, and most administrative functions. As D /HR, managed the HR,
Security, Staff Development, Risk, Health/Wellness, ]CAHO / Quality,
Comp/Benefits & Organizational Development functions.
Restructured top-level management, implemented productivity programs,
reengineered nursing into product-lines, instrumental in turning around
$1 Million/ mo. losses to positive cash flow, + + +
.
ST. JOHN'S HOSPITAL, Springfield,IL.
DIRECTOR OF HR & PAYROLL; 1983 -1985
900 + bed teaching institution affiliated w /SIU School of Medicine, Nursing
School, full service Levell regional trauma center,3200 employees. Supervised
20+ employees and managed HR, Risk Management, Payroll, Health/Wellness.
ACHIEVEMENTS: Chief negotiator and management advocate (four (4) trades
unions), modernized all HR policies, developed and presented many
management training programs, administered the "Hay System",
developed/implemented assessment centers, redesigned the "discipline" system,
resolved grievances & EEO suits, worked on many corporate committees.
In each of the following PUBLIC SECTOR POSITIONS, I designed, implemented, and
managed new HR/LR programs, and worked closely with elected commissions (3
yrs) or city managers (8 yrs) in a variety of general admin, policy, analysis, and
PR assignments. I conducted productivity studies, prepared budgets, worked as
a lobbyist, developed data systems, researched funding sources, managed
safety/risk/worker's compo areas. Functioned as mgt. advocate in all legal labor
forums; negot/wrote/administered labor contracts as chief negotiator.
Topeka KS., 120,000 pop., reported to City Comm. '80 - '83
Asst. to City Commission(s)/HR-LR Dir.
Three year contract. Focus on L.R.,H.R., and change in form of government.
Six (6) bargaining units; staff of 10; golf course; 2100 employees.
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Columbia, MO., 60,000 pop., '74 - '80
Labor Relations/HR Director
Four (4) bargaining units, 1000 employees; Elec. Util., Transit Syst, Airport.
Iowa City, IA., 45,000 poP., reported to CM '71 - '73
.
Labor Relations Director
Three (3) bargaining units, transit operations, 600 EEls.
Stillwater, OK., 35,000 pop., '71 - '73
HR/LR Director & Asst. to City Manager
Two (2) bargaining units; Elect. Util., 400 EEls.
Oakland County, MI. 1969 -71
HR/LR Analyst
Ten (10) bargaining units; Airport, Hospitals, plus all traditional full-service
county ops; 3000 EE's.
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OTHER WORK EXPERIENCE (full and/or part time)
University Instructor: Univ. of Missouri Columbia, Washburn U.
Management Seminar Leader: prof. associations, Maricopa Comm. ColI.
Writer: see publications list
Civil Defense Coordinator: Stillwater, OK.
Math Instructor, Sub. Teacher: Detroit Public Schools
Group Social Worker: CYO, Detroit
Postal Clerk/Carrier: US Postal Service, Southfield, MI.
Professional Singer/Guitarist: Many Places
Wilderness Camp Counselor: Boyls Clubs/Detroit
Construction/Steel-Worker: Kelsey-Hayes, Paragon Steel
Photographer: Free-lance, Para-Professional
TennisfPhys.Ed. Instructor: Kirkwood Community Col., lA.
Account Clerk: Hostess Cake Co.
Correspondence School Instructor: lCMA
EDUCATION:
Cass Technical HS, Detroit: Sci. & Arts, Accelerated/Gifted Student Program
University of ColoradofBoulder: Engineering, Lib. Arts.
Wayne State UniversityjDetroit: BA: Industrial Sociology
Wayne State UniversityjDetroit: MA: Sociology Candidate
Professional/continuing ed: avg. 2/yr in legal &/ or financial subjects.
MISCELLANEOUS:
Econ. Dev. Board Chair (Gilbert, AZ)
Member of College and adult education advisory boards.
Many pastimes: regionally ranked tennis player, mtn. biker, rUlUler, rock/ mtn.
climber, photographer, skier, ...
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SUMMARY OF ADMINISTRATIVF/MGT EXPERIENCE
FINANCE
P & L responsibility with fellow company officers in $200 & $84 Million privately
held organizations; active with strategic corporate/business development,
assessing acquisitions/ divestitures, writing grant proposals, debt restructuring,
buy-out costing/negotiating, fiscal reporting/budgeting/projections,
accountability budgeting; completed a $22.5 Million sale/lease-back. Supervised
Accounting, Payroll and Information systems staffs. Participated in "ORACLE"
implementations.
Responsible for managing a $140 million benefits/insurance program, including:
developing and implementing a cash-flow system, a minimum-premium funding
mechanism, administering contracts, preparing forecasts/reports...
Conducted numerous performance audits, managed self-funded risk-mgt
programs, prepared/ reviewed RFP's for capital purchases and services,
managed pension plans, made actuarial projections.
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GENERAL MANAGEMENT
Planned/implemented many organizational restructurings; managed
projects/ operations/ staff; working knowledge of modern management concepts
(TQM, JIT, SYNCH. MFG., SPC, OPEN SYSTEMS, ERP); managed $8M and $2M
construction projects, opened a Mexican manufacturing facility, managed several
multi-million dollar construction projects, developed/implemented product lines
in hospital ops.; implemented productivity and performance incentive programs;
decentralized management; authored policy/procedure manuals and
handbooks; worked as lobbyist! thoroughly familiar with legislative processes;
devised numerous data systems; PC literate; multi-lingual! culturaL.proven
leader with high expectations.
MARKETING/SALES
Trained staff in effective marketing and customer relations teclmiques; marketed
my own services on a full/part time basis in various short and long-term
consults; authored several articles; active on local economic development
boards. Effective debater/ advocate/negotiator with excellent affect, presence
and appearance. Considerable experience with media (TV, Radio, Print);
extensive work in developing audio-visual presentations and newsletters; wrote,
directed and narrated promotional and training videos; award-winning
photographer.
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HUMAN RESOURCES/LABOR RELATIONS
Expert-level, hands-on knowledge, skills and abilities: all aspects of HR and
Labor Relations (taught a graduate course, Univ./Missouri-Columbia; presented
many national and regional seminars for professional associations on HR/LR).
Chief Negotiator & Mgt. Advocate: arbitrations & most federal forums.
Expert witness/federal trials; implemented many novel solutions to problems.
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MICHAEL W. SMITH
3430 Northwest 20th Avenue Oakland Park, FL 33309
Phone: (954) 486-9800
E-mail: m_smyth@hotmail.com
Summary
A successful city manager of more than five years who offers a proven record in public services with in excess of 20 years
experience in a broad range of arenas. Areas of expertise include community redevelopment, annexation, economic
development, human resources, budget development, labor relations, risk management, grants administration. I strive to
forge consensus among elected officials, engage community organizations and build partnerships between the city and
other external organizations.
Experience
City Manager - City of Dania Beach, FL
1995-2001
Dania Beach located in Broward County, the second largest county in Florida, is a full service city with a population of
20,000. Dania Beach is a coastal community and is home to the Fort Lauderdale-Hollywood International Airport and Port
Everglades. Marine, design and tourism are the three most significant industries. Dania Beach has maintained small town
qualities in a metropolitan setting.
Duties and Responsibilities:
· Chief Executive Officer of a municipal government with 175 employees and combined operating budgets of $24
million. Oversight responsibility for police, fire/rescue, growth management, pubic works/utilities, stormwater
management, parks and recreation, fmance, and administrative services.
· Implementation of commission directed policy. Administration of day-to-day operations as well as identification
and resolution oflong-range issues.
· Preparation and administration of operating budgets.
· Negotiation with pubic and private sector entities on a variety of issues ranging from economic development to
service contracts.
Accomplishments:
· Conducted a successful annexation campaign, which added 8000 new residents and additional revenue of $5
million dollars.
· Upgraded community image through raising the community code and development regulations, landscape
improvements along city's main corridors and renovations to public facilities. Obtained Florida Main Street
designation, the first in Broward County. Worked with Main Street organization to develop a low interest loan
program for faryade improvements. Created a promotional video for the City.
· Initiated inclusive visioning process with City Commission, residents, and business organizations. Sessions
focused on neighborhood issues, redevelopment and land use.
· Enhanced public safety through upgrading of fue-rescue equipment and additional police staffing funded through
the federal Universal Cops program. Obtained in excess of one million dollars in grant funds for public safety
from a variety of county, state and federal sources. Through a specially created code team, aggressively pursued
demolition of unsafe structures.
· Significantly upgraded city infrastructure through 3 year paving program, and water and sewer line replacement.
Completed neighborhood sidewalk curbing and landscaping projects utilizing CDBG funds. Created and
implemented special assessment programs for storm water management, solid waste and fue protection.
.
.
.1
· Established a Broward detention work program with BSO to assist with community clean up and community
appearance projects saving the city over $11,000 per month.
· Initiated computer systems upgrade using Citysofl software enabling all departments to share data.
· Increased public participation through development of a city website, quarterly educational forums on city
government, publication ofmontWy newsletter, and regular involvement with community and civic organizations.
· Negotiated lease of city property to Florida Board of Regents for F AU Sea Tech facility to convert a decaying
entertainment complex to state of the art research facility and an ongoing consulting relationship with Florida
Atlantic University.
· Improved parks through LLEBG, Broward Beautiful, FIND, BBIP and FRDAP programs using $780,000 in grant
funds.
Director Personnel/Community Development-City of Dania Beach
1984-1995
Accomplishments included:
· Developed and administered cafeteria benefits program which included self funded, managed care health and
dental insurance programs.
· Negotiated affordable labor contracts with AFSCME, IAFF and PBA unions while establishing an organizational
climate based on trust, respect and fairness, thereby virtually eliminating labor related suits and grievances.
· Coordinated claims against the City for workers compensation, liability and property loss.
· Administered CDBG program resulting in over $5 million in funded projects.
· Served as interim Parks and Recreation Director for 7 of 11 years in addition to regular duties.
Director PersonnellRisk Management-City of Lauderhill
1980-1984
Established professional personnel department and structure for the first time in this city of 40,000. Areas of responsibility
included human resources, labor relations, risk management and employee benefits. Improved labor climate from one
marked by frequent arbitrations and civil service board proceedings to a cooperative and trustful environment.
Education
Florida Atlantic University
1979/80
Completed 80% of required coursework for Master of Public Administration
University of Florida 1978, BA (Political Science)
Professional/Personal Affiliations
Broward City/County Management Association
Board of Directors - Marina Mile Association
International Personnel Management Association- S. FL Chapter (Past President)
Public Risk and Insurance Management Association (past affiliation)
Kiwanis Club ofDania Beach- Past President and current member
.
Dennis R. Sparks
2308 Jackson Street
Hopewell, VA 23860
(804) 458-7393
den830@aol.com
Summary of Qualifications
MBA - Administration & Finance, Virginia Commonwealth Dniv., 1976
BS - Business & Law, Virginia Commonwealth Dniv., 1974
25 years senior management, 15 years public administration.
Organizational development, budgeting, planning, code enforcement.
Economic development, fmance, personnel, public relations.
Director of Finance & Administration - state agency
Virginia Supreme Court Certified Court Mediator
County Administrator - pop. 18,000 to 72,000
City Manager - pop. 7,500 to 33,000
Full Member - ICMA
Experience
City Mana{!er - City of Moraine, OH. May 2000 - Nov. 2000
Contact: John L. Grumbles, HR Dir. (937) 299-7312 City Hall, 4200 Dryden Rd., Moraine, OH 45439
Council-Manager form of government. Population: 33,000 day, 7,500 night. $26 million budget. General Motors factory city.
Managed the city government as CEO by Charter. Supervised 11 department heads with 366 employees (150 FT, 37 PT, 114 seasonal,
.65 youth corps.), providing quality customer services to the citizens, including Administration, Personnel, Information Technology, Fire
Dept.- Fire/Rescue, Police Dept., Street Dept. & City Garage, large Parks & Recreation Dept., Building Inspection & Code
. Enforcement, Economic Development, Engineering, City Maintenance. The city has a very large new recreation center and wave-pool
(waterpark). New business development and business retention was strong and successful. Responsible for $26 million budget, sign and
administer all city contracts, work closely with the Law Department. Assisted in negotiation of union contracts), served as hearings
officer and decided union grievances as appeals officer (FOP, IAFF, AFSCME). Represented the city as CEO - in litigation cases,
allocation of resources, team leader, and public relations. Implemented Council policies, decisions, and ordinances. I was their 4th of 6
City Managers in a year.
Salary: $78,354.
Actin{! County Administrator - County of Louisa, VA. May 1999 - Nov. 1999. Salary: $55,000-$69,000
Contact: Patrick 1. Morgan, Cn Atty: (540) 967-0401 County Admin. Bldg., I Woolfolk St., P. O. Box 160, Louisa, VA 23093
Represented the Board of Supervisors. Promoted from Assistant County AdministratorlDirector of Finance. Prepared $45 million
budget. Population 24,000. Supervised 9 Department Heads with 169 employees. Implemented Board policies, decisions, and
ordinances. Functions included Public Works, Parks & Recreation, Finance, Personnel, Management Information Systems, Emergency
Services, Emergency Medical Services, Buildings & Grounds, Animal Control, Landfill, Refuse Sites, Economic Development, Grants
Writer, Office on Youth Services, Planning & Zoning, and Building Inspections. Also served as Finance Director, Personnel Director,
Purchasing Director, and supervised the Network Administrator. Public relations. Team Leader and facilitator.
Fiscal Officer - State of Virginia, Richmond, VA. Feb. 1992 - May 1999.
Contact: Personnel: (804) 674-3000 DOC, 6900 Atmore Dr., Richmond, VA 23225
Fiscal Officer - Department of Corrections. Perform accounting & training in Inmate Trust Fund Accounting. Financial special projects.
Supervised a staff of Accountants that produce over 350 financial reports a year including financial reporting and inmate trust
accounting. Supervised accounts payable for the construction of 5 new prisons. Periodically conduct audits of the business office in
major prisons. During two months leave of absence, served as the frrst City Administrator of Shawano. Transferred, by legislative
action, to the Department of Corrections on July 1, 1995. (CPO) Director - Division of Finance & Administration for the Virginia Parole
_Board (Fiscal Officer), 2/92-7/95. Advised and assisted the Chairman. Managed areas of responsibility that include budgeting,
ccounting, human resources, purchasing, and administrative support functions. Served as the agency's Fiscal and Personnel Officer.
Prepared and administered the agency's $2.5 million annual budget using IBM compatible personal computers and on-line mainframe
connections to the state system using Microsoft Word, Microsoft Excel. Created, organized, and became Captain of, the state's frrst
interagency Emergency Medical Services Response Team.
Salary: $50,000-$58,000
Dennis R. Sparks
Page Two
.
Mana2ement Consultant - Sparks Media, Inc.
Out of business. (Was in Bowling Green, V A)
1984 - 1992.
Salary: $48,000
(CEO) President & Management Consultant. Provide management consulting services to the public and private sectors. Assisted clients
in training employees, complying with government regulations, and building successful organizations. My experience includes public
relations, aviation, economic development, streamlining governmental budgets, accounting and purchasing systems, obtaining federal and
state grants, writing policies and procedures, building teamwork and organizational development for efficiency and effectiveness.
Functional higWlghts are:
Government - Obtained four economic development prospects for Caroline County, V A, as County Administrator during
three months in 1985. During 1986, on a six-month consulting project, I obtained federal FEMA funds for the Town of
MarIinton, WV, to assist in the recovery from a disastrous flood. Developed municipal personnel, procurement, aviation,
and business policies. Assisted several school systems with employee training.
Training - Wrote and published employee training materials and an OSHA safety training fihn, with national distribution
including federal agencies.
County Administrator - Washington County, VA.
Contact: James P. Litton: (540) 628-3246 205 Academy Dr., Abingdon, VA 24210
1981 - 1984.
Salary: $35,000
(CAO) Position similar to City Manager or County Manager. Managed this county, as the Chief Appointed Official, for the Board of
Supervisors. Population 72,000, including a city of25,000, in a SMA area of250,000 people, with a growth rate of27%. Supervised 12
dept. heads with 270 employees. Implemented Board policies, decisions, and ordinances. Prepared the annual county budget in excess
of $30 million. Very successful in economic development, with over $45 million in revenue bonds issued in a single year. Streamlined
the accounting & budgetary systems; established the county's first Central Accounting, Central Purchasing, and Legal Services
departments. Wrote & implemented the county's first pay & classification system and performance evaluation system Full range of
local government services, including: accounting; purchasing; legal services; building inspection; planning & zoning; emergency
services; parks & recreation; animal control; cannery; personnel; code enforcement; airport; library; water & sewer; economic
development; social services, etc. Although not a campaign issue, I was terminated by a one-vote margin of a newly elected Board right
after elections, without any reason ever given. I was the 14th County Administrator in 17 years for this county.
. County Administrator - Page County, VA. (Tourist County) 1978 - 1980.
All references now deceased. Admin.: (540) 743-4142 County Admin. Bldg., Court St., Luray, V A 22835
Salary: $20,000
(CAO) Served as the first County Administrator for this scenic Shenandoah Valley county in the Blue Ridge Mountains of Virginia.
Population 20,000. Implemented Board policies and prepared the Board's meeting agendas. Supervised six department heads with
100 employees. Organized county administrative operations. Prepared the county's annual budget and managed capital
improvements. Served as Personnel Officer. Wrote the first personnel policy. Officially represented the governing body in public
and media relations and to the community, state legislative committees, and other governmental and corporate officials. Successful
in economic development and water and sewer projects for residential and industrial communities. Addressed the Rotary, Ruritan,
Kiwanis, Lions, Professional Women's Business, and 4-H Clubs; the Chamber of Commerce; High School government classes. .
This county is the heart of tourism in the Blue Ridge Mountains and Shenandoah Valley of Virginia. Resigned for career
advancement.
Public Service Appointments
Advisor - Industrial Development Authority - Page & Washington Counties
Advisor - Planning Commission - Page & Washington Counties
Director - Lord Fairfax Emergency Medical Services Council- Board of Directors
Director - Emergency Services - Page County, VA
Airport Commissioner - Virginia HigWands Airport Commission
Emergency Medical Technician (EMT) - National Registry ofEMTs & Virginia.
Captain - EMS Response Team - VA Parole BoardlDept. of Corrections.
CPR Instructor - Volunteer. American Red Cross and American Heart Association.
Airport Manal!er. Chief Pilot & Flil!ht Instructor - Virginia Aviation, Inc.
OUlofbusiness. (Was Hopewell, VA)
1968 - 1978.
~CEO) Organized and managed this airport and Fixed Base Operation in compliance with FAA & V A regulations. Provided a full range
.f aviation services, including major and minor maintenance, charter service, flight and ground school aviation training which was V.A.
and FAA approved. Developed flight & ground school curricula. Negotiated contracts for services, leaseback agreements, Army ROTC,
and special education programs. Chief Pilot and Chief Flight Instructor - FAR Parts 135 & 141 - taught aviation Private, Commercial,
Instrument, and Seaplane Pilot ratings. Tenant and vendor relations; facilities management; business development. ATP, CFII,
ASMELS.
.
References
Dennis R. Sparks
2308 Jackson Street, Hopewell, VA 23860
den830@aol.com
(804) 458-7393
NOTE: Bold indicates preferred number.
Reference
Home Phone
Office Phone
Occupation
James (Jim) P. Litton (540) 628-3246 n/a Cattleman, Developer
15060 Litton Road (> 8:00 pm ET) former Chairman, Washington County
Abingdon, VA 24210 Board of Supervisors (Independent)
FORMER SUPERVISOR, DEVELOPER
Bobby W. Sproles (540) 669-2392 (540) 669-2500 Grocery Store Owner
22477 Benhams Road former member Washington COWlty
Bristol, V A 24202 Board of Supervisors (Independent)
FMR. SUPERVISOR OWNS GRO. STORE
John W. Wade, Jr. (804) 530-5007 (804) 674-3268 Human Services Program Supervisor
14757 Ramblewood Drive Planning, Evaluation, Certification Dept.
Chester, VA 23836 V A Dept. of Corrections & V A Parole Board
6900 Atmore Drive, Richmond, VA 23225
PEER
Donald W. Whitman (513) 539-0906 (513) 539-7374 City Manager
201 Rachel Lane dandaawlalgatewav.net whitmandlalmonoreohio.or~ City of Monroe
Monroe, OH 45050 P.O. Box 330, Monroe, OH 45050
PEER
Patrick 1. Morgan (804) 556-6023 (540) 967-0401 COWlty Attorney
P.O. Box 102 cinnoi(a).iWlo.com pmorgan(a).louisa.org COWlty of Louisa
Louisa, VA 23093 P. O. Box 160, Louisa, VA 23093
PEER
Rick Crosby (540) 582-8265 (540) 967-0401 Network Administrator
3515 Shirley's Hill Road rcroz(a).erols.com rcrosbv(a).louisa.com COWlty of Louisa
Partlow, V A 22534 P. O. Box 160, Louisa, VA 23093
DEPT. HEAD - WORKED FOR ME
Patrick J. Kaveney (804) 262-3001 (804) 780-5633 Director of Finance
2413 Fruehauf Road oiklalrichmond. inti .net kaveneoilalci .richmond. va.us Industrial Development Authority
Richmond, VA City of Richmond
900 E. Broad Street, Richmond, VA 23219
DEPT. HEAD - WORKED FOR ME
Duncan Mills (804) 270-0894 (804) 674-3131 Classification Board Member
10800 Sebring Drive millscd(a).i2020.net Virginia Department of Corrections
Richmond, VA 23233 Classification Section
6900 Atmore Drive, Richmond, VA 23225
FRIEND & PEER
John 1. Grumbles (513) 755-1232 (937) 299-4859 Human Resources Director
8353 Cannon Knoll Ct. j grumbles(a).donet.com City of Moraine
West Chester, OH 45069 4200 Dryden Rd., Moraine, OH 45439
DEPT HEAD
Hon. Riley Ingram (804) 458-2823 (804) 458-2202 State Delegate & Real Estate Broker
714 Cedar Level Road (800) 371-0900 3302 Oaklawn Blvd., Hopewell, VA 23860
FRIEND
oody Howard (937) 298-7639 (937) 299-6545 Chief City Mechanic
2836 Cadillac St. Vance Rd., City of Moraine, Ohio
Moraine, OH 45439 EMPLOYEE
.
.
.
TERRANCE (TERRY) STEWART
1711 NW 108 Avenue
Pembroke Pines, Florida 33026-2273
(954) 433-5833 Voice
(954)433-5844 Fax
terrances@hotmail.com
SUMMARY
A seasoned manager with innovative leadership expertise. Achievement-oriented and outcome
focused with proven communications, organizational and analytical skills. Thirty-one years in
government with more than twenty-five years of upper management experience including six years
at executive level as Assistant City Manager. Specific expertise in the following areas:
· Governmental Operations: Departmental and Executive Level
· Project and Program Development
Relations
· Organization and Administration
· Public and Community Relations
Finance and Budgeting
Management- Labor
Motivation
Public Safety
RELEVANT PROFESSIONAL EXPERIENCE:
Assistant City Manager, City of Pembroke Pines, Florida
1994 to Present
The Assistant City Manager partners with the City Manger in administering the day to
day operations of the City, in establishing and implementing long range planning, development
of goals and objectives, preparation of the proposed budget document, labor negotiations, project
management, needs analysis, mentoring and development of subordinates.
Primary areas of responsibility are overseeing Finance, Information Technology, Parks
and Recreation and Community Services as well as being entrusted with final approval on all
purchase requests and payments for all City departments. Previously held responsibility for
Police, Fire, Human Resources, and Risk Management/Insurance Services. Also serve as the
City Manager's liaison with the PoliceIFire Pension Board and play an active role in preparation
of municipal pension legislation.
Assistant Fire Chief, City of Pembroke Pines, Florida
1989-1994
Responsible for coordinating and facilitating the efforts of all divisions, long range
planning, budgeting, project assignments, career development of subordinates, analysis of needs,
development of goals and objectives, incident command and Acting Chief in the Fire Chiefs
absence.
Fire Chief, City of Lauderdale Lakes, Florida
1970-1989
Progressed through departmental ranks to Fire Chief in 1987. Served as second-in-
command capacity in rank of Captain and Assistant Fire Chief from 1974 to 1987.
.
.
.
RESUME: TERRANCE (TERRY) STEWART
Laborer, City of Lauderdale Lakes Public Works Department
1969-1970
OTHER EXPERIENCE
Adjunct Professor, Nova Southeastern University, Ft. Lauderdale, Florida
Adjunct Professor, Broward Community College, Ft. Lauderdale, Florida
EDUCATION:
Master of Public Administration Degree, Sigma Beta Delta National Honors Society
Nova Southeastern University, Fort Lauderdale, Florida 1998
Bachelor of Science Degree in Business Administration, (With Distinction), with a specialty
in Legal Studies. Alpha Chi National Collegiate Honors Society
Nova University, Fort Lauderdale, Florida 1990.
A.A. Degree, with honors 1975, A.S. Degree in Fire Science Technology, with honors 1974
Broward Community College, Fort Lauderdale, Florida
PROFESSIONAL AFFILIATIONS
· Broward City/County Managers Association: Served as Vice President for 2000; served
two terms as Secretary !Treasurer
· Florida City/County Management Association
· International Personnel Management Association
GENERAL INFORMATION:
· Member of the City of Pembroke Pines Labor Negotiations team negotiating with all three labor
units: Police, Fire and General Employees, 1994 to present
· Appointed to Broward Addiction Recovery Center Advisory Board by the Broward County
Board of Commissioners
· State of Florida Worker's Compensation Employer's Advisory Committee
· Administrative liaison with Arts and Culture Advisory Board and Home Day Care Advisory
Board
· Member Kiwanis Club of Pembroke Pines Board of Directors.
· High School Student Mentor through Nova Southeastern University's Enterprise Ambassadors
USA program, 1996 to present
· United Way Leadership Contributor and Campaign Chair for the City of Pembroke Pines, 1992
through 1999. Member of United Way Broward Allocations Committee 1994-1996, Campaign
Cabinet member Vice-chair of Government Committee1998-1999
· Chamber of Commerce: Board of Directors 1997-1999, Chair of Diversity Committee,
Leadership Class X graduate, Leadership Committee member. Received the Chamber's 1998
Pinnacle Award and 1998 Distinguished Leadership Alumni Award
· Honorary Board member and amateur actor/singer with the Pembroke Pines Theatre of the
2
RESUME: TERRANCE (TERRY) STEWART
Performing Arts
. . V olunteer with Children's Harbor Charity
.
.
3
.
Steven A. Tolle
4301 S. Pierce St. lA
Littleton, CO 80123
(303) 973-5401
villatollesk@Worldnet.att.net
City Management and Administration
Planning/Managerial Background:
A specialist in the planning, management and directing of city,
facility and business development with an exceptional track record
of on-budget, on-time performance. Specialist in strategic and city
planning. Project management experience in construction, facility,
transportation and municipal systems and structures. Formally
trained in budget development and management, consensus
building, contracting, problem solving and design for community
and business expansion and development.
Years of Experience: 30
Educational Background: MA, Strategic Studies, Naval War College
MS, Transportation Planning, Florida Institute of Technology
. BA, History. Tulane University
Professional Experience
Director, Strategic Planning and Operations, Carlisle Barracks, P A, 1999-2000.
Managed the preliminary and detailed development of the college and community
development plans. Wrote the budget planning guidance and procedures for the professiona~
engineering, and teaching staffs and community managers. Proposed and chaired the community
town meetings to distnbute infonnation, gain knowledge and gain consensus for the community
development plans. Directed the staff that conducted the community infrastructure and staffing
evaluations. Identified and established the process to leverage commercial contracts for
construction, repair and improvements. Led the Total Quality Management analysis of the core
competencies, missions and functions for the community and the resident college. Served as the
liaison and conduit with all of the local government, business and community leaders to obtain
support and assistance in the execution of the master plan. Established internal and external
metrics and a system to allow functional, fiscal and effectiveness evaluation. Identified cost
units for provided services and functions, developed usage and need requirements and proposed
changes as required
.
Chief Executive Officer and Construction Manager, Doha, Qatar. 1998-1999.
Wrote and executed the construction and activation plans for the establishment of the
largest US facility and city in the Middle East. Supervised the work of three civilian engineering
.
Steven A. Tolle
Page 2
finns in the $l20M construction contract for buildings, roads, power, water and sewer systems,
single and multi family residential and recreation fucilities. Convened in process review panels
with the contractors, the local government officials and the staff to ensure on time and below
budget completion. Wrote the first transportation master plan for the development of the key
roads, the port upgrade and the expansion of the freight terminal at the commercial airport.
Initiated the plan to improve corporate and educational support for the community locally.
Managed the public information and media relations' plans and efforts to leverage support and
assistance to the program. Initiated local purchase and labor contracts to lower costs. Designed
the media and diplomatic program to inform and obtain support from the surrounding
communities.
.
Chief Operations Officer and Logistics Officer, City Manager, Sinai, Egypt. 1996-1998.
Staff: installation and community plamer and the business manager for the largest two
multinational cities in Egypt. Directed the development, engineering, support, recreation,
education and maintenance programs with an annual budget of over $27M. Introduced
outsourcing, local purchase and civilian contracting procedures to the force and reduced the
annual costs by over $lM in the first year. Wrote the construction and engineering master plan
to upgrade the housing, roads, water treatment and conservation programs and the educational
and recreational opportunities for the residents of both cities. Developed historical preservation
planning guidance for all construction and town infrastructure improvement contracts. Directed
the business and planning organization dealing with the local governments to obtain zoning,
engineering and construction plan approvals.
Career logistician, city planner and business executive, worldwide. 1971-1996
An expert on business and logistical support for town and fucility development,
engineering upgrades and community management worldwide. Negotiating authority and
contracting authority experience exceeding $150M for construction, $50M for service contracts,
purchasing and utilities and $25M for capital improvements. Consultant on management,
planning, contracting and education. Proven manager, leader, communicator and an expert at
public relations and problem solving. Professional instructor, briefer and negotiator with
expertise in federal, state and county regulations and procedures. Formal training in budgeting
and financial management procedures utilized by towns, fucilities and organizations. Proven
manager, communicator and supervisor, with experience in public and media relations. Trained
negotiator with expertise in federal, state and local regulations applicable to contracting,
personnel management and financial operations.
Professional Certifications
.
Certificate: Total Quality Management
Certificate: Force Structure and Staffing Development
Certificate: Transportation Planning and Analysis
Certificate: Maintenance and Supply Management
Certificate: Contracting Officer
. MICHAEL D. UNDERWOOD
5289 BROWN STREET, GRACEVILLE, FLORIDA 32440 (850) 263-1782
OBJECTIVE
IN ORDER TO FURTHER THE ADVANCEMENT OF MY CAREER OF WORKING WITH
LOCAL GOVERNMENT AGENCIES, I AM SUBMITTING THIS RESUME' CONTAINING
INFORMATION NECESSARY TO MAKE APPLICATION FOR THE JOB OF CITY
MANAGER OF CLEARWATER FLORIDA
EXPERIENCE
.
GRACEVll..LE. FwRIDA
City Afanager, Novemher, 1997 to date.
Responsibility is to carry out the policies set by the City Commission. This also
includes preparation of annual budget; budgeting control; personnel
management; purchasing control; problem solving; grant writing;
governmental policy adherence; intergovernmental and public relations.
During my tenure, the City h~ received $4.5 million in grants. I have worked
the Florida legislature to secure funding of $1.5 million to assist in alleviation
of waste water problems.
JOHNSON COUNTY, GEORGIA
County Administrator, January, 1995 to November, 1997.
Responsibilities included preparation of annual budget; budgeting control;
personnel management; purchasing control; fringe benefit agency
determination; landfill and solid waste management; grant wntmg;
governmental policy adherence; intergovernmental and public relations; public
works; ADA building compliance; courthouse rehabilitation.
.
Accomplishments included:
Rehabilitation of an 1895 Courthouse.
Receipt of$212,000 CDBG Grant~Adult Literacy Center.
Construction of a 6,500 sq. ft. Health Center~ CDBG application ~ $400,000
grant.
Construction of a 4,500 sq. ft. Senior Center ~ CDBG application - $417,000
gran 1:.
Local Development Fund Grant ~ Depot Rehabilitation ~ $20,000 grant.
Completion of road paving projects.
.
.
.
MICHAEL D. UNDERWOOD
RESUME', CONTINUED
UNDERWOOD & AssOCIATES
Administrator and Planner/Grant Writer, June, 1993 - January, 1995
Served as a consultant for cities and counties, providing grantsmanship and
administrative services.
City of Monticello, Georgia - administrative duties- CDBG grant $250,000.
City of Oconee, Georgia - administrative duties - CDBG grant $267,000.
City of Davisboro, Georgia - administrative duties - CDBG grant $250,000.
Johnson County, Georgia - administrative duties - CDBG grant $400,000.
UNDERWOOD ApPRAISAL SERVICES
Registered Appraiser, June, 1993 - January, 1995
Provided contract appraisal services for Sheppard Appraisal Services, located in
Milledgeville, Georgia.
OCONEE REGIONALDEVELOPMENTCENTER, MILLEDGEVILLEGEORGIA
Director of Economic Development, Apri~ 1987 - June, 1993
Managed the Economic Development Department in addition to serving as
Program Coordinator for the Oconee Area Development Corporation.
.
.
.
MICHAEL D. UNDERWOOD
RESUME', CONTINUED
EDUCATION
CER17FIED MUNICIPAL OFFICIAL (1999)
COMPLETION OF PRESCRIBED COURSEWORK IN THE
1999 INSTITUTE FOR ELECTED MUNICIPAL OFFICIALS
CERTIFIED COUN1Y OFFICIAL (1997)
COMPLETION OF PRESCRIBED COURSEWORK IN
THE COUNTY COMMISSIONER'S/OFFlCIALS TRAINING PROGRAM
REGISTERED REAL ESTATE APPRAISER (1993)
R1/G1, "FOUNDATION OF REAL ESTATIAPPRAISAL"
R2/G2, "APPRAISING THE SINGLE FAMILY RESIDENCE"
RS/GS, "STANDARDS OF PROFESSIONAL PRACTICE"
ECONOMIC DEVELOPMENT INSTITIJTE. UNlVERSIlY OF OKLAHOMA
YEAR 1, "COMMUNITY PREPARATION", 1987
YEAR II, "COMMUNITY PROMOTION", 1988
ECONOMIC DEVELOPMENT FINANCE PROFESSIONbL
CERTIFICATION (1989)
ED101, "ECONOMIC DEVELOPMENT FINANCING"
ED201, "BUSINESS CREDIT ANALYSIS"
ED202, "REAL ESTATE FINANCING"
ED300, "THE ART OF NEGOTIATION AND DEAL STRUCTURING"
GEORGIA COLLEGE AND STATE UNIVERSITY. MILLEDGEVIUE. GEORGIA
BACHELOR OF BUSINESS ADMINISTRATION
.
MICHAEL D. UNDERWOOD
RESUME'. CONTINUED
REFERENCES
Mr. William S. Rimes, CEO
West Florida Electric Membership Corporation
P.O. Box 127
Graceville, Florida 32440
(850) - 263-3231
.
Mr. Rory Cassedy
Governmental Affairs Manager
Waste Management
P.O. Box 4490
Ft. Walton Beach, FI 32548
(850) 244-3970
Representative Bev Kilmer
District 7, State of Florida
2867 Jefferson Street
Marianna, Florida 32448
(850) - 488-2873
Chief Elton Horton
Chief of Police
P.O. Box 637
Graceville, Florida 32440
(850) - 263-3944
.
Mr. John Wayne Smith
Associate Director of
Legislative Affairs
Florida League of Cities
P.O. Box 1757
Tallahassee, Fl 32302-1757
(850) 222-9684
Mr. Mike Murphy
Wm. Bishop Engineers
P.O. Box 3407
Tallahassee, Fl32315
(850) 222-0334
Mr. Frank Bondurant
Attorney at Law
P.O. Box 854
Marianna, FI 32447
(850) 526-2263
.
919/602-5241
City Manager
PROFILE:
EXPERIENCE:
.
.
James R. Vespi
100 Dumnonia Court
Cary, NC 27513
jimvespi@aol.com
Comprehensive experience in public administration with an in-depth
background in strategic planning, public works, project management, budgeting,
contract administration, and personnel management.
Proven track record of process improvement and cost reductions; understand how to
use performance measures to optimize resource utilization and achieve strategic
goals.
Skilled in all aspects of communications; can prepare and deliver presentations for
elected officials, staff or stakeholders; can write clear policies, procedures and
contracts.
Proficient problem solver, who knows when to act quickly or be deliberate. Can
work independently or with a team.
Experienced with developing and motivating productive teams.
Vespi Associates, Ltd.
1999- Present
Owner: Specialized in strategic and operations planning, organizational change, and
performance improvement. Assisted companies with improving management processes,
reducing costs and building information based organization.
Clients include:
> Miyoshi Precision, a contract manufacturer, headquarters in Singapore
· Strategic planning, developed organizational change plan
> IBM Asia-Pacific, headquarters in Sydney, Australia
· Developed regional and local operations center plans for Y2K
· Provided technical support, conducted Y2K site program reviews
· Conducted contingency planning training, reviewed plans
NC State University
1993-1998
Director, Facilities Operations: Responsible for 9 million SF of buildings, staff of
600, operating budget of $38 million, utilities, roads, and 1500 acres of grounds.
> Developed project concept, including financing, and contract documents,
provided senior leader oversight for the replacement of a 25 MY A with a 50
MV A electric substation; project management innovations employed cut
costs and reduced project schedule; project life cycle savings $15.5 million.
> Introduced budgeting, activity accounting and material management
practices resulting in the identification of $900,000 available for
reallocation to operational priorities.
> Developed a pay-for-skill maintenance-training program, which improved
the skill levels of trades and has become a national model for other
organizations.
> Established comprehensive safety program substantially reducing the
organization's regulatory and liability risks and the number of personal
injury incidents.
James R. Vespi
Page Two
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EDUCATION:
. CERTFICATIONS:
> Upgraded building systems and retired longstanding maintenance and repair
backlog by developing and implementing an innovative capital budgeting
strategy.
> Improved services and performance of department activities through
training and development of unit leaders, information sharing across
functional lines, creating team environment and establishing
ownership by linking control with accountability for results.
State University of New York
College of Environmental Science and Forestry
1987-1993
Director, Physical Plant: Responsible for five campuses covering 25,000 acres with
80 miles of roads, bridges, a paper plant, water and waste processing facilities, one
million SF of buildings and a large motor fleet that included boats, logging and
construction equipment.
> Improved maintenance productivity by 65%
> Implemented motor fleet operating procedures allowing the operation to
become financially self-sufficient increased customer satisfaction and
reliability of fleet equipment.
> Delivered cost savings by introducing process changes and performance
standards for design process of repair and maintenance projects and
construction management practices.
> Designed a handling process for barge transport and pumping of fuel and
developed procedures greatly reducing safety and environmental risks at a
remote teaching and research facility.
> Planned and executed environmental clean up projects for fuel and
chemically contaminated sites. Projects reduced organizational exposure to
fines and public relations problems.
State University aiNY Health Science Center at Syracuse
1983-1987
Director, Physical Plant: Responsible for operations, maintenance, safety and
building code compliance of a 2 million SF, 250-bed teaching hospital and research
facility. Managed a budget of $12.5 million and staff of250.
> Developed specifications for computer based planning and scheduling
activity resulting in improved services and reduced costs.
> Reduced maintenance service contract costs for building management and
fire safety systems by 36%.
> Developed and presented a supervisor training program, resulting in
improved unit performance and a reduction in the number of grievances.
M.A. Public Administration, Syracuse University
B.T. Industrial Engineering, State University of New York College of Technology
Graduate of the Strategic and Operations Planning curriculum of the US Army
Command and General Staff College
Certified Plant Engineer (CPE) # 4081
Microsoft Certified Systems Engineer (MCSE) MCP ill # 1790902
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BILL WALLETT
1616 SW 149 Avenue
Pembroke Pines, Florida 33027
Res: (954) 432-9898
Bus: (954) 349-9988 Ex. 110
CAREER SYNOPSIS
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· Public administrator at the federalleve/.
· Directed an agency providing services to an entity of 103,000 people.
· Developed and established plans and policies and oversaw a staff of 6,000.
· Managed full range of support services including administration, budgets, finances,
safety, facilities, equipment, vehicles, training and human resources.
· Negotiated contracts and managed contractors.
· Only department to come in under budget for travel and training.
· Assigned as "trouble shooter" to substandard organizations.
· Nominated for manager of the year.
· Agency selectee for Equal Employment Opportunity Supporter of the year Award.
· Member of The United Nations as a representative of The United States.
· Negotiated aircraft landing rights with Israeli government and monitored cease-fire.
· Liaised with members of 23 other nations.
· Directed full range of services for a not-for-profit organization.
· Developed procedures which remedied the dysfunctional relationship between the
council and the staff.
· Brought spending under control for the first time in five years.
· Experience, and training, in environmental, health, safety, OSHA, EPA and DoT.
COMMUNITY INVOLVEMENT
· Board member of a national organization helping the disadvantaged.
· Vice President of an international service group of volunteers.
· All Indian Pueblos' Two Worlds Project.
· Leadership in various efforts to improve the community.
· President Of The Sheriffs Reserve Officer Association.
EDUCATION
· Bachelor of Arts in Economics and Business Administration - Graduated Cum Laude
· Advanced Graduate Studies in Management - Maintained an A average
· Administrative Management/Executive Training - Honor Graduate
· Department Of Defense Computer Institute - Graduate
· Various Management, Leadership and Professional Courses _ Graduate
MILITARY SERVICE
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Lieutenant Colonel, United States Air Force.
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e~mail: Sjenstev@apl.colll
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Work Experience:
Executive DirectorlNYC E-Government Office
October 2000-Present
· Responsible for the successful completion and management ofNYC's E-Government Strategy; oversee projects of
citywide importance; ensure consistency of agency e-strategies within the City's E-government vision; and
develop citywide operational and technology e-strategies. Supervise 50+ staff, including consultants with a total
budget of $25 million,
· Ensure effective communication between City executives and agencies' management concerning e-government
development activities; facilitate and communicate industry trends and experiences from other government
entities, technology professionals to City agencies.
· Managed the application design and technology implementation of a world class portal for NYC.gov, creating a
diversified portfolio of electronic and virtual government services across forty-five city agencies.
Deputy DirectorlNYC Mayor's Office of Operations
October 1998 - October 2000
· Oversee the daily operations of nine public safety and administrative service agencies; provide technical
assistance, consulting services and strategic direction to improve service delivery; coordinate the streamlining and
restructuring of City government; analyze/audit agency operations, develop outcome-oriented performance
requirements, and measure the effectiveness of agency services. Prepare the Mayor's Management Report, twice
annually, reporting performance to the Mayor and the City Council.
· Member of the Citywide Technology Steering Committee; responsible for developing a citywide technology
strategy to improve customer service; aligning technology development with agency business processes; and
creating a "virtual" government for City residents.
Assistant Commissioner/Strategic PlanninglNYC Fire Department
May 1997 - October 1998
· Oversaw agency performance for medical and fire service operations; responsible for all agency project
management, strategic planning, management analysis and technology development to support the agency's
business/service improvement goals. Implemented the merger of EMS with the Fire Department.
· Oversaw all systems development, network operations, client server technology, data processing and agency 911
dispatching systems; development of agency Year 2K plans and emergency contingency planning.
Assistant Director/Public Safety/NYC Mayor's Office of Operations
Nov. 1995 - May 1997
· Oversaw the management of operations for eight public safety City agencies with a total workforce of 70,000 and
a total budget of $4 billion. Responsibilities included the development and review of law enforcement/public
safety initiatives, secure and non-secure detention operations, agency strategic and budget plans, overtime and
absence control procedures, and agenc)' program services. Provided consulting services for the development and
management of capital plans, technology initiatives, emergency management procedures and complex
consolidation plans.
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Assistant Director/ Management Consulting Services/Mayor's Office of Operations
Sept. 1994 - Nov. 1995
· Conducted diagnostic reviews and performance audits of core agency operations, prepared consultant reports for
improving service delivery, developed project implementation plans, coordinated major customer service and
business process re-engineering efforts for agencies. Initiated and developed the City's Customer Service Initiative
and Technology Fund.
Managing Investigator/Office of Oversight and Investigation/New York City Council
March 1993 - Sept. 1994
· Monitored agency performance and compliance with service goals. Prepared and conducted investigative audits
for City Council oversight hearings, secured witnesses, drafted opening statements, briefed Councilmembers and
supervised investigative staff.
Director of Transportation and Assistant Budget Director
Office of the Borough President, Staten Island
Apri/1990 - March 1993
· Developed, reviewed and implemented transportation policy proposals for rapid, surface and ferry operations.
Liaison to local, state and federal transportation planning agencies. Managed borough expense, capital,
contractual and discretionary budgets. Served as borough fiscal officer and approved contract proposals for
various governmental services.
Analyst/Intergovernmental Liaison/NYC Office of Management and Budget
July 1988 -April 1990
· Supervised the Productivity Management Improvement Program (PM I), totaling $ 1.5 billion. Developed and
monitored agency expense budgets and prepared agency expenditure monitoring reports. Served as governmental
liaison to the NYC Board of Estimate.
Education:
Baruch College, City University of New York
Graduate School of Business and Public Administration
Executive Master of Public Administration (M.P.A.)
St. John's University: B.A. Political Science, Minor: Business Administration
Business Skills:
Self-directed, creative, strong leader and decisive. Ability to network and manage relationships at executive
levels. Excellent general business thought process and vision, and acute grasp of the "big picture".
Business process reengineering; emergency management and strategic planning; organizational restructuring and
consolidation; performance measurement and information technology (IT) consulting. Excellent communication skills
utilized to resolve inter-agency issues as well as constituent concerns. Experience in governmental, media and
client/customer relations. Ability to work under pressure and within a diverse working environment.
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MIKE WALTHALL
2612 Blue Jay Court - McKinney, Texas 75070 -- HOME 972/540-6739 _ FAX 972/540-0851
Email: mikewalthall@wor1dnet.att.net
SUMMARY OF QUALIFICATIONS
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Over 20 years of management/supervisory experience, including municipal, state, and regional governments, private industry,
grants, and consultative services
Experience in community development, infrastructure and grant management, and economic development activities
Experience with housing issues, including subdivision development, housing rehabilitation/reconstruction, new construction,
demolition, acquisition, homebuyer assistance, neighborhood development, and sales/marketing
Experience working with State agencies, including the Texas Department of Housing and Community Affairs (TCDP and
HOME Program), TEA, TWCC, TOED, Health, and Higher Education; Federal agencies, including HUD programs (CDBG
and FHA); and local governments (city and county)
Master of Arts degree, Bachelor of Arts degree, TX Teacher Certificate, and Real Estate Broker
Excellent organizational, communication, and writing skills
Computer literate in various programs, including Windows 98, Microsoft Word 97, Excel, Access, and Power Point; Corel
WordPerfect 8 and Corel Quattro Pro 8; the Internet and E-mail programs; various databases; MLSprograms; et. al.
Mature, intelligent, stable, dependable, creative, versatile, easily adaptable, quick learner, problem solver, challenge oriented,
hard worker, people person, multi-tasker
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RELEVANT SKILLS & EXPERIENCE
MANAGEMENT
Currently, provide management and grant consulting to a large number of municipalities and county governments
Currently, manage/administer the development of many infrastructure projects; new horne subdivisions; and the rehabilitation
and reconstruction of homes throughout Texas
Currently, manage projects, grants, properties, contracts, inventory, and personnel
Directed an office of 67 employees, from clerks to attorneys, which handled over 100,000 cases per year and conducted as
many as 100 hearings per day
Coordinated preparation of required division program reports, including HUD reports and Legislative Budget Board reports;
LBB Fiscal Notes/Impact Statements when Legislature is in session; special projects/programs, correspondence, and plans
Managed an automated data and case management system on mainframe and network
Established a new company and increased staff from one to 18 in less than a year
Created new divisions/units for the government and developed policies and procedures
Supervised various government agency divisions, including housing, infrastructure programs, reporting systems, monitoring
and evaluation units, and planning/research groups
Analyzed operations of government, businesses, educational institutions, and courts
Supervised evaluation teams and conducted on-site monitoring, technical assistance, and evaluation of contracts, grants, and
programs at cities, counties, colleges, universities, private industries, and nonprofit agencies
PLANNING. RESEARCH. AND WRITING
· Currently, write grants, plans, reports, position papers, resolutions, and many related documents
· Wrote the annual report, periodic reports, and monthly reports for TOHCA's TCDP division including the monthly Executive
Brief to the ED, staff writer for the quarterly newsletter, liaison to the Government and Public Information Office, handled
legislative issues, and wrote various sections of the original Consolidated Plan.
· Prepared and wrote the Texas Judicial System Annual Report (for three years) for the Supreme Court
· Prepared and wrote annual plans, accountability reports, and grants for the Texas Education Agency and the Texas Higher
Education Coordination Board for statewide education in Texas
.. Conducted statewide grant writing, planning, budgeting, and research for universities, colleges, public school districts, local
: . governments, various government agencies, and businesses
~ MIKE WALTHALL
Page 2, continued
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STEPHEN C. WEEKS
863-414-5200
E-mail gfsi@.higfoot.com
Po. Box 3610, Sebring, Florida 33871-3610
QUALIFICATIONS
Effective communicator with strong verbal, written, and presentation skills that encourages partnerships between
government entities and the communities they serve.
Hands-on leader who can organize chaos into order. Experience planning and directing large projects from inception
to completion.
Expert with more than ten years experience working in the public/private sector; and in-depth knowledge of Florida
building laws, building codes, and the COnstruction field.
Professional manager with a proven track record of building consensus toward common goals among disparate
groups.
EMPLOYMENT
PRESIDENT
Government Funding Specialist, Inc.
1991-PRESENT
Sebring, Florida
Government Funding Specialist, Inc. is a full-service organization which provides customized assistance to local
governments and businesses. As its President, my role is to act as a consultant to communities, helping toforge public and
private partnerships. Acted as the liaison and responded to public/private inquiries and requests. :Responsibilities include
but are not limited to researching appropriate fimding opportunities, writing grants, and administering the grants for the
communities we serve.
Experienced in the following areas:
· Administered over 22 Community Development Block Grant Projects.
Coordinated the Community Redevelopment Plans and assisted in the establishment of Tax Increment Financing
for the cities of Webster and Avon Park, pursuant to-Chapter 163, FS.
· Developed and implemented grant procurement procedures and Purchasing Policy
· Conducted Environmental reviews for several projects.
· Supervised COnstruction of approximately 300 new and renovated single-family units.
· Developed procedure manual for Hotel Information Systems (HI.S.) and trained others in RPG II and Hotel
Applications software.
· Trained staff from several cities in areas of accounting, filing and monitoring mechanisms as required by DCA;
negotiated contracts, prepared mortgages and loans; performed grant solicitation through various sources both
public and private.
Directed diverse projects such as:
Historic preservation grants to make rehabilitated construction evaluations; environmental reviews for HUD based
and Framers Home Projects; neighborhood and housing projects of various kinds for both new and rehabilitated
housing; development of underground utilities for lighting projects, water and sewer, drainage, sidewalks and street
widening;
Produced written material that includes:
Procedural/instruction manuals for computer use, procurement manuals and purchasing policies for five Central
Florida cities; and housing program manuals, developed Community Redevelopment Plans for the Cities of Avon Park
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STEPHEN C. WEEKS
863-414-5200
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and Webster; and assisted in the creation of the Tax Increment Financing pursuant to Ch 163 F. S. developed 504 plan
for Hendry County.
Received recognition for:
Housing Plan: A model program developed for the Florida Housing Finance Agency - State Housing Partnership
Program. It was used as an example in the 1993 FHA Sununary of Programs manual.
Glades Prison Proiect: This was the first time that the Department of Community Affairs Small Cities Program under
the Economic Development category used ED monies to create a public and private partnership. The partnership was
with the Departments of Community Affairs, Juvenile Justice, Glades County and Wackenhut Corp.
CONSULTANT
Fred Fox Enterprises, inc.
1986-1991
Palatka, Florida
Responsible for the solicitation and administration ,of grants obtained through public and private sources. Developed
rehabilitation specifications for housing to include: construction inspections (both rehabilitation and new construction);
establishment of project timelines and budgets; and reviewed bids from general and sub contractors. Other responsibilities
included assisting in the design phase of drainage and street scape projects; preparing environmental reviews and studies
of HUD projects; and assuring that all projects complied with labor standards, fair housing laws, civil rights laws, - and
equal employment guidelines.
Examples of this work are the 1985 and 1987 Commercial RevitaIizationPrograms for the City of Sebring to rejuvenate
the downtown area. This was a model program for this type project.
,Weeks Plastering
1984-1986
Sebring, Florida
EDUCATION/TRAINING '
,Learned COnstruction business from the ground up in fam.Q.y-owned construction business.
2001
2000
University of Florida - Lead Based Paint Supervisor
Microsoft Certified Professional 4.0
Georgia Tech - Lead Based Paint Inspector and Risk Assessor
State of Florida Class "B" Building License (Inactive)
National Development Council - Economic Development Finance
Attended various seminars and courses offered by the Department of Housing and Urban-Development on
Labor Standards, Uniform Relocation Act, Economic Development Studies and Application, Certified
Equal Opportunity Compliance, Fair Housing Rights and Civil Rights Protection, advance IDIS training.
1998
1995
1986-98
Attended Miami-Dade Community College and Florida International University.
Certified by the Department of Housing and Urban Development in Labor Standards and Uniform Relation Act.
Former real-estate agent.
COMMUNITY ACTIVITIES
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1991-
1995
1993-95
1992-94
1990
Member, Merchants Association Credit Bureau
Board of Directors, Florida Non-Profit Housing
Member, Land Development Regulations Task Force, Highlands County
Member, Code Enforcement Task Force, City of Sebring
President and founding member, Habitat for Humanities, Highlands County
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Ronald R. Wood
3612 Bob White
Norman, OK 73072
Residence 405-321-2961
E-mail IWood1@mmcable.com
PROFESSIONAL OBJECTIVE
I have a special interest in serving in a progressive and dynamic community.
SUMMARY OF QUALIFICATIONS
A demonstrated ability to work and communicate effectively within a wide range of
municipal government operational settings.
Possess expertise in fiscal management, general administration, and
communications in municipal government.
Proven strengths in increasing productivity, team concept, strong administrative
management, and open door policy.
Strong background in community relations, citizen participation, and economic
development.
EDUCATIONAL BACKGROUND
Bachelors of Business Administration, Midwestern University; Continuing
Education programs through International City/County Management Association;
Governmental Finance Officers Association, and various topical seminars.
MEMBERSHIPS AND ACTIVITIES
International City/County Management Association
City Management Association of Oklahoma, Past President, Board of Directors
Norman Chamber of Commerce, Leadership Development Committee
Norman United Way, Campaign Chair of Public Service Division
Central Oklahoma 2020, Stakeholder (Envisioning Process)
Link Norman, Initiating Committee (Envisioning Process)
Oklahoma Academy for State Goals, Participant
Norman Economic Development Coalition Board of Directors
Oklahoma Municipal League Legislative Committee
Oklahoma Municipal League Executive Director Search Committee
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PROFESSIONAL EXPERIENCE
City of Norman, Norman, Oklahoma
November 1989- November 1999, City Manager
May 1989-November 1989, Acting City Manager
February 1989-May 1989, Director of Finance
The City of Norman is the home of the University of Oklahoma, has a
population of 93,000, an annual budget of $85 million including a capital
improvement budget of $20 million, and 729 employees providing a full range of
services to the community.
Accomplishments
Developed and implemented fiscal policies which resulted in the elimination
of a $3 million operating budget deficit; established operating and capital
reserves to provide protection from adverse financial conditions.
Facilitated community wide efforts to develop and implement citizen support
and implementation of community development efforts including:
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· $7 million voter approved general obligation bond program to finance
transportation and parks improvements without a tax increase and
leveraging local dollars against federal dollars,
· $3.5 million voter approved one year sales tax mcrease to finance
community parks improvement projects,
· $5 million voter approved utility rate increase to fmance a water master
plan improvement program designed to meet projected water supply
needs through 2020,
· $12.1 million voter approved utility rate increase to finance wastewater
treatment plant improvement project,
· Creation of Norman Beautiful, a non-profit organization governed by
private citizens whose mission is to create community awareness of city
beautification needs, development of beautification projects, and to raise
private dollars in support of those efforts,
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· Creation of the Norman Economic Development Coalition, a non-
profit organization whose mission is to develop and implement economic
development strategies for the benefit of the community,
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· Creation of Norman 2020, a long range land use comprehensive plan
process that involves many community organizations and private citizens
in developing strategies to govern the growth of the community,
· Creation of Link Norman, a community envisioning process whose
mission is to involve a broad section of community interest in the
development of goals and action plans designed to improve all aspects of
community living,
· Creation of Heart of Norman, a public/private joint venture, whose
mission is to establish a downtown business district revitalization plan.
Created employee committees responsible for recommending and
implementing solutions to rising health insurance costs; developing and
implementing guidelines for a drug free workplace; implementing safety
programs designed to curtail on-the-job injuries and worker compensation
cost and recommending changes to enterprise operations that would result in
competitive levels of service with private side providers.
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Established a budget process driven by front-end council and citizen input by
creating pre-budget council and citizen input processes. The processes led to
the prioritization of community issues, creation of employee issue teams
whose responsibility was to identify and research alternative responses, and
adoption of a budget by council that addressed the specifically identified
community issues.
Developed multi-year capital projects plan designed to replace agrng
transportation and utility infrastructure.
Instituted master-planning process for water supply, water treatment and
distribution, and wastewater collection and treatment to accommodate
projected growth of the community over a multi-year planning period.
Creation of citizen committees to assist in fiscal health problem definition
and resolution; provide oversight to professional services contract selection
processes; and recommend long-term system improvements and financial
requirements for utility operations.
Creation of a citizen volunteer program designed to place CItIZens in
volunteer positions in city government to enhance community awareness of
local government, to provide a useful and interesting experience for
volunteers and to take advantage of the many resources available in the
community.
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Negotiated agreement with University of Oklahoma resulting in the
utilization of treated wastewater effluent to irrigate the university golf
course.
Successfully facilitated the implementation of "win-win" union negotiation
process with two of three employee unions which have led to better
management Ilabor relations and higher employee morale.
Kyler Inc., Pampa, Texas
1985-1989, President and c.E.O
Owned and operated a custom printing and office supply company located in
Pampa, Texas. Acquired stock in the company in April 1985. Liquidated the
company in November 1989.
City of Austin, Austin, Texas
1984, Director of Financial Services
The City of Austin is the home of the University of Texas and had a
population of 400,000 with an annual operating budget in excess of $900
million. There were approximately 400 employees in the department.
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ACCOMPLISHMENTS
Developed growth impact fees designed to finance public infrastructure
Improvements associated with land use development.
Participated in the development of an airport master plan that was ultimately
presented to voters for approval.
City of Fort Collins, Fort Collins, Colorado
1976-1984, Director of Finance
The City of Fort Collins is the home of Colorado State University and had a
population of 80,000 with an annual operating budget of $1 00 million. There
were approximately 60 employees in the Finance Department. Fort Collins is
a full service community that provides electric utility services to the
community. The city was a member of and original organizer of the Platte
River Power Authority.
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ACCOMPLISHMENTS
Developed a program to implement state of the art municipal information
systems through use of advisory teams.
Participated in the development and implementation of a voter approved
capital improvement program designed to distribute cost to primary
beneficiaries by utilizing combinations of user fees, development fees, and
current taxes to finance projects on both a pay-as-you-go and long term debt
basis.
Participated in the planning and implementation of a downtown
redevelopment program that included tax increment fmancing of public
improvements as an incentive to private developers to redevelop private
property.
Developed long and short-term [mancial policies used by elected officials in
their deliberations concerning fiscal affairs.
Participated in the development and negotiation of an economic
development proposal that succeeded in locating a $300 million brewery in
the community.
City of Wichita Falls, Wichita Falls, Texas
1969-1971, Accountant
1971-1972, Chief Accountant
1972-1976, Director of Finance
The City of Wichita Falls is the home of Midwestern State University and
had a population of 100,000 with an annual operating budget of $40 million.
There were approximately 40 employees in the Finance Department.
ACCOMPLISHMENTS
Designed financial system software packages that were developed and
implemented by in-house personnel.
Introduced fiscal health analysis and financial policy guidelines to the
financial budgeting and management processes.
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My eCommunity, Norman, Oklahoma
January 1,2000 to June 30, 2000, Chief Operating Officer
My eCommunity is a start-up Internet Company that specializes in the
development of vertical portal pages for affinity groups such as trade associations, political
associations, small business, and other national and international groups.
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Murad Zikri, Ph.D.
517 N. Mountain Ave,
Suite 232
Upland, CA 91786
USA
mu rad911 (Ci)msn .com
Office # 909-931-1424
Home # 909-985-0566
Mobile # 909-544-1065
Fax # 909-931-1425
Management / Executive
OBJECTIVE
To obtain a management position with a leading corporation, that will
enable me to continue utilizing my skills and provides me with the
opportunity to advance and expand my knowledge.
TARGET JOB
Desired Job Type:
Employee
Desired Status: Full-Time
Date of Availability: Negotiable
· 1/1991 - Present
Pro-Equities, Inc. Upland, CA
EXPERIENCE
Financial Consultant/ President
Supervising a group of Financial Consultants and Administrative
Assistants. Develop and implement Financial Planning and investment
strategies, managing the firm's marketing operations and employees to
ensure efficiency.
Monitor productivity of Upland financial planning center. Analyzing the
firm's operations in terms of cost analysis and budget control.
Marketing financial product and services to prospective clients and
corporations. Corporate meetings and seminar presentations.
· 10/2000 - Present
University of Redlands
Redlands, CA
Professor of Business &. Management - Part Time
Teaching Politics & Business Economics, Business Management and
Organizational Behavior to the undergraduate and graduate levels at the
University in Redlands, Ontario and Los Angeles.
· 10/ 2000 - Present
Park University
United States Marine Corps
CA
Professor of Business &. Economics - Part Time
Teaching Principles of Management, Business Policy, Senior Seminar in
Management, Introduction to Management and Principles of Economics I
& II Courses.
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EDUCATION
· 6/1997 - Present
A.D. Banker & Co.
Pasadena, California
Business Instructor - Part Time
Teaching Financial Planning techniques, Business Management and
Investment Strategies to Investment Corporation's Executives and
Insurance companies representatives.
· 2/1989 - 1/1991
Pepperdine University Culver City, CA
Professor of Business & Economics - Part-Time
I taught several courses in Financial Planning, Business Management,
Investment strategies, Micro-Economics and Risk Management.
· 04/2001
Berne University
Wolfboro- NH
Doctorate
Ph.D. in Business Administration,
Specializes in Business Administration. Overall GPA 4.0
Received Achievement Award 1999.
· 5/1998
Institute of Business
& Finance
La Jolla, CA
Professional
Board Certified in Mutual Funds "BCM" Designation.
Passed the final Board comprehensive examinations.
· 10/1996
Registered Financial
Consultants Institute
Upland, CA
Professional
Registered Financial Consultant "RFC" Designation.
· 4/1996
The CFS Institute
La Jolla, CA
Professional
Certified Fund Specialist "CFS" Designation.
Passed the final comprehensive examinations.
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AFFILIATIONS
ADDITIONAL
INFORMATION
· 1/1991
University of Khartoum
MBA - Business Administration
Sudan
Master's Degree
Major in Business Administration. Overall GPA 4.0. Graduated with
"MERIT" .
Dean's List.
· 6/1990
Planning & Manageme
Consultancy
UK -London
Certification
Personnel Management Diploma.
· 8/1989
University of Khartoum
B.Sc. - Economics
Sudan
Bachelor's Degree
Major in Economics. Overall GPA 3.5
· 9/1988
London Business Institute
UK-London
Certification
Business Management Diploma.
10/1996 - Present
International
Association of RFC
Active member
3/1996 - Present
International Active member
Association for Financial
Planning
9/1995 - Present
YMCA - Upland, CA
Active member
* References available upon request.