Loading...
05/24/2021 - SpecialMonday, May 24, 2021 11:00 AM City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 Main Library - Council Chambers Council Work Session Special Work Session Special Work Session - City Manager Candidates May 24, 2021Council Work Session Special Work Session 1. Call to Order 2. Council Discussion Item Review City Manager Candidate Finalists - Art Davis, Baker Tilly Recruitment Consultant 2.1 3. Adjourn Page 2 City of Clearwater Printed on 5/20/2021 Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#21-9265 Agenda Date: 5/24/2021 Status: Agenda ReadyVersion: 1 File Type: Council Discussion Item In Control: Council Work Session Agenda Number: 2.1 SUBJECT/RECOMMENDATION: Review City Manager Candidate Finalists - Art Davis, Baker Tilly Recruitment Consultant SUMMARY: Page 1 City of Clearwater Printed on 5/20/2021 PRESENTED TO THE CITY OF CLEARWATER, FLORIDA SEMI-FINALIST REPORT CITY MANAGER MAY 14, 2021 bakertilly 5440 West 110th Street, Suite 300 • Overland Park, Kansas 66211 * www.bakertilly.com THE INFORMATION CONTAINED WITHIN IS PRIVATE DATA AND IS NOT INTENDED FOR PUBLIC DISTRIBUTION TABLE OF CONTENTS SECTION I e RECRUITMENT BROCHURE SECTION II * MASTER APPLICANT LIST SECTION III * CANDIDATE PROFILES MICHAEL CERNECH RYAN EGGLESTON CARL GEFFKEN JILL GOLDSMITH ROBIN GOMEZ DAVID JOHNSTON GARY PALMER JANE SHANG JON WALKER KEVIN WOODS SECTION I RECRUITMENT BROCHURE CLEARWATER BRIGHT AND BEAUTIFUL • BAY TO BEACH CITY MANAGER CLEARWATER, FLORIDA The City of Clearwater, Florida is seeking a collaborative, experienced and strategic leader to serve as its next City Manager. bakertitLy PUBLIC SECTOR EXECUTIVE RECRUITMENT THE COMMUNITY Clearwater, a community of nearly 120,000 residents located on Central Florida's Gulf Coast, has a long-standing reputation for supporting a professionally operated and innovative local government and is recognized as one of the most desired places to live and work in the southeastern United States. 1111 ii 1 1 1 ft*! 31 1 Will x 10:1 R p B 181V,1' n 111 Igrat. 11111' Clearwater Beach, a 3 -mile stretch of white -sand beach on a barrier island backed by hotels and restaurants, has recently been ranked as the #1 beach in the U.S. by TripAdvisor for several years running. As the county seat of Pinellas County, Clearwater is one of three principal cities in the Tampa -St. Petersburg -Clearwater metropolitan area, most commonly referred to as the Tampa Bay Area. This vibrant and dynamic community is strategically located just north of St. Petersburg and is a short and scenic 25 -minute drive to Downtown Tampa, located east on the Courtney Campbell Causeway, the northernmost bridge across Old Tampa Bay. The 1-75 corridor is within close -proximity to Clearwater, vial -275, and provides great north -south access throughout Florida. Orlando is less than a two-hour drive to the northeast by using Interstate 4. Clearwater averages more than 244 days of sunshine annually and the city is comprised of many unique amenities that are emerging as significant destination attractions. The Cleveland Street downtown district and the islands of Clearwater Beach are continuing to grow in popularity and distinction. Both the downtown and Clearwater Beach have expansive marina facilities making that area especially attractive to boaters. The city is also serviced by two nearby airports. Tampa International, hailed as America's favorite, ranks high in convenience and ease of travel, and is located just 19 miles from the beach. The St. Petersburg/Clearwater International Airport is even closer to the beach (11 miles) and with rapidly expanding service, accessible from an ever- increasing number of cities. THE COMMUNITY (CONTINUED...) The Church of Scientology is a significant property owner in downtown Clearwater, and the new city manager will responsible for building a relationship with this entity. Ruth Eckerd Hall and the Nancy and David Bilheimer apitol Theatre are two popular local attractions that are important local partners who host waterfront shows at Coachman Park. These venues and other special events have helped Clearwater carve out a reputation for live music and the performing arts and are attracting large crowds and world-class musicians. The community also takes great pride in being the home of the Clearwater Marine Aquarium and the spring training home for Major League Baseball's Philadelphia Phillies. In 2020, the city council approved moving forward with a multi -million - dollar investment into implementing the Imagine Clearwater Master Plan, which includes a 4,000 -seat covered amphitheater as a cornerstone of a redeveloped Coachman Park. The city is committed to working closely with a strong and diverse group of neighborhoods and neighborhood associations in an effort to maintain and continuously improve the community's quality of life. VISION: Clearwater will be a uniquely beautiful and vibrant community: That is socially and economically diverse; That invests for the future; and, That is a wonderful place to live, learn, work, visit, and play. MISSION: The Mission of the City of Clearwater is to: Provide cost effective municipal services; Facilitate development; and, To support a high quality of life and experience. THE ORGANIZATION Clearwater is governed by a city council that consists of five (5) members, including the mayor, all elected at -large serving four-year overlapping terms, with elections held every two years. Appointment of the city manager requires the affirmative vote of four (4) council members, and the city manager may be removed by an affirmative vote of four (4) members, or by a majority of the council at two separate meetings held at least two weeks apart. The city has a record of prudent fiscal management and has been recognized with the coveted GFOA Distinguished Budget Award for its budgeting and accounting excellence for 33 straight years. POSITION PROFILE Appointed by the city council to serve as the organization's chief administrative officer, the city manager is responsible for leading an organization of 1,836 FTEs with 12 direct reports, and a Combined Funds budget (including capital contributions) of 542 million. Of this total, the General Fund accounts for approximately $152 million. The city manager is responsible for overseeing the preparation and presentation of the annual budget as well as for all other financial and operational activities and services provided. The city manager's functional areas of responsibility include but are not limited to: police and fire protection and rescue services; emergency management; public communications; engineering design, streets and stormwater maintenance and construction; marine and aviation services; public utilities including water and sanitary sewer construction, maintenance, treatment, distribution and collection; solid waste and general services; library services; parks and recreation; planning and development; economic development and housing services; and community redevelopment. The city's internal services include finance and budget, auditing, information technology and human resources. A unique enterprise utility owned and operated by the city is Clearwater Gas System, the 4th largest and fastest-growing" municipal gas system in Florida, serving over 28,000 natural and propane gas customers, which includes 20 municipalities and unincorporated areas of north Pinellas and Pasco counties. There is an assistant to the city manager and two assistant city manager positions that provide staff support to the city manager and department directors as assigned. CITY OF CLEARWATER ORGANIZATIONAL CHART KEY PRIORITIES The next city manager will be expected to address several issues during the first 12 months on the job. Examples include the continued use of the Penny for Pinellas local option sales tax and implementing the city council's funding priorities as a part of the ten- year levy. Some of the priorities include: a continued focus on the enhancement of the downtown waterfront and implementation of Imagine Clearwater; completing the upgrades to the spring training stadium; pursuing the next steps required to replace city hall offices; continued enhancements and improvements to the city's utilities and other infrastructure; replacement of the city's public safety buildings; and, continuing to seek progress in working with all stakeholders toward the revitalization of Downtown Clearwater. An ongoing priority is to assess and develop strategies for City Council consideration to address climate change and its impact on Clearwater. CANDIDATE PROFILE e current city manager is retiring after 20 -plus years of service, and the city council is seeking prospective candidates that are experienced, strategic and collaborative. The ideal candidate will be fiscally prudent, possess outstanding "people skills" and have a record of exceptional leadership. The new city manager must demonstrate an ability to effectively communicate with the city council, employees and the community. Experience working on successful commercial, neighborhood and downtown revitalization and redevelopment is strongly desired. Candidates with a record of listening to and facilitating compromise and problem solving among competing stakeholder interests will have a distinct advantage. The city manager will be expected to effectively negotiate on behalf of the city with developers, neighborhood groups, property owners and other governmental and nonprofit agencies. Experience working for a similar sized municipal or county organization, or an organization of similar complexity in an executive and management capacity is important. A strong background in municipal budgeting, finance and strategic planning is also desired. EDUCATION AND EXPERIENCE A master's degree in Public Administration, Public Affairs, Human Resources Management, Finance, or a related field is desired. To be competitive, candidates should possess a minimum of 10 years of progressively responsible management experience as a department director or five (5) years a city manager, assistant or deputy city manager, an equivalent combination of education, training, and experience may be considered. Residency within Clearwater city limits is required within 12 months of being appointed to the job. COMPENSATION AND BENEFITS The starting salary for this position will range from 210,000 to $270,000, depending on the qualifications and experience of the successful candidate. The City of Clearwater offers an outstanding array of benefits including 100% paid employee coverage for health, dental, life and disability insurance; 10 paid holidays; and, $600 per month vehicle allowance. Florida does not have a state income tax. Visit https://www.myclearwater.com/home/ showpublisheddocument?id=8883 to review more of the City's employee benefits. APPLICATION AND SELECTION PROCESS Qualified candidates are invited to submit their cover letter and resume online by visiting our website: http://bakertilly.recruitmenthome.com/postings/2860 This position is open until filled; however, interested applicants are strongly encouraged to apply no later than Thursday, April 29, 2021. Following the first review date, resumes will be screened in relation to the criteria outlined in the recruitment brochure. Applicants selected as finalists for this position will be subject to a comprehensive background and reference check prior to an on-site interview. For more information, please contact Art Davis at Art.Davis@bakertilly.com or 816-868-7042. More information about this outstanding community can be found on the city's website: www.myclearwater.com. Confidentiality: Under Florida's Public Records Act, information from your application is subject to public disclosure at any point in the recruitment process. The City of Clearwater is an Equal Opportunity Employer (EOE) and values diversity at all levels of its workforce. 2500 Dallas Parkway, Suite 300 1 Plano, TX 75093 1 972-481-1950 1 https://bakertilly.recruitmenthome.com/ SECTION II MASTER APPLICANT LIST CITY OF CLEARWATER, FLORIDA CITY MANAGER Master Applicant List This document is copyrighted andproprietary information. This document or any portions of this document is not to be reproduced for any reason without the written consent ofBaker Tilly. Saint First Name Last Name City of Residence State Title Organization Mr. Glen Blickenstaff Clearwater FL Chief Operating Officer Hammer Haag Steel, Inc Mr. Lyndon Bonner Ocala FL County Administrator Jackson County Florida Mr. Laurence Bradley West Melbourne FL Director of Growth Management City of Palm Bay Mr. Roy Brock SeaTac WA Administrative Director University of Washington Mr. William Brownlees Baytown TX Director of Finance City of Baytown Mr. Thomas Burke Palm Harbor FL Deputy Director US Civil Service Mr. Matthew Campbell Crystal Beach FL Town Manager Town of Kenneth City Mr. Anthony Carson Forney TX City Manager City of Forney Mr. Michael Cernech Parkland FL City Manager City of Tamarac Mr. Jonathon Clontz Cheyenne WY CEO Wyoming Lottery Corporation Mr. James Collie Collinwood TN City Manager City of Millersville Joseph Coppola New Haven CT Attorney Commercial Attorney Mr. David Couch Virginia Beach VA Business Development Administrator City of Virginia Beach Mr. William Daniel Baton Rouge LA Infrastructure Division Director Parish of Ascension Mr. Cedric Davis Sr. Marlin TX City Manager City of Marlin Mr. Edward Dayman Blackrock N/A Head of Customer Advocacy Conduct and Culture Link Group Mr. Robert Deangelis San Diego CA CFO and Treasurer Port of San Diego Mr. Aleksandar Dimov Lawrenceville GA Director of Finance City of Brookhaven Mr. Ryan Eggleston Morehead City NC City Manager Town of Morehead City Mr. Armando Fana Royal Palm Beach FL Assistant City Administrator City of West Palm Beach Mrs. Brandy Fernandes Tampa FL Practice Administrator IMAR Mr. Alfred Fletcher Woodbridge VA Assistant Chief Administrative Officer Montgomery County Government MD Ms. Shannon Gannon South Bend IN State Manager State of Indiana Mr. Carl Geffken Fort Smith AR City Manager/Administrator City of Fort Smith Mr. Brian Geoghegan Toms River NJ Township Manager Howell Township Jill Goldsmith Chatham MA Town Manager Town of Chatham 1Mr. Robin Gomez Scottdale GA City Manager City of Clarkst( L a -.aa eFLnty CITY OF CLEARWATER, FLORIDA CITY MANAGER Master Applicant List This document is copyrighted and proprietary information. This document or any portions of this document is not to be reproduced for any reason without the written consent ofBaker Tilly. Salut First Name Last Name City of Residence State Title Organization Mr. Bradley Gotshall Harrisburg PA Township Manager The Township of Lower Paxton Mr. Adam Gruzs Ellicott City MD Chief of Staff Maryland Department of Planning Mr. Kenneth Haskin Texarkana AR City Manager City of Texarkana Ms. Leisa Haynes Choctaw OK Beauty Advisor Dillards Mr. Scott Hechler Dade City FL Director of Public Safety & Fire Rescue Chief Hernando County, FL BOCC Mr. Shawn Henessee Vancouver WA County Manager Clark County Mr. Konrad Hildebrandt South Jordan UT City Manager Private Person Mr. Richard Hough Fort Atkinson WI Director of Public Works Walworth County Mr. Bane Hunter Brooklyn NY CEO GetSwift Mr. Thomas Hutka Pompano Beach FL Public Works Director Broward County Mr. Richard Jackson Pepper Pike OH Interim County Administrator/Director, HR & Risk Management Trumbull County Commissioners Mr. Jon Jennings Portland ME City Manager City of Portland Mr. Steve Johnson Culloden WV Deputy Director State of WV Commerce Dept. Mr. David Johnston Ft. Wright KY City Manager City of Covington Mr. Odis Jones Missouri City TX City Manager City of Missouri City Mrs. Paige Kervan Indianapolis IN Chief Operations Officer Marion Superior Court Mr. Stephen Kil Lamar CO City Administrator City of Lamar Mr. Jason King Lumberton NC Assistant County Manager Robeson County Administration Mr. Ken Klein Arlington WA Executive Director Snohomish County Mr. Adam Kline Goodrich MI Township Manager Oakland Township Dr. Alicia Law Tarpon Springs FL Professor St. Petersburg College Mr. Marty Lawing Greensboro NC County Manager Guilford County, North Carolina Ms. Carollynn Lear Goffstown NH Assistant Commissioner of Revenue Administration State of New Hampshire Mr. Joseph Lessard Austin TX Independent Contractor Self Employed Ms. Raylene Lindsay Springdale MD Policy, Planning & Financing Advisor to Secretary of Health Tobago House of Assembly Ms. Ashley Manora Auburn AL Community Assistant Uncommon Auburn Mr. Krish Marivada Pace FL Information Technology Vice President Wilmington Trugt Corporation bakertilly CITY OF CLEARWATER, FLORIDA CITY MANAGER Master Applicant List This document is copyrighted and proprietary information. This document or any portions of this document is not to be reproduced for any reason without the written consent of Baker Tilly. Salut First Name Last Name City of Residence State Title Organization Mr. Patrick Marsh Rochester MN City Administrator City of Fitchburg Mr. Dennis Marstall Manhattan KS Assistant City Manager City of Manhattan Mr. Ricardo Mendez Miami FL Assistant City Administrator City of West Palm Beach Mr. Christopher Miller Tyler TX Executive Director Northeast Texas Regional Mobility Authority Mr. JS Miller Nashville IN Founder The Flour House Mr. Dejan Milosevic Clearwater FL Senior Project Manager BD / Becton, Dickinson Mr. Terrence Moore College Park GA City Manager City of College Park Ms. Lillian Nazzaro Pennington NJ Attorney County Business Administrator Mr. Marc Nelson Poughkeepsie NY City Administrator City of Poughkeepsie Mr. Pat Oman Barnum MN Mille Lacs County County Administrator Mr. Gary Palmer Milton GA City Administrator City of Roswell James Pirtle Sullivan IN Executive Director Sullivan County Emergency Management Agency David Prado Wilmington DE Vice President Senior Security Manager Citigroup Mr. Peter Radke Stittsville ON Manager, Realty Initiatives and Development City of Ottawa Mr. Michael Reese Dublin OH Board Member Ohio Water Development Authority Mr. Nate Robinson El Paso TX Assistant Vice President The University of Texas Mr. Christopher Rose Coral Gables FL Director, Office of Management and Budget City of Miami Mr. Santi Ross Clearwater FL IT Solutions Engineer TDBANK Mr. William Schmidt Knoxville TN CEO Daviess-Martin County REMC Ms. Jane Shang Deltona FL City Manager City of Deltona Mr. Robert Sivick Wautoma WI County Administrator County of Waushara Mr. Leonard Sossamon Myrtle Beach SC Interim City Manager City of Port Richey Mr. Lee Staab Larkspur CO County Manager Grand County, Colorado Mr. Dennis Stark Frederick CO CEO/Managing Partner Inovision LLC Mr. Councel Still Byron GA Manager/Sales Manager Mikes Garage Doors Jeffrey Stonehill Chambersburg PA City Manager/Director of Utilities Borough of Chambersburg Mr. David Strahl Darien IL Village Manager Village of Schiller Park bakertilly CITY OF CLEARWATER, FLORIDA CITY MANAGER Master Applicant List This document is copyrighted and proprietary information. This document or any portions of this document is not to be reproduced for any reason without the written consent of Baker Tilly. Salut Mr. First Name Rick Last Name Sweet City of Residence State FL Title Organization Tallahassee Director of Administration Department of Financial Services Mr. Rami Sweidan Troy MI Code Enforcement manager Lathrup Village Mr. Jonathan Teichert Douglas WY City Administrator City of Douglas Mr. Jared Thornley Springfield IL Senior Advisor State of Illinois Ms. Darnetta Tyus Petersburg VA Deputy City Manager City of Petersburg Mr. Jon Walker Tucker GA City Manager City of Chamblee Mr. Theodore Williams Rosedale MD Chief of Finance, Reporting, and Coordination Maryland State Department of Education Mr. Matthew Wolf Fort Lee NJ General Manager - The MET Philly Live Nation Worldwide, Inc. Mr. Kevin Woods Thornton CO City Manager City of Thornton Mr. John Zhang Chicago IL Director/Division CEO City of Chicago CG bakertilly MICHAEL CERNECH Michael C. Cernech 11179 NW 77th PL, Parkland FL 33076 / (954) 649-1158 / michaelcernech@comcast.net April 25, 2021 Mr. Art Davis Director Bakertilly 2500 Dallas Pkwy, Suite 300 Plano, TX 75093 Dear Mr. Davis, It was a pleasure to speak with you about the exceptional opportunity at the City of Clearwater. As the City Manager of Tamarac, FL and a dedicated public servant for 27 years my resume reflects a record of achievement consistent with the expectations of Clearwater's Mayor and City Commission. Tamarac is a multi -generational, multi-ethnic, majority minority community of 70,000 in western Broward County. Tamarac's 500 plus dedicated public employees serve the community by providing $200,000,000 worth of services, programs and capital improvements every year. Our commitment, To Excellence Always, shows through in the accomplishments of the organization we've all had the privilege to serve, in my case for the last 20 years. Clearwater needs a strong, passionate leader with executive skills in interpersonal communications, data driven decision making, results driven initiatives and strategic planning. Tamarac has a record of utilizing results -driven approaches to the successful management of the organization and City. As Tamarac's City Manager I have demonstrated experience in proactively monitoring and evaluating the efficiency and effectiveness of our service delivery methods and procedures while identifying opportunities for improvement. For these efforts we are yearly recipients of ICMA's Performance Management Award, GFOA's Budgeting and Reporting awards and the NLC's Digital Cities award for the last 6 years. My team collectively possess a thorough understanding of municipal finance, economic development, urban planning, public safety, and other aspects of municipal service delivery. For the last 20 years this engaged organization with a culture of excellence responds to the customer, creates and innovates, works as a team, achieves quantifiable results and most importantly improves the quality of life of the people we serve every single day. When we discussed the key priorities for the next City Manager I saw only opportunities. To achieve the goals' set by Clearwater's Elected leadership the municipal organization must be challenged as the current leadership has set the table for so many great things happening in Clearwater. Now we must deliver on these promises locally like successfully implementing Imagine Clearwater, balancing the needs of the entire community when it comes to infrastructure and service delivery and as a part of the greater region work to combat climate change and sea level rise. Since our discussion I have reached out to several community leaders and have heard so many great things about the City of Clearwater. Internal talent must continue to be identified and empowered to achieve these positive outcomes and exceptional professionals must be recruited to achieve the best results for the community we all serve. Building on the current culture of servant leadership will result in talented professionals working even more collaboratively to create even more partnerships with community stakeholders. This will allow us Michael C. Cernech 11179 NW 77th PL, Parkland FL 33076 / (954) 649-1158 / michaelcernech@comcast.net to demonstrate values of service above self and cultivate community engagement in an environment where many tough decisions will be made easier with the support of customers, stakeholders, and the community. As desired in the next City Manager, I possess a calm, patient and collaborative style. This promotes candid discussions, embraces diversity of thought and seeks sustainable solutions by fostering a dynamic organizational culture which encourages strategic thinking and planning. Honesty, ethics, diversity, transparency and integrity are values near and dear to me and the organizations I've served. Please consider my personal and professional values and commitment to being a man for others as you assist the Mayor and City Commission in Clearwater select the next City Manager. I look forward to participating in your process going forward. Sincerely, Michael C. Cernech MICHAEL C. CERNECH, CM, CPM 11179 NW 77th Place, Parkland, FL 33076 Phone: (954) 649-1158 E -Mail: michaelcernech@comcast.net SUMMARY More than 25 years of local government and professional experience with expertise in the following areas: High Performance Organizational Change * Strategic Planning and Operational Analysis Servant Leadership * Labor Relations World Class Customer Service * Systems Design and Implementation Financial Operations and Budgeting * Media Relations An innovative leader with demonstrated organizational, analytical and communications skills. Experienced in managing change and specializing in developing new organizational cultures. Achievement -oriented with foresight; a dedicated team player who is able to work independently within the organizational framework. A true servant leader dedicated to making communities better. RELEVANT LOCAL GOVERNMENT EXPERIENCE City Manager, City of Tamarac, FL Deputy City Manager, City of Tamarac, FL Interim Director of Financial Services Interim Director of Community Development Interim Director of Financial Services 0112011- present 0412004 - 1212010 11/2008 - 01/2010 08/2006 - 01/2007 07/2004 - 03/2005 Assistant City Manager, City of Tamarac, FI 1012001- 0412004 Interim Director of Public Works 03/2003 - 09/2003 Interim Director of Finance 01/2002 - 10/2002 Tamarac (population 68,000) is an urban city in Broward County, Florida (population 1.8 million/31 municipalities) covering approximately 13 square miles with a total budget of $200 million. Duties and Responsibilities as City Manager: Serve as CEO, reporting to the Mayor and City Commission, overseeing all municipal operations and be the focal point for executive leadership and organizational direction, working with the Mayor and City Commission to ensure Policy, City Programs, and Operations reflect the City Commission's goals and objectives. Lead Tamarac's Executive Team in a manner which provides a cohesive and innovative high performance approach to all aspects of municipal operations. Provide a collaborative environment where Executive Team members contribute equally without traditional boundaries. Team members' problems, concerns, and successes become the problem, concern, or success of the team. This collaborative High Performance approach has fostered a greater sense of communication, understanding, and collective organizational satisfaction. Direct all contract negotiations associated with municipal operations, Municipal Water/Wastewater/Stormwater Utilities, all Bargaining Units, Neighborhood Improvement Districts NID) and the Main Street Community Development District (CDD). Directs Tamarac's Capital Improvement Plan (CIP) Committee to set citywide agenda for CIP projects, see to timely construction of funded projects, provide funding recommendations for future projects, manage CIP referendums, and establish 5 & 10 year plans to be adopted as a component of the annual budget through the City's strategic planning process. Represent the City of Tamarac before the Broward County Commission, the Broward County School Board, the Metropolitan Planning Organization, the South Florida Regional Planning Council, Florida State Legislature and the offices of all Federal Elected Officials. MICHAEL C. CERNECH Page 2 Achievements: International Palladium Award - Tamarac is the third city in the nation to receive the Palladium honor. The Palladium award honors organizations throughout the world who translate strategic concepts into measurable results. Tamarac has developed programs and services which produce higher resident satisfaction, improved employee performance, a strong financial outlook and increased engagement of the workforce. Tamarac clearly articulates priorities and uses a balanced scorecard process to link strategy to daily operations. Scorecards successfully help guide Tamarac's daily decisions because the cause and effect relationship between actions and the outcomes is easily seen. 2016, 2017, 2018, 2019, 2020 National League of Cities Digital Cities award for technological excellence — 1s` City to repeat. Florida League of Cities 2013, 2014, 2015 MARCON Award — Demonstrating measured success in communications and public relations. 2015, 2016, 2017, 2018, 2019, 2020 International City Management Association Performance Management Award. Tamarac Fire Rescue, in 2020, became the 85`h City in the United States to achieve an ISO 1 designation and Commission on Fire Accreditation International (CFAI) accreditation. World Class Customer Satisfaction - Residents in Tamarac are significantly more satisfied with City services than those across the country: 23 percentage points above the national average. Tamarac has surveyed its residents, businesses and employees for 117 years. The City is setting the standard for customer service, resident satisfaction, business satisfaction, employee satisfaction and communication. The recurring satisfaction surveys measure the effectiveness and necessity of city services. These surveys are integrated into the Strategic Plan, Budget and the performance measurement/monitoring process. Bond Rating Increase - Successfully visited all Wall Street Ratings Agencies to affirm the City's current financial situation and solicit new ratings for refinanced debt resulting in a ratings upgrade to AA+. Debt Service Reduction - Successfully restructured 90% of Tamarac's existing debt to lower annual debt service by $10 million dollars annually and identified future refunding opportunities wherein debt can be refunded or repaid either lowering payments or allowing the issuance of new debt without increasing the existing debt service payments. Tamarac's Water Utility has won multiple awards including the Florida DEP Excellence Award multiple times, the AWWA Outstanding Water Distribution System, the Broward County DEP Emerald Trophy for the City's commitment to preserving and protecting the environment, and most recently the Florida Section of the American Water Works Association's Water Conservation Award for Excellence, Best in Class. Shifted organizational focus from "competitive budgeting" to investing in the future through a series of ongoing replacement programs, infrastructure investments and investments in people. GFOA Distinguished Budget Award — 23`d year in a row, GFOA Excellence in Financial Reporting 33 years in a row. Successfully merged Public Works and Utilities Departments creating a streamlined, efficient Public Services Department with a reorganized management structure, fewer layers, increased manager span of control and absorbing the maintenance division of Parks and Recreation. Negotiated complex Public/Private partnerships for both Tamarac Village and the Colony West Marriot. Completed construction of the new Tamarac Recreation Center, sports fields renovations, and parking lot renovation/revisions in conjunction with Broward County School Board/Tamarac Elementary School. Florida Recreation and Parks Association Showcase Award for the Tamarac Sports Complex Expansion/renovations. Completed Tamarac Public Services Complex including construction of a new Fire Station which houses Tamarac's new Emergency Operations Center, and an expanded Public Services building which houses Tamarac's "1 Stop" Development Center. MICHAEL C. CERNECH Page 3 Completed $12.5 million worth of stormwater pump station replacements which were 75% funded with State grants from the South Florida Water Management District. Tamarac won 2 NLC Community Excellence Awards for in-house design of two unique street projects (70`h Avenue and Southgate Boulevard) which serve as the first of several comprehensive traffic calming projects linking parks and neighborhoods. 2016 Center for Digital Government - Digital Government Achievement Award — Tamarac Gift Card Program 2016 Center for Digital Government — Best of the Web — City of Tamarac Website 2016 Florida Recreation and Parks Association Facilities Showcase Award — Mainlands Park and Tamarac Sports Complex synthetic turf fields. Negotiated $80 Million Dollar public/private after 3 year property assemblage by the City of Tamarac to include 400 apartment units and 100,000 square feet of new mixed use commercial development. Negotiated $50 Million Golf Course redevelopment with Woodmont Country Club and Pulte Homes Negotiated $30 Million City owned Golf Course redevelopment with Marriott, Billy Casper Golf and the City of Tamarac. ICMA Local Government Program Excellence — Strategic Leadership and Governance, Cities 50,000 and larger ICMA Certificate of Excellence in Performance Management — Performance Measurement, Cities 50,000 and larger Tamarac Fire Rescue ISO "1" rating, the best of the best, top 1% City Manager, City of Shavano Park, TX 0411997 - 1012001 Shavano Park (population 5,000) is an interior suburb of San Antonio, TX (population 1 million) covering approximately 12 square miles with a total budget of $5,250,000 for all funds. Duties and Responsibilities as City Manager: Chief Executive Officer reporting to a six -member City Council responsible for all day-to-day operations including: Police, Fire, Public Works, Streets, Water Utility, Finance, Municipal Court and Administration with a budget of $5.25 million. Served as the first City Manager after a highly controversial election to change to the Council/Manager form of government. Provided for an environment which was highly responsive to the customer. Achievements: Designed a Capital Improvement program to overhaul 75% of the municipal water system. Reconstruct/recondition 100% of city streets. Oversaw construction of a New City Hall and Police Station. Upgrade in the city's credit rating to A3 from Baa by Moody's. Police Department reorganization resulting in restructuring all supervisory positions followed by a Texas Ranger investigation, culminating in the indictment and termination of the Chief of Police. Implementation of a lease purchase program to replace 70% rolling stock over a 3 year period. Negotiation of voluntary annexation agreements bringing 100% of the city's ETJ (1000 acres) into the city limits under a 20 year master planned development scenario. Elevation of fire protection services from a combination paid/volunteer department to that of a paid, 3 shift, 24/7 department. Implementation of a migration from 100% septic system to sanitary sewer. Led the City Council/citizens committee through a 20 year master planning process to address redevelopment. MICHAEL C. CERNECH Page 4 Assistant to the City Manager, Belton, Texas 1011995 - 0411997 Belton (population 25,000) is a full service city in Bell County, Texas. Located in the geographic center of the State, 9.4 million people (55% of the states population) live within a 150 mile radius of Belton. Belton's annual budget is $30,000,000 for all funds. Duties and Responsibilities as Assistant to the City Manager: Served as the Human Resources Director Civil Service Director Risk ManagerlADA Coordinator Cable TV Franchise Coordinator Public Information Officer Achievements: Represented Belton on the Board of Directors of the Texas Coalition of Cities on Franchised Utility Issues. Directly responsible for the implementation of Chapter 143 of the Local Government Code (Police Fire Civil Service). Development of Belton's World Wide Web Homepage. Implemented Computer and Information Technology Procurement replacement funds. Implemented computerized grant applications, administration, and tracking. Assisted in a complete reorganization of the Police Department. Performed a wide variety of other duties as assigned by the City Manager. OTHER PROFESSIONAL EXPERIENCE Director of Special Projects, The Downtown Alliance - San Antonio, Texas 0411994 - 1011995 Researched and coordinated special projects for the Director. Calculated yearly assessment for Downtown Improvement District. Represented the Alliance on various City Council appointed committees. Maintained, updated, and expanded large geographic information system. Coordinated with various city departments and local developers to encourage economic development in the downtown. Consumer Relations Manager, General MotorslElectronic Data Systems, Detroit, Michigan 0711991- 0911993 Independently managed a service district including 92 GMC Truck dealerships for General Motors. Assisted dealership management in all aspect of dealer operations. Represented General Motors in all Lemon Law and product Liability suites within the district. Trained dealership management and employees in accordance with GM policies and procedures. Responsible for overall customer satisfaction measures for the district. Internal Sales Manager, General Motors Corporation, Detroit Michigan 0511989 - 0711991 Ordered company vehicles for GM Executives at the Corporate Headquarters in Detroit, Michigan. Worked with a team to facilitate the sale of company vehicles to employees of the corporation and the collection, logistics, transport and final sale of vehicles sold to rental car companies all over the country. Vehicles were sold at auction regionally across the United States. MICHAEL C. CERNECH Page 5 EDUCATION July 2013 Harvard University, Cambridge, Massachusetts John F. Kennedy School of Government — Senior Executives in State and Local Government July 2004 University of Virginia, Charlottesville, Virginia Weldon Cooper Center for Public Service — Senior Executive Institute June 2000 Southwest Texas State University, San Marcos, Texas Certified Public Management certification program May 1995 Trinity University, San Antonio, Texas Master of Science, Urban Administration May 1991 University of Detroit, Detroit, Michigan Bachelors of Science, Finance & Management PROFESSIONAL AFFILIATIONS Member of the International City/County Management Association (ICMA) Credentialed Manager ICMA Performance Management Advisory Board 2017, 2018, 2019, 2020, 2021 ICMA Conference Planning Committee 2020 (first virtual conference) Member of the Florida City/County Management Association (FCCMA) FCCMA President 2018 FCCMA President Elect 2017 FCCMA Secretary/Treasurer 2016 FCCMA Director -at -large 2014/2015 FCCMA District V Board Member 2012/2013 Legislative Affairs Chairman 2015 Finance and Budget Chairman 2014 Conference Host Committee 2013 Conference Planning Committee 2012, 2010, 2008 Florida League of Cities (FLC) Board of Directors 2018/2019 University Hospital Board of Trustees — Tamarac, Florida Board Chairman 2017 - 2020 Board Member 2011— 2020 Fort Lauderdale Executive Airport Advisory Board Board Member 2008 -2014 Tamarac Village Community Development District Board Chairman 2017 — 2020 Board Member 2017 - present Florida Excellence Awards — Naples, Florida Board of Directors — Vice Chairman 2017, 2018, 2019 Tamarac Chamber of Commerce — Tamarac, Florida CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Candidate Questionnaire Name Michael C. Cernech Primary Phone 954-649-1158 Email michaelcernech@comcast.net Please List Your Current (1) and Previous 1. City Manager, City of Tamarac, FL1-2011 to present 2. Deputy City Manager, City of Tamarac, FL 4-2004 to 1-2011 3. Assistant City Manager, City of Tamarac, FL 10-2001 to 4-2004 4. City Manager, City of Shavano Park, TX 4- 1997 to 10-2001 Three (3) Position Titles Places/Organizations of Employment include start/end dates by month/year, plus the position & organization): Currently / Most Recently Reports to (by title): Mayor and City Commission Population Served (last 2 organizations): Tamarac — 70,000; Shavano Park 5,000 Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. 8 2. 11 employees in the City Manager's Office 3. 520 4 5. $200 million Highest level of education achieved (include degree and institution): Trinity University, San Antonio, Texas Master of Science, Urban Administration, 1995 Harvard University, Cambridge, Massachusetts John F. Kennedy School of Government — Senior Executives in State and Local Government, 2013 University of Virginia, Charlottesville, Virginia Weldon Cooper Center for Public Service — Senior Executive Institute, 2004 Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: ICMA Credentialed Manager Certified Public Manager, State of Texas Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. 1 Please tell us why you are interested in this position and why you are considering a career move at this time? I have been visiting Clearwater since 1976 and have had the pleasure of watching it evolve. It was the beaches and the Gulf of Mexico which hooked me as an eight-year-old from the Midwest. Those visits have continued to this day as has my interest in the growth, development, and evolution of the community. Clearwater has world-class beaches; I want to be part of the team which makes Clearwater a world-class community. I believe all the potential is there because of the care that has been given, the demonstrated foresight and the ongoing investment in the community. As a City Manager you can positively impact the quality of peoples lives every single day by working with the Mayor, City Commission, talented professional staff, and dedicated community partners. I have been very successful using this approach in Tamarac and I want the same opportunity in Clearwater. When I was selected as the Assistant City Manager in Tamarac people questioned whether I could make the transition from being the City Manager in a suburb of San Antonio, TX to working in a larger organization. Clearly, I did, being promoted to Deputy City Manager quickly and being named City Manager when our City Manager retired in 2011. I did not plan to stay in Tamarac for 20 years, but the community has offered incredible challenges as a professional and the people I've worked with keep me coming back every day. In 2018 I decided I aspired to contribute at a higher level, that the organization I helped build was capable of handling anything and certainly the hiring of a different City Manager. I have very selectively looked for opportunities where I believed I would be successful serving a new community. Clearwater is the type of community I aspire to be the City Manager of. I believe my aspiration in Clearwater is supported by my demonstrated leadership and my ability to inspire others to give of themselves to serve the community. I will use this inspiration to make a very good organization in Clearwater better. 2 What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? I am currently the City Manager of Tamarac, FL population 70,000. I serve as CEO, reporting to the Mayor and City Commission, overseeing all municipal operations and the focal point for executive leadership and organizational direction, working with the Mayor and City Commission to ensure policy, city programs, and operations reflect the City Commission's goals and initiatives. I lead Tamarac's Executive Team in a manner which provides a cohesive and innovative high-performance approach to all aspects of municipal operations. Tamarac is a Commission/Manager form of government like Clearwater. I am responsible and accountable for all aspects of the day-to-day operations of the city. Tamarac has 500+/- employees and a General Fund budget of $77,000,000 with all funds fluctuating between $190,000,000 and $220,000,000 depending on the approved capital improvements for the fiscal year. Tamarac is a full-service city, including Police, Fire, EMS, Parks and Recreation, Water, Wastewater, Stormwater, Public Services, Community Development, Information Technology, Financial Services, Economic Development, Human Resources, etc.. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? bakertilly PAGE 2 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER My leadership style is to treat all people the way I want to be treated, with dignity and respect. I am a compassionate leader who first holds myself accountable and then others. I set realistic expectations and communicate them clearly. I am a humble servant leader who believes in service above self. This allows me to successfully lead others. I manage projects by appointing a project manager or team, empowering that person or team, making my expectations clear to the project manager and the team they are leading. I get things done by being collaborative and participatory. I am a good listener and find this quality vital to getting the buy -in necessary in a large organization to get things accomplished. I employ the same qualities in decision making, valuing diversity of thought, understanding when and what to delegate and what strategic decisions require my attention before ultimately making decisions I own and am accountable for. 4' How do you incorporate the values of diversity and inclusion into an organization you lead? I have always committed to recruiting and working diligently to retain the best people available for all levels of our organization, period. If a good fit is not available, I will not hesitate to re -open a recruitment or promotional process. I have successfully built a dynamic and diverse leadership team with a full bench behind it by insisting on succession planning at all levels of my organization. This combination of recruiting talent and growing talent internally has allowed me to build a management team I will put up against any other. My team: Building Official — Cuban Male; Community Development Director — Jamaican Female; City Clerk — Caucasian Female; Assistant City Manager — Caucasian Female; Assistant City Manager — Cuban Female; Assistant to the City Manager — Lithuanian Female; Fire Chief African American Male; Financial Services Director- Jamaican Female; Information Technology Director — Turkish Male; Human Resources Director — African American Male; Police Chief — Caucasian Male; Public Services Director — Caucasian Male. The bench is equally diverse and the diversity of thought this group brings every day is outstanding. My organization looks like our community. Tamarac is a majority minority, multi-ethnic, multi -generational community made up of middle class and blue-collar citizens who work hard every day. Social equity, generational equity, equal opportunity, and inclusivity are a part of Tamarac's vision, mission and values. Being committed to excellence always and providing customer service second to none, to all in the community goes a long way to demonstrating a culture which values everyone. 5 Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? I have proactively employed a multitude of traditional and non-traditional community engagement techniques. From community, business and employees surveying since 2004 to regular townhall meetings on issues of community concern, Tamarac, under my leadership has been an innovator for years in engaging its' citizenry. Quarterly Commission District Meetings held in neighborhood venues are popular, virtual townhalls on informational issues are getting more participation. Video recaps of Commission meetings and informational podcasts are now being employed. All forms of Social Media are being used to connect to segments of the population, while our HOA Liaison program has allowed direct access to virtually all neighborhoods in the Community. Serving as Chairman of the hospital board, a trustee on the Chamber board and regularly held Business Roundtables give us vital feedback from our business partners. Award winning leadership development programs Leadership Tamarac and Tamarac University allow us to engage directly with High School students and adults during our annual programs which include alumni reunions for continued networking opportunities. Four of Tamarac's 5 current elected officials completed the Tamarac University program. 6 Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. bakertilly PAGE 3 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Strategic planning drives sustainability and resiliency. I am a proactive and aggressive financial manager who believes in being conservative with revenues and aggressive in controlling expenses. I have directly supervised or directly managed finance, budget, and debt management for the last 25 years. I believe the budget serves as tool to communicate with the community, our customers, a guide for employees as to how we behave financially, and a planning tool to ensure the success of our strategic plan. Financial stability is the key to sustainability, and we always need to live within our means with an eye to the future. I believe the keys to financial sustainability are lean management, appropriate healthcare and pension expense control, aggressive public investment, necessary personnel expense controls and the pursuit of smart growth throughout the entire community to enhance the City's financial position. When making long-term financial decisions for the City I believe it is vital to consider both social and generational equity when investing in the community. The current pandemic caused significant unexpected general fund revenue reductions which had to be accounted for in the FY21 budget. Uncertainty ruled the day and a conservative approach was required to eliminate an $8 million deficit without negatively impacting personnel or service delivery. In very brief terms two of our labor unions agreed to extend their expiring contracts by one year to avoid the cost of implementing new agreements. Capital projects utilizing current general fund revenues slated for FY21 were replaced with bond funded projects, this allowed for the work to continue in the community while significantly closing the revenue deficit. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning a. I started my local government career with the Downtown Alliance in San Antonio, TX. We did all the planning for San Antonio's downtown renaissance, in partnership with the ULI, and I saw firsthand how business development, economic development and corridor activation happened. In Belton, TX I worked on the riverfront project where we successfully linked the underutilized downtown to the underutilized riverfront to breathe life in the downtown after 5pm. In Tamarac I have directly overseen our neighborhood revitalization efforts which targeted historically underserved neighborhoods by replacing water, sewer, stormwater, sidewalks, and medians/landscaping infrastructure. I have also successfully navigated the land use plan amendment process for the conversion of 3 closed golf courses into new housing. b. In San Antonio, TX at the Downtown Alliance I participated in all the long-term planning for the north and south expansion of the Riverwalk as well as the first phase of the still underway convention center expansion. In Shavano Park, TX I was responsible for the construction of a new City Hall, Police Station and Fire Station using revenue bonds. In Tamarac I was and continue to be responsible for our strategic plan which incorporates a long-term capital plan that takes into account all aspects of the City's capital needs from parks, sewers to stormwater management. This equates to well over $100 million dollars of public facilities (community center, 3 fire stations, 5 new parks, major stormwater infrastructure) using a variety of funding methods depending on need. c. In 2003 the City of Tamarac committed to becoming a high-performance organization and began implementing a comprehensive strategic planning process that has driven our vision, direction and decision making for the last 18 years. Since 2004 we have used extensive community surveying and resident engagement to grow and redevelop Tamarac. We survey residents, businesses, our employees, and our visitors on a variety of topics utilizing an international surveying firm to develop actionable business intelligence which largely drives bakertilly PAGE 4 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUTTHE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER the City's strategic directions and initiatives. This approach to strategic planning has earned us resident satisfaction of +1- 80% historically and this year our workforce honored us with over 80% participation in our employee survey with 90% of our workforce saying Tamarac is a good place to work. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. In 2003 Tamarac committed to becoming a high-performance organization. One. key element of the commitment was to utilize performance measurement to drive service delivery and decision making. In 2013 Tamarac was honored with the international Palladium award for performance measurement. Since 2014 the City of Tamarac has been recognized annually by ICMA for our performance management program and I currently sit on the ICMA performance management committee. Performance management is run out of the City Manager's office, each department has a scorecard and reporting is done at the executive team level monthly. Performance measurement is reviewed quarterly with our expanded management team and twice a year with all employees during meetings with the City Manager. Tamarac uses transactional surveys at all Parks facilities; Tamarac Building Department; Utility Billing and Customer Service; Tamarac Fire Rescue and our Human Resources Department. We have vital benchmarks for: Police and Fire Rescue response time; land development application processing, building permit review and issuance; parks programing satisfaction and public records request fulfillment among many others. Ultimately these measures are all tied to the City's Strategic Plan. Performance measurement data drove several keys decisions in the last 10 years. One would be the early adoption of full online permitting and plan review in the Tamarac Building department. Another would be the decision to implement a red-light camera program, extend that same program and ultimately end the program based solely on performance data. Finally, Code Compliance has been a significant beneficiary of performance measurement as we seek to work more closely with our commercial property owners and neighborhoods to improve appearance and quality of life. 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? As the City Manager I have a public performance evaluation each year. In preparation for the review I submit a list of accomplishments and meet with the Mayor and each Commissioner privately prior to the public review. When I do my evaluations with staff one key question I always ask is how can I do a better job leading our organization? My strengths are having good vision and being able to reconcile my vision with the visions of others. I am a good negotiator who understands how important compromise is. I am a humble, servant leader and a good listener who values the ideas of others and is willing to formulate solutions in a collaborative manner. Others would describe me as being calm, patient, thoughtful, trusting, compassionate, direct, realistic, honest, emotionally intelligent, self-disciplined and competitive. My weaknesses are sometimes wanting to set the bar too high, seeking perfection when it isn't realistic, chewing thru my own leash when I get bored and being competitive. I am prone to take on too much and sacrifice personally to deliver professionally. I have worked hard to improve my use of social media, work smarter to be more efficient, over communicate when necessary and improve my inclusiveness. I am constantly reminding myself to get out of my office and see people where they work, not necessarily where I work. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. As the City Manager I regularly make presentations to a wide variety of groups. I regularly present to the Mayor and Commission in different meetings and venues. I present in different community engagement opportunities like our quarterly district meetings, annual HOA meetings, Chamber of Commerce, bakertilly PAGE 5 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT ORANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER business development roundtables, service organizations like Kiwanis, Lions and Rotary, and to our employees at least twice a year. I regularly visit our State Legislators, both locally and in Tallahassee while paying equal attention to our Federal Representatives in Washington, DC. I have made seven trips to see the rating agencies in New York, all with positives results for our credit ratings. In terms of difficult issues Tamarac has long had Tess than desirable public schools. Great public schools are a cornerstone of a great community and in 2015 with the support of the Mayor and City Commission I turned to the Charter School community for help. A proposal for a partnership to create.a 6 thru 12 college preparatory school on city -owned land was negotiated and a public engagement process was designed to educate the community and garner support. The location was close to multiple senior communities (10,000 residents) and I requested to meet with the Boards of Directors to present the details of the proposal. A meeting date was set and as it neared the public outcry was becoming significant from these communities. When the date arrived, my presentation had been moved to an auditorium and 2500 angry seniors showed up to make sure I understood how much they didn't like the idea. My 15 -minute presentation lasted 3 hours, for the first 30 minutes every time I tried to speak I was shouted down. I was finally allowed to make the presentation and I took two hours of questions. During the Q&A I had people heckle, jeer, swear, throw things, one man even tried to spit on me. It was the angriest group I have ever addressed, but I did it and was complimented in the end for having the courage to stand there for three hours and professionally answer people's questions. The proposal died for a variety of reasons, only somewhat related to this group, it is my greatest regret as a city manager we could not get this done, our schools remain less than desirable. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. My approach to performance evaluations is very direct. I establish mutually agreeable goals and expectations and I hold my direct reports accountable by communicating regularly, revisiting progress frequently and making sure there are no surprises when its time for an evaluation. I employ progressive discipline and no one I have ever disciplined or terminated for performance deficiencies was ever surprised. Good employees who did something stupid and had to be terminated were more difficult because I seek to give people the benefit of the doubt and believe in second chances. Unfortunately, second chances, even for the best employees are not always an option. I believe in hiring the best talent out there for the positions we have available. I meet all supervisory hires before we employ them, I want to be sure we always bring the best people into our organization. I believe growing your own talent is the best path to developing a culture of excellence. Recruiting and retaining a talented workforce is one of our strategic goals. Succession planning is vital to organizational stability and it's something I've invested in heavily in the last ten years to be sure everyone has someone capable behind them and ready to step up at a moments notice. Five of my last six Department Directors were promoted from within. As the City Manager, communicating this directly and openly to employees is a top priority, being sure they know opportunity exists for them and giving them the tools they need to advance makes it happen. I'm inspired by the work we do and I'm constantly humbled by how hard my employees work to serve our community. People want authenticity from their leaders and I try to bring that quality every day. In this years employee survey 80% participated and 90% said our organization was a good place to work. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, bakertilly PAGE 6 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, . civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a.There are 31 cities in Broward County, Tamarac touches six other cities. Everything we do requires collaboration and cooperation either with immediate neighbors or with the region. For the region: transportation surtax; public transportation; public safety radio system failure; consolidated 911 system; climate change/sea level rise; homelessness; closest unit fire/ems response; solid waste independent district. Local issues with neighboring cities: corridor enhancement/beautification; land use plan amendment impacts; closet unit fire/ems response; service delivery partnerships; stormwater management; homelessness; joint crime suppression strategy. b. In the last 20 years I have presented to the rating agencies 7 times successfully. Tamarac is a AAAA+ credit. c. Tamarac has it's own water system, sewer system, stormwater system and we purchase reuse water from Broward County. We have partnered with our neighbor, the City of Sunrise who is a natural gas purveyor, to bring commercial quantities of natural gas to our industrial parks and several large distribution facilities for CNG fleet refueling. d. Tamarac merged it's public library operations into the Broward County regional library system in 2005 in order to get the benefit of a local regional library next door to our community center. e. Utilizing long-term financial planning and forecasting Tamarac has had no controversial utility rate increases, budget controversies, nor have I recommended a tax increase as City Manager. I've dealt with several controversial facilities placement issues which have all ended successfully and a number of highly controversial golf course conversions which have also ended successfully. I've managed the city through three elected officials being indicted, arrested and removed form office by the Governor. More recently I effectively dealt with several high-profile racial equity issues involving the rough arrest of a young black teen, the shooting of a black psychiatric patient in our local hospital, an arrest four years ago of a sitting City Commissioner and an unfairly criticized peaceful arrest of an unarmed black man in an attempted residential robbery. f. Tamarac has a long history of community engagement at the neighborhood level most recently demonstrated by our HOA liaison program. We have been a financial supporter of the Chamber of Commerce including allowing the Chamber office space in our City Hall. We hold regular business development roundtables with our larger businesses and our industrial community. We are also highly engaged with the Ft. Lauderdale/Hollywood Alliance, our regional economic development organization. g. As the Deputy City Manager and City Manager I sat for many years on the Ft. Lauderdale Executive Airport advisory committee. This committee monitored airport operations in accordance with FAA rules bakertilly PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER and reported to the Ft. Lauderdale City Commission. h. Affordable housing and homelessness are two major issues facing Broward County and each of the 31 cities. Tamarac has Affordable Housing policies codified in our land use code and applicable to all new residential development. Homelessness is a concern in Tamarac, the City has a Homelessness Task Force and we participate at the County level as Homelessness is a regional problem for us all. i. Neighborhood revitalization in Tamarac has centered around our Nip It and Nip It 2.0 programs. These programs identify neighborhoods who need help, enlist the support of the HOA and then bring city resources in a target way that fits the needs of the community. Available resources include targeted police patrols, code compliance partnership, dedicated Nip It funding to assist with the resolution of code issues, public infrastructure improvements (Sidewalks, median landscaping, water/sewer, street repaving) and resources for property beautification. Federal, State and local funds are targeted with these successful programs. j. Tamarac is a built -out community with only a few industrial parcels left for development. Redevelopment has long been our only option and several strategies have been employed in the last 10 years to bring new residential development, the tearing down of aged strip centers replaced with mixed use opportunities, the development of quality multi -family developments and several public private partnerships where the City is an equity partner in the redevelopment with a defined exit strategy. We are currently processing the second of two mystery (Amazon) applications for almost one million square feet of distribution space in our western commerce park. 13. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. Utilizing the best technology available is one key to exceptional customer service. Tamarac is a key partner in a new regional public safety communications system which supplies the best public safety technology to our Police, Fire and EMS providers and provides for true closest unit response. For the last six years the City has been installing a fiber optic network linking all municipal facilities with the ultimate capability to provide broadband network throughout the entire community. Within our own organization we are currently migrating to a new ERP system for the entire organization which provides significantly better customer interface at all levels of our organization. Accounting, payroll, vendor interface, customer concern tracking, utility payment and automated development permitting are all improving customer interaction through greater investments in technology. Tamarac's entire development and building permit process is now completely automated. Tamarac uses various social media platforms to communicate, promote the city and everything happening. Tamarac has been recognized by the National League of Cities for the last 6 years in a row as being the #1 thru #5 Digital City in the nation under population 75,000. 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. In Broward County we participate in the Climate Change Task Force and more regionally the Southeast Florida Regional Climate Change Compact. The Task Force was new in 2015 while Compact is a decade -old partnership between Broward, Miami -Dade, Monroe, and Palm Beach counties, to work collaboratively to reduce regional greenhouse gas emissions, implement adaptation strategies, and build climate resilience within our communities and across the Southeast Florida region. At the local level we focus on being a sustainable and resilient Community. This takes on many forms, the best example for Tamarac would be coordinated stormwater management where in pumping must be coordinated with our neighboring communities thru the South Florida Water Management District to be sure we can retain enough water for long enough periods of time to meet our water quality and quantity benchmarks. We bakertilly PAGE 8 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER are a certified Green Local Government focused on doing our part to limit greenhouse gas emissions and reduce our carbon footprint with a goal of being a carbon neutral local government. As a candidate in Clearwater I understand the significance of a strong regional commitment to addressing climate change and sea level rise thru every means reasonably possible. I recognize all local efforts must be coordinated regionally to work together to create the resilient and sustainable community we strive to be. 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? Departmental goal setting is based on the desired outcomes driven by the City's strategic plan. Departmental goals and work plans must align with the overall direction of the strategic plan to get funded thru the annual budget process. Once established and aligned the department director is responsible for meeting these goals, hitting the targeted deadlines, and ultimately achieving the outcomes desired by the Mayor, City Commission and Community. The same process holds true for a cross departmental team tasked with delivering a project. Everyone is accountable, everyone is responsible, everyone must take ownership and work to achieve the outcome. In the end it is the City Manager who is responsible for the successes and failures of the team. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? As the City Manager I have an economic development team I utilize to recruit and land new businesses. For the last 8 years we have aggressively pursued new businesses over several business sectors. My role is to meet them upfront, get them interested in our community, let my staff do their jobs and them close the deal with my economic development manager. In the last 5 years we have successfully recruited two high tech pharmaceutical manufactures who have invested over $120 million dollars in three facilities. A major mixed-use PPP was attracted by putting our property into the deal as equity, a PPP using our golf course to attract a new hotel constructed on city property which then sells to the hospitality group when the hotel opens, a series of medical related developments at our hospital, two mixed use projects to replaced dilapidated shopping centers and two new hotels. We have worked very quietly with Amazon to bring two distribution centers thru our development process. Amazon was so pleased with the discretion we used for the first application we were able to get a second facility slated for a neighboring community. We have not had to provide any direct financial incentives for any of these projects. What we have done is create a concierge process for high level projects where staff is dedicated to shepherding projects thru our application and review processes. This is designed to move projects quickly and we have found time truly is money and getting approved quickly is in many cases the best financial incentive we can offer. Our customer service is exceptional. 17. What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? Utilizing a structured strategic planning process I identify, prioritize and initiate the implementation of the Mayor and City Commission's priorities both in the short and long term. I use quarterly financial updates to keep the Mayor and Commission formally updated on the status of our financial condition, the status of our capital improvement plan and progress toward departmental goals measured by our departmental scorecards. As the City Manager it is my job to give you my best advice and to do so honestly and directly. I accomplish this by being a good listener and paying attention to the details. I make it a point to understand what is important to each of my elected officials, what their hot button issues are, what matters to them and what does not. I take nothing for granted and rely on my character and my integrity to form meaningful personal relationships. As the City Manager you deal with so many people it can be bakertilly PAGE 9 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER a real challenge. I grew up in Quincy, IL on the banks of the Mississippi river near a park where Abraham Lincoln famously debated Stephen Douglas in 1858. "I don't like that man. I must get to know him better." Lincoln said this and I think about it every day. As a public servant and a servant leader it is my job to constantly focus on communication and in doing so strive for meaningful relationships along the way. That's one way I contribute to making the team successful. 18 Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. I've reached out to a number of Clearwater residents since this recruitment began to assess how the community feels about the city. What I learned is not everyone agrees with everything going on in the city, but they love the City of Clearwater and I love that. The type of love of community I've been hearing about is the recipe for the type of great success I want to be a part of. 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Yes, I am comfortable with the salary range. 20. Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. I have been in all positions longer than two years since 2000 21 If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. I've been a public figure in Broward County for 20 years, I've successfully managed Tamarac thru several scandals and several OIG investigations with no negative results or findings against myself or my professional staff. As the City Manager I've stayed mostly above the fray. A Google search won't reveal much. You will find blog posts on Tamaractalk.com critical that I don't live in Tamarac. Residency wasn't required or encouraged when I was hired as an Assistant City Manager in 2001. When I was named City Manager in 2011 I offered publicly to move to Tamarac and was told it was not necessary. You will find comments that I live in too nice of a house or that my children do not go to Tamarac schools. You will read criticism I earn too much money. Beyond the Tamarac Talk blog, I do not think there is much more there. Recently the Sun Sentinel newspaper has taken an interest in my elected officials and while this has not included me the publicity has not been what a City Manager wants for his or her community. I have one Commissioner who took exception to my employment agreement and compensation prior to his election and the issue of revising my performance evaluations and employment agreement comes up on occasion. I negotiated the agreement in 2011 and I have never asked for anything more since. I turned down the City Manager's job in Delray Beach, FI in the fall of 2019. I was unable to come to terms with the Mayor during negotiations and we agreed to walk away. She was publicly critical of my requests, yet she negotiated the same terms I proposed with the second choice. She moved to fire him six months later. I made a good choice not to take the job, it's well chronicled if anyone is interested. bakertilly PAGE 10 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Due Diligence Questionnaire Name Michael C. Cernech Date Completed 05-11-2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. No 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? N/A 6 Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. No 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes bakertilly PAGE 1 2021© THIS DOCUMENT ISCOPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP OP RYAN EGGLESTON Questionnaire Pending 1200 Strange Court Morehead City, NC 28557 May 12, 2021 City Manager's Search Committee c/o Mr. Art Davis The City of Clearwater 100 S. Myrtle Avenue Clearwater, FL 33756 Dear Mr. Davis: With 15 years of fiscally sound experience in local government as a city manager, I have demonstrated a commitment to professionalism, integrity, and collaboration in diverse communities. Furthermore, I am a highly enthusiastic municipal manager with a background in public administration, and I have valuable expertise in community settings of rapid development where sustainable, smart growth has been essential. In particular, my current municipality is a coastal community that relies on sound economic development, a vibrant downtown, and a strong tourism industry, all the while being prepared for possible catastrophic events such as hurricanes. I would like to bring my strategic vision, strong work ethic, and innovative problem -solving ability to "bright and beautiful" Clearwater. As Morehead City's manager, I have a broad knowledge of government operations such as police and fire protection and rescue services; emergency management and hurricane preparedness/restoration; public communications; streets and stormwater systems; marine services (including city -owned docks, fishing piers, and boat ramps); public utilities including water and sanitary sewer construction, maintenance, treatment, distribution, and collection; solid waste and general services; library services; planning and development; parks and recreation; community development/redevelopment; finance and budget; information technology; and human resources. In addition, I have previous experience in municipal aviation services. Equally important, my council members are extremely pleased with my financial performance and demonstrated ability to communicate effectively both internally as an organization and externally with the community as a whole. Although the achievements outlined in my resume are indicative of the quality and caliber of my professional background, the following accomplishments may be of particular interest to the Mayor and City Council: ICMA Credentialed Manager since 2016. Combined three antiquated city hall offices into one modern city hall building that keeps the history of the town combined with avant-garde features. Continued focus on the enhancement ofthe downtown waterfront through our partnership with Downtown Morehead City (DMC) Incorporated. Through its efforts to revitalize downtown, Morehead City and DMC have been accredited through the Main Street America program with only 860 communities holding the designation nationwide. In 2019, the downtown district gained 683,510 in public dollars and more than $16.4 million in private investment, creating new businesses, jobs, 16 facade improvements, and more than 9,000 volunteer hours toward revitalization and beautification projects. Partners with Big Rock Blue Marlin Fishing Tournament, the North Carolina Seafood Festival, and Alive at Five Music concerts to attract tourism and increase local economic development. Collaborated on significant renovations to the Big Rock Baseball Stadium (home of the Morehead City Marlins, back-to-back champions of the Coastal Plain League) after Hurricane Florence in 2018. Received approximately $3,000,000 in reimbursements for over 20 FEMA Public Assistance projects related to Hurricane Florence and Hurricane Dorian's devastation. Awarded the 2020 Elite Fleet Boaters' Choice Award. This recognition is given by marinas.com to marinas who represent the top 0.2% highest-rated marinas in the United States. Finished installation of Advanced Meter Infrastructure for all city water meters as a continued enhancement of our city's utilities infrastructure. Completed an innovative, live data, and visual program for citywide paving and road maintenance needs by partnering with RoadBotics. Developing a comprehensive stormwater plan to address future needs related to sea level rise and climate change as a low elevation, coastal city. Equipped our police department with significant technology upgrades, including tasers and body cameras to reduce injury to all parties involved and to add another level of transparency to our police department. Constructed the online SMARTGOV portal for building permits. Activated ahead of schedule, the site has received positive feedback from area builders and developers. Established the Adopt -A -Block program for the City by recruiting 24 teams (volunteers) to clean up various locations around town. Started an Employee Spotlight Campaign that highlights Morehead City staff; recognized 27 employees this year. Refinanced South Fayette 2009 Series Bond, saving the town over $2,000,000 by retiring over 4 years of debt payments. Upgraded South Fayette's Standard & Poor's bond rating three entire notches from an A to an AA between 2012-2018. Constructed a brand new, $2,000,000 multipurpose athletic complex with walking trails in South Fayette. Collaborated and interacted with a plethora of residential and commercial developers in South Fayette. Added over $100,000,000 oftaxable value to the Town, including construction of a new four-story, 80,000 square foot, Class A office building and a state-of-the-art UPMC Children's Hospital. In closing, I believe that my prudent financial decisions, ability to effectively communicate, and my close attention to customer service as a city manager are highly beneficial to the Mayor and City Council of Clearwater. With hard work, wholehearted collaboration, and genuine leadership, together we can capitalize on the town's historical, recreational, and community strengths while building the momentum that will ensure Clearwater's long-term success and strategic growth. Sincerely, Ryavv T. Eggie44o+ti Ryan T. Eggleston ICMA-CM, MPA Ryan T. Eggleston ICMA-CM, MPA ryanectgleston@hotmail.com 412-689-8473 EXECUTIVE SUMMARY A proven and respected municipal manager who believes in four guiding principles: customer service, communication, fiscal accountability, and collaboration. Chief Executive Officer for one ofthe premier coastal communities in North Carolina; with an employee workforce of 175 full time employees and 50 part-time employees and a budget of $34,000,000. Works wholeheartedly every day toward fulfilling the Athenian Oath: "We will ever strive for the ideals and sacred things of the city, both alone and with many; we will unceasingly seek to quicken the sense of public duty; we will revere and obey the city's laws; we will transmit this city not only not less, but greater, better and more beautiful than it was transmitted to us." PROFESSIONAL EXPERIENCE City Manager Present - 2018 Town of Morehead City Morehead City, NC Ultimate oversight of the following areas of service: police and fire protection and rescue services; emergency management; public communications; streets and stormwater systems; marine services (including city owned docks, fishing piers, and boat ramps); public utilities including water and sanitary sewer construction, maintenance, treatment, distribution, and collection; solid waste and general services; library services; planning and development; parks and recreation; community development/redevelopment; finance and budget; information technology; and human resources. Communicate openly and honestly with the board, staff, residents, business owners, and reporters from The Carteret News Times, and several regional television stations. Consolidated three separate antiquated city buildings into a new state-of-the-art city hall building with relocation of staff to occur on September 1, 2021. Involved directly with the project development and design of the new facility. Substantial completion of project has been achieved while staying under budget. Continued focus on the enhancement of the downtown waterfront through our partnership with Downtown Morehead, Inc. in order to assist businesses, recruit new development, improve landscapes, and preserve historical treasures. In 2019, the downtown district gained $683,510 in public dollars and more than $16.4 million in private investment, creating new businesses, jobs, 16 facade improvements, and more than 9,000 volunteer hours toward revitalization and beautification projects. Awarded approximately $3,000,000 in reimbursements for over 20 FEMA Public Assistance projects related to recovery tied to Hurricane Florence and Hurricane Dorian damage. Received the prestigious 2020 Elite Fleet Boaters' Choice Award for city -owned marina with transient docks. Finished installation of Advanced Meter Infrastructure for all city water meters as a continued enhancement of our city's utilities infrastructure. Completed an innovative, live data, and visual program for citywide paving and road maintenance needs by partnering with RoadBotics. Developing a comprehensive stormwater plan to address future needs related to sea level rise and climate change as a low elevation, coastal city. Equipped our police department with significant technology upgrades, including tasers and body cameras to reduce injury to all parties involved and to add another level of transparency to our police department. Constructed the online SMARTGOV portal for building permits. Activated ahead of schedule, the site has received positive feedback from area builders and developers. Hired the town's first communications director, launched a new website in November 2019 with 36,400 visitors (to site) in first 6 months of use, and increased social media presence to a total of 10,700 Facebook fans and 1,600 Twitter followers. Introduced "Notify Me" feature in order for residents and business owners to receive emails and texts of important breaking news from the City. Implemented Office 365 for all town users, migrated away from servers based at City Hall and strongly positioned Morehead City for emergency operations (i.e., COVID-19, hurricanes, power outages, etc.). Increased communication with the community through meet and greets, videos, telephone calls, emails, texts, social media, website, our new monthly utility billing insert, and our inaugural quarterly magazine. Created rapid electronic platform via ZOOM for public meetings of Council due to COVID-19. Developed and continue to maintain excellent intergovernmental relationships with Carteret County, Carteret County School District, and neighboring municipalities, including Atlantic Beach, Beaufort, Pine Knolls Shores, Emerald Isle, and Newport. Township Manager 2018 - 2012 Township of South Fayette South Fayette, PA Chief Executive Administrator of 50 union and non-union employees while addressing the financial responsibility of a 10,000,000 annual budget in one of the fastest growing communities in Pennsylvania. Ultimate oversight of the following departments: administration, planning and engineering, finance, parks and recreation, building, code, zoning, public works, and police. Lead negotiator for township's collective bargaining with Teamster Union (Public Works) and Fraternal Order of Police. Awarded the Pennsylvania's Governor Award for South Fayette's new website (www.southfayettepa.com), which has significantly improved communication with business owners and residents. Received a $387,000 grant from Pennsylvania to improve traffic flow in the South Fayette business district. Revitalized a vacant movie theater site, owned by South Fayette Township, into a $24,000,000 UPMC Children's Hospital. Coordinated redevelopment with a private company, transforming a vacant parcel into a new hotel valued at $8,000,000. Collaborated with a developer, revitalizing an abandoned industrial site and transforming it into a commercial site with an estimated value over $7,000,000. Served as a primary municipal contact for the Newbury Market project, a redevelopment of a former Brownfield site in South Fayette Township; expected total tax value of over $150,000,000, encompassing over 100 single family homes, 200 luxury apartments, and over 500,000 square feet of retail space. Negotiated on behalf of the city multiple new residential home construction projects, including a 100 lot subdivision plan, a 40 lot subdivision, a 24 lot subdivision, and a 20 lot subdivision. Enhanced government transparency by offering all residents online full agendas, packet information, and monthly financials. Successfully negotiated labor contracts with two unions (FOP and Teamsters), resulting in significant long-term savings on legacy costs for the township, eliminating the need for arbitration. City Manager 2012-2009 City of Oil City Oil City, PA Chief Executive Officer with over 100 union and non-union employees and a $15,000,000 annual budget Responsible for the following departments: police, fire, roads, storm water drainage, parks, recreation, water and sewage, planning and engineering, zoning, code, finance, human resources, library, and community development. Negotiated for the city in collective bargaining with the International Association of Firefighters, International Brotherhood of Electrical Workers (Public Works, Water and Wastewater, and Library), and the Fraternal Order of Police. Received a $600,000 grant award from FEMA/PEMA; replaced an existing ice flood control device running through downtown Oil City. Awarded a $450,000 AFG (Assistance to Firefighters) grant from the Department of Homeland Security to purchase a new aerial ladder truck. Completed a $6,000,000 sewer plant and combined system renovation in order to bring Oil City in compliance with mandates imposed by the Department of Environmental Protection. Effectively worked with the Oil City Main Street Steering Committee to receive state designation as a Main Street Community, leveraging local contributions with over $200,000 of state monies for downtown revitalization. Collaborated with a local manufacturer who completed a $500,000 water line extension; expanded the company's workforce and production output. Responsible for Human Resource matters, including hiring, firing, and training. Communicated daily with the board and public in order to address questions, concerns, and new challenges Borough Manager Borough of Greenville 2009-2006 Greenville, PA Accountable for 50 union and non-union employees while addressing the financial responsibility of a $4,000,000 annual budget. Responsible for the following departments: police, fire, public works, parks, recreation, sewage, zoning, code, and administration. Negotiated for the borough in collective bargaining with the International Association of Firefighters; American Federation of State, County and Municipal Employees (Public Works and Wastewater); and the Fraternal Order of Police. Successfully obtained more than $2,000,000 through grant writing. Facilitated new economic development by attracting nationwide businesses to Greenville as well as renovating existing buildings. Managed a $3,000,000 Streetscape Revitalization project in addition to many smaller construction projects. • Updated antiquated financial computer software to a state-of-the-art system. Directed a successful $1,000,000 sewer plant renovation. Communicated daily with the public in order to address questions and concerns. Designed and developed a website for Greenville (www.greenvilleborough.com) to enhance public and professional awareness. EDUCATION Leadership ICMA Program International County/City Management Association Senior Executive Institute University of Virginia, Weldon Cooper Center for Public Services Masters in Public Administration Gannon University 2013 Washington, DC 2012 Charlottesville, VA 2005 Erie, PA Bachelor of Arts: History and Political Science 2003 Syracuse University Syracuse, NY Minor: Information Management and Technology PROFESSIONAL AFFILIATIONS International City/County Management Association (Present -2007) North Carolina Municipal Managers Association (Present -2018) ICMA International Committee (2020-2011); Liaison to the United Kingdom and Ireland (2020-2014) Association for Pennsylvania Municipal Managers (2018-2007); Vice President (2014-2012) Western Pennsylvania Municipal Managers Association (2018-2007) Government Finance Officers Association of Pennsylvania (2018-2007) PROFESSIONAL DEVELOPMENT NCMMA Winter Conference: Beyond the Organizational Chart: Social Network Analysis for Local Government, Presenter with Dr. Leisha Hart Davis, UNC School of Government (2021) NCMMA Winter Conference (2021,2019) ICMA Annual Conference (2020-2019,2017-2011,2009-2007) NCMMA Summer Conference (2019, 2018) ICMA International Regional Summit -Tel Aviv, Israel (2018) ICMA International Regional Summit -Prague, Czech Republic (2016) ICMA International Committee Spring Meeting -Copenhagen, Denmark (2013) APMM Annual Conference (2017-2008) PML Annual Conference (2015-2014,2011,2010) PELRAS Labor Law Annual Conference (2017-2011,2009,2007) PA Leadership Institute: The Path to Excellence in Governance (2007) COMMUNITY OUTREACH Guest Speaker, Morehead City Rotary (Present -2018) President, Country Club Run Homeowner's Association (Present -2020) Head Coach, Morehead City Youth Recreation Basketball (2019, 2018) Organizer, Morehead City Annual Spring Clean Up Day (2021, 2019) Board Member, South West Communities Chamber of Commerce (2018-2017) South Fayette Community Clean Up Day (2018-2013) Head Coach, South Fayette Soccer Association (2018-2012) Head Coach, Upward Basketball Program (2018-2012) South Fayette Library, Annual Reading of How the Grinch Stole Christmas by Dr. Seuss (2017-2013) Member, Clarion University-Venango Campus, 50th Anniversary Steering Committee (2012-2011) Board Member, UPMC Northwest Foundation (2012-2010) Founding Board Member, NWPA Syracuse University Alumni Association (2012-2004) Assistant Head Coach, University of Pittsburgh at Titusville, Men's Basketball (2007-2003) 411P CARL GEFFKEN Carl E. Geffken 4208 Cherokee Circle n Fort Smith, AR 72903 Art Davis BakerTilly 2500 Dallas Parkway Suite 2500 Plano, TX 75093 Dear Mr. Davis: April 25, 2021 I am a well-rounded executive who has served as a City Administrator, Chief Operating Officer, Managing Director, Chief Administrative Officer, Chief Financial Officer, Deputy Commissioner and Assistant Commissioner in the government and non-profit sectors. In these positions, I have managed the day-to-day operations of a County of 412,000, Cities of 90,000, small and large City of New York departments, and non-profit organizations. My experience is diverse and includes Police, Fire, Sanitation, Streets & Engineering, Water & Wastewater, Planning & Development, Finance, Human Resources, Information Technology, Procurement, Internal Audit, and Facilities Management. The size of the organizations I have managed has varied from $16 million and 200 employees to $1.0 billion and 3,500 full-time employees. The knowledge and twenty-eight years of experience gained at the City of Fort Smith, County of Berks, City of Reading, Brooklyn Botanic Garden, and the City of New York has provided me with the ability to manage diverse units and employees and unite them so they strive with the common purpose of supporting and improving the organization for which they work. My successes are both internal to the organization for which I have worked and external for the municipalities I have served. As the Fort Smith City Administrator, 1 prepare the payments in lieu of taxes and City incentives for economic development projects. I work with the President of the Chamber of Commerce on economic development plans and we meet with the target company to secure the company's expansion or relocation to Fort Smith. In addition to economic development, I have used my background in Finance to put in better controls for operational and capital budgets. Externally, I have planned and executed the City's first public-private partnership. The Fort Smith Skate and Bike park was a collaborative effort between the City and Downtown business leaders. The public and private sectors funded 50% of the project each and, by working together, the park was larger, had more amenities, and has become a destination location. My desire to become a part of the community I serve, my experience, creativity, industrious nature, and innovative out-of-the-box thinking have provided me the necessary qualifications to perform successfully as the City Manager for Clearwater, Florida. Thank you for your consideration. Sincerely, 00 -)LO idii_EiBcD Carl E. Geffken CARL E. GEFFKEN 4208 Cherokee Circle Fort Smith, AR 72903 Mobile: (347) 200-4598 E -Mail: CGeffken@gmail.com CAREER SUMMARY A seasoned senior executive capable of managing organizations of all sizes and conditions who is particularly strong at turning around troubled organizations or projects. Being well -organized and very logical coupled with a strong background in finance, human resources, and information technology, Geffken has: Successfully negotiated police, fire, and administrative personnel labor contracts. Directed $500 million in human services contracts. Righted a city on the brink of bankruptcy and left it with a $12 million cash reserve. Taken over a contentious federal consent decree and bloated rehabilitation project for a waste water treatment plant resulting in improved relations with the federal government and a $300 million reduction in project cost. PROFESSIONAL EXPERIENCE City of Fort Smith, Arkansas May 2016 - Present City Manager/Administrator Chief Executive Officer of the city with 1,050 full-time employees and a total budget of $192 million: $129 million operating and $63 million capital. Pursuing the renegotiation of the EPA/DOJ waste water consent decree to achieve the goals of the Clean Water Act while streamlining the work to be completed and reducing the overall cost. Increased financial and budgetary controls - eliminated the use of fund balance to support the annual operating budgets, improved the budget planning process, and required the preparation of capital improvement plans for all major departments. Along with the Director of Finance, implemented a new enterprise resource planning (ERP) system. Increased interdepartmental cooperation and support thereby decreasing independent, silo behaviors. Work closely with the Fort Smith Chamber of Commerce on economic development to attract new business and expand current businesses through the use PILOTS and direct compensation. Exploring the use of Section 108 loans. Collaborate with local business owners and leaders to begin public-private partnerships to expand services. One park is nearing completion, another park is in the design stage, and a third park is in the midst of negotiations. Addressing the underfunding of the public safety pension through the annual contribution of funds ranging from $500,000 to $1 million. Meet regularly with all members of the Board of Directors (City Council) to discuss the issues facing the city and receive feedback. Instituted an annual budget review/budget goal setting workshop and a strategic planning session for the Board of Directors. The first such workshop resulted in the Board of Directors setting goals that they refined and implemented during the budget process. The Board of Directors increased franchise fees and reinstituted a business license to fund needed salary increases, step increases for police and fire departments, an additional thirteen police officers, and new equipment for the police department. Planning the creation of a citizen service center by combining the collections and utility billing departments in order to have one, customer facing department. Mentor up-and-coming managers and deputy directors for succession planning and increasing work satisfaction. Addressing two longstanding problems faced by the City: the River Valley Sports Complex and the lack of recycling. Page 1 of 5 County of Berks, Pennsylvania March 2012 - April 2016 Chief Operating Officer Interim Executive Director of Children and Youth Services Managed the day to day operations of the County and 1,800 employees. Created the first County -wide management report that included goals and measurable outcomes. Through monthly one-on-one meetings with department heads; insured the departments are achieving their stated goals. Provided administrative and liaison support for the County Court System, Row Officers, and Boards and Commissions of the County. Interim Executive Director of the Children and Youth Services department. Advised the Board of Commissioners on long-term strategy, staffing, and policy direction. Implemented and enforced compliance with all policies, orders, ordinances, regulations, resolutions, and programs promulgated by the Board of Commissioners Assessed the operations of the County to recommend policy changes. Responsible for the development and oversight of departmental budgets. Recommended the new -hire candidates for Department Head and approved upper-level department hires. Implemented strategic initiatives and policies of the Board of Commissioners. Lead the annual performance evaluation of Department Heads and insured Department Heads completed evaluations of their staff. Acted as the change agent in order to raise the level of acceptable performance while increasing the competency of the executives and managers of the County. Improved accountability throughout the County and influenced the organization to innovate and adapt to new ideas. Preserved the founding values of integrity, openness, customer service, and efficiency. Developed effective relationships with and between Department Heads, Agency Directors, Elected Officials, local municipalities, state government, federal government, private contractors, the media, and the public. City of Reading, Pennsylvania April 2009 - March 2012 City Managing Director: March 2010 - March 2012 Director of Administrative Services: April 2009 - January 2011 Chief Administrative Officer for the City of Reading. Oversaw the Management of the Police, Fire, Public Works, and Community Development Departments. Provided administrative direction and oversight for all activities of Administration, including Finance, Accounting, Purchasing, Human Resources, Payroll, Risk Management, Benefits Administration, Budget Administration, Tax Administration, Treasury, Information Technology, Citizen Service Center, and Grants Administration. Responsible for a Federal consent decree for the City of Reading' waste water treatment plant and sewer system and the resulting $120 million rehabilitation capital project. Reduced waste water treatment plant and sewer system project cost from $450 million to 120 million through active project management, goal setting, and managerial accountability. Acted as Deputy Mayor in the Mayor's Absence. Served as chief labor negotiator with the City's unions. Established the City's central budgeting, accounting, and financial reporting practices; evaluated accounting procedures and financial controls; responded to and implemented audit recommendations. Turned around City budget from a projected $15 million deficit in the 2010 budget to a year- end surplus in the 2012 budget. Prepared the proposed and final municipal budgets: $71 million General Fund and $50 million Enterprise Fund budgets. Forecasted revenue, estimated expenditures, and investigated significant changes in revenue. Provided financial and fiscal recommendations to the Mayor, and City Council; communicates financial and fiscal issues with the media as necessary. Served on all four pension boards. Page 2 of 5 Oversaw the administration of municipal tax and other revenue collections, including the collections of delinquencies. Administered the Human Resource function of the City subject to the provisions of the Home Rule Charter, Administrative Code, and other relevant law. Managed the recruitment, selection, retention, training, professional development, and work evaluation of City employees; authorizes and implements discipline as required; manages union grievances. Oversaw the preparation and maintenance of employee personnel records. Oversaw the preparation and implementation of payroll. Managed the employee benefit programs, workers compensation program, and the affirmative action and employee diversity plans. Oversaw the effective implementation of civil service programs. Oversaw the operation of the Information Technology division; plans for the implementation or improvement of citywide applications; initiates Citywide general and application specific computer training. Oversaw the creation and operation of the Citizen Call Center, which answered record volume of 42,000 calls in 2009. Responds to sensitive inquiries and performs other tasks as requested. Acted in place of the City's Managing Director in the Managing Director's absence. Brooklyn Botanic Garden July 2008 - November 2008 Interim Chief Financial OfficerNice President of Finance Chief Financial Officer of the $17 million non-profit organization, one of the premier botanic gardens in the United States. Senior Administrative Officer responsible for financial and administrative operations. Managed the Finance, Human Resource, Information Technology, and Support Services operations. Primary responsibilities were the management and modification of the $17 million operating and $50 million capital budgets. Responsible for managing the $30 million investment portfolio. Worked with Vice Presidents and Directors to plan new initiatives and budget reductions. Provided accurate, timely and comprehensive financial reporting for Vice Presidents and Directors to manage their financial performance. Interfaced with important stake holders and constituencies; internal management, Board of Trustees, and state and local government agencies. Reviewed prior operations to find efficiencies. Identified $170,000 of capital project invoices eligible for reimbursement but had not been submitted for payment. Instituted a process to reconciled capital budget expenses with capital campaign revenue to manage the effect of capital spending on the endowment and to provide reports to the President and the Board of Trustees. Reviewed and negotiated the largest earned income contract, thereby increasing the projected revenue by 5% to 10%. Assisted in creating a new employee handbook and a new employee evaluation form. Oversaw and managed the implementation of thin client computing. Proposed the outsourcing of several administrative services to improve the services available to staff and reduce costs. Supervised three Finance, three Human Resource, four Information Technology, and three Support Services staff incorporating periodic meetings, setting expectations, and providing support and leadership. National Association on Drug Abuse Problems, Inc. July 2006 - January 2008 Director of Finance and Human Resources Chief Financial Officer of the $16 million non-profit organization. Planned, implemented, and managed the Finance and Human Resource operations. Directed the accounting staff in the performance of their responsibilities, including accounts payable/receivable, payroll, audit, insurance, and tax reports. Projected and monitored cash flow. Page 3 of 5 Prepared the annual budget in coordination with senior management, program directors, and the Board of Directors. Developed agencywide budgets and oversaw the input of approved budgets into the accounting system. Appraised the organization's financial position; generated and presented monthly fiscal reports to the Directors, Board of Directors, and program staff. Oversaw the annual financial audit of agency. Ensured compliance with government regulations, including A-133 reports. Worked with Program staff to ensure that fiscal requirements for grants and contracts were identified, realized and monitored. Formulated, recommended, and implemented efficient and sound fiscal policies, procedures, vendors, and internal controls. Provided ongoing training of staff on fiscal procedures and budget management. Developed and managed recruitment strategies to achieve required staffing levels. Met with executives and managers to develop specific recruiting plans. Managed the recruitment and on -boarding process to ensure qualified candidates are screened, interviewed, and hired in a highly productive and effective manner. Ensured appropriate reference and background checks are completed for finalists. Maintained records on recruiting activities as required. Supervised six Finance and three Human Resource staff incorporating periodic meetings, setting expectations, providing support and leadership, identifying opportunities for professional growth, training, and cultivating a spirit of cooperation and teamwork. Department of Health and Mental Hygiene of the City of New York Division of Health Care Access and Improvement April 2003 - July 2006 Executive Director for Finance, Information Technology, & Human Resources Chief Financial Officer of the $170 Million Division. Responsible for all budgetary and fiscal decisions for the Division. Responsible for the Information Technology and Human Resources Units for the Division of Health Care Access and Improvement of the Department of Health and Mental Hygiene. Maintained computerized systems to track Personnel Services and Other Than Personnel Services within the division to insure all vacancies are filled and Other Than Personnel Services funds spent. Managed all State and Federal grants received by the Division and monitor the performance of all subcontractors. Supervised a staff of 7 managers, 10 analysts, and 7 support staff. Successfully managed the budgetary and OMB portions of the functional transfer of 332 full- time employees along with a budget of $148 million from the Health and Hospitals Corporation to the Department of Health and Mental Hygiene. Created the budgetary policies and procedures related to the functional transfer. Developed the computerized systems to track Personnel Services and Other Than Personnel Services within the division to insure hiring and spending were in accordance with all City, State, and Federal policies, rules, and regulations. Department of Investigation of the City of New York September 1998 - April 2003 Assistant Commissioner for Administration Chief Administrative and Financial Officer of the Department of Investigation. Administrative officer and advisor to the Commissioner and Deputy Commissioners with respect to administrative operations. Directed the preparation, implementation and monitoring of the $23,000,000 Expense budget of the Department of Investigation. Directed and managed the Human Resources, Budget, Fiscal, Accounting, Procurement, Information Technology, Help Desk, Payroll -Timekeeping, Facilities Management (Space and Leasing), and Office Services (Telephone, Messenger and Duplication) functions. Designed and implemented systems to monitor and report on all Budgetary, Human Resources, and Procurement functions. Agency liaison to New York City Council. Ensured compliance with Mayoral, Comptroller, and Office of Management & Budget Page 4 of 5 Personnel, Budgetary and Accounting Directives. Supervised a staff of sixty managers, analysts and support staff. Responsible for e -government planning and implementation. Responsible for web page development and publishing. Responsible for the day-to-day administrative operations of the Department of Investigation. Member of the Commissioner's Executive Staff. Department of Health of the City of New York (DOH) July 1990 - September 1998 DOH Budget Director: April 1996 - September 1998 Prepared, implemented, directed, and coordinated the Operating (Personnel Services and Other Than Personnel Services), Revenue and Capital budgets of the Department of Health. Established and monitored revenue and expense projections. Evaluated and analyzed business plans for planning and decision-making by senior staff. Advised and educated all levels of staff on budget, financial, and staffing issues as well as the budget process. Managed the contract review, contract registration, out-of-town travel, and supplies requisition processes to insure accurate and rapid responses. Recommended budget and staffing allocations, policies, and strategies. Managed and administered the review, approval, and reporting processes for personnel actions for budgetary implications and appropriateness of hiring. Supervised a staff of twenty-one managers, analysts and support staff. Assistant DOH Budget Director - OTPS & Capital Budgets:February 1994 - April 1996 Assisted the Budget Director in the discharge of his responsibilities. Administered the contract review, contract registration, out-of-town travel, and supplies requisition processes to insure accurate and rapid responses. Managed and monitored the Other Than Personnel Services and Capital budgets of the Department of Health. Developed computerized systems that tracked all Other Than Personnel Services spending by unit and by budgetary code and sub -code. Supervised a staff of fifteen managers, analysts and support staff. Director of Administration: Ryan White Grant:September 1993 - February 1994 Managed the City of New York's $100,000,000 Ryan White Federal grant. Monitored the performance of the $90,000,000 main contractor which was responsible for subcontracting the grant funds to community-based organizations involved in assisting people with AIDS. EDUCATION City University of New York, Bernard M. Baruch College Master of Business Administration, December 1988 Major: Finance and Investments Minor: Quantitative Economics Magna cum laude State University of New York, University Center at Binghamton Bachelor of Arts, May 1986 Major: Economics Magna cum laude Page 5 of 5 CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Candidate Questionnaire Name Carl E. Geffken Primary Phone 347-200-4598 Email cgeffken©gmail.com Please List Your Current (1) and Previous 1. City Administrator — City of Fort Smith, AR 2. Chief Operating Officer — Berks County, PA 3. Managing Director — City of Reading, PA 4. VP Finance/CFO — Brooklyn Botanic Garden Three (3) Position Titles & Places/Organizations of Employment include start/end dates by month/year, plus the position & organization): Currently / Most Recently Reports to (by title): City of Fort Smith Board of Directors Population Served (last 2 organizations): City of Fort Smith, AR — 90,000 (MSA 275,000) Berks County, PA — 425,000 Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. 16 2. 5 3. 1,065 4. $669,000 5. $230 million Highest level of education achieved (include degree and institution): Master of Business Administration Zicklin School of Business - Bernard M. Baruch College, City University of New York Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. 1. Please tell us why you are interested in this position and why you are considering a career move at this time? I have family and many friends that have moved to Florida, especially to the Gulf Coast and my family-owned property in the area. Clearwater is a beautiful city with many amenities and bakertilly PAGE 1 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER stunning beaches. I planned to move to the Florida Gulf Coast and doing so now to work and give back through public service is ideal. 2 What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? I am the City Administrator for the City of Fort Smith. In Arkansas, a City Administrator is slightly different from a City Manager in so far that a City Administrator has a slightly larger scope of responsibilities. The City Administrator's essential functions are to implement the policies of the City Board of Directors and to manage all City operations like that of a CEO in the private sector. The scope of responsibilities is citywide. The City Administrator has the hire and fire authority of all department heads, is responsible to prepare and present the annual expense and capital budgets, and has the authority set the agendas of the Board of Director meetings and study sessions. I believe my experience has prepared me very well to be the Clearwater City Manager. I have worked in large and small municipalities with various forms of government, including strong - Mayor, Council Mayor/Manager, and Council Manager/Administrator with municipal population between 90,000 and 9 million. I have managed large and small government agencies and municipalities in three different states. I can prepare and manage a budget the size of Clearwater's because of my tenure as the NYC Department of Health's (NYCDOH) Budget Director. At that time, the NYCDOH budget was $1 billion with 3,500 employees and multiple Federal, State, and City tax and grant revenues. I am also able to manage departments that I have not managed before. During my four years with the County of Berks, I oversaw the County nursing home and jail and directly managed the department of children and youth after the Executive Director retired. When asked how I was able to oversee the County's operations and directly manage the department of children and youth at the County of Berks, I attributed it to my ability to learn quickly, to ask questions, and to think logically. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? My leadership and management style is open and collaborative. I make sure I see every department and speak with the employees, so I see firsthand the activities in each department. By developing a trustworthy working relationship with the department directors, I gain their trust and they gain mine. Managing people when there is mutual trust enhances productivity and morale. I also meet regularly with the department directors and occasionally their direct reports. Managing projects starts with managing the lead people who are implementing the project. In addition to managing the lead people, I set realistic deadlines based on the data and the recommendations from the project team so there is little reason to miss a deadline unless something unforeseen with a major impact adversely affects the deadline. I also have regularly scheduled meetings (weekly, bi-weekly) to review the assignments and outcomes to ensure deadlines are met. bakertilly PAGE 2 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Every senior executive needs to balance getting his/her job done with having the time to make decisions. The key is managing the direct reports, so they perform their jobs and make decisions based on the trust we have developed, the sharing of information at our one-on-one meetings, and remaining within the boundaries I have established. Micromanaging department directors will reduce productivity and initiative whereas clear boundaries, trust, and clear and open communications improve productivity and engender trust. When the department directors perform to their maximum, the City Manager's work and decision making is centered on ensuring the City is heading in the correct direction. 4' How do you incorporate the values of diversity and inclusion into an organization you lead? incorporate diversity and inclusion in my everyday decisions and actions. I have incorporated them into Reading and Fort Smith by the written and verbal statements 1 make. Silence is acceptance. During the hiring process to be Fort Smith City Administrator, several questions were asked relating to diversity and inclusion. My experience working for the City of New York and the City of Reading provided basis for my successful answer. Besides making my thoughts and opinions on this subject clear and never equivocating on the subject, 1 have also incorporated these values by the policies 1 have implemented and the people I have hired in mid-level and senior positions. The Fort Smith Police Department is my proudest achievement. In my five years, I have changed the Police Department from a warrior mentality to a guardian mentality by hiring two of the best Police Chiefs. During the hiring process, I asked probing questions regarding their knowledge of community -oriented policing, the High Point model, and alternatives to incarceration. No longer can cities afford the human capital loss and wasteful spending of locking people in jail. As in the City of Reading, I set up diversity committees in the City of Fort Smith to assist with hiring staff, so our staff demographics reflect the city's demographics. 5 Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? My preferred approach is to utilize social media, council ward meetings, resident surveys, press conferences, citizen academies, and to establish a citizen services center if one does not exist. Utilizing Facebook, Twitter, Instagram, YouTube, and occasionally Linkedln, ensures we show our residents the work performed by our employees as well as the city's spirit. However, when a resident has a problem or question, many residents, especially older residents, do not think to go to the website or to social media, they like to call. The younger generation will look to the internet for solutions, but websites and social media can be too formal and not designed to find the answer easily. To communicate successfully, 1 believe a city needs to have a branding strategy and communications plan. The branding strategy is needed to unify the city under a consistent logo, means of communication, and communication goals. The branding strategy requires a comprehensive communications plan. The communications plan provides the details to achieve the goals and method of communication. Social media (Facebook, Twitter, Linked -In, Instagram, YouTube, Snapchat, and TikTok), billing inserts, direct mailings, meetings in each Council District, advertising, television, and radio are the specific means by which we bakertilly PAGE 3 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER communicate. Communications also need to be tailored to specific demographics, specifically by age groups to start. It can be expanded to other demographic groups, but first the entire city must be embraced. The most effective communications for outreach I have found, in descending order are broadcast television and radio, social media, the government access channel, and regularly scheduled meetings in each Council District. To receive resident input, social media, the call center, and regularly scheduled meetings in each Council District are best. do not have a preferred means to receive input or to provide outreach because each city and county is different, and the residents will show their preferred means to communicate. That is always the starting point to effective communications. 6 Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. My financial management and budget development experience is extensive. 1 have implemented, managed, and tracked grants and contracts more than $100 million and organization budgets over $1 billion. The budgets included tax revenues, supplemental state funds, state grants and contract, and large federal grants. I have also worked on the implementation of new financial and accounting systems in New York City and Fort Smith. My philosophy is to be socially liberal and fiscally conservative. I control the annual expense budget by implementing strict budgetary controls. The annual budget process requires meaningful justifications for expenses and conservative projections for revenues. Budgets must be projected a minimum of five future years to determine the impact of forecasted changes in revenues. The revenues should be forecast using econometric modeling. I also believe that capital spending should be a combination of pay-as-you-go funds and debt, utilizing capital markets and state and federal loans. My financial management style is to work collaboratively with the Director of Finance whereby the Director of Finance manages the day-to-day operations, annual audit, and quarterly financial reporting. When I started my position with Fort Smith, the city's financial condition was weak. Fund balances were deteriorating, and budgetary controls were not in place. I implemented financial and budgetary controls like that in the City of New York and eliminated cyclical budgeting so in any given year budgeted revenue exceed expenses. The fund balance in the general fund increased from 9% of annual expenses to 56% over my tenure. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning a. Working with the Fort Smith Chamber of Commerce, the Central Business Improvement District, and city business leaders, we have built new parks utilizing bakertilly PAGE 4 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER public-private partnerships, attracted new businesses, have planned for a new City Hall, and renovated several buildings for commercial and residential use. b. I have extensive experience in capital planning, funding, construction of utilities, and infrastructure improvements. I have been responsible for two wastewater consent decrees; the first in Reading and the second in Fort Smith. I successfully renegotiated the Reading, PA consent decree and reduced the cost from $475 million to $125 million and I am currently trying to renegotiate the Fort Smith consent decree because the cost increased from $300 million to $700 million and the fact that Fort Smith was only given 12 years to complete the work. c. When I was hired by Fort Smith, the poor financial condition limited the Board of Director's ability to set short, medium, and long-term goals. Despite the city's financial condition initially, I scheduled a meeting for the Board to discuss and rank projects the Directors and I submitted that we wanted completed over the next five to seven years. In subsequent years, I hired facilitators and asked for local leaders to speak about their successful strategic goal setting. In the City of Reading, 1 employed a similar process that included a ranking process by the city council. However, I also asked Reading residents to rank the goals via an online tool or by going to the public libraries and completing the forms we provided. Although the public ranking process was not scientific, the results from the public mirrored that of the department directors. It was interesting that the ranking of the strategic goals and priorities by the city council differed from the public. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. At the County of Berks, I created the County Management Report. The format of the report was straightforward; a summary of the department's activities, the goals of the department, a budget to actual summary for revenues, expenses, and headcount, and three or four KPI's for the department. The report was updated semi-annually and sent to me for review. The goal of the report was to provide senior management, elected officials, and the public information about County operations and spending. We utilize KPI's as part of our budgetary process to measure effectiveness and service quality. We also utilize the future Fort Smith comprehensive plan to measure the effectiveness of the city's services. 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? The best feedback I have received is being told by employees, members of the Board of Directors, business owners, and friends that no matter the issue facing the city, they trust that will do my best. However, that does not mean that I do not have room for improvement. To improve the city's operations and financial condition, I need to bring about many changes because they were long overdue. My experience with the New York City taught me to make sound decisions based on the information and data at hand, but I have been told that I can improve my communication, so everyone understands the issues, the decision, and means to bakertilly PAGE 5 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER implement the decision. I appreciate the feedback I receive and strive to meet my employees' expectations as well as those of the Board of Directors. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. I have been speaking in public and making public presentations since 1991. I have spoken before large groups of people, employees, city councils, and board of directors. Less than one year after starting my position of city administrator in Fort Smith, I learned that the Fort Smith sanitation department had not been sending all the recyclable materials to a recycling facility. To compound this situation, the department director did not inform me about this so when I issued a press release about it, the information was incorrect. The recycling did not stop being brought to a recycling facility in August 2016 as I was led to believe instead the actual date recycling began to be placed in the landfill was October 2014. As a result, I scheduled a study session for the board of directors and publicized the meeting widely. I knew the meeting would be very well attended so I moved the meeting to Fort Smith convention center. I spoke to the board of directors and everyone present, apologized for the incorrect information, presented how the situation would be rectified, and provided the date in which the problem would be corrected. Although it was a difficult meeting and presentation, it was my responsibility to present the correct information. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. Beginning with the hiring process, I utilize public sector recruiting firms to find the most qualified candidates for department head and deputy department head positions based on the most up-to-date job description. For my direct reports, the HR Director and I review the candidates and agree on no more than six or seven candidates to be screened via telephone or Skype/Zoom. The group of candidates is reduced to about four candidates for in-person interviews. The candidates are interviewed by one or two panels before the HR Director, Deputy City Administrator and I interview them. I also schedule a lunch where the Mayor, Board of Directors, and Department Heads are invited to meet the candidates. This gives me the ability to see how the candidates handle themselves, how they speak with everyone, how they will fit within the city, and how they handle the stress of the interview process. Once a candidate is hired, I provide them with my expectations, including the need to take the initiative, to work collaboratively, to always do their best, and to come to my office whenever they want. I explain that if they have a problem, they can bring it to me only if they have at least one plan to resolve it. Department heads will receive a formal evaluation; however, I tell my department heads that they will receive constant feedback from me regarding their job performance when we meet. I do not withhold feedback until the formal evaluation or when the department head is unable to correct it. It is better to use a problem as a teaching moment that allows them to make a small correction. bakertilly PAGE 6 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER If, despite the feedback, the department head is unable to meet the expectations of their position, they receive counselling and written documentation. Should they be unable to correct the issue, I go to their office and tell them that they are terminated, and their services are no longer required. I have not mentioned transferring a department head, because I do not believe in transferring an employee who is unable to perform their duties and responsibilities. The hiring and evaluation process described above along with my open, honest, and transparent management style, has allowed me to build the excellent senior management team the City of Fort Smith has today. We plan for the long-term and address whatever issues or problems that are before us. I implemented succession planning in Fort Smith after the difficulties I experienced when I was hired. On my first day of work, I was faced with four vacant department director positions and three of the four vacancies did not have a deputy position or an identified position to assume the department director's responsibilities. Once the city's financial condition improved, I requested new deputy positions in the major departments to address this weakness. I believe this is why I lead successfully and have a successful team. Leadership is earned by trusting and investing in one's employees, by giving them the ability to take ownership of their work and take pride in it, and to support one's employees in times of need. When I have mentored up and coming staff, I have always tried to teach that if you are supportive of your employees, they will give you their best. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. During my tenure as Director of Finance and Managing Director of the City of Reading, the City applied to enter the Pennsylvania Act 47 program (Financially Distressed Municipality Act; Act 47 of 1987). One of the initiatives that came from that program was the transfer of tax collection from the City to the County. Each entity collected their taxes separately and it was not logical that we duplicate this work. Working with the three County Commissioners, and the County Treasurer, we came to an agreement to transfer the tax collection responsibilities from the City to the County. This resulted in a budgetary savings of $1.6 million. bakertilly PAGE 7 2021© THIS DOCUMENT I5 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In Fort Smith, the City and the County are working together to remove the statue erected by the United Daughters of the Confederacy on the County Courthouse property and relocate it to a more appropriate location. We are working together because the County Courthouse was originally Fort Smith City Hall, and the statue was erected in its current location when it was the City Hall. b. When I was hired by the City of Reading, the City's credit rating by Moody's was Baaa. Reading also required the use of tax revenue anticipation notes to fund operations in 2009 and 2010 and the Baaa credit rating resulted in the higher interest rates. During my tenure, we refinanced outstanding bond issues to save the City money and to flatten the total annual bond payments to make budgeting easier. Each time we refinanced, we would seek a rating from Moody's which involved providing financial and operational documentation and having several meetings where we answered mostly financial questions. After I left Reading, Moody's upgraded Reading's bond rating due to improved financial controls and fund balances. During credit reviews at the County of Berks, I was involved on the operational side of the work. Despite having a 100% fund balance and conservative budgeting, the bond rating was not changed from AA+ due to the demographics of the City of Reading. In Fort Smith, we have had two bond issues to raise funds for the Utilities DepartmentlWastewater Consent Decree. Each time we have gone to market, we have worked with S&P on Fort Smith's bond rating. One change I made at Fort Smith was the hiring of a Financial Advisor. All the typical Financial Advisor responsibilities were handled by the City Administrator and Director of Finance, which I felt was not in the best interest of the City of Fort Smith. After issuing an RFP, PFM was chosen to be Fort Smith's Financial Advisor. c. I have been responsible for water, wastewater, sanitation, and recycling at the City of Reading and the City of Fort Smith as well as federal wastewater consent decrees at both cities. I am knowledgeable of the engineering involved in all of the utilities and can manage the departments should the need arise. d. The library system in Reading and Fort Smith are independent of city government however in Berks County, I oversaw and was responsible for the county library system. All aspects of library operations were under me including acquisitions, deaccessioning, funding local libraries, and all programming. e. Both the City of Reading and the City of Fort Smith have wastewater consent decrees that required significant work and funding to complete. In Fort Smith, we are constructing a new water transmission line from our main reservoir and upgrades are required to our water treatment plants. In Reading, our water assets were managed by the Reading Area Water Authority under a long-term lease, but I was still involved in the management of our water supply and the setting of rates. After becoming Reading Managing Director, I took over the planning and implementation of the federal consent decree. My goal was to modify the work plan to comply with the consent decree, thereby reducing the cost. One year after beginning to work on the Reading consent decree, we finished redoing the work plan and reduced the cost by $300 million. During that time, I would provide updates to City Council and the media, thereby developing a level of trust. bakertilly PAGE 8 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOTTO BE REPRODUCED FORANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER When we presented the new plan, it was approved by City Council, agreed to by the Department of Justice, and just as importantly, viewed as a positive outcome by Reading residents. My latest update on the Fort Smith federal consent decree to the Board of Directors and residents occurred on May 11, 2021. I worked with our legal counsel to draft the updates to remain in compliance with our confidentiality agreement with the department of justice. f. After the death of Sandra Bland in 2016, there was a march from the Sebastian County Courthouse to the Fort Smith Police Station. After the march, we held an open forum for residents who wanted to meet because they wanted to help the Police. Since this was before I hired Nathaniel Clark to be Police Chief, I directed the Police Department to create a working group from members of the community to create an information series that addressed incorrect assumptions and to bridge the gaps in trust and understanding. Since Ms. Bland was pulled over by the Police, the African American women said that they would not pull over if it were dark until they reached a well -lit location with other people present due to their fear. The Police responded and told them that this would be viewed negatively and could result in arrest. By working together, we created a video that bridged the gap in knowledge and understanding. I also created a diversity hiring committee in Fort Smith to improve the hiring of qualified staff from throughout all demographics in the City. also make myself available to all community groups, businesses, and non -profits to speak and answer questions. I have been invited to speak at the Junior League, the League of Women Voters, the Optimists Club, two Rotary Clubs, and the Lion's Club. Each time I have spoken, I have provided an update about the City's current events, the wastewater consent decree, the homeless, panhandling, and the state of the City's budget. g. I have never led or managed marine activities. In Fort Smith, I do work with the airport authority and have control over specific operational functions in the airport. We are currently working on an extension of the runway from 8,100 feet to 9,300 feet to accommodate commercial and military aircraft. h. Fort Smith has always experienced homelessness. Most of our homeless are local residents who have experienced a life changing event. We do have homeless people transported to Fort Smith due to the services we provide. Fort Smith has four main providers of homeless services: The Hope Campus, the Next Step Day Room, the Salvation Army, and the Community Rescue Mission. Along with the local United Way, the City has worked with the four organizations to streamline the services. This has resulted in the Community Rescue Mission working with married couples with children, the Salvation Army working with single women with children, the Hope Campus working with couples and single men and women. The Next Step is a day shelter and primarily our provider of last resort. At the start of COVID-19, I called the United Way to discuss the needs of the homeless should they contract the virus. The United Way, the City of Fort Smith, and the four non- profits met to discuss how we would handle CV -19. The Salvation Army stepped up and offered to house any homeless person who had CV -19. The City offered to contract with them to pay for the necessary services and either get reimbursed via FEMA or by bakertilly PAGE 9 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER providing additional ESG funds from Washington. Thankfully no homeless resident has contracted CV -19. Unfortunately, the low barrier shelter in the City has not been providing enough beds for those who are not ready to enter their program to begin breaking the cycle of homelessness, nor does the shelter allow the homeless who do not want to sleep inside but prefer to camp outside. During the worst months of CV -19, the same shelter informed their residents that should they leave, they would not be permitted to return. 25 of their residents left the shelter and moved downtown and congregated near the day room resulting in harassment of people and businesses in the downtown area. As a result, I called a meeting of the non -profits, the affected businesses, the downtown business owners' organization, the Police Chief, the Community Development Block Grant staff, and several well-financed business owners. I told the assembled group that by working together, we can bring about the needed changes despite the city not having the funds to allocate to the non -profits. Utilizing the relationships I have built over the past five years brought us together to help the homeless, address homelessness, and benefit our downtown businesses. I also believe cities need to address affordable housing. Most people are living paycheck to paycheck and one negative event, like CV -19, can result in a person or family becoming homeless. i. I implemented a Quality -of -Life program in Reading to address the small nuisance issues that detract from neighborhoods and we worked with our local neighborhood organizations to strengthen them. Our Police department made a strong showing in the neighborhoods during National Night Out and they worked in our schools, not only as a resource officer, but as person in whom they could trust. In Fort Smith, we have a strong Neighborhood Services department that addresses everything from nuisance issues to blight. Our Community Development office assists those homeowners who do not have the resources to address issues with their homes, such as roofs, windows, and HVAC. In addition to the technical assistance, our Police, Fire, Streets, Sanitation, and Utilities departments work with the neighborhood groups to provide reduced cost services. j. In Arkansas, the Chamber of Commerce is the primary economic development organization in each city. We work closely to craft initiatives to maintain current companies and attract new companies to locate in Fort Smith. I have worked on many projects to attract new businesses and have been part of the negotiations that resulted in new businesses and new jobs coming to Fort Smith. Reading and Fort Smith have sufficient "brick and mortar" buildings in need of reuse. Most of Fort Smith's buildings are retail establishments. Our Chamber and local Commercial Real Estate companies have attracted new businesses and stores with support and input by the City. 13. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. bakertilly PAGE 10 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Since my first work PC with Windows 3.0, I have utilized technology to improve efficiency, productivity, and accuracy and I embrace each new technology for its potential to permit the city to do more with less. However, when I began working for the City of Fort Smith, the enterprise resource planning application was a system written in COBOL and launched in 1980 by a local company. The system received many upgrades over the 38 years the city used the system, but we were told that it was time to move to a new application or have the current application upgraded and reprogrammed in a newer language. We hired a consultant and issued an RFP for a new ERP system and in early 2017, Fort Smith chose the Tyler Munis system, version 11.3. Despite the planning and rewriting of our business processes, it has been a difficult process which we are now beginning to see the light at the end of the tunnel. This is by no means a one-off occurrence. The same happened to the City of New York when it tried to create a centralized Human Resource system and when it replaced the 1975 mainframe financial system before Y2K. There are several other examples I could provide, but the point I am making is the need to plan very carefully before moving forward with newer technologies. Careful planning, identifying each department's needs, meeting with other cities to learn from their successes and mistakes, reviewing business processes, providing more time to complete the project than the initial estimates, and hiring consultants who specialize in the technology to be purchased helps minimize the implementation issues. I eagerly look forward to the new technologies that are brought to market, but I have learned that careful and deliberate planning is needed when implementing new technologies to improve efficiency and enhance services. 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. have little experience with developing strategies to address climate change in coastal cities, however I am familiar with the impact of climate change since I am from New York City. After hurricane sandy, the impact to New York City's subway system and the tunnels between the boroughs was immense. The need to protect low lying assets from rising sea water levels due to storms became apparent as did the impact of higher sea levels. Since 2015, Fort Smith has been experiencing wetter springs and summers, more weather with rain exceeding one inch per hour, and more severe storms with tornadoes. These weather events are due to climate change. In 2019, the Arkansas river had the highest flood water since record keeping began. 12 wastewater pump stations were flooded, the port of Fort Smith, two parks, and a park trail were destroyed, over 200 homes were severely damaged, and at its peak, all four bridges to over the Arkansas river were closed. The city has repaired the damage and has mitigated potential damage if we experience future flood events. Local government and the community were greatly impacted. Despite assurances from FEMA that we would receive reimbursement, we are still waiting for $12 million to reimburse the city for the repair and mitigation of the wastewater pump stations. Higher overtime and unreimbursed expenses required the city to tighten its belt in future months to offset the higher spending. 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? bakertilly PAGE 11 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BEREPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER I hire department heads for their expertise in their field and their ability to take initiative, to work with their colleagues, to lead their department, and to hold their employees accountable. Each department head meets with me and they have developed the goals for their department because they are driven to move their department forward. In New York City, Reading, and Fort Smith, I was confronted with the mentality "We've always done it this way" by many existing staff. I told them that I never wanted to hear that statement again unless they were able to prove that it was the best process for the work or goal at hand. For those I did not hire, I provided training and the tools they needed to perform their job. The training coupled with purchasing the tools and equipment excited employees who were unaccustomed to receiving support. Then we established short and long-term goals and the respective deadlines, along with the key performance indicators (KPI) to measure the achievement of the goals. They were responsible for the goals and for assigning the work and setting of goals with their staff. At our monthly meetings, we review the progress of achieving the goals. Between the monthly meetings and the submission of indicators, I can hold department heads accountable. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? My experience at leading economic development projects has steadily increased from my tenure at the City of Reading, to the County of Berks, and now at the City of Fort Smith. Although economic development is handled by the Chamber of Commerce, I determine the incentives provided by the City and I also work with the Chamber in providing the information to complete the RFP. The City has approved payments in lieu of taxes ranging from five to 15 years with forgiveness of up to 65% of the taxes. We have also approved tax back payments and direct payments and subsidies. Included in the incentives are claw back provisions should the company not achieve the agreed upon hiring or expansion. The incentives are effective because they lower the cost of expansion as well as lowering the inherent risks with expansion. 17 What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? Working successfully with the Mayor and Council is one of the keys to success for a City Manager. I will meet with the Mayor frequently, as I have done in Reading and Fort Smith, resulting in open communication, the sharing of ideas, and close working relationship. As I have also done in Reading and Fort Smith, I would schedule meetings with each Councilmember on no less than a monthly basis. These meetings provide the councilmembers with information regarding my work, current or upcoming issues facing the city, upcoming resolutions or ordinances, and my thoughts regarding the directions and policies in which think the city should move. The Councilmembers can ask questions, provide their thoughts, feedback, and directions, thereby fostering a close working relationship. Elected officials receive many calls and e-mails about the direction of the city or specific problems from their constituents and these meetings provide the opportunity for us to work together to answer them. These meetings will be in addition to regular telephone calls and e-mails as permitted by Florida's sunshine laws. bakertilly PAGE 12 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER bakertilly PAGE 13 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP 18 Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. I believe the prior questions, my resume, and cover letter have provided sufficient information about my education, experience, and ability to be the next City Manager for Clearwater, Florida. 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. I am comfortable with this salary range. 20. Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. Due to family health issues related to benign paroxysmal positional vertigo, I left my position at NADAP in January 2008 and was not hired in a full-time position until April 2009 when I became the Director of Finance for the City of Reading. During that time, I was the Interim VP of Finance and CFO for the Brooklyn Botanic Garden for five months. There are no other positions in which I have worked that are under two year in duration. 21 If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. I was hired as the City Administrator to make the needed changes and improvements to city government in budgeting, financial reporting, financial management, the enterprise resource planning software, diversity and inclusion, the consent decree, and general management by eliminating silos. The changes implemented over the past five years has caused a small number of residents to complain by writing letters to the editor in the local newspaper, by posting negative remarks on Facebook, and by starting a petition to remove me on change.org. There is also a local attorney who does not like that I am working with the County to remove a confederate statue that is in downtown Fort Smith on county owned property. When the statue was sculpted, the daughters of the confederacy wanted to place it in the national cemetery in Fort Smith, but the war department denied their request. Instead, it was placed on the grounds of city hall. The old city hall became the county courthouse, and the land was transferred to the county in 2004. I have offered land in the city owned cemetery for the statue that is adjacent to cemetery plots in which are buried confederate veterans. In addition, the plots are owned by the daughters of the confederacy. bakertilly PAGE 13 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Due Diligence Questionnaire Name Carl E. Geffken Date Completed May 10, 2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. No 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? No 6 Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. No 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes bakertilly PAGE 1 2021© THIS DOCUMENT 15 COPYRIGHTED AND I5 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP JILL GOLDSMITH 55 KENDRICK HARVEST WAY, CHATHAM MA 02633 508) 414-7015 CELL jhrmyers@gmail.com www.linkedin.com/in/jilt-goldsmith-icma-cm-5480098 JILL R. GOLDSMITH, ICMA-CM April 29, 2021 Mr. Art Davis, Bakertilly Art.Davis@Bakertilly.com Dear Mr. Davis: Please find my resume materials in consideration for the position of City Manager for the City of Clearwater. I reviewed the professional announcement, and it perfectly describes my strengths as an open, proactive and decisive leader, innovator, collaborator, and skilled in community engagement with a conscious effort towards inclusion and to maintain a sense of community and high quality of life and experience. Further, the stated priorities of the City of Clearwater coincide with desired opportunities to continue to further my professional growth as an experienced City Manager. I have been committed to shepherding my community through the COVID 19 pandemic, but this opportunity brings me closer to family and a frequent destination to the area for my husband's association r- with the Home Shopping Network (HSN) located nearby. I also believe that the Clearwater City Manager position will draw upon and further enhance my expertise in managing a coastal destination community with very engaged stakeholders - and a place to demonstrate my passion for public service and strong skillset of facilitation and community building. My goal is to positively contribute to the cultural, financial, and organizational structure of a municipality and the effectiveness of policy makers. In my current position as the Town Manager in Chatham MA, a beautiful seaside community on Cape Cod with 64 miles of coastline, we have very different constituencies - all very engaged with much passion for the Town - as it currently exists or maintaining its rich historical and community values that surpass 300+ years of incorporation. Modern social infrastructure challenges exist for this municipality with the second highest property values in the State with the most affluent and highly educated residents. As established goals voted by the elected officials and through collaboration with year-round and seasonal residents, 30 Advisory Committees, Chamber of Commerce, regional school district, and with extensive public input by a very engaged community - I have worked methodically with staff to focus on Community priorities such as financial stability as a Standard and Poor's AAA community, best practices, capital infrastructure investments/maintenance - and waterfront infrastructure (drainage, piers and sea walls), environmental protection and coastal resiliency, attainable housing in a high cost short-term rental market, seniors aging in place, attracting young families, and maintaining a vibrate downtown and "Blue" economy. Recently, the Town was recognized by State and Federal entities for our strategic planning efforts, innovation/ engineering, and regional solutions for water quality and coastal resiliency. Grant funding accompanied some of the awards. I am also very adept at navigating State and regional governmental agencies such as coastal, planning, and utility commissions, as well as Federal agencies. Over the past 18 months, I have advocated on the Town's N behalf on a federal waterways matter affecting our local fishing industry. I am well -versed in direct advocacy with our State and Congressional delegation whether in Washington DC or in District offices. I am proud to have served many years in executive management in the public sector, notably in the City Manager's/ Administrator's Office in Southern CA (1989-1998) under variations of the Mayor/Council/Manager forms of government and in MA municipalities (1999 -present) as a Town Administrator/Town Manager with open Town Meeting as the legislative body. With passion, energy, and courage, I have successfully transitioned from the west coast to the east coast and obtained increasing responsible municipal management positions, developed community relationships, served on Statewide Boards such as the Joint Labor Management Committee (JLMC) for Police and Fire Labor Relations, and also served as the President of a non -profit -quasi governmental entity- Municipalities Organized for Regional Effectiveness (MORE) for 22 municipalities. Having overseen every municipal department and enjoyed mutually respectful professional relationships with staff, elected officials, public, and peers, I feel I can provide a well-rounded, creative, and balanced perspective to Clearwater. As my avocation for public service mirrors my vocation, I know the importance of volunteerism, integrity, and a sense of humor! Serving as the Chief Administrative/Executive Officer in challenging times has made me an adaptive, yet progressive problem solver - from hurricanes, fiscal uncertainties - and just recently dealing with a COVID- 19 cluster of cases from a party of 40+ attendees at a private residence and the accompanying frustration of elected officials and the community at -large. In my current position as the Chatham Town Manager with financial and staffing resources, and elected officials dedicated to community goals and initiatives, I can focus on strategic planning, community engagement, open and transparent governing, and staff development/ succession planning. I am very proactive and committed to keeping the elected officials similarly informed on matters and focused on responsiveness by our professional team. During this pandemic, I quickly pivoted to crisis management as the Emergency Management Director and continue to work with local officials on community engagement and with staff for data gathering using state of the art technology to make informed decisions to balance public health and safety, and its impact on the local economy. I manage in a very approachable, open and transparent environment, and invite you to visit the Town of Chatham's website to review my Monthly Town Manager Reports to the Board of Selectmen https://www.chatham-ma.gov/town-manager/pages/town-managers-reports-board-selectmen - Annual Performance evaluations - or to visit my public profile on Linkedln - httus://www.linkedin.com/in/jill-rubin- myers-goldsmith-5480098. In my career, I have successfully navigated cultural, financial or institutional challenges, but also have been the professional to maintain stability and strategically plan to maintain such. I know I can deliver the same professional success to Clearwater and have sustained a national network via my work with the League of Women in Government to assist me. I have the foundation to hit the ground running, and to help guide the citizenry to a future they desire and deserve. Thank you in advance for your consideration. Should you have any questions regarding the foregoing, please contact me at 508.414.7015 (cell) or email at jhrmyers@gmail.com. Respectfully, Jill R. Goldsmith Page 2 of 2 I Jill R. Goldsmith, ICMA-CM JILL R. GOLDSMITH, ICMA-CM 55 KENDRICK HARVEST WAY, CHATHAM MA 02633 508) 414-7015 CELL jhrmyers@gmail.com www.linkedin.com/in/iill-goldsmith-icma-cm-5480098 PROFESSIONAL EXPERIENCE Town Manager August 2011 -current Town of Chatham, MA www.chatham-ma.gov Chatham is a (Charter) full-service coastal community focused on historic preservation and coastal resiliency with 64 miles of pristine coastline. With the lowest property tax rate and highest property values - and $55M Budget, it is the jewel of Cape Cod. Infrastructure includes a municipal airport, fish pier/marina, golf course, wastewater and water treatment plant and utilities, regional school district and US Coast Guard base. 140 employees including police and fire with a substantial seasonal workforce; year-round population 6,200 - seasonal population 35,000+. Serves as the appointed Chief Executive Officer with appointing authority of all municipal employees. Supervises, directs and is responsible for the efficient management and administration of all functions of government reporting to a five -member elected Select Board. RESPONSIBILITIES AND ACCOMPLISHMENTS n Serves as the Emergency Management Director for COVID-19. Initiated local declaration of emergency and implementation of policies and procedures to protect the community, workforce and local economy. Conducted Community Forums and provides weekly digital community updates. Convened Downtown Working Group in collaboration with the Chamber of Commerce, and Staff Working Group to expedite temporary exemptions to zoning and general bylaws. Town's AAA Standard and Poor's bond rating; positive/strong outlook in 2011, reaffirmed 2014-2020 (during COVID-19). Annual Budget Summits with Town Elected and Appointed officials, Department Directors and Regional School Committee to review budget performance, community goals, policies, multi-year forecasts, and overall financial sustainability for the Town Manager's budget directive and recommendations to Select Board and Finance Committee. Initiated Performance Based and Transparency Budgeting. Prepared comprehensive COVID-19 Financial Management Plan endorsed by the community with limited adjustments needed for FY2021, and conservative planning for FY2022 and beyond. Oversees funding, development, and implementation of a $59M wastewater pollution control facility and sewer system project totaling $90M, with two thirds of the funding from grants and 0% State loans. Project Manager for Water Treatment Plant development $2.6M. Recipient of State and National awards for coastal resiliency planning efforts and regional coastal water quality improvement. Secured $1,2M in coastal resiliency grants through July 2020. Town -wide Visioning Project - Updates to the Local Comprehensive Plan and strategic land -use planning documents with a focus on community engagement and outreach. Protective (Zoning Bylaw) Amendments. Includes community dialogues for inclusion and diversity in collaboration with the Police Department and n worship community. Jill R. Goldsmith, ICMA-CM Page 2 of 8 Community Needs Assessment - Commissioned The Future of Aging in the Town of Chatham: Chatham Council on Aging Needs Assessment Study Report, in collaboration with UMASS Boston McCormack Graduate School of Policy & Global Studies, Gerontology Institute and implementing affordable housing options and feasibility study for new COA/Adult Care Center. Chatham 365 Task Force - developed concept at the Board's direction for sustainability year-round and years to come and worked with Board appointed a Chatham 365 Task Force. Recommendations related to affordable/attainable housing, economic sustainability and social infrastructure programs - https://www.facebook.com/Chatham365/ Negotiated more than $8M in land acquisitions for conservation or public purposes - downtown parcels, open space and water -front access properties. Fire Station Headquarters Project (and environmental site mitigation) - voter approved in 2013, constructed in 18 months; $11M project and under -budget. New COA Project in development. Bridge Replacement Projects - Federal Accelerated Bridge Replacement Project for the Mitchell River Wooden Drawbridge $15M -100% grant funded. Muddy Creek Restoration/Bridge Joint Project (with neighboring Town) 6.5M of which $4.6M in grants. MA Seaport Economic Council Grant Recipient - $1.35M for upgrades to a key waterfront public access facility to support for our local maritime community, specifically our commercial fishing and shell fishing industry - directly and indirectly supporting more than 500 jobs. E -permitting - grant funded Accela on-line express building and land -use permits; mooring permits; beach/parking permits, and Cape -wide shark notification and public awareness process. One of the first MA towns to implement on-line meeting postings/agendas/minutes. State award winning website & cloud meeting recording efforts. Certified Green Designation/Renewable Energy Projects/Carbon Footprint Reduction - coordinated solar photovoltaic (PV) installations at Town facilities, capped Landfill, and Wastewater Pollution Prevention Facility. Implemented EV fleet vehicles. Labor/Union Relations - initiated a profit sharing/revenue model for personnel and labor collective bargaining agreement compensation increases based on the performance of the local economy. Successfully negotiated reduction in the Town's other post -employment benefits (OPEB) and benefit contributions. Host of Local Cable TV/ You Tube programs on various Town projects to enhance public outreach and participation. Publish regular bi-weekly and monthly reports on Town operations and events. Implemented performance management - Citi Stat efforts, OpenGov and See -Click -Fix in addition to participating in a grant funded County -wide Performance Management Project. Town Administrator/Chief Procurement Officer April 2009 - August 2011 Town of Kingston, MA Kingston is a full-service coastal/scenic municipality with a local K-6 School District/Regional High School, located on the South Shore, next to historic Plymouth Bay; $37M budget; 200 employees; population 13,500. Served as the appointed Chief Administrative and Chief Financial Officer. Supervised, directed and was responsible for the efficient administration of all functions of government, reporting to a five -member elected Board of Selectmen. Jill R. Goldsmith, ICMA-CM Page 3 of 8 RESPONSIBILITIES AND ACCOMPLISHMENTS Conducted the procurement of the Owner's Project Manager and Clerk of the Works for the Senior Center/ Adult Community Center of $2.5M. Construction completed in 2011. Renewable Energy - Solicited leases of Town property (capped Town landfill) for Kingston Community Wind and Solar projects - 4+mWh of renewable energy for municipal properties including wastewater treatment plant and School Department. Negotiated power purchase agreements (PPA) providing re -occurring property tax revenues, and savings in energy costs exceeding $9M over 20 years. Green Community Designation - One of the first 35 municipalities (out of 351) receiving the first round of designations (2010) after implementing all components of the program including energy consumption reduction measures, renewable energy facilities siting by right land use measures, and (Stretch) expansion of green building codes. Received $185,000 in initial grant funding awards. Regional MA Economic Target Area (ETA) - initiated in partnership with the Old Colony Planning Council to receive designation for an 8 -Town ETA targeting technology-based businesses, providing access to State tax incentives and grant funding for business development/retention efforts. Bond rating improvement: arriving just after a Moody's Bond Degrading, from Al to A2, solicited a rating from Standard and Poor's, including presentation to the representatives, providing for the Town's first-time rating of AA- for "High Quality". Financial Policies - Implemented comprehensive Investment Policies and multi-year budget projection tools. Collective Bargaining -successfully negotiated wage freezes in FY2010 and Health Insurance plan design concessions correcting a pre-existing structural budget deficit and without reductions in force. Implemented Network and Disaster Recovery efforts - worked to collaborate functions and technology for records retention and mapping of Town infrastructure/GIS and initiated Continuity of Operation Plan ("COOP") for succession service provision during a Pandemic and/ or natural disaster. Instituted "cloud" computing options to reduce investment in hardware. MA Department of Revenue (DOR) Financial Management Review (FMR) of May 2010 found the Town well managed and working to implement recommendations in collaboration with elected Department Heads. Recipient of MA Common Cause E -Government- Open Government Award for Web content transparency in municipal operations and accessibility to data (I have received such in all municipalities served). Temporary Town Administrator Services March 2009 Town of Princeton, MA In association with the Edward J. Collins, Jr. Center for Public Management McCormack Graduate School of Policy Studies University of Massachusetts Boston I was requested to serve after the unexpected passing of the long-time Town Administrator. I completed budget preparations and emergency response/borrowing authorizations for the municipal light plant (MLP) in response to a devastating ice -storm. RESPONSIBILITIES AND ACCOMPLISHMENTS Financial Management/Sustainability - Successful in negotiating equitable wage increase reduction with Town staff and the sole Union (Police) for FY2010, and prepared annual budget and Town Meeting presentation. Jill R. Goldsmith, ICMA-CM Page 4 of 8 Worked with appointed officials, staff, and Finance Committee to create and implement financial forecasting modules. Instituted use of technology and network to improve efficiencies, transparency, communications, and data recovery. Disaster Recovery - Coordinated FEMA assistance following a devastating Ice Storm causing $3M in damages to the municipal light utility/company and infrastructure. Successful debt exclusion override to property taxes approved by voters in the amount of $3M. Town Manager February 2006 to February 2009 Town of Uxbridge, MA Uxbridge is a full-service (Charter) municipality with a local k-12 School District located in the Blackstone Valley bordering RI and Central MA; $35M budget; 400 employees; population 13,380. Served as the appointed Chief Executive Officer for a five -member elected Board of Selectmen. Supervised, directed and was responsible for the efficient administration of all functions of government. Served as the second Town Manager since the inception of the Charter in 2002. Arrived at a time of transition to the Charter as well as financial vulnerability, with vacancies in key Department Head positions. RESPONSIBILITIES AND ACCOMPLISHMENTS Appointing authority of municipal staff and volunteer officials serving on Town Boards and Committees, except for three elected Boards. Recruitments included Finance Director, Town Accountant, DPW Superintendent, Town Clerk, Inspector of Buildings, and Conservation Agent. Served in a temporary capacity in the Finance and DPW Director positions during the above interim period(s). Reorganized land use functions to create a consolidated Department headed by the (new) Director of Planning & Development. Responsible for the development and implementation of administrative, financial and operating policies, where few previously existed to implement the Charter, and create a centralized HR and procurement. Directed all Human Resources and Risk Management. Acted as Chief Negotiator for collective bargaining contracts with five municipal unions, including participating member of the Teachers' Union negotiations. First town in MA to adopt the State's Economic Development Expedited Permitting program ("43D"). Received State technical assistance grant ($118,000), and Downtown Master Planning grant ($25,000) to develop a Downtown visioning plan. Negotiated land sale of Town tax title property (taxes owed) acquired for $14,000 and sold via RFP for $1.2M. Submitted project for approval to implement the Downtown Visioning Project under the MA Transportation Bond Bill ($3.7M). Small Business Assistance - Successfully coordinated legislative response and funding request as a result of a devastating Mill fire in July 2007 in the downtown area, which served as a local business incubator. Received State funding Grant - first of its kind in the amount of $577,000 including funding for mutual aid reimbursement to the more than 78 municipalities responding. Received Federal grant ($220,000) for a Fire apparatus. In coordination with the School Superintendent and Department Heads, initiated "performance based" budgeting with a revenue sharing component. Worked with Departments to eliminate a $1.2M structural deficit in consultation with the BOS, Finance Committee, and School Committee at Budget Summits, with a balanced budget using no reserves adopted by the Town Meeting for FY2009. Improved upon the warrant articles presentation (with motions) for Town Meeting. Received favorable DOR Financial Management Report. Coordinated the project to amend and re -codify the Town's General Bylaws in 2007- first update since the Charter, as well as the Zoning Bylaws, which had not been codified or updated since 1970's. Jill R. Goldsmith, ICMA-CM Page 5 of 8 Town Administrator September 2002 -February 2006 Town of Charlton, MA Charlton is a full-service municipality located 50 miles west of Boston; $18M budget (2006); 100 employees; population 13,500 comprised of 50 square miles. Served as the appointed Chief Administrative Officer for a five -member elected Board of Selectmen. RESPONSIBILITIES AND ACCOMPLISHMENTS Appointed shortly after the Town approved the Early Retirement Initiative (ERI), providing for the immediate need of an organizational study that I completed within 30 days, and the recruitment of six Department Head positions, including the entire finance team. Also worked to implement the Town's directive for the conversion of the elected Treasurer and Collector positions to become BOS appointed position. General oversight of all Town departments appointed by the BOS. Served as the Highway Superintendent and advisor to elected Water and Sewer Commissioners. Served as the Chief Procurement Officer, including Highway and Library construction projects. Initiated negotiations for a water supply contract with a neighboring Town, and landfill closure project. Directed all Human Resources and Risk Management. Served as the BOS designee for labor issues/collective bargaining contracts with four unions. Procured financial management software including the establishment of a Chart of Accounts to be UMAS compliant, budget modules, requisitions, and GASB 34 compliance. In coordination with volunteers and staff, developed and implemented technology plan and network project. Instrumental in upgrading the Town's bond rating from Moody's Baa2 in 2002 to A3 2005 and first-time rating A+ from Standard and Poor's. Assistant Town Administrator January 2001 -September 2002 Town of Northborough, MA Northborough is a full-service (Charter) municipality with K-8 school district and regional high school located 30 miles west of Boston; $38M budget; 250 employees; population 14,100. RESPONSIBILITIES AND ACCOMPLISHMENTS In partnership with the Town Administrator, coordinated the development of Department budgets. Negotiated and administered collective bargaining contracts with three unions, directed the development of operating policies and administered Personnel matters. Served as the Procurement Officer, Director of Economic Development, Personnel Director, Risk Manager, and ADA Compliance Officer. Worked with elected and appointed board and commissions. Partnered with Departments for special projects such as the solid waste collection RFP/ contract, and Town Zoning Bylaw amendments. Worked to develop a consolidated and streamlined approach to economic development. Coordinated the n revision of the building permit process and amendments to the Zoning Bylaws. Jill R. Goldsmith, ICMA-CM Page 6 of 8 Executive Director, President Municipalities Organized for Regional Effectiveness (MORE), MA December 1999 -January 2001 January 2002 -March 2009 MORE was a non-profit 501c3 founded in 1998 in response to the dissolution of the Worcester County government, then became affiliated with the Central MA Regional Planning Commission. With its membership of 22 municipalities represented by elected and appointed officials, MORE worked to develop regional approaches and increased efficiencies and economy in the area of municipal administration, economic development, public safety, human services, and the environment. The consortium focused on shared staffing, cooperative purchasing, legislative affairs, and regional management issues resolution. RESPONSIBILITIES AND ACCOMPLISHMENTS As the sole staff member, managed the operations, financial obligations, and marketing of the Corporation. Sought areas for member collaborations and cost savings. Promoted effective relationships with Town Administrators, Community Organizations, and Legislators. Successful in grant procurement and increased membership by 40%. Developed a health benefits/insurance joint purchase group for twelve municipalities. Determined goods and services to be procured for two or more towns and prepared bid specifications and contracts. Sought opportunities for regional economic development. Enhanced relationships and developed partnerships with the Regional Chamber of Commerce, Worcester Area College Consortiums, and Legislative Caucus. With the aforesaid partnerships, coordinated forums on regional economic development and marketing the region. Developed a network for various Town departments to increase management capacity. Formed a Highway/DPW purchasing and training network, regional Sealer of Weights and Measures program, and partnered with the MA Governmental Information Services Association (MGISA) to develop the MORE website, which included an intranet and conferencing components. Received grant funding for project development. CALIFORNIA PROFESSIONAL EXPERIENCE 1989-1998 Assistant to the City Manager /Senior Management Analyst City Manager's Office City of Moorpark, California 1992 - 1998 Steven Kueny, City Manager The City of Moorpark is a contract city located in Ventura County, Northwest of Los Angeles, population of 34,000, current operating budget $52M. Executive Management positions reporting to the City Manager. RESPONSIBILITIES AND ACCOMPLISHMENTS Responsibilities included: Solid Waste/Recycling program administration; Recycling economic development/ grant procurement; Community relations; Regional program coordination; Division budget preparation and analysis; Legislative analysis and advocacy; Municipal code enforcement; Presentations to City Council, businesses, college and school district; Contract development and administration; Customer service training and internal policy development; Supervision of department staff and citizen volunteers; and served as the Public Information Officer/Media Liaison. Created recycling/waste reduction funding mechanism in lieu of the State's unfunded mandate, to offset the City's general fund budget, yielding over $175,000 annually, commencing in 1992 to current. Procured and administered grants amounting to $400,000 in funding to develop local and County -wide conservation campaigns via multi -media and media buys for solid waste and hazardous waste reduction. Jill R. Goldsmith, ICMA-CM Page 7 of 8 Developed customer service and cultural diversity program for City employees. Conducted employee training sessions and created monthly employee newsletter. Solid Waste/Recycling Coordinator Department of Public Works City of Lakewood, California 1990 -1992 Howard Chambers, City Manager The City of Lakewood is a contract city located in Southeastern Los Angeles County, population of 80,000, current operating budget $177M. Management position in the Department of Public Works. RESPONSIBILITIES AND ACCOMPLISHMENTS Responsibilities included: Administration of the City's contract for solid waste collection and waste -to -energy facility; Budget analysis; Grant procurement; Promotion of conservation programs; Speakers bureau for environmental programs; and Produced environmental public service announcements for Cable TV - government access station. Developed alternative fuels program for City fleet vehicles. Administrative Analyst City Manager's Office City of Rancho Palos Verdes, California November 1989 - December 1990 Pamela Anti!, Assistant City Manager The City of Rancho Palos Verdes is a General Law contract city located in Los Angeles County, current population of 43,000 with a current operating budget $30,7M + $14M CIP budget. Management position held in the City Manager's Office. RESPONSIBILITIES AND ACCOMPLISHMENTS Served at a time when the City was struggling with financial difficulties. Responsibilities included: Administration of the City's conservation programs and contracts; Community promotion/public information and City's Community, Disaster, and Recycling newsletters; Media relations; Legislation analysis; and staff to the City Council Cable TV and Solid Waste Commissions. California Association of Public Information Officials CAPIO) award winner for recycling newsletter, "RPV Recycles, RPV Cares". Assisted with the drafting of the View Restoration Ordinance PROFESSIONAL LEADERSHIP D MA Joint Labor -Management Committee (JLMC) for Municipal Police and Fire Labor Relations and Contract Disputes- Governor Appointment; Current Management Chairman, 2007 -Present D MA Shellfish Initiative www.massshellfishinitiative.org/ Task Force - founding member D MA Municipal Association - Town Managers/Police Chiefs Leadership Commission, Chairman 2018; District Representative /Board of Directors D League of Women in Government, 2017; MA Chapter founding member 2018 -Present D Cape Cod Commission Strategic Information Office (SIO) Governance Steering Committee - Regional Economic Development and IT Partnerships with 15 municipalities and County D Cape Light Compact (Municipal Utility Commission) Board Member D Cape Cod Municipal Health Insurance Joint Purchase Group - Board of Directors, 2016 -Present D Cape Cod Regional Transportation Authority - Board member, 2013 -Present D Recipient of the 2009 Leadership Award from the Central MA Regional Planning Commission D Central MA Regional Planning Commission (CMRPC), Shrewsbury- Appointed Member, 1999-2006 D Town of Shrewsbury - Elected Town Meeting Member, Appointed Planning Board Member and Representative to the Master Plan Implementation Committee, 1999-2006 Jill R. Goldsmith, ICMA-CM EDUCATION Page 8 of 8 International City/County Managers Association (ICMA) Credentialed City Manager, since 2016 Certificate in Local Government and Leadership, Suffolk University, Sawyer School of Management Center for Public Management - MPA program, Boston MA D Bachelor of Arts in Public Administration, University of California at Los Angeles (UCLA). Chancellor's Marshal Award for Outstanding Community Service CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Candidate Questionnaire Name Jill R. Goldsmith Primary Phone 508) 414-7015 Email jhrmyers(cr gmail.com Reporting to a Five member elected Select Board Town Manager/Select Board — Charter) Population Served (last 2 organizations): Please List Your Current (1) and Previous 1. Town Manager, Town of Chatham, MA August 2011 to current) 2. Town Administrator, Town of Kingston, MA April 2009 — August 2011) 3. Town Manager, Town of Uxbridge, MA February 2006 -March 2009) 4. Town Administrator, Town of Charlton, MA January 2002 -February 2006) Three (3) Position Titles & Places/Organizations of Employment include start/end dates by month/year, plus the position & organization): Currently / Most Recently Reports to (by title): Reporting to a Five member elected Select Board Town Manager/Select Board — Charter) Population Served (last 2 organizations): Current: Town of Chatham, MA — 6,200 to 30,000+ seasonal Previous: Town of Kingston, MA — 13,863 and Town of Uxbridge14,095 Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. 14 (Department Directors, including Police and Fire/EMS Chiefs) 2. All employees employed by the municipality 3. 140 Full-time equivalents + 100 seasonal 4. All departments 5. $55,000,000 Highest level of education achieved (include degree and institution): Bachelor's of Arts Degree (Public Administration) — University of CA at Los Angeles, UCLA Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: International City/County Management Association Credentialed City Manager — ICMA-CM; Master's Degree Public Administration Courses at Suffolk University — Sawyer School of Management, MA — Certificate in Local Government; Leadership Award by Central MA Regional Planning Commission (22 municipalities) Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. bakertilly PAGE 1 2021© THIS DOCUMENT I5 COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 1 Please tell us why you are interested in this position and why you are considering a career move at this time? I have been committed to shepherding my community through the COVID 19 pandemic, but this opportunity brings me closer to family and a frequent destination to the area for my husband's association with the Home Shopping Network (HSN) located nearby. I also believe that the Clearwater City Manager position will draw upon and further enhance my expertise in managing a coastal destination community with very engaged stakeholders - and a place to demonstrate my passion for public service and strong skillset of facilitation and community building. My goal is to positively contribute to the cultural, financial, and organizational structure of a municipality and the effectiveness of policy makers. I have achieved this pinnacle in my current position and while I have not been actively seeking a new position, this opportunity landed at the right time. In my career, I have successfully navigated cultural, financial, or institutional challenges, but also have been the professional to maintain stability and strategically plan to maintain such. I know I can deliver the same professional success to Clearwater and have sustained a national network via my work with the League of Women in Government to assist me. I have the foundation to hit the ground running, and to help guide the citizenry to a future they desire and deserve. 2 What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? As the Town Manager, I serve as the Chief Executive Officer with appointing authority of all municipal employees. I supervise, direct and am responsible for the efficient management and administration of all functions of government reporting to a five -member elected Select Board with more than thirty (30) Advisory Committees. The Legislative branch of the town is Annual Town Meeting - an open session for any registered voter to participate and approve the Town's annual Omnibus Budget and Town Bylaws. Chatham is a (Charter) full-service coastal community focused on historic preservation, innovation, and coastal resiliency with 64 miles of pristine coastline and a quaint destination downtown - it is the jewel of Cape Cod. In my current position as the Town Manager, we have vastly different constituencies — all very engaged with much passion for the Town - as it currently exists or maintaining its rich historical and community values that surpass 300+ years of incorporation. Modern social infrastructure challenges exist for this municipality with the second highest property values in the State with the most affluent and highly educated residents. As established goals voted by the elected officials and through collaboration with year-round and seasonal businesses and residents with extensive public input by a very engaged community, I have worked methodically with staff to focus on Community priorities such as financial stability as a Standard and Poor's AAA community, best practices, capital infrastructure investments/maintenance - and waterfront infrastructure (drainage, piers, and sea walls). Social infrastructure is also a priority - attainable housing in a high-cost short-term rental market, seniors aging in place, attracting young families, and maintaining a vibrate downtown and "Blue" economy. Municipal infrastructure under my direction includes a municipal airport, fish pier/marina, and golf course, municipal wastewater, and water treatment plant utilities, as well as a regional school district and US Coast Guard base. County government does not provide any direct services. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? I am a humble, proactive, and decisive leader, innovator, collaborator, with a conscious effort towards inclusion. I manage in a very approachable, open, and transparent environment, but am confident to speak candidly but respectfully. bakertilly PAGE 2 20210 THIS DOCUMENT 15 COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THEWRITTEN CONSENT OF BAKER TILLY U5, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER For more insight into my philosophy, I reference the most under -rated management movie of all time — Roadhouse, staring Patrick Swayze. Patrick Swayze plays a character who is the lead bouncer (Cooler) in a challenging environment. His management philosophy and my applicability thereof is broken down in three simple rules: 1. Always be prepared, expect the unexpected — I encourage staff to over -prepare and understand the opposing view and/ or review alternatives. In my current position, I review all staff reports, but I encourage Department Managers to make the presentation which is an accepted practice as they are the resident experts. It is important to provide the elected officials with ample information to make a thoughtful decision. 2. Always take it outside; never start a fight inside — I expect a culture of respect. Fighting inside in the organization affects reputations, budgets, and the success of necessary initiatives. I encourage staff take a break to hear another perspective and have a face-to-face (or virtual) interaction to work through the issue. At times, I have convened work groups of staff outside of the regular job duties to work through an issue affecting all departments — sometimes it is a safety matter, technology, or budget cuts seeking input from the front line. This also has served as a pathway to succession planning. 3. Always be nice - "This is just a job, nothing is personal." It is important to err on the side of being nice, solution oriented, and provide an educated "no" for problem solving, not solely the regulatory answer. Working in local government is rewarding but challenging. I manage a very engaged, informed, financially astute, educated community— all sharing great passion for the municipality but requiring different services from the Town. It is very demanding and instead of staff resisting it, we listen and accept the challenge as a problem -solving opportunity - but with the reminder to always be nice. As a City Manager, we are sometimes the Cooler; direct to get to the core issue, work collaboratively for a solution, and to carry it through. I believe communication is important and that we respond to inquiries in a timely and thorough manner regardless of the customer — resident, co-worker, Councilmember, or me. Project Management should be focused on accountability, fiscal/resource management, direct and regular oversight of milestones, flexibility to alter paths, outcomes, and communication of results — whether a roadway improvement project or visioning session. My role to make sure we work to address the goals of the project as envisioned by the elected officials. 4. How do you incorporate the values of diversity and inclusion into an organization you lead? Diversity, Equity, and Inclusion is a fundamental theme and inherent condition of every action I consider, take, or recommend. I promote a welcoming environment to build relationships and consider social impacts/justice for new fees, policies, regulations — and onboarding new employees, elected officials, and volunteers. I maintain a commitment to training staff and volunteers, and have regularly utilized materials from the National League of Cities Race, Equity, and Leadership program as well ICMA webinars with follow-up discussions for application. 5. Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? bakertilly PAGE 3 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In my current municipality, every weekly Select Board meeting allows for public comments on agenda items — a public hearing on every order of business, in addition to requests for future agenda items. It works as we have a commitment to full transparency and having information available on the website — or hard copies of agenda packets at places visited by the community — such Libraries, the community center, post offices, and depending on the topic, including students or direct abbuters. We use electronic platforms but have found much success/impact when we have taken hot topics to the street, parks, or transfer station. I look for unconventional ways to reach busy families and second homeowners alike. Lately, we have used polling at community forums and virtually which has led to more authentic participation. Personally, I hold office hours and have launched Ask (or Stump) the Manager program. It is not me alone to engage and communicate, but a team of municipal professionals who are creative, thrifty, and live the mission of the organization dedicated to community connections and involvement. 6. Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. Fiscal prudence, performance indicators, transparency, and telling a story promotes trust in local government and public officials. Financial management is a year-round commitment. I convene Community Budget Summits in the Fall with elected officials and Department Heads to develop or reaffirm goals for our annual operating budget and Capital Improvement Plan. In January (per the Town's Charter), I present a five-year financial plan and annual budget document recommendation that gets publicly vetted with the Select Board, and ultimately voted at the annual Town Meeting in the Spring. Throughout the summer we work with OpenGov on our fiscal transparency platform and project management engagement. I have worked methodically with staff to focus on issues such as financial sustainability/stability as a Standard and Poor's AAA community (reaffirmed in April 2021), and working with the Town's Auditor and Department Directors, we enhanced our financial policies and capital investment plan to specifically include waterfront infrastructure and coastal resiliency efforts. Waterfront infrastructure investment was a pay as we go, and for the past eight years the elected officials and I were focused on other established Capital Building priorities - a new municipal complex (2012) and fire station (2016), and planned Council on Aging in 2022. We embarked on a Budget Summit focused on updating the Town's Five -Year Capital Improvement Plan and with concurrence of the Select Board and Finance Committee solicited a project wish list (with justification and metrics) from the five water -rated Town committees. We also received a State Best Practices grant and enlisted UMASS Boston graduate students to assist with public outreach and prepare an inventory of assets with the accompanying project and funding requests and prioritization 96M) for a comprehensive plan including water, wastewater, and stormwater infrastructure. In 2017 a Waterfront Bond Article of $11.7M was approved by the voters and the first project was put to bid within three months. In late 2018, the Town was recognized by State and Federal entities for our strategic planning efforts, innovation/ engineering, and regional solutions for water quality and coastal resiliency planning and investment strategies. A recent challenge faced by all was the COVID-19 pandemic and a mid -year adjustment/pivot to the Town's operating budget (FY2020) and preparation of a COVID-19 financial plan for the next four years. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning bakertilly PAGE 4 2021© THIS DOCUMENT ISCOPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OFTHIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER a. Most of my experience has been infrastructure improvement and enhancing neighborhood centers. We used direct visioning charettes for roadway improvements and zoning overlays to enhance building placements and street views. b. I have led planning and investment efforts, including Building Committee for Fire Stations, COAs, Libraries, Municipal Offices, underground wiring, roadway/bikeways and open space property acquisitions and recreational facilities for golf, pickieball, ball fields. and skateboard parks. As noted below, I also have experience with waterfront, wastewater, and water supply capital projects and capital improvement and investment plans. c. The City's mission statement with accompanying goals is important on many levels. It provides policy direction for service delivery priorities, planning, funding, and opportunities for citizen engagement. It further provides a basis and framework for my leadership as the City Manager for current and strategic planning, ensuring excellence in service delivery, employee development, and formalizing/maintaining the organizational culture. I believe this the foundation for a successful partnership between the City Manager and City Council, and enhances public trust with a transparent process and dedicated regular review. The process I have initiated in each city, in consultation with and concurrence of elected officials, has ranged from my facilitation at a session(s) with elected officials, employees and the public - to engaging consultants for retreats/workshops - to a simple survey of the elected officials and Department Heads, discussing areas of opportunities and concerns, and creating value statements for balanced city-wide priorities. Goal setting with clear priorities - I have had much success with the SMART principles from the Center of Government Excellence at Johns Hopkins University - https://dovex.jhu.edu for goal setting as tied to performance budgeting and management. Specifically (SMART) goals are Specific, Measurable, Attainable, Relevant, and Time -bound providing the policy direction for service delivery priorities, planning, funding, and opportunities for public engagement. Start small or at the appropriate comfort level of the Council. Action Plan- My role is to facilitate an action plan (with Department Heads) to translate the City Council strategic plan/goals into specific steps and performance measures — what steps to take, when, how much it will cost, funding availability and responsible party. Confirming City Council buy -in is a must along with providing Department Heads control over their role in the process. Monitor and Progress Reporting - Communication is on-going so that directives may be carried out successfully — or address any challenges. Aligning department actions with City Council goals and progress reporting takes a multi -facet approach - Staff Report format (noting goals), monthly reports to the City Council, and regular performance Stat meetings with staff to review results/performance measures, and potentially a component for department performance that involves the entire organization. Setting Key Performance Indicators (KPIs) is challenging when initiated for the first time as it introduces accountability into the goal setting process. However, if KPIs are generated by departments, are quantifiable and easy to communicate, it will give staff and the public a mechanism to chart progress - celebrate success or develop a better course. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. We have utilized the ICMA Financial indicators/performance management program for budgeting and funding priorities. I also implemented a citi-stat program and provide monthly reports on services provided, outcomes, and used for benchmarking workload challenges. Recently we have used social media and zoom (or smartphone) polls during meetings or community forums. 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? bakertilly PAGE 5 2021© THIS DOCUMENT 15 COPYRIGHTED AND I5 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In partnership with the elected officials and collaboration with Town employees, I work to identify and achieve deliverable objectives based on identified goals and community priorities. Communication is on- going so that directives may be carried out successfully — or address any challenges. I work to establish communication/relationships with all sectors of the community so that I have the opportunity and exposure to attain 360 -degree assessment of what works and/or redirection as it relates to my role as the Town Manager. In my current position and per the Town Charter, I am required to be evaluated by the elected officials once a year and at a public meeting. A joint summary statement is issued and posted on the website along with ratings from a performance appraisal instrument. To begin the process, I provide a self- assessment of accomplishments and note any challenges to achievement of the goals. I then meet individually with each Board member to discuss the year in review, recap on any challenges or successes including employee related matters and discuss individual priorities for the following year. There are no surprises in the summary statement as our partnership is valued. I have regular and on-going conversations with the Board members, and if something is adrift by either party, it is discussed immediately. This carries through with Department Directors and their direct reports for an establish performance review and professional goal setting. My evaluations have been exceptionally good and that I am ultimately held accountable for actions by staff at every level, it is important that I remain accessible and connected. I conduct weekly Department Director meetings and meet biweekly at their buildings/offices — now virtually under COVID. I also meet monthly with the other 14 City/Town Managers on the island (Cape Cod Managers Association) who are quick to quip on what is in the local papers. The gist is that I welcome feedback, can take it, and intentionally establish relationships to have those conversations on how I can be a better Manager, Mentor, or person in general. This year as part of my ICMA credentialing requirements, I will have my first 360 assessment, required every five years. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. I am extremely comfortable speaking to/with a group of 5 to 500 and using technology. More recently, I have worked with our Town production team on Ask the Manager or hosting virtual programing where I interview staff to promote Town operations. No matter how prepared, I always expect the unexpended. I was prepared for the difficult meeting noted below and realized that with all the preparation, sometimes you must wing it. The effort to maintain a sense of community with the second highest property values and second oldest (and seasonal) population in the State was an identified goal and policy directive by the Select Board in 2018. High property values with low attainable housing inventory provided for an exodus of the younger population. However, a letter to the Editor in the local paper by a person named Beverly, a second homeowner in Chatham, brought this issue to a boiling point. She wrote, "...if you can't afford to live in Chatham, then don't." It went viral in one week— anti -Beverly songs, don't be a Beverly t -shirts, as well as rebuttal letters to the Editor. The Board asked that I convene a public forum. Working with staff from each department, we quickly framed social infrastructure value questions and publicized the same. It started rough us (locals) versus them (second homeowners) and challenging to facilitate. During a heated exchange and while I had the microphone, I asked participants what they love about Chatham knowing that was a unifying baseline. Two hours later with agreement that we all love this special place, the issue became defined as how to retain a year-round community. Within another month, staff suggested, and I recommended a Chatham 365 Task Force be created to answer the question of how to retain younger families (and without neglecting our senior population). Two elected officials co-chaired the Task Force of eleven members from distinct populations we identified, and they bakertilly PAGE 6 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER recruited — most had never served on a committee or visited Town Hall. With outreach to year-round and seasonal residents, including 30 Advisory Committees, Chamber of Commerce, non -profits, schools, media, human services agencies - with extensive public input over seven months, Chatham 365 recommendations were received in September 2019 identifying ways to direct resources with social equity to retain younger families living and working in a seasonal community. From zoning relief for accessory dwelling units to childcare vouchers recommendations, I am immensely proud of my work to facilitate a path and efforts of staff to work with various sectors of our community who were not previously engaged to develop more trust in public officials who actively listened and were open to non-traditional approaches for engagement that worked. The Board approved social and financial equity factors as it relates service provision and financial resource allocations. I believe my experience in community engagement, most notably with diverse constituents young and old— Nobel Laureates — Presidential advisors — Commercial Fishermen, Recreational boaters will serve the Clearwater City Council and staff well. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. I am committed to all of the above (including termination when warranted) and work to coach Department Directors to listen and commit to enhancing or maintaining performance. This involves counselling and performance enhancement plans and recognition. Progressive discipline is a function and required skill of every Supervisor to some extent and I have made the investment in training of the leadership team including new supervisors. Succession planning is a regular/ongoing discussion item in our challenging employment market due to the high cost of living. Retention is a priority as well. I have developed employee working groups task with a specific issue/solution — or as an opportunity to work with others outside of the division/department or exposure to other operations in the Town. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. Working on an island of 15 municipalities, we collaborate to resolves challenges for coastal resilience, water supply, housing, solid waste, and also partner on grant opportunities and partnerships with resorts and Tourism. Our COVID-19 reopening for public access was a regional approach including advisories. b. I led the efforts in every municipality I managed to improve the bond rating — via policies, investment strategies, pension/OPEB liability reductions. Such culminated in a AAA S&P Bond bakertilly PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER rating in my current position, reaffirmed with two borrowing authorizations in 2020 and 2021 during COVID-19. c. I have managed wastewater (sewer) and water operations and direct billing for the same. We participate in a regional municipal light compact (electricity) and I am an appointed Board member. I am also involved in cybersecurity for the same. d. In MA, libraries are managed by municipalities in collaboration with a private Boards of Trustees, so I am well -versed in Library science. In my current municipality, the Library Director participates in monthly Executive Team meetings and I serve as the liaison to the Board of Trustees. e. As noted throughout this document and in my resume, I have lead initiatives for all of the above with community involvement and transparency, and public information sessions. Any action requiring bill increases or budget adjustments is presented to elected officials with appropriate advance notice for implementation. f. In a small community, all of the above, including faith -based leadership is required for local problem solving or launching new initiatives which I have had success — especially with transportation improvement projects. g. I am responsible for the management of the municipal fish pier and marinas /mooring management with a robust recreational and commercial fleets. I am also the "airport sponsor" in my role as Town Manager for the municipal airport. I am well -versed in FAA regulations and avigation easements. h. I have overseen Housing Production Plans and recently initiated revenue generation programs to fund the acquisition of land or properties for redevelopment purposes for Affordable and Attainable Housing. We have been particularly successful in public engagement efforts and grant funding. 1 While I have studied this, application has been limited to public works improvements and policies as it relates to short-term rental or response to nuisance matters. j. My recent experience has been permitting limited commercial development and seeking zoning bylaw amendments to allow for such in appropriate areas of the Town. 13. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. I have been committed to enhanced technology throughout my career and well experienced in what has worked and some of the pitfalls of moving too quickly to a technology solution that mirrored paper or outdated protocols. We have launched many of the same technology solutions as Clearwater and more recently enhanced cyber security efforts for not only online payments, but for operations of our wastewater pollution control facility and water treatment operations. During this pandemic, I quickly pivoted to crisis management as the Emergency Management Director and continue to work with local officials on community engagement, and with staff for data gathering using state of the art technology to make informed decisions to balance public health and safety, and its impact on the local economy. We had already established virtual Town Hall as part of my directive for any place Town Hall using MS Teams and Office 365 including Facility Dude for facilities management and OpenGov for transparency modules and permitting. 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. Climate change and coastal resiliency has been my priority for more than ten years. We committed resources for developing, implementing, updating a Hazard Mitigation Plan which attributed to retaining our AAA Bond Rating. Further, we have been committed and prepared a report (grant funded) to summarize efforts by the Town to prepare for the future and build resiliency towards a changing climate. As a coastal community, we have a high awareness of the need for addressing vulnerabilities and risks bakertilly PAGE 8 2021© THIS DOCUMENT I5 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUTTHE WRITTEN CONSENT OF BAKER TILLY U5, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER associated exemplified for Program change develop Community this increased partnered studying cold Community Libraries, 90M+ forces footprint pro with natural hazards and climate change. With an apparent ever -shifting Chatham shoreline, by recent new inlet formations, it is important for the Town to undertake proper steps to plan vulnerabilities. Participation in the Massachusetts Municipal Vulnerability Preparedness (MVP) is voluntary and provides support to cities and towns to complete community-based climate vulnerability assessments, increase community awareness and buy -in of these issues, and action -oriented resiliency plans. The program provides funding for communities to run Resiliency Building (CRB) workshops with local stakeholders. Municipalities who complete process and develop a final report will be designated as an "MVP Community," which leads to standing in other state grant programs, including additional MVP Action grants. We have also with academic institutions and non-government environmental organization and institutes for Chatham's unique interface of the Atlantic Ocean and Nantucket Sound where both warm and seas converge providing for a dynamic impact to shoreline. We also participate in the FEMA Rating System for flood insurance and property value protections. In partnership with our we hold speaker forums with academics and commercial fishmen alike. We also have invested to remove nitrogen with ourt municipal wastewater pollution prevention operations and joined regionally to protect shared waters and waterways. I have also led efforts to reduce our carbon with electric fleet vehicles and green/renewable energy installations for any new municipal ect. 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? I believe the Department Leadership Team should have the ability and tools to manage, recommend performance goals and action plans, and carry -out the mission and priorities of the elected officials. In my current position, I am comfortable with the Directors or Team leadership to prepare and/or present items at Board meetings which provides accountability for carrying out objectives. I am committed to goal setting and accountability but understand that there may need a change of course and my role is to make sure we are on course or assist with a pivot. I strive for continuous improvement. Integrity is especially important to me. Doing what I say I am going to do is part of my core values. I expect a lot out of others. I realize not everyone acts in the same manner, and I take that into account of those I work with or for me. I take pride in the success of others and work hard to ensure that, but as a Town Manager, accept the ultimate responsibility and maintain high standards to achieve such. I like to instill in others the idea we are here to help. I think that is what public service is all about —being there when people need us. I let Department Heads manage, but I do keep a finger on the pulse to ensure we stay on track with the big picture — coalescing all parts to carry out the goals and objectives and strategize for the long range. On a monthly basis, Department Heads provide me monthly reports summarizing work for the month as a performance management narrative, which is presented at a public meeting and posted on the website. I also do cable TV shows on special topics interviewing staff or local officials — and for the budget review process. I am a fan of technology — and understand that weekly meetings with staff are not always the most productive communication. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? In previous communities, I had negotiated tax incremental financing (TIF) or relief agreements to encourage business or industry to locate to the municipality or the region. Most of the work for economic development in my current community has been small business retention/grants, especially during COVID in a tourist economy and working to legislatively to enhance the commercial fishing industry at bakertilly PAGE 9 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER our municipal fish pier. I have also work on infrastructure investments — last mile fiber, water, sewer, resiliency as base -line services needed to invest in economic development. I also negotiated more than 8M in land acquisitions for conservation or public purposes — downtown parcels, open space and water- front access properties which is important for our local economy as a destination. I have had experience working with Local and Regional Economic Development Commissions and have hired and challenged professional staff to be creative, innovative, and resourceful. 17. What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? To be successful as a City Manager requires my availability and accessibility to the employees, public officials, and community at large. I value the partnership between the Manager and Elected officials and am comfortable with my management abilities to proffer inclusiveness with the City Council. My goal is to proactively communicate issues so that each member is similarly informed - be it at a City Council meeting, ball field, or grocery store and focus on the responsiveness of our professional team. Once hired, and if appropriate, I would meet individually with the City Council to discuss administrative and communication protocols, priorities, and what Clearwater means to you as a resident. The frequency of communications can be refined (currently I provide weekly and monthly written reports, in addition to phone calls), and I always appreciate word -on -the street Intel from elected officials. For protocols, in my current position, elected officials typically discuss future agenda items, issues, or inquires with me initially, but follow-up action can be direct with the employee. The procedure is to email me about the issue/response so that I can ensure follow-up or provide information on ancillary issues and that the elected officials are similarly informed. Any communication is welcomed. 18 Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. I am particularly skilled in labor relations and collective bargaining. I have served as a non-partisan Governor appointee on a State Joint Labor -Management Committee for municipal police and fire collective bargaining contract resolution — the Chair for the last six years. I am also very active in the MA Municipal Management Association as a former Board member and have encourage Department Directors and staff to volunteer on a Committee or hold a leadership position. I am also very adept at navigating State and regional governmental agencies such as coastal, planning, and utility commissions, as well as Federal agencies. Over the past 18 months, I have advocated on the Town's behalf on a federal waterways matter affecting our local fishing industry. I am well -versed in direct advocacy with our State and Congressional delegation whether in Washington DC or in District offices. I am a leader in the professional management associations, serve on State-wide appointed boards and commissions, and successful due to great mentors, giving back to my profession, and building a national professional network. As my avocation for public service mirrors my vocation, I know the importance of volunteerism, consensus, and a sense of humor! 6 bakertilly PAGE 10 2021© THIS DOCUMENT ISCOPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In my career, I have successfully navigated cultural, financial, or institutional challenges, but also have been the professional to maintain stability and strategically plan to maintain such. I know I can deliver the same professional success to Clearwater. Thank you! 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Yes 20. Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. Not Applicable 21. If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. I have nothing to disclosed that would affect my candidacy or would be seen as negative to the Profession. bakertilly PAGE 11 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Due Diligence Questionnaire Name Jill R. Goldsmith Date Completed May 10, 2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. No 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? N/A 6 Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. No 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP ROBIN GOMEZ Robin Ignacio Gomez 3684 Lantern Walk Ln Scottdale, GA 30079 rigomezr1972(a gmail.com 727-214-7463 April 22, 2021 Mr. Art Davis Bakertilly RE: LETTER OF INTEREST — CITY OF CLEARWATER, FL - CITY MANAGER Dear Art Davis: Please accept my most sincere interest and desire to serve as the next Clearwater, FL, City Manager. My addition to the City's leadership team will help ensure Clearwater continues providing exemplary and accountable public services as well as positively building community, civic, business, and educational partnerships that will enhance Clearwater's standing as a premier, visionary, and fiscally responsive community. Clearwater through its dedicated and visionary City Council, management, employees, residents, and businesses, represents a symbol of traditional municipal excellence with a reputation for a very high quality of life. My tireless dedication and efforts to help Clearwater meet its mission and objectives to continue to provide outstanding City services exceeding resident, business, and visitor expectations will be my daily goal. I have spent my entire nearly 27 -year career in city government, with nearly 16 as a department head (in Clearwater, FL) and the last 5+ as a City Manager (in Fairmont, WV and Clarkston, GA) constantly ensuring honest, innovative, and transparent municipal services provision working collaboratively with dozens of city councilmembers. My professional and community experiences have produced many successes including enhanced economic development and redevelopment investment in neighborhoods, commercial/industrial corridors, and downtowns, various public safety initiatives, and positive updating of city infrastructure. Through strategy -building, fiscal creativity, and collaboration I have effectively managed operational, capital, enterprise, and internal service operations and projects that positively engaged residents and transformed neighborhoods. Additionally, I have constantly instilled a very high level of community and civic engagement to excite residents and promote the region as a wonderful place and destination to live, learn, work, and play that continues to reinvest (in itself). The value of my management experience, commitment, collaboration, and innovation to ensure optimal efficiency and effectiveness will very positively impact the City of Clearwater. I began my career at the City of Clearwater receiving considerable knowledge and training that propelled my career development and success. I am honored and humbled for the opportunity to provide all my energy, time, and talent to further enhance the City of Clearwater as its City Manager for many years to come. I look forward to speaking with you and certainly the entire Clearwater community at the earliest possible convenience.to more thoroughly discuss my employment experiences, community/volunteer activities, and my financial, strategic, and management qualifications. Respectfully, Robin I. Gomez Robin Ignacio Gomez 3684 Lantern Walk Ln Scottdale, GA 30079 rigomezr1972@gmail.com 727-214-7463 Qualifications Highly qualified professional, innovative, dynamic, organized, motivated team player and visionary leader with over twenty-five years of management/financial experience in diverse, changing environments facing varied service challenges; outstanding verbal, written, and interpersonal skills in engaging employees, elected officials, and the public. Computer experience: MS Word, Excel, Access, Power Point, Outlook, and Publisher; various statistical packages; PeopleSoft Payroll and Utility Management Systems; IWorq Languages Speak, read, write fluently in Spanish, Proficient in French Education Master of Public Administration University of South Florida, Tampa, FL May 2000 Organizational Development Bachelor of Arts University of Miami, Coral Gables, FL May 1994 Political Science and Economics Employment Experience CITY MANAGER Jan 7, 2019 — Present City of Clarkston, Georgia Manage, direct, and supervise municipal operations (police, public works, planning development, building & code inspection, finance/budget, clerk, emergency management, municipal court) for a very diverse, suburban city of 12,750 residents in the Atlanta, GA, metro area, with an annual total operating and capital budget of $11.5 million ($6.8M General Fund), and 44 full-time employees. Implementation of strategies to develop, promote, and enhance Public Safety, Economic Development/Redevelopment, and Infrastructure Maintenance have led to a 14% reduction in over-all crime with added vehicle, surveillance, and officer innovations; a sizeable increase in public and private residential and transportation construction investments approaching $90 million; $300K in grants with over $50K in additional annual recurring revenue; and implementation of expanded on-line City services access (iWorq). Daily engage residents, businesses, and/or Council members (in person and electronic) particularly with ongoing construction projects; enhance public/private partnerships to optimize efficiencies and leverage investment; weekly media outreach and communication on City operations; develop enhanced resident outreach via expanded social media platforms and solutions including a pending City website redesign; continue responding to the diverse demographic changes to customize/adapt city services provision; address coordinated response to the effects of COVID-19 through numerous partnerships to provide food, testing,, vaccinations, digital assistance, job placement, and other City and social outreach. Gomez, page 1 of 3 CITY MANAGER City of Fairmont, West Virginia Dec 7, 2015 — Dec 14, 2018 D Managed, directed, and supervised municipal operations including police, fire, public works, planning, building/code inspection, finance/budget, clerk, attorney, human resources, emergency management, and utilities-water/sewer/stormwater for a city of 18,700 residents, an annual total operating and capital budget of $29.2 million ($15.8 General Fund), and 200 full-time employees. D Implemented strategies to promote, innovate, and enhance Economic Development/Redevelopment, Public Safety, and Infrastructure Maintenance that led to a 71% increase in building construction investments (from $17.5 to $30M), over $8 million in demolition and redevelopment of dilapidated structures, an increase in the Fire ISO rating from 4 to 2, increase in drug offense arrests, $1 Million in grants, $200K in additional annual recurring revenue, implementation of an automated water meter reading program, and technological investments for expanded on-line city services access (Seamless Docs, Census Customer Service Portal, Passport, and PSN payments). D Consistently engaged residents, businesses, and Council members through visible, daily interaction (in person and electronic); continued developing public/private partnerships t0 optimize efficiencies; performed weekly media outreach and communication on City operations; continued implementing and enhancing resident/community civic participation through bi-annual street clean- ups, additional special events, additional boards/commissions/authorities' participation including outreach to Fairmont State University and public schools. CITY AUDITOR City of Clearwater, Florida Dec 20, 1999 — Nov 25, 2015 D Planned, directed, and performed objective assurance and consulting strategies through audits -analysis of city operations, administrative and financial internal controls, and performance indicators that produced recommendations yielding an average annual $125K in cost savings, $125K in revenue due the organization, and over $250K in additional annual recurring revenue for a City of 112,000 residents, nearly a $400M budget, and over 1,800 full-time employees. D Ensured that value-added program and revenue audits of City services: taxes/fees, budgets, customer service, information technology, police, human resources, recreation, library, fleet, etc., maximized revenue and promoted optimal performance, municipal service delivery, and cost efficiencies and effectiveness. HISPANIC -LATINO COMMUNITY LIAISON City of Clearwater, Florida January 1998 — November 2015 D Planned, directed, and coordinated local government strategies with City's growing Hispanic -Latino population to promote understanding among the diverse neighborhoods. Developed Spanish-language communication strategies through interactive community meetings, media interviews, presentations, and various print/video information detailing available city and community services. Gomez, page 2 of 3 SENIOR AUDITOR/AUDITOR/ City of Clearwater, Florida MANAGEMENT INTERN September 1994 — December 1999 Planned and performed operational, compliance, and financial audits/reviews of city contracts/leases, computer applications, revenues, policies/procedures, and employee performance that annually yielded over $50K in cost savings and recovered over $30K due the city. Planned and completed projects: (1) compiled and converted real estate information into complex land management software program, and (2) converted multiple fixed asset listings into a consolidated management system. Leadership, Volunteering, & Community Involvement GA Transportation Infrastructure Bank, Streetscape Construction Project Award Coalition of Refugee Service Agencies, Contributor United Way of Greater Atlanta, City Campaign Chair Welcoming America, City Delegate to National Convention ICMA, Full Member EPA Region III, Excellence in Reuse Award Marion County Chamber of Commerce, Board Member Rotary Club of South Fairmont United Way of Marion County, Board Member Salvation Army Fairmont, Advisory Board Member 2021 2019 -present 2019 -present 2019 2018 2015 — 2018 2016 — 2018 2015 — 2017 2015 — 2017 American Society for Public Administration, Suncoast Chapter, Executive Board 2000 — 2015, current member United Way Suncoast, Board Member, 2009 — 2015, City employee campaign co-chair, 2001 — 2015 Mexican Council of Tampa Bay, Advisory Board Chair 2000 — 2015 US Department of State, International Visitors Program Host 2002 — 2015 Leadership Pinellas Graduate May 2003 Pi Alpha Alpha, Public Administration Honor Society April 1997 Gomez, page 3 of 3 CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Candidate Questionnaire Name ROBIN IGNACIO GOMEZ Primary Phone 727-214-7463 Email rigomezr1972@gmail.com Please List Your Current (1) and Previous 1. CITY MANAGER-CLARKSTON, GA, 1/2019 -Present 2. CITY MANAGER-FAIRMONT, WV, 12/2015 - 12/2018 3. CITY AUDITOR-CLEARWATER, FL, 12/1999 —11/2015 4. SR AUDITOR-CLEARWATER, FL, 4/1997 - 12/1999 Three (3) Position Titles & Places/Organizations of Employment include start/end dates by month/year, plus the position 8, organization): Currently / Most Recently Reports to (by title): CLARKSTON CITY COUNCIL -MAYOR BURKS & 6 ADDITIONAL COUNCIL MEMBERS Population Served (last 2 organizations): 12,637 18,388 Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. 5 2. 7 3. 44 4. $1,104,436 5. $11,508,463 Highest level of education achieved (include degree and institution): Master of Public Administration (MPA) University of South Florida (Tampa) Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: GA Transportation Infrastructure Bank, Streetscape Construction Award; EPA Region III, Excellence in Reuse Award Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. 1. Please tell us why you are interested in this position and why you are considering a career move at this time? bakertilly PAGE 1 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER I loved the entire time I had the privilege and honor to work for/at the City of Clearwater serving all the wonderful residents, businesses, and visitors. Returning as City Manager to the City that afforded my first professional opportunity and nearly all my local government development that prepared me to be a City Manager would be the most incredible opportunity and work of my life. The thought continues to leave me speechless knowing of the incredible possibilities. possess the managerial, financial, and interpersonal skills, knowledge, and attributes to further enhance and manage Clearwater to be an even more uniquely beautiful and vibrant community. My career experiences in 3 cities/states serving in roles from a department head to a City Manager, have included various operational and capital project work from economic development/redevelopment of a downtown to water/sewer/stormwater infrastructure work to expanding recreational facilities and opportunities to developing and sustaining intergovernmental funding/operational agreements and even to developing solutions for future environmental sustainability. I have and will always value the importance of relationships with and among Council members, employees, residents, businesses, and visitors. My success has and will continue to include constant collaboration, strategic thought processes to develop innovative solutions, and certainly the ability to listen and understand as much as possible to all interested groups, stakeholders, investors, and essentially everyone with an interest in Clearwater. I am at my career time to make this very important move that I firmly believe current and future Clearwater Councils, employees, residents, and businesses will support and retain for many years. Everything I have always done in my professional career has led me to this moment where my passion, innovation, and ultimately, my desire is to be the next Clearwater City Manager. 2. What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? Clarkston, GA, City Manager. I Manage the daily municipal operations including the directly provided services of police, public works, planning & economic development, code compliance, parks maintenance, finance, clerk, and human resources to a City of 12,637, with a 2021 total City budget of $11,508,463. I also manage numerous contracts that provide other city services including legal, information technology, engineering as well as intergovernmental agreements with the county to provide library, fire rescue, and water/sewer services. The City of Clarkston, GA, is a Council -Manager form of government with a 7 -person (including a Mayor) legislative body elected for 4 -year terms providing the over-all City policy direction and services strategy that hire a City Manager to manage/oversee the daily City operations. All my staff, director, and City Manager experiences across all types of City services including police, utilities, economic development/redevelopment, fire rescue, parks & recreation, gas/water/sewer/stormwater utilities, and even electric utility franchises (having served as a City representative with Duke Energy, formerly Progress Energy), have provided over 25 years of knowledge, attributes, information, skills, and personal willingness to very effectively manage the City of Clearwater. I understand how Clearwater functions and have a tremendous amount of knowledge and experience of its many industries and people including tourism, private businesses, education, changing demographics, and the very diverse faith -based organizations. All my work until now has greatly prepared me to serve as the next Clearwater bakertilly PAGE 2 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER City Manager possessing possibly the most amount of information about Clearwater among all candidates for this position. I will continue to ensure Clearwater retains its exemplary global position as a premiere organization working tirelessly with the City Council, all City staff especially the Senior Executive Team), businesses, schools, churches, visitors, and all residents. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? I lead and manage by setting very communicative, collaborative, and strategic processes that afford all staff and the organization to have nearly every resource (taking into account budget constraints) available to be extremely successful. Innovation, efficiency, and determination guide me to provide the most effective City services possible knowing that I am also one of the recipients of those services. I believe with every passion in my mind and heart in the City I live, learn, work, and play; that I will ensure it is the best place to raise a family, or to invest in a business, or to go to school, or to visit many times. I manage people by providing them the best opportunity to achieve their and the organization's goals, to see and to do beyond what lies currently in front of us as well as in the future, and to be committed and creative that we are a team dedicated to the absolute best in everything we will do. All projects from thoughts, ideas, activities, and events to actual physical construction will be fiscally and wholistically reviewed, responsible, and attainable. I tremendously value financial stewardship, openness, and accountability, traits I incorporate to any and all projects under my management. I achieve goals and ultimately success by reviewing, analyzing, and obtaining feedback on the City services we provided. I have spent decades promoting efficiency and effectiveness along with creative solutions to the challenges and opportunities we face. My work in Clearwater will similarly continue ensuring I make the most informed decision that embraces and embodies the provision of the most exceptional government services. 4' How do you incorporate the values of diversity and inclusion into an organization you lead? I allow for all to provide input, thoughts, ideas, suggestions, what works, what may not work, etc., in the organizations I have worked for and managed. Diversity and inclusion policies and programs allow local governments to succeed. In local government, we neither choose nor decide our customers. All our businesses, residents, and visitors are our customers with individuality and unique qualities and traits that define each one. Our customers come from many parts of Florida, the US, and the world, live and celebrate many cultures, speak many languages, live their own lives as they believe, and have their own unique understandings of how the City of Clearwater provides City services. I have and will always embrace this as it is what defines me. I lead by example. As an immigrant (born in Mexico) brought to the US as a child, I understand the role newcomers experience. However, diversity and inclusion are even much more than our place of birth, our culture, our race; essentially, they are the inspiration that continues to ensure cities, especially Clearwater, value what makes each one of us unique. A reminder that for local governments to be successful we must make significant efforts and work to learn and understand our businesses, residents, and visitors as much as we can. I will continue to daily incorporate this to my life in Clearwater. bakertilly PAGE 3 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 5. Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? My approach is very open, transparent, and visible to ensure a city continues to provide as much information as possible about our services, activities, events, etc. I have been and will continue to be very visible, active, participatory in just about everything the City does. Throughout my career I have planned, directed, and very actively participating in hundreds of City meetings, activities, events, etc., and will certainly continue in Clearwater. My goal has always been to ensure people look to participate, that they are engaged, and informed on a variety of topics and issues that residents, business, and visitors may want to participate in. Whether though actual City meetings or community/faith-based events or leisure/recreational/sport activities or whatever may be occurring, I will look to attend as many as possible to communicate and interact with as many people as possible. These are the very exciting and enjoyable parts of working in local government. I have missed having multiple events and activities that I experienced in my life in Clearwater; currently, the City of Clarkston is rather small (1.6 square miles) with limited event space. The opportunity to return to Clearwater will be quite invigorating reigniting the many wonderful events/activities I added in my two subsequent cities. In addition to print and electronic information dissemination including internet site(s), social media (Facebook, Twitter, Instagram, etc.,), and email lists, which are very necessary and effective, I have yet to find a replacement for the personal communication (even safely during the pandemic). I have always dedicated all the time to speaking in person with our customers; I will certainly continue that in Clearwater. 6. Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. I have always provided all financial information in detail in every budget I have produced and presented. Fiscal transparency, accountability, and responsiveness have always been the most important approaches to all things financial. The public needs to see the who, what, where of their investment, where their taxes and fees are going, or more succinctly, the wonderful value they are receiving from their investment. As the Clearwater City Auditor for nearly 16 years, my life was financial efficiency, data, analytics, and always the question: are we spending every dollar as we should? Additionally, are we receiving every dollar we are lawfully allowed to receive? As a City Manager that is even more important as the Manager is the one who is ultimately responsible/accountable for the entire budget (all the finances/money). In the end it is exceedingly important to properly ensure all revenue received (via reviews/audits) as well as to properly account for every expenditure. Financial processes must also include providing regular updates and information to ensure all audiences understand where the money comes from and what it is spent on. Additionally, being fiscally conservative, understanding local/regional/national economic conditions, and planning reasonably to only spend what will be received are all part of my approaches to financial management and budgeting. As City Manager, I will always ensure the public will always receive clear and concise information to better understand local government finance and budgeting. bakertilly PAGE 4 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In my first year at Fairmont, WV, we had to diligently identify address uncertain economic conditions in a very slow-growing and occasional receding economy. The reduction of coal production in the mid-Atlantic/Appalachian region resulted in massive population and investment declines leaving local governments guessing on revenue and consequently service provision. The challenges led to opportunities on how to diversity your economy, how to bring additional short and long-term investment to the City of Fairmont. A few approaches that my senior team and I immediately worked on resulted in significant alternative investments (over 30 in my first year) to our City: West Virginia University medicine; national and regional food chains (Dunkin' Donuts and Sheets) that had historically bypassed the area; and significant outreach/promotion into tourism, youth, and collegiate sports (Fairmont State University). By the end of the 2nd budget, we were looking at growing surplus of approximately $250,000 from increased revenues (property, sales and use taxes). The entire work was a review into innovative ways to diversify and utilize assets in the area in ways not previously considered. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning a. A considerable amount of my time in Fairmont, WV, was spent on revitalizing dilapidated buildings and housing in numerous neighborhoods. The City cebter experienced a renaissance in activity, investment, and retail businesses by promoting our lower cost of living, further promoting existing tax incentives, and leveraging accessibility to the region. We also partnered with faith -based and non- profit organizations to address a chronic homelessness problem in downtown that incorporated a day location for folks to stay in and eventually receive a variety of assistance. I also refocused alleviating blight by dedicating more funds, including various grants, to demolish over 50 structures combined with over 100 other structures removed by private property owners, the result of enhanced code enforcement. I also developed a significant campaign on cleaning the City by adding additional trash/debris abatement processes, including the removal of a homeless camp that had been in existence for nearly 40 years, and an immediate graffiti removal process with a 24-hour turnaround service. b. In both Fairmont and Clarkston, I have managed utility and transportation infrastructure projects totaling over $40M with the development, expansion, and completing of automated meter reading (AMR) technology (in Fairmont), the first City in the entire region with such technology, upgrades to the Water filtration and Sewer treatment plants followed by a complete streetscape and transportation improvement project in Clarkston completed this month, within the allotted 3 years. For cities smaller than Clearwater, I have worked on extensive multi-year capital improvement projects that I surprisingly had not anticipated but found extremely exciting and ready to achieve based on my experiences in Clearwater auditing components of various construction projects over the years. c. In all 3 cities, I intently participated in the comprehensive plan and subsequent updates including a current one in Clarkston, GA. All 3 locations incorporated significant public participation, activities, meetings, charettes, and much more. All required significant strategy defining and building related to the future development and land use components of the City. Ultimately, all led to the review and in one City, bakertilly PAGE 5 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Clearwater, the creation of the City's current vision and mission. I also participated in visioning session with City Councils in all 3 cities with the past 5 years leading the discussions as the City Manager. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. In Clearwater, coordinated the usage, input, analysis, and monitoring of a performance measurement system for various departments to measure departmental activity (police, fire, audit, planning). Most departmental/division audits incorporated some type of benchmarking to determine operational effectiveness, specifically comparing City data against comparable FL cities as well as comparing to professional industry standards, i.e., ASE for Fleet, NPRA for Parks & Recreation, APWA for Water. In Fairmont, numerous fees (all planning, building permit, and parking) and department processes had not been updated/adjusted in many years. Consequently, we embarked on a comprehensive benchmarking process to review established rates and processes in the region that resulted in multiple adjustments all that were unanimously supported by the Council due to the quantitative approach taken and data presented. We just began this process here in Clarkston this month. 9. Briefly describe the type, source, and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? Since we are a fairly small City (44 total employees) with very limited support staff, my direct reports have stated I need to be more stern in saying NO to requests for City assistance from the public and Council requests to complete multiple tasks, such as special events assistance and performing most of the CARES Act work (fund assistance distribution) internally. I took on most of those additional duties during the past year during the pandemic (mostly related to the CARES Act funds) that resulted in significant additional work hours mostly for me and a few additional hours for 2 of my staff. 1 am extremely dedicated and will do whatever is necessary to complete the work, particularly since I really do enjoy my job every day. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. Nearly every week (and certainly at every monthly Council Meeting) I make a public presentation on a City topic such as a budget/financial update, presenting a specific event/activity, speaking to a specific non-profit or other organization, and/or giving a presentation to 1 of 5 City Standing Advisory Committees or to the 5 resident -led industry - specific committees (have not been meeting this past year due to the pandemic). Most of our meetings have been via Teleconference or ZOOM since March 2020, but they have certainly continued as scheduled. I absolutely enjoy making public presentations and look forward to creating, presenting, and answering questions/taking comments. Addressing residents about our Code Compliance process has been intriguing due to the varying individual `community' standards in Clarkston, GA. We are also a very diverse demographic with nearly 60% foreign -born residents who do tend to take a little longer to acclimate to various housing and maintenance requirements. We periodically visit (even at a bakertilly PAGE 6 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TOBE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER distance during the pandemic) residents and businesses advising them on how to ensure their safety, report concerns to the management of the many multi -family complexes in our City, and generally maintain their residence to avoid hazards. We have continued successfully promoting our strategy by constantly information, advocating, and educating, rather than punitively citing or as a last alternative, issuing a fine. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. I will only be successful as a City Manager by properly resourcing and empowering department heads/senior executives, and conversely ensuring they do the same within their departments. All employees need to have a very good understanding of their role, how it fits within their department and the organization, and ultimately the over-all role (vision/mission) of the organization. Training, additional education, and other learning opportunities are essential for the continuous development of all City staff/personnel that clearly benefit the organization. With technological advancements, considerable training has become more readily available at lower costs in many instances eliminating the need for travel costs. As City Manager, I have provided considerable training opportunities with a main goal to provide feedback to all applicable areas/departments within the City for the benefit of all. Training and continuing professional education will only take an individual and organization so far. Evaluating employee (individual) performance is key to ensuring the organization also succeeds as feedback on what is and what is not working is extremely essential. Evaluations allow for adjustments to be made based on changing market conditions, resident/business needs/desires, and technological enhancements/developments. Both continuous training and employee evaluations are extremely valuable tools and techniques that over time greatly contribute to the succession planning of any organization. I am a very active supporter of continuing to mentor, guide, and help all employees further develop their careers. I have constantly searched and encouraged development of all direct reports and as many employees as possible in the organizations I have worked in. All of this are extremely important in developing and retaining a very good senior/department head and over-all management team. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., bakertilly PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. In Clarkston, the county provides various key services including water/sewer, library, and fire/rescue. Prior to my arrival the City had numerous struggles coordinating and resolving water line repairs by the county including the recent City transportation infrastructure capital project that required numerous water line repairs and replacements. In my first month, we held a meeting with county representatives to review both work schedules to better coordinate and plan all work. Apparently, the issues were simply a lack of adequate planning and communicating work expectations. Nearly all issues were resolved by establishing clear communication and work schedules. b. Served on various bond rating RFP's and review process in Clearwater including assisting Finance on its over-all bond rating review process. c. Performed numerous performance and financial audits of various utilities (water, sewer, gas, stormwater, reclaimed) in Clearwater. In Fairmont, served as the chair of both the water and sewer board responsible for all water and sewer utilities that served over 14,000 water and 9,000 sewer customers. d. Performed various library service operational and financial reviews and audits of the Clearwater Library System. In Clarkston, county provides public library services, I only oversee the service agreement with the county. e. In Clarkston, I directly respond to all public concerns for City Services, excluding Police (county provides water/sewer, fire rescue, and library services). In Fairmont, I responded to all concerns including water/sewer and fire/rescue. My process is to respond the by the very next day to all concerns/questions, etc, which I continue to do in Clarkston. f. In all 3 cities I have been attending, coordinating, participating, and speaking at hundreds of community, neighborhood, stakeholder, and other meetings for over 25 years even while working as an intern in my first 2 years in Clearwater). Our success has been in the consistent collaboration in all 3 cities to ensure residents and businesses are engaged and willing participants in their City services. I have participated in resident and community collaborations and meetings with all departments including financial services in all 3 cities. In Fairmont and Clarkston, I incorporated every aspect of our City to ensure residents and businesses understood as much about our City as possible. g. In Clearwater, I performed various operational and financial reviews/audits of the marine and aviation department and related services. My audits generated numerous enhancement/improvements opportunities implemented by the department. h. In Clearwater assisted/coordinated with CPD's homeless outreach and intervention project. In Fairmont, established a process to relocate homeless in the City Center to a facility that provided various assistance- moved folks off our streets. We even assisted with the relocation of various folks to be closer to family or friends, again placing them in safer locations (off the streets). Left in 2018 during the process to further coordinate and expand collaboration to a type of comprehensive homeless program similar to Pinellas County's one to reduce homelessness in Fairmont. In Clarkston, we continue developing affordable housing options (a new apartment complex, smaller homes at lower costs compared to the rest of Atlanta) to keep people in their homes. bakertilly PAGE 8 2021© THIS DOCUMENT IS COPYRIGHTED AND ISCONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER i. In Fairmont, enhanced the City's focus to alleviate significant blight and abandoned structures through the City's code compliance and demolition programs. Funding reallocations in the City's general fund combined with grants helped expand the demolition program that alleviated significant blight (removal of over 150 structures). j. Participated in various of the downtown and beach revitalization meetings in Clearwater. In Fairmont, attracted investment in various commercial areas that included a new medical clinic and various retail (national and regional) in areas that the City had previously denied apparently due to a lack of reasonable negotiations. 13. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. Extremely important and necessary in 2021; all 3 Cities I have worked have embraced technology to enhance City services provision from adding options on-line, to texting information, to an automated meter reading infrastructure that allows water customers to view their water consumption within 4 hours, to automating all planning functions in the pandemic to avoid on-site visits. 1 welcome all reviews and implementation as appropriate (considering cost, convenience, and accessibility) of all emerging technologies for residents, businesses, and visitors to access City information at any time from any location. 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. In Fairmont, 1 attempted various components of climate change directives by recommending to our state delegation to continue enhancing alternative energy uses, however, was met with much resistance due to the region's coal extraction history. In Clarkston, the Council has adopted many measures to reduce carbon by 2050, acquiring all hybrid vehicles, and looking to add over 50 solar panels to our few City facilities to eventually generate 50% of City electric use through solar. Moving to WV and now in GA have greatly provided a significant amount of opportunities to address climate change which is even more important in Clearwater being a coastal community. 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? Department heads are the lifeline of a City government as they are an extremely import resource for any City Manager in ensuring the organization's success. They are the industry experts that provide the most valuable insight to the work that needs to be completed. They must set clear, concise goals pursuant to the organization goals, vision, and mission. Both operations and capital projects begin with department heads again to ensure optimal efficiency and effectiveness. Therefore, their accountability within their own staff is exceedingly important. 1 will continue to provide department heads and their staff all the necessary resources to set and meet their goals every day. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? bakertilly PAGE 9 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER I have provided various and distinct economic development and redevelopment projects in Fairmont and Clarkston. In the former, numerous tax and property incentives had simply been grossly underutilized, scarcely promoted. Our outreach quickly included the incentives to all contacts made, all calls received, all investment opportunities that quickly saw positive replies by way of investment. We were successful in retail investment in the City center, alleviating blight that led to some residential investment, and in repurposing commercial areas into a mix of housing and retail. In Clarkston, no incentives have ever existed (several Council members not overly interested due to our size and revenue constraints), and our City has been booming since late 2018 with 6 development projects valued at just over $75M. Incentives are an effective tool if carefully analyzed, reviewed, and promoted. What may work in one City may not in another. City centers/downtowns also vary significantly depending on market conditions, regional economic/investment climate, and the existing parcel make-up in terms of private, government, faith -based, education, or other. The uses can and do change over time, a big key for success is how the City's proposed, future land uses similarly change, or keep up, with the market (property owners and investors). 7 What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? At a minimum, weekly in-person briefings incorporating existing and future action items with each Council member and/or followed by the current process utilized in Clarkston, a weekly written narrative describing daily City Manager activities, meetings, communications, and other pertinent actions. My goal is to have a daily (even very brief) communication with the Mayor and Council to provide any updates and certainly answer any question/listen to comments/observations. Most importantly, my role is to keep all very informed, avoiding any surprises or other potentially adverse information or action(s). As I have been certainly for the last 5+ years, I am available 24/7 via email and/or cell, which I will be for the rest of my City Management career especially in Clearwater. Based on Mayor/Council direction, I will identify and share any initiatives with them and prioritize based on the City's vision/mission related to the City's key priorities to ensure a very safe City, promote/enhance economic development/redevelopment, and properly and timely maintain all City infrastructure. I have very much valued my relationships all these years with dozens of Council members in 3 rather distinct cities. I understand all our roles including the main one that all elected officials (all things equal) really want their community to prosper and to truly be a great place to live, learn, work, play, etc. Clearwater is an extremely unique City as it has such great diversity of people, places, and activities that its elected officials have truly understood and promoted over the years. My role will be to continue that tradition and expand as the City further enhances its waterfront, downtown, beaches, and all other areas and neighborhoods. 8 Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. A great character trait that a former Clearwater Mayor shared with me was to be humble, but also to boast your story as you are the only one who can tell it as good as it can be told. I have a significant amount of Senior/Executive level City experience including a total of over 20 years in Clearwater. I spent a few thousand days traveling throughout Clearwater and have enjoyed every one including the below: bakertilly PAGE 10 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT ISNOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER experiencing sunrises over the bay, at least 1,000 sunsets over the gulf, watching thousands of visitors enjoy a Phillies spring training game, observing thousands enjoying quite possibly the finest sand in the world, walking/jogging a few thousand miles throughout Clearwater, including lunch time jogs from the MSB to the beach, participating in iterations of Clearwater's strategic plans from the 1C1F to Future City 2005 to its current: Bright and Beautiful — Bay to Beach participating in at least a dozen openings/ribbon cuttings of existing City facilities, participating in the City's response efforts and service delivery to changing demographics specifically the Hispanic -Latino growth, coincidentally most from an area in central Mexico near my birthplace, participating with residents/businesses from many areas/neighborhoods on work audits, City and community events/activities like neighborhoods day or Paint Your Heart Out, Clearwater!, and City meetings/projects, working as a subordinate, as a supervisor to exceptional men and women (over 2,000) who truly espoused a love for their work and their co-workers, working with numerous Mayors Council members on countless events, activities, work items, etc., and, observing and learning just about everything I ever needed to know be a City Manager. A weird cliche I learned is you always remember your first love, Clearwater will always be my first true love, the place that afforded me a great opportunity that I once ceased and am now ready to cease again. 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Yes, very comfortable. 20. Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. None. 21 If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. Potential interesting discussion: My comments supporting the Fairmont, WV, Human Rights Commission ordinance in 2017 and 2018, specifically the inclusion of sexual orientation and gender identify as protected classes from discrimination. My comments were that I strongly encourage people to respect all life choices and to avoid publicly criticizing people because they are in a same gender relationship, because they are an immigrant, or because they changed their gender. You may believe what you want, just don't publicly state that people who are not like you or who are not Christian are an abomination or less than human. There are many beliefs and many religions, no need to publicly criticize just because someone is of a different religion/faith. bakertilly PAGE 11 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF 1H15 DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Due Diligence Questionnaire Name ROBIN IGNACIO GOMEZ Date Completed MAY 10, 2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1. Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No. 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No. 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No. 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. No. 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? N/A. 6. Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Possibly, not embarrassing to me. Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? No. If so, please explain, provide details of the circumstances and current disposition. For full disclosure, the following would not impair my ability to serve as the City of Clearwater City Manager: 3-13-1992 (29+ years ago) arrest for petit theft (Hillsborough County, FL), adjudicated as no contest, paid restitution, & completed probation (a collegiate foolish, regrettable decision). Human Rights Commission Ordinance activity in Fairmont in 2017 and 2018 yielded considerable personal criticism (and to the City) by various individuals and organizations to my comments relating to supporting the addition of sexual orientation and gender identify as categories to be protected from discrimination. 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes, understood. bakertilly PAGE 1 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP DAVID JOHNSTON fTh David W. Johnston, MPA 1648 Chestnut Court - Ft. Wright, KY 41011 859-412-5330 • cdjohnsmanor@yahoo.com April 6, 2021 Mr. Art Davis Director Baker Tilly Applied via Baker Tilly's Application Portal Dear Mr. Davis: I am applying for the City Manager position with Clearwater, Florida. Having done significant research on the city and its government, I see this as a truly unique and exciting opportunity. My background, experience and interpersonal skills are the qualities that make me the right choice for this position. I bring close to 25 years of visionary public service and management experience, with success in intergovernmental relations, economic development, strategic planning, financial management/budgeting and staff development/mentoring. As a trusted and dependable advisor, I have consistently delivered ethical, transparent and engaged leadership to stakeholders of communities with diverse and often complex needs. This resulted in vibrant, win-win partnerships, meaningful investment, and quality service delivery. These are a few key strengths I offer, based on solid experience: Influential communicator and relationship builder... With mastery in developing, sustaining and leveraging a web of high-value partnerships which creates awareness, and encourages active civic engagement to advance a local government's strategic interests. Decisive and action -oriented style... With proven, long-standing reputation for developing and driving practical roadmaps to enhance policy, communications, and issues management while undertaking a variety of projects and strategic initiatives. Catalyst in maximizing a community's business and economic health... By leveraging my expertise in community and economic development to increase investment, strengthen and broaden the local tax base, while respecting the local historical legacy, as the foundations to building community. Authentic and values -driven team builder... With poise, skill and sensitivity I provide leadership and support to a diverse staff within highly complex and evolving organizational structures and foster a culture of performance, knowledge, accountability, innovation and quality. A passion to promote ethical and results -driven public services at the local level... My work as a public servant is founded on the basic philosophy that I must continually earn and keep the public trust. To strive to meet this challenge I enhance a local government's focus and investments around a shared community vision, supportive infrastructure and sustainability. I meet challenges such as budget deficits and often rapidly changing community dynamics by utilizing an uncommon blend of critical thinking, an entrepreneurial spirit and an aptitude for making positive change happen. Clearwater, FL/Page 2 Additionally, I have represented the communities I have served on MPO boards, regional economic development organizations, municipal league legislative committees and various local committees. I have worked with neighboring communities in developing joint purchasing contracts and inter -local agreements that combined our staffs to perform joint projects, usually infrastructure maintenance projects, all in order to get the most economic services from the public resources available (aka: get the biggest bang from the public dollars). Your position profile says I'm the type of person you are looking for to serve as an experienced, passionate, energetic and strategic leader, to be a good steward of public resources and to communicate complex issues and situations in ways that lead to the most informed and effective public policy decisions. I look forward to beginning a productive dialogue with you about this exciting professional opportunity. Please contact me by phone or email to arrange a meeting. I look forward to hearing from you soon. Respectfully, David W. Johnston, MPA 859-412-5330 cdiohnsmanor@yahoo.com David W. Johnston, MPA 1648 Chestnut Court, Ft. Wright, KY 41011.859-412-5330 • johnsmanor@gmail.com Visionary Public Services Executive Forward -thinking and resourceful leader with a guiding philosophy that reflects the value of encouraging innovation, ownership and responsible risk-taking to IMPROVE THE OPERATIONAL AND FISCAL SOUNDNESS OF AN ORGANIZATION. Tenacious trailblazer marked by proven success in crafting breakthrough win-win programs incorporating strategic planning, value-added economic development, staff development and mentoring, and community and inter -governmental relations to ACHIEVE POSITIVE SOCIAL, ECONOMIC AND ENVIRONMENTAL OUTCOMES. Productive Relationships / Partnerships Communication / Political Acuity Inter -Governmental Relationships Problem Solving / Conflict Management PIVOTAL SKILLS Cross -Departmental Cooperation Public / Community Relations Staff Management / Development Business Development / Marketing Financial Stewardship Economic Development Leadership Project / Program Management Community Visibility / Relevance Experience, Key Contributions and Performance Milestones City Manager: Covington, Kentucky - 2017 to present Manage a historic and rejuvenating Ohio River community in the heart of the Cincinnati metro area (population: 41,500), leading a team of 400 employees plus 50 seasonal employees with annual budget of $109 million, including Storm Water n and Street Utilities, Golf Course and dedicated funds. Provide guidance and direction to the City Commission and City staff on issues related to economic redevelopment and neighborhood revitalization, to developing effective internal policies, to focus on customer/citizen service and to addressing poverty. Full oversight of day-to-day operations of the City, including directing a dedicated management team from Police, Fire, Neighborhood Services, Public Works, Economic Development, IT, Human Resources, Finance, Communications, Data Analysis and Grants Management departments. Led a key reorganization of the City departments to reduce internal silos and to focus on customer service. IMPROVED PUBLIC FINANCIAL STEWARDSHIP THROUGH STRONGER FINANCIAL CONTROLS: These changes led to significantly less audit findings from 6 recurring findings to 2 findings (1 recurring) in 3 years. Also, the City's Moody's bond rating improved from a Baa rating to an A2 rating in two years due to these new policies. Strengthened the multi-year financial model to regularly use in decision-making and policy assessments (this model helped the City more effectively deal with the financial impacts of the COVID-19 pandemic). SUCCESSFULLY GUIDED IMPORTANT REDEVELOPMENT EFFORT: Led a community-based master planning process on a key 23 -acre site in City's commercial core, which led to successful negotiations for the City to purchase the site from the federal government with a $30 million GO bond issue. City is taking the lead to clear the property of a -400,000 sq. ft. building with asbestos to greenfield status and to ready this asset to the private commercial market. RENEWED FOCUS ON CUSTOMER SERVICE: Reorganized the city departments into 2 functional areas—Public Service and Support. Successfully broke a silo mentality to one of seeing each department as serving both the public and each other for improved public service. Staffing increases, training and other investments led to success. EFFECTIVELY ADDRESS BLIGHTLY PROPERTIES: Initiated a program of increased code enforcement, took legal actions with liens and foreclosures and started and rental property licensing program, including mandatory inspections. David W. Johnston Page 2 of 4 City Manager: Maple Valley, Washington - 2009 to 2016 Managed a vibrant community in Seattle metro area (population: 25,600), leading a team of 45 FTEs plus 35 Seasonal employees with an annual budget of $29M, including Storm Water and Street Utilities, Golf Course and Lake management. Provide guidance and direction to City Council and City staff on issues relating to significant population growth and its pressures on the supporting infrastructure and local culture of the community. Full oversight of day-to-day operations of the City, including service contracts for Police, Legal, Court, Jail, Animal Control and Engineering Services. Led key processes to update the City's emergency management plan, to assess the local golf course and to negotiate with King County to annex various strategic parcels of land into the City. BRIDGED THE GAP BETWEEN POLITICS AND ADMINISTRATION: Demonstrated advanced relationship and coalition building skills, by reaching out to all stakeholders and bringing a diverse community together - in the midst of intense political conflict. Maintained an open, responsive and proactive connection between the City and the Public, providing effective operational recommendations to facilitate progress of previously stalled policy making and revive project execution. CREATED A COMPELLING AND COMPREHENSIVE VISION: Charted a new vision for the City, successfully balancing the Public's openness to growth, with keen mindfulness to maintaining a sought-after small-town atmosphere, without sprawl and environmental degradation. New, re -focused vision enabled facilitation of community priorities so that the City continuously improved services to residents. OPTIMIZED THE CITY'S BUSINESS AND ECONOMIC HEALTH: Positioned the City Economic Development Committee as Ambassadors with local and regional representatives, cultivating partnerships and collaborative relationships with commercial development, transportation, education, banking and utilities sectors, as well as with local businesses and citizens. Initiative transformed the City's previously marginal reputation with the development community, enhanced its prominence and visibility, and generated significant opportunities, including development of 2 major shopping centers during the recent recession, and receiving 10 designations as a desired place to live, work and conduct business. BUILT A CULTURE OF ORGANIZATIONAL EXCELLENCE: Applied a leadership approach that created an environment of trust and openness, optimizing overall productivity and quality of service delivery, while reducing employee stress stemming from a politically tense environment. In addition, led an initiative to assess technology needs and communications systems within the City to improve resident, enterprise and visitor satisfaction with City services, and initiated a priority -based budgeting process to ensure sound, long-term and sustainable funding decisions. Public Management Consultant - 2008 to 2009 Leveraged in-depth knowledge of government and public agencies to: (i.) Update the comprehensive plan and assist in recruiting /succession planning for the Village of Savoy. IL; (ii.) Served as Interim City Administrator for the City of Aledo. IL, collaborating with department heads and leading staff to ensure efficient service delivery during political transistion. Village Administrator: Rantoul, Illinois - 2004 to 2008 Led a team -oriented organization (85 FTEs plus 50 Seasonal employees) in an engaged, full-service community population: 13,000), with annual budget of $50M, including Water, Sewer, Gas, Electric Utilities and GAO Airport. Successfully partnered with the Mayor, state legislators and community citizens to navigate significant redevelopment challenges associated with closure of the former Chanute Air Force Base. Established Chanute -Rantoul National Aviation Center Redevelopment Commission, and served as the Commission's Executive Director and LRA Director. ORCHESTRATED REDEVELOPMENT OF AIR FORCE BASE: Drove transformation of a long -closed Air Force base, including an airport, to revitalize the community's local economy. Led negotiations with the US Air Force on the ownership transfer and environmental mitigation planning, as well as aggressive debate with the EPA, FAA and other agencies to facilitate federal and state funding for capital improvements. Designated the first 150 acres for a shovel -ready" industrial park to serve as a nexus for an intermodal transportation center; setting the stage for ultimate conversion of the base into an economic driver linking light manufacturing facilities and transporation. ATTRACTED INVESTMENT AND BUSINESS OPPORTUNITIES: Championed a comprehensive Economic Development Strategy to support a clear message that Rantoul is "open for business": (i.) worked with Public Works staff to improve infrastructure services through the issuance of $11.5M in revenue bonds; (ii.) Led the installation of "dark" r\ fiber optics network throughout the community and utilized a VoIP telecommunication framework within City Hall; iii.) Engaged Developers, Industrial Real Estate Brokers and the University of Illinois in building private -public partnerships to bolster quality development and increased levels of investment. Town Manager: Westfield. Indiana - 2000 to 2003 Highly visible Chief Administrator role for Indiana's 3`d fastest growing full-service community (population: 12,500) and with a Utility Service area population of 21,000) with 100FTEs and $13.5M annual budget, including Water / Sewer Utilities. Focused on mending an ideology clash between City Leaders and the Community arising from Council's philosophy that proposed development and growth would threaten the "Small -Town" ambience. Role required advanced leadership skills in complex public and intergovernmental issues, operational decision-making, and community planning. ENHANCED COMMUNITY APPEAL AND PROSPERITY THROUGH STRATEGIC ECONOMIC DEVELOPMENT: Delivered Town's first infrastructure master plan emphasizing development of land use, annexation programs and integration of relevant communications technology (fiber optics) to expand and diversity tax base while managing growth. Key initiatives: (i.) Negotiated purchase of a neighboring private Water / Sewer utility for $19.5M, financed by revenue bonds; (ii.) Collaborated with local Congressman's staff to secure a special $630K federal EPA grant for strategic sewer system expansion to support development of a key parcel located along the US 31 Freeway. DEMONSTRATED SOLID BLEND OF OPERATIONAL ACUMEN AND VISIONARY INSIGHT: Applied a strategic approach to economic development, identifying growth opportunities and "selling" them to Council, Staff and the Community, drawing upon ability to relate with citizens. Developed the Town's first 5 -year operating and capital budgeting process aligned with Council goals, enhancing Town's management practices and overall performance. Village Administrator: Coal City, Illinois - 1997 to 2000 Demonstrated success in serving as the first local government professional manager for the community. Oversaw a 4,500 population community with 30 FTEs and annual operating budget of $7M, including Water / Wastewater Utilities. Led immediate goal of implementing the first comprehensive plan involving long-range operating budgeting and capital improvement program, asset replacement system, enhanced purchasing processes and Tong -range land -use plans. PAVED THE PATH TO SUPPORT THE CITY'S RESPONSIBLE AND SUSTAINABLE GROWTH: Identified and implemented critical agreements to provide increased efficiency and service to residents: (i.) Partnered with Village Board, the Village Engineer and Illinois EPA to fund a $5M sewer treatment facility and $2M upgrade program to the water delivery system; (ii.) Updated the Village's subdivision regulations, initiating comprehensive land use planning to progress strategic initiatives and provide proactive solutions for the future. Early Career Administrative Director: INDIANA HEALTH CENTERS, INC., Indianapolis, Indiana (1994-1997) Director of Stewardship: DIOCESE OF GARY, Merrillville, Indiana (1992-1994) Director: State of Indiana, OFFICE OF TRAFFIC SAFETY, Indianapolis, Indiana (1989-1992) Director: State of Indiana, TRANSPORTATION PLANNING OFFICE, Indianapolis, Indiana (1986-1989) Education Master of Public Affairs (MPA): INDIANA UNIVERSITY, SCHOOL OF PUBLIC & ENVIRONMENTAL AFFAIRS (SPEA) Concentration in Urban and Regional Planning Full-time 6 month internship with the Indiana Port Commission / Ports of Indiana Bachelor of Arts in American Studies: UNIVERSITY OF NOTRE DAME Concentrations in Communications and Economics Certificate in Economic Development: University of Oklahoma, Economic Development Institute David W. Johnston Page 4 of 4 Teaching Adjunct Faculty Member: INDIANA UNIVERSITY-PURDUE UNIVERSITY AT INDIANAPOLIS, SCHOOL OF PUBLIC & ENVIRONMENTAL AFFAIRS (SPEA) Taught two undergraduate management courses (August 1988 to December 1991) Honors and Awards Designated as a Sagamore of the Wabash by Governor Evan Bayh (D) Designated as a Sagamore of the Wabash by Governor Robert Orr (R) 2013 WCMA Award for Skills in Intergovernmental Cooperation Received the 1989-90 SPEA Undergraduate Teaching Excellence Award for Adjunct Faculty Professional Associations International City/County Management Association (ICMA) ICMA Credentialed Manager Certification since 2004 Kentucky City/County Management Association (KCCMA) International Economic Development Council (IEDC) International Council of Shopping Centers (ICSC) National Association of Industrial and Office Parks (NAIOP) Covington Business Council (CBC) Personal Married to my wife Carole for over 26 years. We are trying to learn Spanish and occasionally take dance lessons to spare my wife's feet. Active in my parish and with other community groups. Hobbies include: cooking, map reading, hiking, reading historical nonfiction, listening to big band jazz and following minor league baseball. Additionally, I have volunteered as a merit badge counselor for Boy Scouts. CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER Candidate Questionnaire Name David W. Johnston Primary Phone 859) 412-5330 Email cdjohnsmanor@yahoo.com Please List Your Current (1) and Previous 1. City Manager—Covington, KY, August 2017 to present City Manager—Maple Valley, WA, April 2009 to June 2016 3. Village Administrator—Rantoul, IL September 2004 to February 2008 4. Town Manager—Westfield, IN, March 2000 to March 2003 Three (3) Position Titles &2• Places/Organizations of Employment include start/end dates by month/year, plus the position 8 organization): Currently / Most Recently Reports to (by title): Mayor (Commission Chair) Population Served (last 2 organizations): Covington, KY -41,600; Maple Valley, WA -25,600 Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. 13 2. 5 3. 400 FTEs + 50 seasonal staff 4. $1.6 million 5. $115 million Highest level of education achieved (include degree and institution): Master of Public Affairs—Indiana University Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: Credentialed Manager—ICMA (ICMA-CM) Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct – limit your responses to 300 words. 1. Please tell us why you are interested in this position and why you are considering a career move at this time? bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OFTHIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER What has impressed me about Clearwater is the fact that the city successfully works with many of the community stakeholders to make the city thrive and be a great place to live and to invest. Aside from the economic development partnerships and efforts to attract talent and investment Clearwater has focused on important quality of life aspects that support the foundation of a community, like embracing history as an important cultural value, investing in greenspace and recreational facilities for all to enjoy and promoting cultural amenities. All of these help create an important sense of place for your residents—which, in turn, supports the economic development initiatives. Finally, the City has also embraced wise financial stewardship to address necessary infrastructure upgrades and improvements. All in all, this professional opportunity complements the skills and abilities that I have developed over the last –25 years in managing local governments. It is too good an opportunity to pass up. 2 What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? As the City Manager of Covington, KY, I am responsible to the City Commission to assist them in developing the community's vision and provide the members with the needed information to assist them in making the most effective policies, and then implement through our City's staff and use of other public resources. I am blessed to have a great management team, who strongly support our efforts to service the public. I supervise 16 direct reports (an assistant city manager, department directors, technical staff and administrative support staff). Covington is a full-service city offering police, fire, public works, neighborhood services, economic development, HR, IT, Finance, Communications and data analytics. I have direct responsibilities for intergovernmental relations and the City's parking authority, as well as getting a key newly acquired 23 -acre site for redevelopment. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? My success and my enjoyment in working in local government are driven by an overarching philosophy: I must continually earn and keep the public trust. This is not easy. However, with whomever I am working, when the elected officials, the staff or the public, I respect and value them as individuals first, then work to gain the mutual understanding of the roles each of us play. I strive to foster team work among all stakeholders by helping all to see each other as resources, cultivating a spirit that we help each other succeed. I am friendly, open, honest, trustworthy and accountable—traits I try to support in others, as well. Regarding my leadership philosophy and style, I believe that others will say that I want to get things done and make positive things happen. My leadership philosophy includes the following tenets: 1) I am a visionary and I grasp the big picture readily. Yet, I am comfortable dealing with the day- to-day responsibilities. 2) I am a relationship builder. Success comes from the efforts from the entire team. 3) I take time to understand the culture in which I find myself working and interacting. 4) I try to be humble and not take things for granted. 5) I have a good sense of humor. At times this is what helps me get through the challenges of living the dream through public service. 6) Finally, I strive to lead by example and follow the Golden Rule: Treat others as I would like to be treated. I am also sensitive that my words and actions are consistent. bakertilly PAGE 2 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER By practicing the above daily, I try to be respectful, personable and very encouraging that we see our work as benefitting the citizens we serve. I believe in my "management by walking around" approach helps me to get to know staff, share in their small talk and support the work they do. Also, I encourage city councilors and staff to practice a work -life balance philosophy: Take vacations; take care ofyour health and other personal issues. If you do not pay attention to your personal needs, it will affect your performance at work or in your performance as an elected official. Good communication is the backbone of a successful relations. I meet with my management team, as a group, and individually. My management team members know that I do not micro -manage them or their departments, but I work for all to attain the goals of promoting teamwork, of instilling an attitude of accountability and to see each other as resources for one another. 4' How do you incorporate the values of diversity and inclusion into an organization you lead? Many of the positions I held gave me opportunities to appreciate a world that were part of my upbringing. With the State of Indiana I was part of a sexual harassment investigative team for issues within the state DOT. With the Diocese of Gary, I had to work with pastors, community stakeholders, etc. who were challenged with the economic disparity and racial segregation that existed within the Diocese. With Indiana Health Centers, I was exposed to the challenges the migrant farm -working, the homeless and the poor faced in getting necessary health care. Throughout my municipal management career, I have faced issues of discrimination based on race, disability and sexual orientation and I was fortunate to have good HR teams develop employment training on the these issues within the organization, including me. Currently, as a result of the recent unrest experienced in 2020, our city participated in a series of awareness training, including recognizing internal racial bias. We just completed a training on the use of pronouns in light of the fact that the City has many employees, who identify as LGBTQ+. These trainings were different than the past trainings I have had as the previous training basically focused on following the laws and regulations in place. The more recent training focused helping me as an individual to self-examination of my background that form my visible and hidden viewpoints on prejudice and to work on treating all from the standpoint ofrespect and dignity, following the Golden Rule—treat others as you want to be treated. I participated because, as the leader of the organization, others needed to see that the training is for all, including me. This is an important aspect of leading by example. 5' Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? My goal is to make sure that that general public has the information on the work of its local government. The cities I have managed have used traditional methods to discuss issues or present programs—use of monthly newsletters, attending neighborhood meetings, work with the local media with announcements, host town hall meetings, use of citizen surveys, encourage attendance at public meetings, etc. With my last two positions the use of social media became a major outreach method. The City hosted Facebook and Linkedln pages and used them for announcements. We instituted an e - notification system, encouraging the public to sign up to receive timely e-mails on announcements or other important community/program information. Cities in which I managed hosted job fairs, set up City -focused booths at community festivals and sponsored community events, like recycle fairs, city clean-ups, holiday celebrations, etc. The goal is to make sure that folks see their local government in action, being of service that benefit them and keeping them informed. bakertilly PAGE 3 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER These approaches do not guarantee all citizens see the value in actions. Cities can only provide opportunity to reach out and share information and offer community programs. Yet, personally, I feel the most effective approach is what involves efforts that meet the citizens personally. Data gathering is important, but impersonal. Local government service is founded on relationship building. 6 Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. I am conservative when dealing with budget matters. I firmly hold an attitude that any program or policy needs to add value to the community—often derived through a public process. Holding true to some best management practices helps the City as a whole succeed in earning and keeping the public trust. I do feel strongly that a City should establish a minimum operating reserve (rainy day fund) for all of the funds managed by the City -20%-25% of the General Fund. This would be a policy decision made by the Council. I believe that the City's vision and priorities need to be directly reflected in each department's operating budgets. Also, an effective multi-year financial model is imperative. If more revenue is sought, we owe it to our Council and our citizens in discussing the need for the additional funding. A model can help in our discussions. While with Maple Valley and Covington, I instituted a priority -based budgeting process due to some real issues that will impact the long-term sustainability of the City. This process allowed us to get a re - appreciation of the work each department does. However, this approach also helped us assess what were the priority programs and policies of the department. This assessment helped develop the context to review actions that may be necessary to drop, add or enhance certain services. It also helped improve communication between the management team and the Council and the public. Also, I require monthly financial reports to be included in the agenda packets and quarterly financial reports, which serves as a segue to quarterly budget amendments, if needed. Finally, I welcome audits; they either validate the good work we are doing or it objectively brings up weaknesses that need to be addressed. One budget situation I had to deal with in Covington was that the financial revenue brought into the City's coffers did not match the rejuvenating activity experienced within the City. I found that the Finance Department reported gross revenues, not net revenues, in the financial reports. The net revenue reflected the amount the City actually received in tax and fee revenue. Once revealed, I had to lead discussions with staff and the Council on this situation. These discussions did lead changes with our economic development incentives policies. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning a. I have worked with staff to strategically use CDBG and HOME funds on individual and neighborhood scales. City has foreclosed on blighted property, purchased it at Sheriff's sale and bid out the sale of the property with redevelopment expectations listed as a condition of sale. I have also taken action, with council approval, to work with the state legislature to change statutes that provided more tools for the City to use to accomplish its goals. My staff bakertilly PAGE 4 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY U5, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER and I have successfully used micro-loan/grants to help fund facade improvements, energy conservation improvements b. I have directly developed and expect all departments to develop capital improvement plans, incorporating life -cycle costing, results from regular inspections and outlining infrastructure support of the city's vision or support for economic development initiatives. For utilities, a long-range capital plan is needed so the results can be part of the rate structure discussions. In Westfield, a key 75 -acre parcel needed sewer access to attract development. The sewer line needed to go under a major 4 -lane highway. We used the engineering information and. successfully worked with our Congressman to get 50% funding from the EPA. c. As I mentioned in another question, I always start a strategic assessment of the city called the Competitive Community Initiative." This process involves both internal and external participation. In Rantoul it charted the village's course in dealing with the federal government and the closed Air Force base. In Westfield, it led to the legislative strategy to change the state's forced annexation statute to allow the City to annex a large parcel owned by the county. In Covington, it provided the context behind the city's purchase and redevelopment plan of a 23 -acre parcel owned by the federal government through bond financing. On a smaller scale, I appointed and led a task force to look at Maple Valley's finances and management of the local golf course. We changed it to be run like an enterprise fund through its rates and other pricing, instead of being subsidized by the city's general fund. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. I have used performance-based budgeting. This effort focuses on a strong assessment of the departments and services it provides. It involves the community, via surveys, public meetings, deep conversations between the council and staff This process helps make sense when discussing the limited public resources and desire for new programs, policy and program trade-offs and situations that affect the City, but are out of the City's control. One situation I was recently involved in dealt with staffing levels within our fire department. The union wanted to increase the staffing in the fire prevention side. However, the run data did not support this need. It did, however, support the need to bolster the EMS services as its runs were more than 4 times that than fire prevention. I encouraged Covington to participate in the Malcolm Baldridge Program for Excellence program. Itis a multiple year assessment of the organization that include significant staff buy -in, public input, City council buy -in, etc. It is a strong assessment on how each department operates, looking for efficiencies, measuring services offered against the vision/mission of the City and the department and using many of the tools used in performance-based budgeting. Only 4 municipalities have received this prestigious award. Covington has successfully completed Stage 1 and Stage 2 designations. The most challenging organizational efforts are to come, 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? I have received constructive criticism highlighting areas needing improvement. Throughout my professional career I have been told that I, at times, am impatient in getting things done. As a manager, I have had to work on dealing with this issue because I rely on so many others to get things done. When things get to this point, where my expectations are not met, I have been told that my conversational style gets terse. Since this issue has been brought up throughout my career, I am aware that this surfaces now bakertilly PAGE 5 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THA DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER and again, and I make the effort to not exhibit this trait. Through this awareness and through my maturing, I have made significant improvements in dealing with this issue. Unfortunately, it does surface on occasion. In a few reviews that I have had over the last few years I was told that one of my weaknesses is that I do not take enough credit for successes and use this credit to promote my own good work. The fact is that my generation is not focused on self -promotion, but on shared credit. I have mentioned a few times that those of us who have chosen a career in public service are motivated by the positives due to our collective efforts, not self -reward. I even find this a challenge when I develop my resume'. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. I am very comfortable making public presentations, whether the event is a city council meeting, a community event or an HOA meeting. One of the more sensitive situations I have had was when I managed Westfield. The town had the opportunity to purchase a neighboring water and sanitary sewer utility—a move that would make the town the regional utility provider. However, the only way to accomplish this purchase was for the town to issue revenue bonds. This action would mean that the water and sewer rates would increase. The town was very conservative and supported a pay-as-you-go approach to government. Issuing debt was historically discouraged. The opportunity was too good to pass up. I held a series of town hall meetings for the public to review the purchase deal and to ask direct questions. I answered all questions directly about why this utility purchase was important to the future of the town. We discussed everything from water and sewer rate hikes, how the bond would be structured, etc. The most engaged discussion came about around how this purchase would allow the town to control the direction and rate of development. Once the meetings were completed and the survey results from attendees were given to the Council, the Council saw that it had broad support to vote to issue the bonds to purchase tis utility. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. All of the employees know that I demand a fair process whenever disciplinary actions are warranted. Truth is a foundation in this approach. Many times the disciplinary process serves as a teaching moment for the employee or I am informed about issues that I was not aware. I know that employees, who have had to face consequences, know the process, under my expectations and values, and know they will get fair shake. I believe in a progressive disciplinary process involving performance improvement plans. Unfortunately, a few times I have had to fire employees, but they knew why that action needed to be taken. I value training and how it can benefit both the employee and the organization. During the performance review process, which I try to have completed before the budget process, I encourage all department directors and supervisors to have conversation with their staff about career development. If it deemed viable that training will improve an employee's performance or support our succession planning, a training program is developed for that employee. This information is then used in our budget process. bakertilly PAGE 6 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER Sometimes efforts can be funded; sometimes it cannot. But we try to make it work with possible alternatives than what was originally proposed. Also, I encourage the management team members to talk amongst themselves about upcoming opportunities in their departments and ask if an existing staff member exhibits the talent, traits and experience for that opportunity. Employees see that they are valued. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. A few of the cities I managed engaged with neighboring communities with joint purchasing agreements and joint bidding agreements to obtain better unit pricing. Also, with one community, two cities entered into an inter -local agreement to share staff and equipment in building inspections and plan review, recreation programming, pot hole repair, crack sealing and catch basin replacement. b. A few cities I have managed strategically used debt to address capital improvement needs. Most recently here in Covington, we have had 3 reviews by Moody's. Each year we have improved from Baa to now A2 positive, and we just finished another review.. We used these rating reviews to update and strengthen financial management policies and economic development incentive programs. c. Three (3) of the communities had water, sanitary sewer and storm water utilities as part of the city's umbrella of public services. With Rantoul, the village also provided electric and natural gas as public services—I learned about the purchase of power and gas through the municipal co-op wholesale market. All of these utilities were managed as enterprise funds. d. None. e. Managing cities with utilities there were regular interactions on capital planning and rate structures. I have been part of 25+ budget presentations before city councils and state finance committee. I have used the city newsletters and our communications department to issue updates on major events or projects. I have used task forces or town meetings to discuss specific issues that need to be addressed. f. I have served on boards of directors of local chambers. I have organized meetings between city councils and its state/federal delegations on issues that need attention—same with neighboring councils that led to inter -local partnerships. I encouraged city support for job fairs, community tree planting and clean-up events, recycling fairs and important education efforts, like the importance of backflow preventers in areas that have CSOs. bakertilly PAGE 7 20210 THIS DOCUMENT ISCOPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER 13. g. With Rantoul, we operated an instrument landing general aviation airport with a contracted FBO. We also marketed the property surrounding the airport as commercial opportunities as part of our economic development economic development strategy. The airport served as the back-up to a regional commercial airport. h. I have had code enforcement departments that focused on property code violations—in general, following a fine, lien foreclosure process. Implemented rental licensure/inspection program for residential rental properties. Used city -owned property acquired through the fine process to sell to rehabbers with certain contractual conditions driven by the needs ofthe neighborhood. Partners with the county to expand emergency homeless housing, as well as another non-profit to expand its services. i. In Covington, we changed our zoning code to a form -based code—easier to work with developers or rehabbers of projects in less market driven areas of the city. City has given focus redevelopment matching grants to neighborhoods, where improvements are made from a neighborhood driven public process. Have used CDBG funds to help improve streetscapes in poorer neighborhoods and HOME funds to help first-time buyers buy their first home. City alo has regular street cleaning of all streets in the city. j. Have led master -planning efforts for areas needing redevelopment help. Developed policies on the use of redevelopment loans and grant programs (large and small amounts). Work on the approach on how, when and what incentives to offer for redevelopment ventures (use of TIF, industrial revenue bonds, innovative joint purchasing arrangements. I have led recruiting trips to both ICSC and NAIOP annual conventions with specific marketing materials. Promoted the use of New Market and Historic tax credits, and the benefits attributable with HUBZones, Opportunity Zone and Foreign Trade Zones with developers. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. Although my background is not technology -related, I firmly believe that fiber and Wifi networks should be viewed as fundamental infrastructure services for a community in the 21' century. With Westfield and Rantoul, I worked with our public works departments to utilize the municipal rights-of-way and easements to lay dark fiber rings throughout the community. This pro -active action taken in Westfield led to the creation of a local telecommunication utility and used this new system as leverage in negotiating a new cable franchise agreement. It became a new revenue stream for the local government. With Rantoul, this pro -active stance solved the "last mile" challenge and enticed a new fiber carrier to serve the community with this new fiber ring. The telecommunication company establish two POPs to link the village fiber ring to its main fiber trunk line, providing redundancy and reliability. This system became a major component in our economic development recruitment efforts. With Covington, we used CARES funds to partner with one of the area's telecommunication firms and our school district to establish over 125 Wifi hotspots throughout our poorer neighborhoods. When the pandemic closed our schools and virtual learning became the new educational approach, a significant number of the local students living in the poorer parts of the community did not have access to the internes for virtual learning. This effort solved the access issue. This effort caught the attention of a local technology company that realized that the families in these neighborhoods also did not have computers at home for learning. It tapped its network of technology companies and it distributed around 1,000 refurbished computers to poorer families. Both of these efforts also allowed these families to take advantage of shopping and telemedicine while COVID restricted personal outings. Another bakertilly PAGE 8 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION, THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER bonus of this effort was that unemployed and underemployed residents used this new access to the internes to look for employment. I directed projects within the municipal organizations I managed to use technology to save money and provide better public service. In Rantoul, we replaced our landline phone network with a VoIP system that provided significant financial savings annually. With Maple Valley, I directed our IT department to link our three municipal facilities, located in three different parts of the city, via a true city network and a central server. This effort allowed all departments share files easily. This new system allowed our parks and recreation department to use program registration, schedule facility rentals and take secured credit card payments on-line. This improvement also allowed the city to serve its emergency operations center with the county -wide network. Finally, with Westfield, I worked with our Public Works director to plan and install a modern SCADA system to monitor our water and sanitary sewer systems. The system was linked with our servers and could be monitored by take-home laptops. Also, when a failure occurred at a pump station, we did not have to rely on a passer-by call and report that our blue lights was blinking. 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. None of the communities that I have managed have addressed climate change as a council or community priority. The cities have embraced the need to look at energy efficiency as a goal to cut costs (i.e. replace street light bulbs with LEDs; managed temperature controls in public buildings; investigate the feasibility of using solar panels to generate power, etc.). 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? My management style is to encourage all of the management team to use his/her talents and abilities to develop programs, practice public stewardship and manage the employees in a fair and just way. I am not a micro -manager, but, through the management team meetings and individual meetings we explore the council and public expectations of our actions and how these expectation complement the vision/mission/values of the city organization. At the management team meetings I focus on the issues facing the entire organization, for example --succession planning, budget challenges or master calendar development. From these interactions I cultivate an atmosphere that encourage the team members to see each other as a resource. The individual meetings focus of specific departmental issues, like program timelines, work program development and discussion of other specific items that need attention. Both of these meetings are an important part of my annual evaluation process. About 4 times a year I discuss performance with my direct reports so as to address concerns early and, practically speaking, I do not have to try to recall 1 -year of performance. These meetings also help develop training/development plans for the department and the department head specifically. This approach has worked well for me throughout my career. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? bakertilly PAGE 9 2021© THIS DOCUMENT I5 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In the communities I served I start offby assessing the capacity of the community has to successfully participate in the highly competitive economic development marketplace. I use a process developed by the State of Illinois in the 1980s called the Competitive Communities Initiative. This process focuses on the six foundations of growth: 1) Skilled and Adaptive Workforce; 2) Good Basic and Advanced Infrastructure; 3) Access to Capital; 4) Access to Technology; 5) Pro -competitive Policies; and 6) Social Infrastructure Necessary for a High Quality of Life. By looking at the community from the many lenses needed and by involving the appropriate stakeholder or service provider, a community can see its advantages and challenges. From this assessment, strategies and action plans can be developed to have the community be a more successful area for potential investors. I used this process in Maple Valley. It is a very fast growing residential community. Due to the fast population growth community services needed to expand. Yet, the Washington state municipal tax code froze the growth of the property tax levy. No income taxes are allowed to be charged. Sales taxes were the primary and growth revenue source to meet the public service needs. I led a strategic process to discuss this important issue. From the town meetings, surveys and other means of data collection, the community appeared open for the City to find and work with a developer to develop a retail sales tax - generating shopping center that will meet the commercial needs of the growing population. We used the information from the assessment mentioned above and sought the right developer that wanted to work in the Maple Valley market and we helped facilitate the conversation with a key landowner to sell the property to the developer. As the developer started to design the center, both the City and the developer repackaged the market data in a format that created effective marketing tools for us to use. The developer and city representatives used this marketing portfolio to entice investors attending the national and regional conferences of the International Council of Shopping Centers (ICSC). Our efforts led to the shopping center being 65% pre -leased when the center was at 40% constructed. When the center opened, 90% of the center was leased. The development agreement included a small 3 -year sales tax rebate to the developer. Because the City took this approach the developer was greatly impressed and rarely saw a community in the Pacific Northwest take steps such as this. The center provided necessary sales tax revenue that allowed important capital projects to be completed in a more timely fashion and new programs/service were offered to our citizens. This was a win-win effort for everyone involved. In Rantoul, this process unveiled a key parcel of land near an interstate interchange that looked attractive for development. I negotiated a development agreement that included the use of TIF revenue to pay the 30 -year bonds issued to pay for the installation of the horizontal infrastructure for this project. In Covington, we strategically use industrial revenue bonds for gap financing, payroll tax rebates and strategic use of TIF funds to make infrastructure improvements to the site (tax abatements are not allowed in Kentucky). We also use clawback clauses in the agreements. bakertilly PAGE 10 20210 THIS DOCUMENT 15COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER 17. What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? Answer: It is quite the challenge to serve multiple bosses—the City Council. What I have learned over the years in working with boards and councils is that they want to be informed of what is going on. However, meeting each councilor's expectation may be different. Therefore I take two approaches in developing a working relationship with the Council. First, early on in our working relationship I like to have a discussion with the council as a whole about role clarification that outlines the roles of the elected officials and the role of the city manager. Second, I work with the Council, as a whole directly, to develop a collective consensus on about their direction to staff or on issues facing the City. I rely on a good relationship with the Council Chair, as the elected leader of the Council, for clarification purposes, too. I hope that from this relationship the council chair and I would share concerns from the Council and we can work together to address them before they become a "thorn in the side". This, however, does not replace the "open door" policy I have with all Councilors. In fact, I encourage Councilors to approach the appropriate department head or me with germane questions or request information directly, but keep me in the loop. Our job is to help the Councilors make the best, informed decisions possible. I also practice an unwritten rule that if staff or I share information with one councilor, all councilors receive the same information. There are various modes of communication I use with the council. I have used the "Friday afternoon" e-mail to the Council. The staff and I have developed a master monthly calendar outlining the important events happening in the community. I have had staff create a "City Hall Update" that is included in the council's agenda packets. This update provides an outlet for each department head to provide project updates and to share important news. This update also includes an overview of the work I am directly doing, as well as other tidbits of information. This update is for the City Council, but it is has become a newsletter to the entire community, too. Finally, I stated above that I encourage developing a working relationship with the individual council members, but there must be an understanding that I work for the council as a whole. I know that the council does not what any surprises and neither to I. Any recommendation presented by the staff or me have supporting data, but alternatives with our assessments will be presented, too. Our goal is to help the council make the best, most informed policy decisions and help craft an effective vision for the community. We assist the council members to fulfill its responsibilities. 18. Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. I have received constructive criticism for areas needing improvement. Throughout my professional career I have been told that I, at times, am impatient in getting things done. As a manager, I have had to work on dealing with this issue because I rely on so many others to get things done. When things get to this point where my expectations are not met, I have been told that my conversational style gets more terse. Since issue has been brought up throughout my career, I am aware that this surfaces now and again, and I often make the effort to not exhibit this trait. Through this awareness and through my maturing, I have made significant improvements in dealing with this issue. Unfortunately, it does surface on occasion. bakertilly PAGE 11 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OFBAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER In a few reviews that I have had over the last two years I was told that one of my weaknesses is that I do not take enough credit for successes and use this credit to promote my own good work. The fact is that my generation is not focused on self -promotion, but on shared credit. I have mentioned a few times that those of us who have chosen a career in public service are motivated by the positives due to our collective efforts, not self -reward. I even find this a challenge when I develop my resume'. 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. This salary range is very competitive for the Tampa Bay market. However, since Clearwater has residency requirement, my check of the local housing market shows homes far more expensive than anticipated. Affording a nice home that will not consume a significant amount of the annual salary may be a challenge. 20. Since 2000, please explain all situations where you were in a position for Tess than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. Not applicable. 21. If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. You should find nothing negative through a search of social media. bakertilly PAGE 12 2021© THIS DOCUMENT ISCOPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT – CITY MANAGER Due Diligence Questionnaire Name David W. Johnston Date Completed 5/10/2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No. 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No. 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No. 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. Yes. City of Maple Valley—Staff and I were undergoing a community-based process to update the City's comprehensive plan. Over the years the City's population had increased significantly and the new residents involved themselves in this process. As the work and the vision were developing, the old guard that did not want change strongly advocated to the city council and this process for change stop. In the process the city council felt that my resignation would assist in providing peace with this group. I was asked to resign and it was handled professionally and amicably. Village of Rantoul—Staff and I were implementing a new rental property license and inspection program; this was a council directive. It was thought that the large amount of dilapidated rental properties were owned by absentee landlords. What emerged was that the properties were owned by family members and friends of the council. To soothe the discord that this program created, the council and I agreed that my resignation would greatly help. It was professionally and amicably. Town of Westfield—My predecessor retired because he did not want to work with the newly elected council majority. This council then hired me for the Town. After the next election, a new council majority was elected. It wanted to work with my predecessor. The council asked that I resign and it was handled professionally and amicably. 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? N/A bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 6 Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. No. 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes. I understand. bakertilly PAGE 2 20210 THIS DOCUMENT ISCOPYRIGHTED AND I5 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP GARY PALMER April 26, 2021 Art Davis Baker Tilly Subject: Clearwater FL City Manager Recruitment Mr. Davis, Please accept this confidential cover letter and resume for your consideration. I currently serve as City Administrator for the City of Roswell GA in metro -Atlanta (pop. 100,000). I'm very intrigued by this opportunity and would like to explore how I would fit into the Clearwater team. Below are some recent accomplishments from my teams during my tenure leading Roswell: On -boarded an entirely new City Council Rebuilt our poor relationships with our sister cities, Fulton County and State Led the city through its first formal City-wide Strategic Plan (TogetherRoswell.org) Commissioned a Data Governance Team (HPO Model) through GovEx out of Johns Hopkins University for the purpose of completing our WhatWorksCities certification, create policies around transparency, data use, standing up a robust performance management program and public -facing open -data portals Appointed the first Chief Data Officer to oversee the WWC certification, standup a benchmark STAT program, collaborate with GA Tech Smart City program Commissioned a cross -departmental and very active ELGL Team (elgl.org) Mission is innovation, cross -departmental collaboration, and promotion of local government to our community Future leaders are empowered (we have 15 innovators!) Feeder for the Denver PEAK Academy (we have sent two so far) Commissioned a formal Organizational/Cultural Study to determine our culture, setup, and benchmarking (Plante and Moran with Internal HPO Committee) Recruited and hired 5 outstanding department directors; built outstanding exec. team Rebuilt our IT system; now a benchmark Rebuilt our public records system; now a benchmark Led the region during COVID-19 Emergency Ops/Pandemic response To follow is a little more about me with regard to credentials and experience: Credentials and Skills: I am a Credentialed Manager through the ICMA, a Certified Planner through the AICP- APA, a Certified Municipal Finance Officer through the University of Tennessee, a graduate of: Leadership ICMA Class of 2010, the Senior Executive Institute at the University of Virginia, and the Senior Executives in State and Local Government at Harvard University. I hold a Master of Public Administration with an emphasis on municipal administration. I have developed my skills as a generalist team -leader by working across the local government spectrum. I have worked closely and collaboratively with appointed and elected officials and know how to successfully navigate through that environment. I have in-depth experience in collective bargaining, performance-based strategic planning and comprehensive land use planning. Successful projects rely heavily on collaboration between the governmental leadership and its community partners; therefore, strong outreach and engagement is necessary. I have the ability and experience to engage our residential and business partners, cultivate a sense of "community" and create that nexus by promoting collective values and vision. An increasingly important part of today's manager -tool -box is having the knowledge and understanding of development issues such as land use planning, legal aspects of planning, and the rules that shape urban form. As an experienced AICP certified planner, I am well versed in the best practices in local planning (smart growth, complete streets, preservation, form -based codes, etc.). I have been intimately involved in municipal finance throughout my career in local government and am a certified municipal finance officer. I have managed many municipal budgets and know how to assess needs, plan for improvements and manage debt capacity. I can proficiently draft and manage complex contracts, speak effectively on legal aspects of city management, explain complex legal concepts with a layman's voice, and provide clear direction to the organization that will not expose it to liability. Management Philosophy: In our industry, the individual cannot succeed alone. Therefore, it is essential to form close relationships with your teams, externally with other agencies, as well as rely on colleagues from time to time. I believe in a strong, diverse executive team and feel it's a duty for the manager to mentor that team with care, compassion and humility and for that executive team to mentor their staff in kind. I understand the role of manager and the importance of a solid relationship with the City Council. With regard to my background and ethos, the foundation was formed early as a US Marine. That experience taught me how to thrive under pressure, the importance of truth to power, tact, personal discipline, accountability, and teamwork. Among other things, my tenure in metro -Detroit provided in-depth experience in land use law, the art of contract negotiation in a diverse environment (collective bargaining), and pro -active fiscal innovation in an adverse market. I have a team philosophy toward management and I am a LEAN/High Performing Organization (HPO) practitioner. That said, while I strongly value this team approach I am a decisive leader and know when it is time to step in and make tough decisions. I believe in humility and integrity first and foremost. I believe in diversity and inclusion within our teams. I believe in innovation, heavy civic engagement, relationship building, and continuous planning in our work. Finally, I believe it is critical to have a life outside of work, and a good sense of humor! Thanks for your time and I look forward to competing. Gary Palmer, ICMA-CM, AICP n Gary Palmer ICMA-CM, AICP, CMFO epalmer45®gmail.com 865.356.2938 VALUES CORE VALUES Humility, Teamwork, Camaraderie, Mentorship, Compassion, Equity, Fun and Humor Openness, Approachability, Honesty/Integrity, Dependability, Loyalty, Enthusiasm ORGANIZATIONAL VALUES Team Diversity, Inclusivity and Equity Decentralized Command and Redundancy in Operations Transparency and Extensive Internal and External Engagement Continuous and Deliberate Strategic Planning Innovation, LEAN Principles, Performance Measurement/Management High Performance Model of Work (ICMA-HPO Model) Continuous Improvement, Professional Development, Creating Joy in Work EMPLOYMENT HISTORY and HIGHLIGHTS City of Roswell, GA (pop. 94,650) www.roswellgov.com City Administrator (November 01, 2017 - Current) Manage the day-to-day operations of our full-service city in a major metro area 881 employees: 8 Departments, 33 Divisions) Develop, propose and execute the annual City Budget 80,000,000 general fund and $100,000,000 5 -year CIP) Created and mentored several cross -departmental HPO teams Serve on many inter agency leadership teams tackling regional issues Reorganized the City Emergency Management Operations and initiated/oversaw the update of the city emergency operation plans (COOP, EMA-SOPS) On -boarded an entirely new City Council o Guided the city through the first formal strategic plan process in its history o Executed a benchmark community engagement evolution for strategic plan Town of Farragut, TN (pop. 21,676) www.townoffarragut.org Assistant Town Manager (May 2006 - October 2017) Share operational oversight with Town Manager Team leader for annual budget and capital plan Team leader for Economic development and business recruitment/retention o Commissioned first Econ. Dev. Committee o Co -created Farragut Business Alliance www.farragutbusiness.com o Team leader for annual International Conference of Shopping Centers Convention (ICSC) in Las Vegas NV www.icsc.com Landed region's first Costco in Farragut Co-authored the Town's first Comprehensive Land Use and Strategic Plan Town representative to media, multiple public/private agencies, and citizen groups Town Manager (Interim) (February 2009 -February 2010) Manage all Town operations Work closely with elected officials to assist in accomplishing their initiatives City of Garden City, Garden City, MI (pop. 27,692) www.gardencitymi.org Director, Community Development (January 2001 - May 2006) Oversight of the physical development of the city/ DDA Oversight Wayne County Housing and Planning Committee Chairman Assisted in the drafting and implementation of the City's first Strategic Plan Co -Authored the City's adopted Comprehensive Land Use Plan CDBG Administrator: Executed many multi-million dollar projects McKenna Associates Inc., Northville, MI www.mcka.com Associate Planner w/several client -communities (February 1999 - January 2001) Urban Design/City Planning Firm Lucas County Government, Lucas County OH https://co.lucas.oh.us/387/GIS-Maps GIS Technician (April 1997 - January 1999) Department of Veteran Affairs Office at University of Toledo, Toledo OH Veteran Case Worker (February 1994 - June1996) Prince William County Police Department, Prince William County VA (451,721) Police Officer (September 1992 - January 1994) United States Marine Corps (10 years) (MOS: 0321/8532/5811) Sergeant EDUCATION University of Toledo University of VA Harvard University Georgetown University 01/94 to 5/98 05/08 06/14 02/20 BSCJ, MPA Cert. Cert. Cert. CERTIFICATIONS / AFFILIATIONS / PUBLICATIONS Master of Public Administration Senior Executive Institute Senior Exec. State and Local Gov Public -Private Partnerships - P3 ICMA-CM; International City/County Manager's Association Credentialed Manager AICP; American Institute of Certified Planners Certified Municipal Finance Officer; University of Tennessee Certified Economic Developer Program (CEcD) - In Progress (-2022) Shangri-La Therapeutic Academy of Riding for Veterans - Volunteer Organizational Culture Action Plan" City of Benicia, CA; Co -Author Citizen Engagement in Montgomery, Celebrating Successes and Shaping the Future" City of Montgomery, OH; Co -Author GIS Integration in Local Government" Farragut, TN; Author CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Candidate Questionnaire Name Gary Palmer Primary Phone 865.356.2938 Email gpalmer45(cr gmail.com City of Roswell GA City Council Population Served (last 2 organizations): Please List Your Current (1) and Previous 1. City of Roswell GA (metro Atlanta) City Administrator 10/2017 - 06/2021 2. Town of Farragut TN (metro Knoxville) Assistant Town Manager 05/2006 - 10/2017 3. City of Garden City MI (metro Detroit) Community Development Dir. 01/2001 - 05/2006 4. McKenna Associates Inc. Northville MI metro Detroit) Associate Planner 02/1999 - 01 /2001 Three (3) Position Titles & Places/Organizations of Employment include start/end dates by month/year, plus the position 8 organization): Currently / Most Recently Reports to (by title): City of Roswell GA City Council Population Served (last 2 organizations): City of Roswell GA: 105,650 Town of Farragut TN: 22,600 Employees Supervised & Budget 1) Number of Direct Reports 2) Number of Employees in Department 3) Number of Employees in Organization 4) Department Budget 5) Entire Organization's Budget 1. 9 - 8 department heads and Chief Data Officer 2. N/a 3. 625 FTEs 4. N/a 5. $150 million Highest level of education achieved (include degree and institution): Masters of Public Administration University of Toledo, Toledo OH Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: Credentials: ICMA-CM, AICP, CMFO Specialized Training in local government: Leadership ICMA Class of 2010 Senior Executive Institute, University of VA Senior Executives in State and Local Government Harvard Kennedy School Leadership in Crises Harvard Kennedy School Public Private Partnerships Georgetown University McCourt School of Public Policy bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER Certified Economic Developer Program (CEcD) - In Progress (-2022) FEMA Emergency Management Courses: ICS 100 Introduction to Incident Command System ICS 200 Initial Action Incident ICS -230.d Fundamentals of Emergency Management ICS 300 Intermediate Incident Command for Expanding Incidents ISC 700.a National Incident Management System NIMS) ICS 800.b National Response Framework Numerous Leadership Courses/Schools United States Marine Corps Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct - limit your responses to 300 words. Please tell us why you are interested in this position and why you are considering a career move at this time? I am interested in this position because I believe I can continue to grow and improve the organization that Bill Horne built. I know how to lead teams and have a continuing strong desire to be a team leader in a well-run city stacked with professionals. In this era it's rare to find a city manager that has stayed with a community as long as Bill has. That simple fact, to me, is a testament to the faith the political leadership of the governing body has in their manager and city teams. Organizations are for the most part under led and over managed. Clearwater has an outstanding executive team to manage the work and lead their respective teams. I have no desire to "manage" that executive team...I want to lead that team. I have had great success leading my teams in the City of Roswell GA but am ready for the next challenge with another great community. I am unencumbered by the typical norms at this point in my life and finally have the latitude to make career choices that are not limited by geography or money. What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you bakertilly PAGE 2 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER consider these, or previous experiences, preparation for the Clearwater City Manager position? City Administrator, Primary Responsibilities include: Runs the day-to-day operations of Roswell government Develops and manages the City's $150 million budget Oversees eight departments and more than 30 offices and divisions Ensures that Roswell's government is operating efficiently and effectively The government structure is mirrors the Council -Manager form of government. The City Council is elected at large and serve on a part time basis. The City Administrator is vested with all of the authority to oversee all city operations and all city personnel. This would be a seamless transition for me with regard to form of government. All of the cities with which I have worked have a council-manager structure. My educational focus was on municipal government and my final research project was on the transition from Council -Manager to Strong Mayor in the City of Toledo and its implications. I have been involved with the ICMA for 20 years, am a graduate of Leadership ICMA 2010. My entire career has prepared me to lead cities and I am confident I can lead the Clearwater teams. Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? I do not consider myself a manager, I am a leader. While the word manager is in the title, I believe the city manager should not manage their teams; they lead their teams. My philosophy is simple: hire great people, build outstanding teams, give them the room to do their jobs, mentor, and build upon their leadership capabilities. The work gets done and the projects get completed through constant collaboration, connecting interpersonally with your team, mentorship and accountability. Personally, and I don't know if other do this, instead of your typical annual evaluation I prefer what I call "mentoring agreements". These agreements are setup similar in form to a contract. The contract is between the city manager (team leader) and department director (team member). In this agreement every aspect of the team members' role is incorporated along with priorities for the upcoming year (largely based on the Governing Bodies' priorities as adopted in the Strategic Plan). Expectations are included. Performance metrics are built into the "agreement" and it is reviewed and updated if needed by the team leader and team member, together, on a quarterly basis or more frequently if needed. This provides clear expectations on both sides, incorporates the training and needs of the team member to complete the priorities, and serves to determine performance, corrective action if needed, and any merit increases for that team member if they meet the expectations. If the expectations are not met, then accountability factors needs to be reviewed and immediate corrective measures taken. Decisions: Routine Decisions: I make informed decisions in collaboration with my executive team and/or governing body as the situation dictates. Crisis Decisions: crisis leadership is the art of getting others to connect, collaborate, and coordinate by forming a network system for command and control. As a crisis leader you and your team needs to 1. Understand the bakertilly PAGE 3 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT ORANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER elements of the situation and operating environment, 2. Develop alternatives, 3. Predict outcomes of those alternatives, 4. Choose the best options based on goals, priorities and organizational values, 5. Execute. 6. Repeat. How do you incorporate the values of diversity and inclusion into an organization you lead? Simply put, the organizational values need to be continuously identified and promulgated as the platform for everything we do; and it is the leaders' responsibility to ensure the teams are living those values. I believe in leadership by example. The leader needs to exude these values; period. With regard to equity, diversity and inclusion, policies and procedures need to be continuously reviewed and updated to incorporate those values by policy and enforced. Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? I firmly believe you must have the following three components to have a truly successful public initiative: 1. Clearly specify the use of money if public funding is involved, 2. Develop and execute a comprehensive community engagement and information strategy, 3. Initiatives must be led by a trusted agent of the city. The approach strategy and resulting engagement plan will be dictated by the "type" of initiative pursued. Regardless, community engagement needs to be a priority with everything we do and built into our projects' scope of work. Deep community engagement should also be an identified value of the organization and kept at the fore. Primarily, the most effective engagement happens by us going to where our community typically gathers, with the intent to directly engage. This includes interaction at city parks, engagement at community events, partnering with our places of worship to engage at services, directed community workshops, visioning sessions, charrette building, directed social media push, engaging at popular restaurants/bars, or beaches. The team that does this engagement must understand the project and be able to express the intent. The team must be empathetic, friendly/approachable, informed, and again, trusted agents of the city. Depending on the intensity of the initiative, lighter more passive engagement can be utilized for smaller less impactful public projects. Methods with which I have been involved includes: analysis of data the city may already gather for trends and markers, social media monitoring of reactions, surveys, and simply paying attention to general public meeting discussions. Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. I have been involved in financial management at an executive level my entire public service career from backing into a project budget with a burn -rate (McKenna Associates) to overseeing the development and implementation of a $80 million general fund and half a billion 5 year CIP Roswell GA). As stewards of public funds it's our duty to keep at the fore the fact that these are our communities 'tax dollars and they need to be allocated conservatively and deliberately. Mission, Vision, Values, Goals and Objectives are promulgated through the strategic plan, annually, which serves as platform for fiscal planning and adoption of the annual budget. That bakertilly PAGE 4 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER leads in to my adherence to a Priority Based Budgeting process. PBB involves a deep analysis by all departments, together as a team, of all initiatives, the base budget and capital plan. Projects/Programs/initiatives are scored based on performance metrics and only those Projects/Programs/Initiatives (outside of some required spending for core services, mandates, and as the governing body sees fit) that rank in certain quartiles are funded. I believe in partnering where we can with other cities/agencies to share services if performance is met and it benefits Clearwater. This is not a one-off...its a continuous process throughout the year; as is reviewing and projecting our expenditures and revenues. Fiscal sustainability is found through strategic planning, PBB and the projection process. Another tool that I would use, particularly in our current, somewhat unstable economy, is an actuarial study of sorts. We should be looking 5-10-20 years down the road and "war -game" scenarios in order to ensure we are setup to handle whatever evolves. Challenging Situation Garden City MI: In 2005-2006 Michigan was already in the midst of a recession. Michigan cities relied heavily on state -shared -revenues (SSR) and the State Legislature voted to not only hold current SSR but retroactively required MI cities to return prior years SSR. Moreover, our millage rate was capped. This was devastating. Over the course of the next several months, we held countless community meetings to get input on cutting services and simply engage with empathy. The community was initially angry as expected but after several meetings became supportive and worked with us to identify strategies. Additionally, we had 4 unions (AFCME, Police, Fire, and Management) with contracts that needed immediate re -negotiation. We met countless times and were able to successfully re- negotiate without immediate loss of personnel. Outcome: On one hand, this to me was an amazing example of true engagement and working together and sharing the pain. On the other, it proved unsuccessful a year later with the Great Recession. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning a. Vast amount of experience. As an urban planning consultant with McKenna Associates, working for about a dozen client -communities, my primary role was master planning, urban design services, and working with city leaders and developers to bring successful high quality development to the community. As Community Development Dir. in Garden City MI I oversaw the revitalization of the downtown district and was an ex -officio member of the Downtown Development Authority and managed the TIF in the Central Business District. During my tenure with Farragut TN I oversaw all of the physical development in the Town, to include large mixed-use projects. As city administrator for Roswell GA my role was not so much planning but working with the high level stakeholders to ensure the process was smooth, problems resolved quickly, our interaction was measured and our city teams were negotiating project elements that would benefit of the community. I was able to convince our Council to approve funding so we could partner with developers on the front end to do several small area master plans. We worked together with the bakertilly PAGE 5 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER developer to engage the community, conduct many charrette workshops, with the final plans adopted by the City Council and developer bound to develop in accordance with that plan. Additionally, my role also included working with our neighboring cities, corporate partners, GA Power, Chamber of Commerce, and economic development arm (Roswell Inc.) through a cross -jurisdictional Community Improvement District (CID). b. Vast amount of experience. At McKenna Associates I was involved with many facility plans, recreational master plans, and oversaw the Community Development Block Grant (CDBG) Program for our client communities in Wayne County (metro Detroit). I seamlessly continued this work in Garden City MI as the CDBG administrator and Chairman of the Wayne County MI CDBG Planning Committee. We constructed several public facilities and improvements during my 7 years in Michigan. With Farragut TN, for 11 years I directly oversaw the implementation of the 5 year multi million dollar CIP and all construction within the Town (this included the property negotiation, design, and construction of several award-winning, benchmark regional and neighborhood parks. In Roswell GA I worked closely with our city teams. My role was ensuring engagement, fiscal oversight, and simply being a resource as my teams needed. c. Vast amount of experience. I worked closely with the Garden City MI City Manager on the strategic planning evolution adoption and implementation. This involved engaging stakeholders through visioning sessions and workshops resulting in the adoption of the first city wide strategic plan. In Farragut TN I worked closely with the Town Manager on the strategic planning evolution. This involved engaging stakeholders through visioning sessions and workshops resulting in the adoption of the first Town Strategic Plan. Upon my appointment with Roswell GA I immediately engaged our newly elected council to get together and adopt their collective 1st year priorities with the intent of doing a full City-wide Strategic Planning process with heavy community engagement the following year. We started that process in 2018 with many community engagement activities. I broke the strategic planning process up into two phases: Phase I Engagement Phase. We hired firms specializing in engagement, data collection, marketing and planning. We spent several months doing nothing but community engagement to determine the high level goals on which our community wanted our City Council to focus. Marketed as TogetherRoswell. Phase II included the hiring of a separate strategic planning firm to work with the Phase I consultant, our city teams and City Council. The phase II evolution included the presentation of the data collected during Phase I to our City Council and all of the related planning work in order to draft Roswell's first ever City- wide Strategic Plan. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. Yes. Priority Based Budgeting has metrics built in. Moreover, after some analysis shortly after my appointment as City Administrator for Roswell GA I commissioned an internal city team of high performing employees with diverse backgrounds/talents to help me build a date -driven performance management program. (Data Governance Team). We partnered with GovEx at bakertilly PAGE 6 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Johns Hopkins University and over the course of two years built a PM program that, among other Data city strategic services. continue switched platform constantly our end things, ties directly into the Strategic Plan objectives. I appointed the city's first Chief Officer (CDO) to lead the team and oversee the evolution of the program. This year the will also appoint its first Chief Innovation Officer (CIO) to work with the departments on plan implementation, innovation in planning/programming and deployment of Working hand-in-hand with the CDO (and some management analysts) this team will to build on this work and populate the Performance and Innovation Division. We also our complaint intake system to Hiperweb. Hiperweb is a public facing automated for the intake of outside complaints from any source. We push the use of the app so we can crowd -source our problems to increase capacity, react quickly, and keep residential and business partners happy. We applied measurement metrics on the back to track performance and ensure accountability. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? As a credentialed manager (ICMA-CM) I am required to complete a written multi -rater assessment (360 eval) every 5 years; which illustrates to me as a leader where I need to improve, what I am doing well, and recommendations for improvement. The results are provide to me in a written report. I wrote into my contract with Roswell GA the requirement for an annual formal evaluation process using an outside professional firm that works with me and the City Council to identify my areas of strengths and areas in which I need to improve. The firm facilitates discussions between me and the Council which results in a written analysis and evaluation of my performance. During my one-on-one meetings with department heads I consistently solicit verbal feedback from them. We discuss what / need to do as a leader to help them...what am I not doing that they need me to do to for them to be successful. The goal for me is to have an executive team comfortable enough with me to provide this feedback without solicitation. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. Vast experience. As a planning consultant, community development director town manager and city administrator you cannot succeed if you cannot properly and professionally express yourself; both in writing and in person verbally. The difficult experience that stands out in my mind is the massive immediate budget cuts we had to make in Garden City MI (2005-2006). We had many difficult, lengthy meetings with our community and employees basically telling them we could no longer provide certain services (popular library, senior center and other programs) and that we had to do a reduction in forces (RIF/employees). These were very difficult, painful conversations all the way around. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or bakertilly PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. My philosophy is simple: Hire great team -members and be a resource for them in doing their job; whatever job that may be. Supporting that philosophy: clear expectations, performance metrics, training needs, and other factors that lead to success (written into their mentoring agreement I mentioned above). This mentoring agreement can be used throughout the ranks regardless of billet. I am a firm believer in formal training in the specific industry of the team - member and cross -training in areas not related to that team -members' industry (builds redundancy for the continuity of operations...this was a critical success factor for us during the COVID-19 Pandemic). I am a firm believer in our team members being involved in their professional associations and attending annual training conferences (ICMA, GFOA, AIA, APA, APWA, IACP, etc.). This keeps us "up" on the best practices of the industry and is a great networking resource. Moreover, we need to have a formal leadership training component for the executive team and division managers. We should be sending our leaders to executive leadership programs (Harvard Exec. Programs, ICMA leadership programs, FBI National Academy, etc.). We should be holding annual off-site retreats (executive team with the City Council and without) to review what we do well, where we need to improve, what we need to be as leaders and gel the team professionally and interpersonally for the success of our city. My philosophy with regard to selecting executive level team members: Seek out, recruit and hire leaders, not technicians. You can teach technical ability. I have run many executive level recruitments using this philosophy resulting in great teams. My philosophy with regard to succession planning: I believe in succession planning for the right people. If you can grow your leadership within the organization, have a supportive, stable governing body it can work well. The governing body support at the executive level is critical. However, I do not believe in appointment into a leadership position by tenure or technical ability. Again, at the executive level and even division level you need to appoint leaders. If you don't have that leadership ability in-house you have to find it and get it. Hoping someone becomes a leader is not a successful method. Ingredients for a great leadership team: Primary ingredient is humility. You have to be able to check the ego and title at the door in order to work with your fellow team members and resolve the issues. With that, everyone needs to live and exude the collective identified values of the organization. In short, the primary leadership traits/values I look for: humility, teamwork, accountability, professionalism, tact, honesty and dependability. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other bakertilly PAGE 8 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. I thrive in this realm. I have built interagency relationships throughout my professional career and believe most issues we deal with as a community are regional or cross -jurisdictional. As leaders, you have to be able to create that nexus with our community partners. Some areas in which I have developed and worked with regard to interagency: emergency management (heavy involvement), socio-economic issues (heavy involvement), transportation issues (metro Atlanta...heavy involvement), economic development (CID/BID, Chamber of Commerce), and regional planning issues (Atlanta Regional Commission). b. I have worked closely with our finance dir. and financial advisors (Roswell GA) over the last 4 years to ensure we are maintaining our uninsured AAA bond rating. My first year with Roswell we were able to drop our millage rate while maintaining our rating and maintaining a high level of services. c. Water/Stormwater Utility: Under my leadership in Roswell GA we began the implantation of the Roswell Water Utility Master Plan. treatment system as an enterprise and continued to improve our stormwater education. Through heavy engagement we were able to successfully increase our fees incrementally with little community resistance. We have also replaced several miles of lead lines during my tenure. Stormwater: While adhering to our MS4 permit, I led a team that built a benchmark stormwater program in Farragut TN. This program was funded through the general fund without outside fees. In Roswell GA we already had a solid stormwater utility program upon my arrival (enterprise fund). All other typical utilities are run by quasi -governmental utility districts or private companies ex. GA Power) d. Limited experience with regard to library operations in Garden City MI. All other cities with which I have worked had county libraries. e. Vast experience with heavy engagement and managing conflict on all issues affecting our residential and business partners throughout my career. As I stated in a previous answer, you need to build in a scaled, appropriate engagement component with everything we do. f. Heavy experience throughout my career. As a community planner, and city administrator, the ability to successfully engage others is a critical success factor for the job. Collaboration is also key. In most cases, you cannot succeed alone. g. I have heavy operational military experience in these industries but have not worked with or led either outside of the military. h. I ran the CDBG funded housing rehab program for Garden City MI; from policy development/strategic planning, funding, implementation to direct involvement with the recipient and federal reimbursement. bakertilly PAGE 9 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT ORANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER bakertilly PAGE 10 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP i. As a certified urban planner I have a deep level of knowledge and practical application of revitalization initiatives throughout my career. j. This has been a core responsibility of my position in every city with which I have worked. I have developed and grown economic development programs. I have traveled with a team many times to ICSC-RECON with a strategy to select and bring high quality development to the community. I have worked side by side with many retailers and commercial developers throughout my career which has resulted in quality commercial development. Garden City MI was largely built out when I was community development director which means all of my work involved in -fill and redevelopment; primarily in the Central Business District. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. My approach comes from a philosophy of evolve or die. Cities compete. You have to stay on top of the best practices with innovation and smart -city technology in order to maintain that competitive edge. You have to seek out those partners (private and public) that are on the bleeding edge of tech/innovation in order to try different methods, make good mistakes, pivot if necessary and evolve. A city needs to have a dedicated team of cross -departmental high performers with the task of strategizing and implementing measures to move the needle in the right direction. You have to create a culture of efficiency and innovation within your organization and identify these values in the city wide strategic plan. You have to remove those people within the organization that do not adhere to those values as that is a virus that will keep you from moving forward. Utilizing the HPO method, I cultivated this culture in the City of Roswell GA by creating and leading the following teams: Data -governance team, City Administrators Innovation Task Force, Engaging Local Government Leaders Team. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. I have little experience with "climate change" per se other than fostering a culture of sustainability within the organization. I have experience developing policies and ordinances related to sustainable infrastructure (LED swap out of our street lights, solar power programs for participating partners, permeable pavers, and principles of LEED) and consider sustainability a key organizational value. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? First, this goes back to the individual mentoring agreements n lieu of your typical annual performance evaluations. All of the above is captured in that agreement between the City Manager and department head. Secondly, team accountability falls to the City Manager. The City Manager is accountable for the actions of the individual but moreover the actions of the team. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? bakertilly PAGE 10 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Heavy experience in this area. In Farragut TN I built a program, chartered and commissioned an economic development committee, developed a strategic plan and led an economic development team charged with going out and bringing select high quality retailers to the Town RECON ICSC). I have been heavily involved in economic strategic planning and have been a close partner with our CVB (convention and visitors bureau) and Roswell Inc (economic development arm of the city). The primary incentives I have used are assisting with developing: enterprise zones, tax abatements, infrastructure cost-sharing agreements, planning process incentives, impact fees and waiver of development fees. These are effective because at the end of the day, the developer sees it as a time/money/frustration equation. If you are not business friendly, if you are not open to incentives, developers will bypass your community and go onto the next. What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? Methods/Strategies/Approaches: one on one meetings, group meetings (less a quorum), off- site annual (at least) facilitated retreats, weekly or monthly updates by memo/email, phone calls for immediate issues needing attention or for quick informational purposes (emergency issues and/or anything that is likely to be controversial or hit the media). I am open to whatever communication method the governing body prefers. Some like phone calls, some like text, others like email. Whatever method used, it needs to be discussed and agreed upon on the front end so there are no issues. In addition to the above, I provide a monthly update to the City Council capturing the issues in which they should be informed and any issues of which they would like me to keep them informed. ID, Prioritize, and address initiatives and priorities: I am a firm believer in strategic planning typically 5 year plan with an annual update of goals and objectives). This pushes out the Council's priorities to the entire organization..not just me. Priorities are based on need, intensity, and funding. Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. I spent 10 years in the Marines. I was a police officer for 2 years. I still maintain deep connections to both of those industries. I think this gives me a unique perceptive and ability to adapt and thrive as a resource and/or leader during emergency operations. Emergency Operations in my opinion are going to get more intense and our operating tempo will need to change to keep up with that intensity. I have worked and lived in a very intense, high tempo operating environments. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Comfortable bakertilly PAGE 11 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER bakertilly PAGE 12 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. N/A If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked•to react to reports discovered by the prospective employer. A Councilmember in Roswell GA made false claims about my work ethic to the media in the past (2018). From what I recall he claimed I didn't work on Fridays. Not true. There is nothing else that I can recall that would be construed as negative. I want to say here, being at the top of the organization and in the political realm as a non- partisan appointee can be a thankless and very polarizing position; particularly in local government in the era of social media. Cities are a regulatory agency as well so that inherently can cause conflict. Great leaders are going to create controversy. Hopefully conflict/controversy can be managed amicably and not in public. Politicians sometimes see the city manager as a politician and go on the attack publicly if they don't get their way or don't like something the city manager did. Unfortunately I think that is becoming a trend in the US. Finally, sometimes bad people can get elected. Praise in public, punish in private. bakertilly PAGE 12 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER Due Diligence Questionnaire Name Gary Palmer Date Completed May 08, 2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1. Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. No If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? N/A Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. No Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUTTHE WRITTEN CONSENT OF BAKER TILLY US, LLP JANE SHANG April 4, 2021 Dear Mr. Davis: Please find attached my resume for consideration for the position of City Manager -Clearwater, Florida. You will note in my resume that for the past approximately five years as City Manager in Deltona, I worked closely with the community and City Commission to develop its first useable strategic plan. Prior to my arrival, there was no process to identify goals to be achieved and how to reach consensus. The City staff constantly drifted from project to project without completion. Inertia was prevalent because when you try to do everything you end up doing nothing. Once the strategic plan was adopted both the Commission and staff had clear direction on what projects were a priority, required staff time and funding. Deltona has an all funds budget of $170M and approx. 400 employees, excluding 83 contracted Sheriff's Department personnel. More has been accomplished in my tenure than under previous City Managers. In 2016 and with less than a year as City Manager, I received the City Manager of the Year award for Volusia County. My reputation is a "game changer" because I achieve results. For example, under my direction Amazon has built a 1.4M square foot distribution center in Deltona. Deltona is the envy of numerous municipalities across the nation. Deltona is now well on its way in transforming from a retirement/bedroom community (over 80% residential) to a more diversified property tax base. Prior to my arrival this goal was discussed for over a decade with no results. Before Deltona, I was the Deputy City Manager for Transportation and Public Works for El Paso, Texas. The City of El Paso is a border community of approximately 700,000 located adjacent to Juarez, Mexico (2.3M metropolitan area). Major issues facing the City of El Paso, similar to other communities, are ensuring reliable revenue estimates, providing excellent services to citizens in every area despite budget constraints, finding new revenue sources to address unfunded liabilities, maintaining/improving the community's quality of life, guiding economic development, job creation, environmental sustainability, public safety and increased health and human service needs. As the Deputy City Manager, I managed the City's airport and bus systems, $1B capital improvement program, engineering department, facilities and land management, international bridges, streets and traffic program. Back then my portfolio had an operating budget of approximately $160M, a capital budget of approximately 1B and approximately 1600 employees. I also worked closely with the arts, public safety and human services departments regarding downtown revitalization and targeting investment in underserved areas to bring about equity and social justice. If I am selected as the City Manager for Clearwater, I will continue to foster this spirit of teamwork and collaboration with the City administration. I am a "can do" leader who can facilitate and guide individuals/entities to achieve consensus and to achieve a common vision. I have the ability to carry out government initiatives and to make strategic decisions pertaining to land development, increasing property values and creating a business friendly environment. I have experience with smart growth and understand the value to building a vibrant community where residents can live, work and play, as well as promoting solar initiatives, tourism and walkability. I have the ability to set the tone and vision for staff. I can find ways to gain efficiencies in service delivery and provide a new vision for how staff provides quality services to the community to promote social equity. I have been complimented with establishing the best senior management team and the most productive workforce in Deltona. I will strive to improve the quality of life for the community while still being environment and business friendly. I value partnerships with other communities on regional issues and resource sharing. I am a critical decision maker, am able to process information strategically and can implement decisions into reality. I have the ability to be "big picture" oriented while maintaining an acceptable level for details. I am highly accountable, diplomatic, dynamic, ethical, innovative, professional and self-confident. I also have the confidence to acknowledge my mistakes and to be held accountable. My rebuilding of the Sun Metro bus system in El Paso from the verge of a meltdown into the Outstanding Transit Agency of the Year serves as an example of my ability to carry out a vision, to be focused on customer service and to transform a low performing department to a high performing department. My prior experience with the clean-up of the Boston Harbor, the "Big Dig" and 9/11 shows that I have the knowledge to deliver and come up with improved policies and procedures and innovative solutions to ensure economic results and to resolve problems. My extensive Boston experience gives me an excellent and progressive background in economic development and tourism. During that time period I also managed to maintain Airport operations in the black despite the downturn in air travel and growing safety mandates. I have strong negotiation skills that can find a way to turn disputes into consensus and to carry forward the City's goals and initiatives. I have a diverse background which includes experience in community consensus building, construction, contract negotiations, economic development, environmental processes, fiscal management, project development and management, operations, public private partnerships, real estate, strategic planning and implementation, tourism and transportation. I have worked and partnered with many organizations, including federal, state and local entities. I am a high performer, customer -focused, creative and dedicated individual. I will set a positive example of accountability, u competence, hard work ethics, leadership and professionalism to the organization and community. I will make the City Administration's goals a reality as proven in my accomplishments. Fiscal innovation and community trust are crucial given the downturn in revenues and societal needs due to COVID-19. My past experience and accomplishments in Deltona/EI Paso/Tampa/Boston make me a strong candidate and an excellent fit to be the City Manager for Clearwater, Florida. Thank you for considering my application. Sincerely, Jane K. Shang janeshang2@aol.com 386-259-5624 Jane K. Shang 771 Mountain Ash Way, Deltona, Florida 32725 386) 259-5624, email: janeshang2@aol.com SUMMARY More than 30 years of experience in government municipal, state and federal law community consensus building strategic planning and implementation economic development project development and management operations with expertise in the following areas: customer service and organizational change fiscal and labor management public sector administration and operations private public partnerships RELEVANT GOVERNMENT EXPERIENCE City Monomer, City of Deltona, Florida June 2015 -January 2020 Deltona, the largest City in Volusia County (approx. 100,000), is located between Orlando and Daytona Beach. Deltona was incorporated as a City on December 31, 1995 and began as a retirement community. Being equidistance from Orlando and Daytona Beach, Deltona is now a bedroom community (85%). The current vision is to transition to a diversified tax base and recruit businesses, restaurants and employment. Duties and Responsibilities as City Manager: Oversee day to day operations with approx. $170M annual budget and approx. 400 employees, excluding 83 contracted personnel from Volusia County Sheriff's Office. Departments include City Manager's Office, City Clerk, Finance, Information Technology, Planning and Development including CBDG and SHIP funds), Building and Enforcement Services, Human Resources, Law Enforcement, Fire/Rescue, Public Works/Deltona Water, Parks and Recreation, and The Center at Deltona (new $8.9M events/venue facility for rent). Prepare and submit the annual budget, budget message and capital programs to the City Commission. Coordinate/direct federal, county and municipal officials, City departments and the public to optimize service and sound fiscal delivery. Coordinate with Volusia County Emergency Management staff during hurricane season and maintain healthy reserves ($8.1M, increased annually for inflation) for natural disaster relief. Achievements: Awards: City Manager of the Year 2016: Volusia League of Cities. Deltona Citizen of the Year 2017: Deltona Dream Keepers Deltona City Manager Recognition: Guitars for Veterans, Deltona, Florida Game Changer Award to City Manager 2020: Deltona Dream Keepers 11th City Manager in City's 24 year history. Economic Development: Amazon fulfillment center: 1.4M square foot/$100M facility to open in September 2020. 500 new jobs. Halifax Hospital: $160M state of the art facility opened February 2020 plus 20,000 square foot medical office building to open in March 2020. Hundreds of new jobs. Two new emergency care facilities (Halifax and Advent Health) valued at approximately $25M. Hundred million $ of commercial development in the queue/completed, such as Wawa, RaceTrac, Hardee's, Burger King, Dunkin Donuts, McDonalds, Honest -1, and so on. 1000 new homes in various stages of rezoning, design and construction. Manpower Group (Jan. 4, 2019) ranks Deltona as "#1 for net employment growth (37%)" compared to Tampa at 31% and Miami at 22%. Negotiated new solid waste contract which includes residential and commercial hauling. Contract supports new City Beautification Program. Built $8.9M events facility to allow City to hold large entertaining and speaking events (ex. Ron DeSantis and Andrew Gillum, Governor's Election). Initiated on-line permitting and plans review for commercial and residential projects. Coined the phrase "Deltona...A City on the Move" for brand recognition and marketing. Fiscal: Developed first five year Strategic Plan which provides clear direction on City priorities. Aa2 Moody's Bond rating. Provided resources to protect City IT system from being "hacked" by outsiders. No data breach and no payment to outsiders. Obtained approximately $15M in new grant funding from state legislature, Transportation Planning Organization and Volusia County for transportation and ecological/parks projects. Lowered and maintained millage rate while providing new services, hiring additional staff, maintaining excellent employee health, adding employee education benefits, providing employee raises and maintaining a balanced budget. Brought diversity into the hiring practices as the NAACP was on the verge of filing a lawsuit. Public Safety: Crime is down by double digits. Successfully negotiated two collective bargaining agreements with the Fire Department Union. Successfully negotiated medical transport agreement with Volusia County. Budgeted adequate reserves for hurricane disaster relief whereas some municipalities had to borrow funds to address need. Lowered City's I50 (Insurance Service Office) rating to bring insurance rates down. Deputy City Monomer, El Paso, Texas 2008-2015 El Paso is a border municipality located adjacent to Juarez, Mexico. El Paso's population is approximately 700,000 and the metropolitan area, including Juarez, Mexico, is approximately 2.2 million. Duties and Responsibilities as Deputy City Manager: Oversight responsibility for the following functions: building maintenance, bus operations, engineering and construction, international bridges and trade development, parks management, streets and roadways, traffic management, economic development, finance, project planning and implementation, and service delivery. Development and oversight of $160M operating budget and $1B Capital Improvement Program CIP") to support economic development, street infrastructure and quality of life policy goals established by the Mayor/City Council. Deliver projects on time and within budget. Achievements: Transformed the Sun Metro bus system from a near meltdown to the Outstanding Transit Agency of the Year. Obtained federal funding for the City's $145M Bus Rapid Transit ("BRT") program under the New Starts Program. Within the $1B CIP, approximately $500M is devoted to Quality of Life projects related to libraries, museum and cultural affairs, parks and zoo improvements. Projects include the siting, design and construction of a children's museum, cultural center, downtown revitalization, library facilities, mufti -purpose area, regional parks, Olympic size and competition swimming pool and zoo facilities. Initiated first three years of Quality of Life program. Initiated smart growth zoning and development at El Paso Airport, which has approximately 5000 acres available for development. Negotiated and implemented the P3/560 Program to reduce border wait times at the City owned ports of entry. This program is one of five programs approved nationwide by the Department of Homeland Security. Worked with Economic Development to look at the City's international bridges as an economic asset for the City rather than for only transportation purposes. Secured funding at the Metropolitan Planning Organization to develop a CIP for International Bridges and the City's bus system. Gained the respect of the ADA community by championing accessibility issues. I chaired the Accessibility and Transition Committee previously chaired by the Mayor. Director, Engineering and Development. HART, Tampa, FL 2004-2008 Duties and Responsibilities as Director: Directed the overall development and construction functions of the authority including New Starts projects, development of regional impact projects, transit centers, roadway improvements, land use reviews, and facility planning and development related to a bus and streetcar system. Developed and oversaw budget planning, federal and state grant applications/reporting, environmental site assessment and NEPA compliance, site review, community outreach, alternatives analysis, travel forecasting/modeling, preliminary engineering and design, ADA compliance, cost forecasting and reporting, procurement through Requests for Proposals, value engineering studies, design and construction award, and budget/contract administration in accordance with generally accepted accounting principles. Achievements: Planned, funded and implemented the Capital Improvement Program within budget and on time, including facilities to support the organization's growth. Worked with marketing to promote the revitalization of historic Ybor City. Saved the organization several millions of dollars by negotiating an agreement with FTA to grandfather work completed according to the New Starts program. Manager. Logan Airport, Boston, MA. 1996-2004 Duties and Responsibilities as Manager: Responsible for legal, property and fiscal management of approximately 40 airline accounts at Logan International Airport consisting of approximately 700,000 rentable square feet of space and generating approximately $110M -$120M in annual revenues. Also responsible for the portfolio management of non -tenant air carriers and airline related entities such as Federal Aviation Administration/Transportation Security Administration (35+ leases), flight kitchens (2), aviation service operators (6) and commercial service operators (35) which generate approximately $11M in annual revenues. Essential tasks include: a) Economic oversight of Massport's commercial real estate development function; b) Participation in processes to bring new air carrier tenants and business to Logan Airport; and c) Participation in the development of capital improvement and rehabilitation budgets for airport facilities and long term economic development. Achievements: Kept Logan Airport in the black fiscally during a period when most airlines were not paying tenant fees due to the down turn in the aviation industry as a result of 9/11. Maintained a revenue stream of approximately $130M. Dramatically improved airline relationships between Targe and small carriers operating at Logan Airport. Airlines worked as a team during difficult financial times. Successfully negotiated concession agreements to improve customer satisfaction and to improve airport revenues. Earned the respect of the airline community. Assistant Director. MBTA, Boston, MA 1990-1996 Duties and Responsibilities as Assistant Director: The MBTA operates a multi -modal transit system, including bus, BRT, commuter boat, commuter rail, light rail and subway. I was responsible for negotiating financial agreements and obtaining all necessary property rights for transportation. Types of acquisitions include easements, partial takings within downtown Boston buildings, a sand and gravel operation, commercial/industrial land with ongoing businesses -various types of acquisitions necessary to create a new railroad right of way corridor, to build or expand station sites/layover facilities, to provide handicap accessibility, to build bridges, etc. Achievements: Negotiated and acquired property rights vital to construction projects ranging from $0.5M to 600M, including for the Central Artery Interfacing - "Big Dig". Developed excellent relationships with the public and public officials during all negotiations. Possess extensive business, construction, real estate and transportation experience as well as knowledge of public sector, administrative, contract, environmental and eminent domain law. Senior Real Estate and Contracts Attorney. 1987-1990 Massachusetts Water Resources Authority, Charlestown Navy Yard, MA Duties and Responsibilities as Senior Attorney: Chief legal counsel/coordinator for eminent domain and relocation projects for the MWRA. Responsible for negotiating/resolving property acquisitions (water/sewer projects, office space, landfill location) with private and public (federal, state and municipal) entities and compliance with federal and state regulations for the clean-up of the Boston Harbor. Achievements: Achieved over a 75% negotiation rate earning me a reputation for being fair and understanding. This was very difficult because very expensive homes (Boston suburbs) and pristine backyards were impacted. Saved the organization several hundreds of thousands of dollars in litigation costs. Participated in siting the location to build a facility to turn sludge into dry fertilization pellets. Successfully defended the organization against lawsuits aimed to stop construction of necessary infrastructure to clean-up the Boston Harbor. Earned high respects for my work despite the organization being the subject of numerous lawsuits and disliked for rising sewer and water rates. Assistant Corporation Counsel. City of Boston, MA 1986-1987 Duties and Responsibilities as Assistant Corporation Counsel: Responsible for defending the City of Boston in court and before administrative bodies; researching and advising the Mayor and City Council as to policy making objectives; drafting legislation for passage; and acting as in-house counsel to City departments. Knowledge of federal and state procurement laws. Achievements: Provided sound legal advice to the City of Boston. EDUCATION/MEMBERSHIPS: Brown University, A.B. 1980. Organizational Behavior/Business. Suffolk Law School, J.D. 1985. Admitted to Massachusetts Bar in December 1985. CNU-A certified, 2011-2015 ICMA member and previously on Awards Committee REFERENCES: furnished upon request CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Candidate Questionnaire Name Jane Shang Primary Phone 386-259-5624 Email janeshang2@aol.com Please List Your Current (1) and Previous 1. City Manager, City of Deltona, Florida a. June 2015 -January 2020. One month gap between Texas and Florida due to time required to move from Texas to Florida. b. Resigned due to philosophical and ethical differences with the newly elected Mayor. Also, I decided to take time off to care for my sick mother and to have surgery. 2. Deputy City Manager for Mobility and Engineering, City of El Paso, Texas a. April 2008 -April 2015 b. Change in administration resulted in a desire for job advancement and to become a City Manager. 3. Director of Engineering and Development, Hillsborough Area Regional Transit Authority HART) a. January 2004 -March 2008 b. Re -organization for cost savings resulted in position being eliminated due to down turn in the economy. 4. Manager of Airport Business Office, Logan International Airport. a. December 1996 -December 2003 b. job advancement and desire to move to Florida. Three (3) Position Titles & Places/Organizations of Employment include start/end dates by month/year, plus the position & organization): Currently / Most Recently Reports to (by title): City Manager, City of Deltona, Florida Population Served (last 2 organizations): City of Deltona: approx. 100,000 residents City of El Paso, Texas: approx. 650,000 residents Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 5.) Entire Organization's Budget Deltona, Florida) 1. 9 direct reports 2. over 400 employees, excluding 83 contracted personnel from the Volusia County Sheriff's Office 3. same as above in #2 4. $170M+ budget for the City of Deltona 5. $170M+ budget for the City of Deltona El Paso, Texas) 1. 6 direct reports 2. 1600-1700 employees 3. 6700+ employees 4. $160M+ operating budget and $16 CIP 5. $800M+ Highest level of education achieved (include Brown University, Bachelor's degree degree and institution): Suffolk Law School, Juris Doctorate CNU (Congress for New Urbanism) accredited: 2011-2015 Admitted to Mass. Bar of Overseers (1985) Community Service, personal accomplishments/certifications: 1. Game Changer Award to City Manager 2020, Deltona Dream Keepers, Deltona, FL 2. Deltona City Manager Recognition 2019, Guitars for Veterans, Deltona, FL Licenses (include states); Professional 3. Deltona Citizen of the Year 2017, Certifications; Specialized and Advanced Deltona Dream Keepers, Deltona, FL Training; and Awards: 4. City Manager of the Year 2016, Volusia League of Cities, Volusia County, FL 5. Rotarian (Deltona, Orange City and Debary): current member 6. Leadership Texas, Class of 2013 7. Leadership El Paso (2009), Class 31 8. 2006 APTA/ENO Center for Transit Leadership, APTA Executive Development Program bakertilly PAGE 2 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 9. 2005-2007 Transit Cooperative Research Program —APTA Ambassador 10.2003 Commonwealth of Massachusetts Citation for Outstanding Performance 11.2003 Massport Letter of Outstanding Performance 12.2001 Massport Recipient for Employee Recognition Program Prior memberships 1. Texas City Manager's Association member 2013 2. Tex -21 member 2011 3. El Paso Diabetes Association, Board Member, 2011 4. Women's Transportation Seminar 5. Transit Construction Round Table 6. Hillsborough County ADA Committee 7. Brown Club and Ivy League Club 8. Brown University recruiter for college applicants Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. 1. Please tell us why you are interested in this position and why you are considering a career move at this time? I am an experienced City Manager with a proven track record of accomplishments that can facilitate economic diversification, foster Downtown Revitalization to create a live/work/play environment, address infrastructure needs and lead a workforce to provide high quality customer service to residents and tourists. Given the downturn in the economy due to COVID-19, Clearwater needs a City Manager that bakertilly PAGE 3 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY U5, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER is fiscally prudent while providing outstanding municipal services and a game changer who can achieve results while also being environmentally conscious. I have these attributes which makes me an excellent fit for Clearwater. Further, I know how to diversify the tax base/economy, bring new businesses to the community, develop/promote a brand/identity for Clearwater, foster community engagement and provide fiscally prudent/outstanding municipal services. All of these items were accomplished in Deltona under my direction. I have also successfully negotiated several labor union contracts. Prior to my arrival in Deltona, the City had to hire a labor attorney and spend an exorbitant sum of money due to an impasse in the negotiations. 2. What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? As the City Manager for Deltona, I oversaw the day to day operations of the City which has a $170+ M annual budget with approximately 500 employees. The City Manager prepares and presents the annual budget and fulfills the policy directives of the City Commission. The City Manager reports to the City Commission which consists of the Mayor and six Commissioners. The City Manager also coordinates with federal, county, City departments and the public to optimize service delivery and sound fiscal delivery. Deltona has the same government structure as Clearwater. Further, Deltona has a turbulent history with City Managers. I was the 11th City Manager in the City's 24 year history or I was City Manager for over 20% of the time Deltona became a City. During my tenure crime is down by 30%; the City can fiscally afford to provide supplemental ambulatory care above what the County provides; streets are cleaner; the City's bond rating is high; the City's budget continues to receive GOFA awards; the City has adequate reserves for disaster relief; roads and sidewalks are being constructed and is a priority; $12M has been identified for Deltona through the Transportation Planning Organization whereas prior to my arrival the City receive almost no funding; parks projects continue to be funded and the City is positioned to receive approximately $1 M in ECHO funds; employees benefits, including health insurance, continue to be outstanding; more businesses have come to Deltona, including a $160M hospital and two emergency care facilities; the growth of an industrial park with its first tenant being Amazon who has built a 1.4M square foot/$100M distribution center that opened in the fall of 2020; 1000 new housing units have been approved with hundreds under construction and others in various stages of rezoning and design. My leadership transformed "talk" for over 10 years into "reality". I took the City Commission's policy directive to transform Deltona from an 80% residential community and to increase commercial development. Now businesses are coming to Deltona which diversifies the tax base and is creating good paying local jobs. Deltona is the largest city in Volusia County with approximately 100K in population, located 30 miles equidistance between Orlando and Daytona Beach. Yet, until my arrival, Deltona remained stagnant in regards to business development. With clear direction on goals to be accomplished, my leadership turned wishes into reality. I am known as a "game changer" and results oriented. I can lead Clearwater to provide a full range of services to a diverse group of residents and property owners. I will find ways to promote social equity and change as directed by the Mayor/City Council. This will be challenging given the budgetary impacts from the COVID-19 but I am extremely prepared for this challenge. Finally, my prior experience at the City of El Paso, a municipality of 700K and a metropolitan area of 2.2M people, provides me with excellent experience in dealing successfully with a Targe organizational structure. Being from Boston, I have performed successfully in managerial positions associated the City bakertilly PAGE 4 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER of Boston, the Massachusetts Bay Transportation Authority and Massport/Logan International Airport. The position of City Manager for Clearwater allows me to utilize my diverse and outstanding background in municipal government. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? Staff is crucial to meeting the goals and objectives of an organization. I value staff and encourage results by empowerment. I want to provide the necessary support and guidance for staff to perform. Staff are encouraged to make decisions and to learn from mistakes. My vision is to create and nurture a strong leadership team that strives to problem solve and wants to continually improve/innovate which is what Clearwater needs. The end result will be high employee morale and outstanding customer service delivery to the residents of Clearwater. I have been praised for developing staff and creating the best management team in Deltona that is first in service delivery. My strength lies in my ability to lead by listening, being focused, having a vision and being results oriented. To lead you also need to have the honesty and strength to admit one's mistakes. The failures make us learn and to grow. The recipe for staff development is listening, encouraging, providing guidance, allowing mistakes, being accountable and celebrating individual/team accomplishments. Because of this trust and flexibility in staff, staff has pride and is held accountable in his/her work. An atmosphere of honesty exists so that problems/delays are forthcoming, discussed and resolved immediately. Delays and a new course of action are made known to the City Administration which develops trust within the organization and to the public. I make decisions based on the information available and given my philosophy to empower staff I have/or am provided with accurate information to make these decisions. The creation and adoption of Deltona's first useable strategic plan is an example of how I get things done. Performance can be measured by accomplishing the objectives identified in a strategic plan. Prior to my arrival to Deltona there was no process to identify goals to be achieved and how to reach consensus. The City staff drifted from project to project without completion. Inertia, distraction and disappointment were prevalent because when you try to do everything you end up doing nothing. Once the strategic plan was adopted both the Commission and staff had clear direction on what projects were a priority, required staff time and funding. Several public forums were held to obtain input and guidance. The Mayor and City Commission also provided input. Based on this input the goals were defined and prioritized over five years. The strategic plan was formally adopted and changes to the Strategic Plan could only be made by a majority vote of the Commission. All agenda items for Council approval refer back to items on the strategic plan to make sure the Council's and staff's energies were directed to the agreed upon goals. This simple approach proved to be effective and efficient because objectives were known by all, being achieved and allowed everyone to stay focused on the mission. During my tenure the majority of the five year strategic plan was accomplished in three years. 4' How do you incorporate the values of diversity and inclusion into an organization you lead? As a woman and a minority, I have personally faced challenges in acceptance. I was the only woman short listed for the Deputy City Manager position in El Paso. I recall that all eleven men would congregate and socialize during the interviews. I was ignored. As the Director of Engineering and Development I dealt with construction projects. During a site visit to a construction site I had a meeting with the bakertilly PAGE 5 2021© THIS DOCUMENT 15 COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER contractor to discuss project delays. When I arrived the contractor told me to leave the site because women should not be walking around a construction site. The contractor thought that my male staff person was in charge. He did not realize that the person he "chewed out", me, was actually the person in charge. Of course he was embarrassed and offered an apology. In Deltona the NAACP was on the verge of filing a lawsuit for discrimination in the City's hiring practices. I listened to their concerns, investigated the allegation, found validity and made appropriate hiring changes. I will utilize this approach to promote diversity and inclusion values. I am credited and recognized by the NAACP for saving the City thousands of dollars in litigation and ill will by avoiding a lawsuit to bring about change. As services are provided to residents, I want to make sure social equity is addressed by balancing services to high density urban areas as well as to the rural areas. I want to help Clearwater to continue to be a progressive city that enhances the lives of its residents while preserving its rich heritage and culture. 5 Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? My preferred method to gain public input is to hold community forums and to create advisory committees. These methods allow for personal interaction and active dialogue. However, personal interaction is not feasible due to COVID-19 and we must adapt accordingly. Technology is now the answer. Databases must be created that reflect the diverse community population. More use of social media and the City website must occur but it must be interactive. Personal interaction is most effective, when feasible. I have changed many ways of thinking after personal interaction with the individual. 6 Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. The creation of operating and capital budgets requires input from the public, staff and City Council so that insight is received from those charged with service delivery and from those providing guidance regarding the goals/expectations to be achieved. There has to be a meeting of the minds regarding what is doable and what is desired. Initially, the Council needs to provide guidance on the acceptable ad valorem rate to determine whether taxes will increase. The budget director needs to provide revenue projections on gas tax, property taxes, rates and charges and other revenues to establish potentially available revenues. Directors need to look at his/her department to determine capital needs, operating needs and staffing needs. Costs/expenditures are reviewed against the projected revenues. Since the needs always outweigh the available resources, the Department Head works with the City Manager/Asst. City Manager for cuts in order to present a balanced budget to the Council for review. Budget meetings are held with the Council, staff and public to determine whether the proposed budget is in line with the strategic plan and policy directives of the Council. Further cuts and adjustments will be made until the Council adopts the final balanced budget. Further, to move a City forward, all must move in the same direction and support one another. Inward grandstanding at the expense of one's co-workers is toxic to an organization. Prior to my arrival to Deltona, directors fought with one another and cared only about his/her department rather than looking out for the entire City organization. This "me" attitude is problematic and challenging when developing an efficient, balanced and customer service oriented budget. Over time I developed a team of leaders that worked together and supported one another. Teamwork was very apparent during budget time when cuts had to be made and Directors volunteered to make cuts. The mentality changed from what is good for me and forget about everyone else to what are the needs of the entire City organization to provide bakertilly PAGE 6 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER excellent customer service to the residents. Diversification in needs and in the thought process became important in understanding different viewpoints. Another example of a challenging situation that would impact the City's budget for decades is the desire for a sports stadium. When I came to Deltona the then City Commission was divided over whether to allocate millions of dollars to build a stadium. Land would also have to be purchased. I discovered no analysis was completed to justify the project. I immediately hired a consultant to perform a needs analysis and business pro forma. The report indicated that Deltona could not compete with the Orlando market. The City's niche was to develop sports fields given that over 25% of the City's population is under 18 years of age. The City Commission agreed with the analysis. The lesson learned is that you need to do your homework and find out what is appropriate for your community. Otherwise, wrong decisions can negatively impact the budget for decades. Fiscal sustainability can be accomplished by making the correct decisions. Municipalities are also constantly faced with the problem where the public's needs outweigh available resources. The question then becomes who should pay to provide these needs. Both in Tampa (HART) and El Paso, I was involved with the creation and/or oversight of tax increment financing (TIF) zones for street car operations and transportation needs, respectively. In Deltona I oversaw the creation of a community redevelopment area (CRA) to revitalize an old section of the City. My economic and fiscal position at Logan International Airport gave me experience with PILOT (payment in lieu of taxes) negotiations. I always present a balanced budget for review and adoption. Capital projects will impact the operating budget as operating costs will come into play after the capital project is built and no longer under warranty. Operating expenditures will increase as the City inventory of assets grows. I try to avoid raising taxes as much as possible by looking for new revenue sources. I have two examples of how my creativity and philosophy for financial partnerships helped to provide more municipal services or infrastructure without raising the ad valorem rate. First, the Transportation Planning Organization (TPO) distributes federal and state funds to state, county and municipal entities. Prior to my arrival, Deltona, in spite of being the largest city in Volusia County, was not a recipient of this funding source. I taught staff how to maneuver through a very complicated eligibility process. It can be political because the Board members consist of state, county and local municipalities (30+) fighting over the same pot of money. To the dismay of other members, Deltona is now receiving a fair share of funding because we are making the case that what is good for Deltona is good for the region. Deltona is now in the queue to receive over $12M in TPO funds for necessary roadway infrastructure projects. Second, I worked with FTA officials to obtain federal funding for the City of El Paso's $145M Bus Rapid Transit (BRT) Program under the New Starts Program. There is a 50/50 cost share. Four BRT routes were built as completes streets for multi -modal transportation. The project included ADA improvements, bike lanes, cross walks, landscaping, sidewalks, street lighting and other necessary amenities which beautified the corridors and encouraged economic development. Mixed use and affordable housing also developed along these BRT corridors. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements bakertilty PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER c. Strategic goal setting and citizen based strategic planning a. I have over thirty (30) years of government experience from the municipal, county, regional, state and federal levels. I know how to develop goals and projects from inception, vetting, approval, funding, procurement, award, implementation, modification, and completion. In Boston I was involved with the "Big Dig," a $2B transportation project to depress the Central Artery. In fact this infrastructure project become an economic revitalization project because it opened up Boston's majestic skyline, created open space and encouraged walkability. By removing certain roadway impediments and encouraging walkability, land opened up to encourage investment in undeserved and struggling neighborhoods/commercial areas. Social equity was improved. My positions with the City of Boston, Massachusetts Bay Transportation Authority and Logan International Airport nurtured business relationships, capital planning, community revitalization, event planning, infrastructure planning and development, neighborhood revitalization, public safety and regional business partnerships. b. I was in charge of the City of El Paso's $16 capital improvement program as well as General Facilities that was responsible for maintaining the City's facilities. I worked with staff to identify current and future infrastructure needs for all City departments to maintain current operations and for future growth. A list of projects and services were compiled, reviewed/vetted with City Council and public input, prioritized, approved, funded (public referendum to approve bonds dedicated for these projects), and implemented. Time lines were created because the projects spanned over ten years. The public was kept informed of the progress of these initiatives/projects through the City's website and Council meetings. c. As mentioned earlier, prior to my arrival to Deltona there was no process to identify goals to be achieved and how to reach consensus. Once the strategic plan, with input from the public, was adopted both the Commission and staff had clear direction on what projects were a priority, required staff time and funding. Again, this simple approach proved to be effective and efficient because objectives were known by all, being achieved and allowed everyone to stay focused on the mission. Under this approach, strategic goal setting based on public input became the "bible" for implementation rather than words to be spoken. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. Performance can be measured by accomplishing the objectives identified in a strategic plan. As mentioned in question 7(c) the strategic plan, which can be short or long term, identifies the priorities of the public for service delivery. Once it became apparent to all (the City Council, staff and public) the appropriate funding and staff time were allocated accordingly. Projects that had been discussed for long periods of time became a reality. Other projects, now identified as "nice" but not crucial, were delayed because time and energy were not wasted on non -priorities that did not meet customer service goals. My major in college was Business/Organizational Behavior. Throughout my career I have worked with numerous organizations from small, medium and large. I have always strived for the organization and staff to be the best that they can be and to provide outstanding customer service. As previously stated, I am known to build excellent management teams. At the City of Deltona I was known as a "game changer" because I turned discussion/dreams into reality. I know how to manage and empower staff to bakertilly PAGE 8 2021© THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER be performance oriented. I also know how to keep an organization focused by adherence to a strategic plan which results in the desired performance/goals expected by the elected officials and community. One example of organizational and performance analysis is the transformation of the Sun Metro bus system from a near meltdown to the Outstanding Transit Agency of the Year. Prior to my arrival, if you rode the bus you had a 30% chance that the bus never arrived, would be late or would break down en route. When I left, on time performance was near 98%; ridership has increased from 11M riders to 17M riders, annually; the community loves and is proud of the system; the employees are proud to be part of the organization and employee morale is at its highest. Further, I helped to obtain federal funding for the City of El Paso's $145M Bus Rapid Transit program under the New Starts Program. Although this achievement example discusses transportation improvements, it is also an example of how I transformed a dysfunctional department to a highly efficient organization, improved employee morale, changed public opinion and won a national award for this transformation. 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? The key to being a successful City Manager is teamwork and honest dialogue regarding expectations. I have been told that the City Manager position is intimidating whereby some Directors don't feel comfortable bringing bad news. The concern was not me personally but the position. Over time I have consciously worked to break down this invisible wall and to let staff know that I can only be helpful if I am kept informed. I believe and understand that mistakes happen but we can learn from them because no one is perfect. I enjoy working with and helping people. People and staff that have worked for/with me know that I believe City government exists to serve the community. Customer service to our community is the City mission. I believe in teamwork, collaboration, honesty, transparency and accountability. I live by three guiding principles: Always do the right thing, be fair and leave things better (hopefully a lot better) than how you found them. My competency and proficiency are based on these principles. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. In El Paso I was hired to meet with the public and to change/fix the public perception of the City's bus system. Many residents require public transportation to get to work. If a resident could not work, he/she could not earn a living and put food on the table. Large crowds gathered in the Mayor's and City Manager's office to protest the poor bus service. I held numerous public outreach meetings; listened to their concerns; put myself in the shoes of the transit rider; listened to staff; developed a plan of action; promoted the solution to the public, City administration and City Council; and gained internal and external support. As mentioned earlier and by listening to the public and staff, the outcome was the transformation of the Sun Metro bus system from a near meltdown to the Outstanding Transit Agency of the Year. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. bakertilly PAGE 9 2021© THIS DOCUMENT I5 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER I look for employees who believe in teamwork. Teamwork is the key ingredient to building a great team. To move a City forward, all must move in the same direction and support one another. Inward grandstanding at the expense of one's co-workers is toxic to an organization. As mentioned earlier, prior to my arrival to Deltona, directors fought with one another and cared only about his/her department rather than looking out for the City organization. Over time I developed a team of leaders that work together and support one another. Teamwork was very apparent during budget time when cuts had to be made and Directors volunteered to make cuts. The mentality changed from what is good for me and forget about everyone else to what are the needs of the City organization to provide excellent customer service to the residents. I believe in evaluations and employee training for advancement within the organization. I always look to promote from within whenever possible. I also expect that each director emphasizes staff development and cross training so that work does not stop because an individual is absent. Underperformance will not be tolerated. Disciplinary action and termination are options. Prior to these actions, the employee must be given notice and the opportunity to improve one's performance and/or decision making. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multijurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. The Transportation Planning Organization (TPO) distributes federal and state funds to state, county and municipal entities. Prior to my arrival, Deltona, in spite of being the largest city in Volusia County, was not a recipient of this funding source. I taught staff how to maneuver through a very complicated eligibility process. It can be political because the Board members consist of state, county and local municipalities (30+) fighting over the same pot of money. To the dismay of other members, Deltona is now receiving a fair share of funding because we are making the case that what is good for Deltona is good for the region. b. Staff and I have worked with state auditors and private rating agencies to maintain Deltona's current bond rating. My staff and I have been through several audits with flying colors. The key to an audit is to be open and transparent. One must be willing to accept that mistakes can occur and to learn from them. c. As a City Manager, I am responsible for presenting and justifying the City's annual budget which includes the millage rate, user fees (including building, permitting and solid waste) and bakertilly PAGE 10 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER utility rates (water, sewer and storm water). 1 need to explain and justify the need and expense for a particular project. I have presented before elected officials, businesses, neighborhoods and citizen groups and at public hearings. d. I have not overseen libraries in my career. However, I am very familiar with the oversight of parks and recreation which focuses on youth development and education. e. As a City Manager, I am responsible for presenting and justifying the City's annual budget which includes the millage rate, user fees (including building, permitting and solid waste) and utility rates (water, sewer and storm water). I am responsible for updating the public and City administration on the progress/delays in capital improvement projects and any issues of public interest. I have presented before various entities for decades. 1 have presented before elected officials, businesses, neighborhoods and citizen groups and at public hearings. Since 1986 I have made presentations before judicial bodies; federal, state and local agencies; Boards and Commissions; staff; and the public. The presentations can be for persuasion/making the case to general information. f. I always value the reward of collaboration and partnerships. For over 10 years there was discussion about building a gym and sports fields for the Deltona Community. The question was where and how to come up with the funding. The YMCA and Deltona State College were both interested in building either a gym or sports fields but adequate funding was always an issue. The YMCA has expertise in programming youth events. Daytona State College has land. The solution was a pooling of resources. Daytona State College will donate the land, the City will provide funding for design and construction. Once built the YMCA could handle the programming. I enjoy turning talk into reality because I have a vision. I am a problem solver and I am results oriented. g. As I mentioned earlier I worked in the Business Office of Logan International Airport where 1 was responsible for airline service development and operations. As the Deputy City Manager in El Paso, the El Paso International Airport was one department in my vast and demanding portfolio. I have not been involved in marine services other than cleaning waterfronts as economic development drivers. h. The cost of living in Deltona is very affordable. 60% of the homes are valued between 100K -$200K. Deltona lacks diversified housing stock such as apartments, condominiums, townhomes, and higher end housing. Social services for the homeless are handled by Volusia County. However, the City does partner with non-profit neighborhood centers to address gaps in service, such as rental and utility assistance from the use of Community Development Block Grant funds. These funds are also used to address accessible and affordable housing needs. Deltona staff coordinate with the Continuum of Care Program. I believe the solution to homelessness is rapid rehousing. Neighborhood revitalization programs in Deltona are administered through Neighborhood Stabilization Program and State Housing Initiatives Partnership Funds. These funds have been used to purchase and rehabilitate homes as well as allocating funds for home improvements windows and new roof, weatherization for hurricane protection). j. To address commercial development and redevelopment, Deltona has an incentive program for job creation and infrastructure improvements. The amount of the incentive varies depending upon the number of jobs created, the wage created and the dollar amount of the bakertilly PAGE 11 2021© THIS DOCUMENT IS COPYRIGHTED AND 15CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER capital infrastructure investment. A matrix allocating points has been developed to objectively determine the eligibility and value of the incentive. Again, I was involved with the "Big Dig," which removed certain roadway impediments and encouraged walkability so that investors developed projects in underserved and struggling neighborhoods/commercial areas. I understand the value of infrastructure enhancements as a way to encourage economic development and to expand the non-residential property base. The City of El Paso embraced the concept of creating a live/work/play environment (Smart Growth) to promote economic development and Downtown Revitalization. El Paso used smart growth to promote a massive housing/retail development. Retail was on the first floor or nearby with housing on the upper floors. Open space and trails were part of the development so that amenities were accessible within walking distance. Smart growth was also utilized with transportation (known as transit oriented development) whereby El Paso built a Bus Rapid Transit transfer station with a parking garage, housing and retail. Both were very successful projects with waiting lists to either purchase or rent housing due to the convenience of retail establishments. The community welcomed this concept because access to these amenities did not require the use of the automobile. Further, I am certified by the Congress for New Urbanism (2011-2015), the nationally recognized entity that teaches smart growth development. El Paso had the largest chapter and the most accredited members. 13. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. I value new ideas and technology for operational efficiency and to provide excellent customer service to the public. Most individuals have a cell phone and use it to obtain information. I saw the opportunity to provide City information through the use of Amazon's echo (Alexa) and Google's dot (Assist). For example, Deltona has the software/app for the public to ask Alexa questions about Deltona City government and to obtain this information. Rather than going to the computer to look up information, you can ask Alexa and/or Assist. I am also a firm believer that the needs of a community always outweigh available funding. This means that we must be fiscally prudent and efficient to provide quality municipal services. We must work collaboratively and pool our resources/expertise. It is not about competition but finding a way to provide services to all facets of the public. During my tenure at Deltona crime has dropped 30% because I worked with the Sheriff's office to instill the message that we, as a community, must do our part in preventing crime. The more eyes on the street the better. Churches and neighborhood watch groups got involved. Code enforcement looked for code violations. Residents started to take care of their property and remove hidden areas which can attract crime. Residents believed in the broken window theory and wanted to do their part. I also pushed for funding to invest in technology such as license plate readers (LPR). LPRs were not popular initially due to invasion of privacy fears. Education addressed this issue. Public safety, fostered by community engagement, became a collaborative event. The end result is safer neighborhoods, reduced blight and acceptance of new technology with license plate readers. bakertilly PAGE 12 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. I have always been cognizant of the environment and its impact to climate change. El Paso was a leader in the use of compressed natural gas for its buses and solid waste trucks. El Paso is located in Texas but is closer to San Diego, California rather than other urban cities in Texas (such as Austin, Houston and San Antonio). El Paso is also a desert city which has four seasons. Air quality issues have resulted in changes to temperatures during the winter and increased flooding in the summers. Generally, temperatures do not go below freezing for extended days. Rainfall is usually 7-9 inches per year. El Paso has experienced two weather related anomalies. One is when temperatures dropped to the 20's for several days which almost caused a collapse of the electrical and water system due to freezing pipes. The second was when it rained for days, non-stop, which caused a "river" to develop. The strength of the river caused flooding and demolished buildings in its path. El Paso also embraces the use of solar energy to reduce it carbon footprint. Existing buildings and street lights are retrofitted for energy savings. New buildings are designed for LEED certification. El Paso embraces strategies to address climate change which is reflected in the budget and how services are delivered to its residents. Deltona is a member of the Transportation Planning Organization which receives federal funding for transportation issues. Climate change is discussed/addressed due to beach erosion and its impact on the abutting roadway network. Further, I have a great deal of experience in emergency management. Boston is subject to blizzards. Tampa and Deltona, being in Florida, are subject to hurricanes. I have overseen Deltona's Emergency Operations Center on several occasions. I know how to work with County, State and Federal (FEMA) officials, utility companies, non -profits and churches to plan/prepare for, to inform the community prior to the occurrence, to inform the community during the occurrence, to direct clean-up efforts after the occurrence and to seek reimbursement of clean-up costs from FEMA. I have worked with/directed first responders such as the fire department and sheriffs office staff. Of course, I oversaw the entire City staff regarding each department's role in the emergency. 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? I believe and expect accountability from the department heads. If goals and deadlines are clearly established I expect results. If problems arise with meeting these goals/deadlines I expect senior staff to work individually and together, as necessary, to resolve the problem or at the very least to attempt to find a resolution. If after these attempts my door is always open to discuss the situation. I always expect to be informed if deadlines/goals can't be met so that I can inform the Mayor/City Council and look for ways to solve the problem. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? I am proud to have been personally involved with getting Amazon to build a 1.4M square foot distribution center (equivalent to the size of 100 grocery stores) in Deltona. From this experience I have learned that bakertilly PAGE 13 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER financial incentives are helpful but not determinative in the selection process for big business. The bestincentiveisdelivery. Amazon was looking at several sites along the 1-4 corridor. 1 put together a team, consisting of myself and staff from economic development, planning and public works, to go after Amazon. We met with the developer and established a trusting working relationship. I listened and learned that Amazon wanted to open a new facility by the fall of 2020. This meant that the normal process of rezoning, design and construction had to be condensed from 30 months to 12 months. To make this happen coordination between FDOT, Volusia County, City Commission, Duke Energy, a private landowner, design consultants, inspectors and other staff had to occur. I took the position that the developer's problems were my problems. My staff and I brought all these entities together and on the same timeline. Staff and I met with the developer at least weekly and daily at times. Problems or obstacles were not allowed to fester. We were proactive, creative and removed problem after problem. Staff and I convinced the developer that only Deltona could meet Amazon's needs. For the developer the process was easy but behind the scenes there was hard work, anticipation, determination and sweat. Deltona also has an incentive program for job creation and infrastructure improvements. Given the developer's positive experience with Deltona City staff, the developer plans to purchase additional acres to develop an industrial park for his other clients. Listening and understanding the desired end result has now opened the doors to transforming Deltona from a bedroom community to a place for business development. I understand the value of building a strong business base as an economic engine for the community and to improve the quality of life for residents. Currently, hundreds of millions of dollars in commercial development are in the queue/completed such as Wawa, RaceTrac, Hardee's, Burger King, Dunkin Donuts, McDonalds, Honest -1, new state of the art hospital (Halifax) , two new emergency care facilities (Halifax and Advent Health) and so on. Under my direction, a ten year dream of building an event center, became a reality. The $8.9M facility is the envy of every municipality in Volusia County. In Deltona I helped to coin the phrase, "Deltona...A City on the Move". Branding helped to develop an economic identity for the city and created an awareness of the city's amenities. I also promote economic development by looking for other funding sources and by combining projects to fit the funding source. For example, I combined a water and sewer replacement project with a roadway project. The Transportation Planning Organization (TPO) distributes transportation funds to the region and will pay for other work considered ancillary to the roadway project. The water and sewer lines were old and required replacement sometime in the future (and was listed in the City's capital improvement plan). I convinced the TPO that the water and sewer lines should be replaced while the road was being excavated and rebuilt. It would make no sense to build a new road and not address the utilities in the road. Otherwise, the "new" road will need to be dug up in the future. The TPO agreed and will pay two thirds the cost for the road and utility lines. The City's one third share represents matching funds. This is an example of thinking outside the box, being financially creative and promoting economic development through enhanced infrastructure improvements. 17. What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? I would schedule individual bi-weekly meetings with the Mayor and City Council to discuss items on the upcoming agenda, areas of interest/concern and any other topics that the Mayor/City Council wish to discuss. I want to understand each one's goals and priorities. These meetings will be regularly scheduled on our calendars. If additional meetings are required this can be accomplished on a case by bakertitty PAGE 14 2021© THIS DOCUMENT IS COPYRIGHTED AND 15CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER case basis. To identify, prioritize and address initiatives/priorities desired by the Mayor/City Council as a collective body I would schedule public workshops to develop a strategic plan for implementation. A strategic plan is crucial so that everyone (Mayor/City Council, staff and public) is aware of the goals/expectations to be accomplished and appropriate resources (including funding and staff time) can be devoted to achieving these objectives. Inertia occurs when we deviate or lack a strategic plan because we end up doing a little of everything, changing direction and accomplishing nothing. I will keep everyone focused. 18. Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. I am a highly experienced, collaborative and strategic leader that will foster an atmosphere of teamwork and "can do" within the Clearwater City Organization. For over 30 years I have been knowledgeable and proficient in government operations starting as an assistant corporation counsel for Boston City Hall, to senior real estate and contracts attorney for the Massachusetts Water Resources Authority, to assistant director at the MBTA, to Airport Business Manager at Logan International Airport, to Director of Engineering at HART in Tampa, to Deputy City Manager in El Paso, Texas and as City Manager in Deltona, Florida. I have successfully worked with numerous government officials, labor groups, staff, organizations and the public to become a "game changer". I was able to rebuild the Sun Metro bus system in El Paso from the verge of a meltdown into the Outstanding Transit Agency of the Year even though many wanted to give up. I have been involved with nationally recognized projects such as the Clean-up of the Boston Harbor and the "Big Dig". These projects involved waterfront improvements and encouraged tourism. I personally experienced the need to rebuild public confidence when one of the aircrafts that hit the World Trade Center on 9/11 came from Logan International Airport. Lastly, I have international trade experience as I oversaw border crossings between Juarez, Mexico and El Paso, Texas. I worked closely with Customs and Border Protection during the period when Juarez was the murder capital of the world. Also, a huge part of my career was spent in Boston, one of the most vibrant communities that encourages a live/work/play environment and understands the importance of Downtown revitalization for economic growth. My positions with the City of Boston, Massachusetts Bay Transportation Authority and Logan International Airport nurtured business relationships, capital planning, community revitalization, event planning, infrastructure planning and development, public safety and regional business partnerships. Boston is rich in culture (especially in sports tourism), has an exquisite landscape of the waterfront, is economically diverse and progressive, environmentally conscious, believes in investing in the future and is known as a great community to live, work and play. As stated earlier, I am very familiar with the concept of creating a live/work/play environment to promote Downtown Revitalization. Boston, Tampa Ybor streetcar system) and El Paso are examples. I also know the value of hard work and how hard work leads to results. My family owned a Chinese laundry in Attleboro, a suburb of Boston. I worked in that laundry after school and learned the value of education. My background for City Manager is not typical but perfect as I accepted challenge after challenge and became a "can do" leader. Personally, I financially supported many organizations such as veterans, churches, Catalyst, Central Florida Pregnancy, Healthy Starts, Sisters for Life, Rotary, Sisters Build Network...organizations generally focusing on giving the youth who are tomorrows leaders an opportunity to succeed. Life is a bakertilly PAGE 15 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER journey. We meet many people. I feel the need and obligation to help others whenever we have the ability to do so. 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Yes. 20. Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. My employment positions have always exceeded two years. I am very stable in my employment. Since 1996 I have only held four positions. I resigned my position with the City of Deltona due to a philosophical and ethical difference with the newly elected Mayor. The Mayor put me in a position where, had I not spoken up, I would have violated the City Manager code of conduct and Deltona City Charter. I left with numerous weeks of unused vacation/sick time and some severance pay. 21 If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. Inadvertently I voted in the wrong district which the newspapers and an anonymous group of citizens sensationalized my unintentional mistake. This issue is explained in detail in the due diligence document. bakertilly PAGE 16 2021© THIS DOCUMENT 15 COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Due Diligence Questionnaire Name Jane Shang Date Completed 5/11/2021 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. Refer to question 6. 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. Refer to question 6. 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No. 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. No. 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? Not applicable. 6 Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. I have a long history of accomplishments and a long list of valuable strengths. Being human I did commit an oversight regarding my voter registration in Deltona dating back to 2015. I was living in a hotel for the first two months of my employment with the City and had to register my car. State law allows me to utilize City Hall as my address on my driver's license. Inadvertently the information on my driver's license was used for voter registration. I did not catch this oversight due to early voting. There was no difference in the ballots until in 2018. I was preoccupied and did not notice the difference. In late 2018 an anonymous call was made to report that I committed voter fraud. Once I realized this oversight I immediately acknowledged the oversight and corrected the form. Complaints to the Supervisor of Elections are forwarded to the Florida Department of Law Enforcement (FDLE). The initial investigation by FDLE found no wrong doing under the statute which requires specific intent rather than an oversight. A small group of anonymous individuals kept pursuing this matter and alleged a cover up. The local bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER newspaper sensationalized the issue to sell newspapers. Eventually, the State Attorney's office became involved and wanted me to acknowledge my oversight through an agreement due to political pressure. I was never charged with a crime by either FDLE or the State Attorney so there is no criminal record but there is an internet trail. Many believe politics and discrimination issues came into play because a male in another nearby City also listed City Hall on his voter registration and no action was taken. Generally, the Supervisor of Elections encounters thousands of cases with incorrect addresses and no action is taken. Publicly, I have been transparent and from the very beginning acknowledged my oversight. Related to the issue of voter fraud, an anonymous complaint was filed with ICMA for ethical violations. The complaint was formally reviewed. The ICMA Board found no reason to act on the complaint and closed the case. I hope this one oversight will not erase all my strengths and accomplishments. I was recently one of four finalists for the City Manager position in Ft. Myers. Unfairly, there exists an individual (BW) that wants to discredit me. Also, a former City Commissioner from Deltona filed an ethics complaint against the then City Attorney and one against me. The complaints state that the City Attorney committed theft of City property and that I exceeded my authority as City Manager by allowing the City Attorney to take City property home. The complaints were reviewed by the Ethics Commission. The findings were that the City Attorney and I did not violate any ethical conduct. I was shocked by the complaint because throughout my career I have been known for my high ethics and integrity. Prior to Deltona I have never had any complaint filed against me. My word is binding because I remember and follow through with my commitments. Unfortunately, ethics complaints can be filed easily in Florida and hence, fairly common. They are a way a disgruntled individual can initiate an investigation relatively easily, without spending any money so they do. 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes. bakertilly PAGE 2 2021© THIS DOCUMENT ISCOPYRIGHTED AND 15CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OFTHIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY U5, LLP JON WALKER JONATHAN G. WALKER jgmswalker@icloud.com • (404) 432-3928 April 10, 2021 Clearwater City Council c/o Baker Tilly Dear City Council, Please accept this letter and the attached resume as my application for the position of city manager. I believe my experience in both the public and private sectors aligns with the city's desired qualifications. I currently serve as the city manager of Chamblee, Georgia - a diverse and inclusive community that has embraced sustainability in the Metro -Atlanta region. I have 11 years of leadership experience in local government as well as nine years in the private sector developing and implementing a public-private service delivery model. In over six years as the Eastern Operations Director at SAFEbuilt, I personally led over 35 organizational assessment and development efforts for planning, building and code enforcement departments within Georgia, Florida, South Carolina and Louisiana while managing the operations of regional offices. This experience provided training and familiarity with results -oriented business practices that have enhanced my ability to manage municipal services and strategically align organizational efforts with goals. In 2013, I was promoted to Vice President for Client Services with the role of creating customer service programs for national operations while also establishing the company as a thought leader in community development and outsourced services. Over the course of three years, I delivered presentations on customer service, community development, and outsourcing services to local government leaders across the nation. I developed strong partnerships with respected organizations such as the Alliance for Innovation, the Center for Priority Based Budgeting, and Peak Democracy, among others. As a member of the leadership team, I participated in the sale and recapitalization of the company in 2015. A year after this event, I left SAFEbuilt and joined Chamblee as city manager. As Chamblee's city manager, I manage the day-to-day operations of the city and have focused on three primary areas as a foundation for the city's growth. These areas are closely aligned with the challenges and opportunities provided in your recruitment brochure. Planning: I work closely with council members to understand their individual goals for the community so that we can develop one vision that unites those goals. I led the city's first strategic planning effort, improved the city's financial policies and implemented its first capital improvement plan. These efforts resulted in an AA+ credit rating for the city in 2019 for its first public bond issuance. That rating was upheld again in 2021. We have also created a sustainability plan and over the past two years I have worked with Council to identify and prioritize projects. We have adapted the timing and scope of projects in our plan to address conflicting infrastructure projects from other agencies as well as to take advantage of decreased traffic volumes during COVID-19 shutdowns. Area Redevelopment: I have worked with City Council and the Downtown Development Authority to clarify the goals and objectives of redevelopment within the community. Since 2016, we have adopted a plan for the economic development of five geographic areas within the city. Recognizing that redevelopment takes time, I worked to provide a foundation for our efforts with immediate implementation of each of these plans with new zoning, public infrastructure improvements, and targeted objectives such as expanding housing options and creating spaces for small businesses. The City of Chamblee recently completed a invested +$24 million in a new public safety building to anchor development along the Buford Highway corridor while also initiating a $17.5 new city hall project in the town center area to partner with the sale and development of DDA properties. Community Engagement: With a degree in journalism and experience in marketing and client services, I understand that communication and engagement is the key to building trust within the community. This requires constant attention and a consistent approach. In Chamblee, I created and lead a public relations department that is a highly functioning communications team with capacity in public relations, community engagement and business outreach. Our staff develops written content and consistently distributes this through press releases, social media and publications. We have rebranded and refocused our newsletter from typical government activity reports to a lifestyle focus while adding an annual report that highlights accomplishments. The community engagement specialist creates events and specialty/niche programming to bring the government to residents in their neighborhoods, community organizations and organizations such as PTAs, Churches, etc. The business outreach coordinator fulfills the same need with the business community, as well as assists with business retention. Over the years I have cultivated a collaborative leadership style and results -oriented focus. As the city manager for the City of Clearwater, I would work with elected officials to develop goals and implement your objectives. I would also collaborate with residents and the business community to develop programs that build trust and establish a foundation for communication and growth. I believe my skills and experience are a strong match for your community and would be interested in discussing the opportunity in greater detail. Sincerely, Jon Walker JONATHAN G. WALKER jgmswalker@icloud.com • (404) 432-3928 GOVERNMENT EXECUTIVE Performance -driven manager with 20 years of proven success leading government agencies and programs. Collaborative leader and persuasive communicator effective in engaging others and building trusting relationships with key stakeholders. Critical thinker and problem solver. Strong record of providing operational expertise to achieve efficiency while providing excellent customer service. Staff Development * Strategic Planning * Executive Presentations * Community Engagement * Budget Development * Program Analysis * Contract Management * Project Management PROFESSIONAL EXPERIENCE City of Chamblee, GA • www.chambleega.gov • Pop. 30,000 City Manager (5/16 — Present) Established strategies and supervised operations of the city during a time of growth. Initiated the first review of services and expectations since the city had tripled its population since 2010. Accomplishments include: Strengthened the reserve balance so that it maintained an amount equal to 25% of expenditures during its lowest months and achieved an AA+ credit rating in 2019 through the implementation and management of financial policies and procedures. Improved civic trust and transparency through various initiatives, publications, and the creation of a public relations and engagement department. Chamblee published its first annual report in 2017. Transitioned from activity -based to results -oriented employee and departmental performance reviews. Created and implemented the city's first operational strategic plan, sustainability plan, mobility plan and capital improvement plan Improved relationships with regional agencies. This, in conjunction with the adoption of planning documents, resulted in an increase in grants and other funding sources for city projects. SAFEbuilt, Inc. • www.safebuilt.com • Loveland, CO (2006 — 2015) Vice President, Client Programs and Services (2/13 — 9/15) Developed this new position to establish SAFEbuilt's reputation as a national leader of community development services and identify programs to address emerging trends. Accomplishments include: Successfully created and maintained a speaker's bureau on topics such as government trends, customer service needs, and SAFEbuilt services. Generated and delivered presentations to over three dozen professional associations. Established partnerships with national organizations such as the Alliance for Innovation, Emerging Local Government Leaders, and others that resulted in the publication of numerous case studies focused on client experiences. Managed the merger and acquisition of a planning firm, integrating the formerly independent company into the culture of SAFEbuilt while strengthening its fiscal, HR and management procedures and policies. P `. 112 Director of Eastern Operations (10/06 — 2/13) • Atlanta, GA Responsible for supervision of staff, fiscal management, new office implementation, business development, and performance tracking. Accomplishments include: Tripled the footprint of the organization while more than doubling annual revenue. Organized and directed the start-up of four state offices. Implemented and managed a client communications and outreach effort that resulted in a 96%+ customer satisfaction rating for five consecutive years. Consistently met revenue and expense targets. Successfully integrated acquisitions in both Georgia and South Carolina. City of Avondale Estates, GA • www.avondaleestates.org • Pop. 2,800 Interim City Manager (7/06 —10/06) Supervised daily operations of the city government and provided stability during a period of transition. City of Jonesboro, GA • www.jonesboroga.com • Pop. 4,000 City Manager (1/03 — 2/06) As Jonesboro's first city manager, created and implemented the policies and practices necessary in a professional government organization. Oversaw the creation and implementation of a 15 -year master plan for the city's future growth and development. Secured grants for a city park upgrade and design of a mixed-use development with parking deck adjacent to the proposed commuter rail station. Oversaw the creation of the city's Downtown Development and Historic Preservation Authorities. Board of Commissioners, Oconee County, GA • www.oconeecounty.com • Pop. 25,000 Chief Administrative Officer (10/99 —12/02) Reported to the Chairperson under a strong mayor form of government. Supervised and coordinated the administrative duties and economic development efforts of the county. Represented the county in its partnership with Athens -Clarke County staff to recommend and later implement Project Impact, a regional economic development marketing initiative for a 1,000+ acre site located in both counties. Negotiated the county's role in its partnership with Athens -Clarke, Barrow and Gwinnett counties to form the University Parkway Alliance — a joint development authority with the mission to attract bioscience industries to the region. Appointed as Chair of the General Operations Committee for the Upper Oconee Basin Water Authority, a regional water authority in Northeast Georgia. Athens -Clarke County, GA • Budget Analyst (4/99 —10/99) Governor's Office of Planning and Budget • Policy Analyst (6/97 — 4/99) • Atlanta, GA EDUCATION AND CERTIFICATES B.A. in Journalism with Honors (1995) • Public Relations • University of Georgia Master of Public Administration (1997) • Urban Administration • University of Georgia Lean Six Sigma — Green Belt (2014) • Georgia State University Pc 2 2 CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER Candidate Questionnaire Name Jon Walker Primary Phone 404) 432-3928 Email jgmswalker@icloud.com Please List Your Current (1) and Previous 1. City Manager * City of Chamblee, GA * 5/16 -Current 2. VP, Client Programs & Services * SAFEbuilt * 2/13 - 9/15 3. Director of Eastern Operations *SAFEbuilt 10/06 - 2/13 4. Interim City Manager * City of Avondale Estates, GA * 7/06 - 10/06 Three (3) Position Titles Places/Organizations of Employment include start/end dates by month/year, plus the position & organization): Currently / Most Recently Reports to (by title): Mayor and Council Population Served (last 2 organizations): Chamblee (32,000 est.) SAFEbuilt - provides community development services to jurisdictions in multiple states. Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. Chamblee: Six (was 8, but I reorganized in 2020). At SAFEbuilt I had as many as 14 at one point. 2. I oversee all departments 3. 140 4. I oversee all departments 5. $40,837,758 (-$35.9M w/o interfund transfers). Highest level of education achieved (include degree and institution): Master of Public Administration (1997) • Urban Administration • University of Georgia Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: Lean Six Sigma - Green Belt (2014) • Georgia State University Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct - limit your responses to 300 words. bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 1. Please tell us why you are interested in this position and why you are considering a career move at this time? My wife has taken a position with an organization in the Tampa area. I have been reviewing positions as they become available and am specifically interested in Clearwater because of the projects identified as priorities in the job posting as well as the historical stability of the position. From the job posting it seems the upcoming projects and ongoing priorities are well aligned with my experience. In Chamblee I have been leading revitalization efforts in accordance with our economic development strategic plan for the last five years. We are focused on three areas of the city. We have adopted a master plan for the town center to become an entertainment area centered on park space and city hall. Our office and retail development efforts are focused around the heavy rail transit station in our mid -city district. Finally, our new $23 million public safety building and park is the first public investment in the Buford Highway corridor. We have strategically invested in public infrastructure and have seen private investment follow those projects. In my career I have successfully moved projects from planning to implementation. I recognize the importance of prioritizing projects based on their potential impact while understanding each project's relative risk. Understanding economic conditions and maintaining a strong fiscal position are key to the long-term success of a multi-year implementation. Communication is also vital to maintain support during such an implementation. I believe my experiences directly relate to Imagine Clearwater efforts. 2 What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? As Chamblee's city manager I manage the day-to-day operations of the city. The City Manager is appointed by the City Council and, as the Chief Executive Officer of the City, is responsible to the Mayor and City Council for the administration of all City affairs. The City Manager directs and supervises the administration of all departments, offices and agencies of the City. The ultimate responsibility for the enforcement of all laws, provisions of the City Charter and City Council directives is held in this office. In addition to my experience as Chamblee's manager, I believe my experience with SAFEbuilt is extremely relevant preparation for the Clearwater City Manager position. I personally led over 35 organizational assessment and development efforts for planning, building and code enforcement departments within Georgia, Florida, South Carolina and Louisiana while managing the operations of regional offices. This experience provided training and familiarity with results -oriented business practices that have enhanced my ability to manage municipal services and strategically align organizational efforts with goals. Over the course of the last 14 years in these two roles, I have learned to collaborate with elected and appointed officials to create and enhance programs that directly advance organizational priorities. 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? My leadership style is collaborative and my approach to leadership is results -oriented. As a manager, it is important to establish a consistent approach with staff. To achieve this, I share my criteria for decision making, clearly identify what success looks like, and describe the parameters within which staff can be comfortable operating. I have mapped my decision-making process so others can see my thought process prior to bringing issues to my attention. In Chamblee I also adopted five core values — Service, Integrity, Collaboration, Respect and Entrepreneurship — as parameters within which staff could feel free to take ownership of projects, jobs and situations without concern for bakertilly PAGE 2 2021© THIS DOCUMENT 15COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER being punished if a decision or situation did not turn out well. To identify what success looks like, we refer to the core values as well as identify service levels for each program offered by the city. Ground crews understand that they will be evaluated based on straight edges and uniform colors while front counter staff know they should focus on the customer experience rather than volume of calls taken. It is vital to educate staff on the organization's mission and stress to employees that they should use the core values to help drive decisions in the field so that when they are faced with a situation, they make a proper decision. Lacking a clarity of purpose during periods of intense or prolonged stress can lead to anxiety, fear and poor decisions. 4. How do you incorporate the values of diversity and inclusion into an organization you lead? We incorporate the value of inclusion and diversity by making it part of our conversation. We first help everyone recognize the values that are uniting us, then we explore the complex issues within those values. Chamblee is a majority minority community. What I have learned during my time with the city is just how diverse we really are. There are communities within communities that may have significant philosophical differences. There is a marketing axiom that states "Treat different customers differently." This is not to say that some customers are treated better than others. The idea is simply that we must recognize the differences in our residents, businesses and organizations. The three values that consistently appear in every municipal vision statement or list of goals are security, prosperity and community. These ideals may mean different things to different people based on the communities you serve. Our job is to listen and understand each community in order to build better relationships. These relationships are not built overnight, but through a series of "conversations" that we have each day. These conversations may occur over the counter, during an inspection, during a council meeting, or between two customers without our involvement. The important thing to remember is that we must constantly be aware of the conversation that is taking place "in the now." Take note of the circumstances, perceptions and biases (your own as well as the customer) and economics of each dialogue as it unfolds. Being fully aware of the context of the "conversation" allows us to better respond to the individual needs of the customer and situation at hand. At the end of the day, we incorporate these values into the organization by incorporating collaboration and service as core values. We have frequent, open conversations. We hire and promote based on attitude, commitment and cultural fit. We remain humble. 5 Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? To With key public and While advertising, for become held most the surveys, which paraphrase George Bernard Shaw, the single biggest problem in public outreach is the illusion it has taken place. a degree in journalism and experience in marketing and client services, I understand that communication is the to building trust within the community. Regular social media posts, newsletters/magazines, press releases and hearings on important topics - an organization must be dedicated to constant and consistent communication transparency to achieve success in public outreach. public outreach requires a consistent approach, community engagement requires the opposite. There are few public relations, or community engagement campaigns that can hold a market or community's attention prolonged periods of time. Successful community engagement has to provide a variety of options for people to engaged. It meets people where they are (grocery store, restaurant), or it gives them a place to be. I have budget meetings in Whole Foods and code enforcement round tables at Bojangles and Starbucks. One of our successful engagement efforts was the Mid -City Stroll. We closed a lane of traffic, had mock-up segments of proposed changes to the area and pop-up stores along the side walk. Three restaurants housed walk-in visual where you could order an appetizer and drink a beverage while answering a series of questions such as brick paver pattern do you prefer?" It was an award-winning event because it was unique. bakertilly PAGE 3 2021© THIS DOCUMENT 15 COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 6. Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. My first full-time job was as a budget and policy analyst with the Governor's Office of Planning & Budget. I evaluated, made recommendations, and managed draw requests for several state agencies. I was responsible for budgets in my municipal positions. At SAFEbuilt I opened and was responsible for budget and management of nine offices in six states. I presented to the leadership team monthly and reported to the Board of Directors on a quarterly basis. I worked with a talented finance team that taught me internal management controls and reporting that helped focus resources on programs that could make the most difference for the organization. In Chamblee I have implemented performance-based budgeting and financial policies and controls. By adjusting the timing of when we start capital projects during the fiscal year, I was able to increase fund balance on a month-to-month basis from 15% to 25% during summer months. The uncertainty of the pandemic in early 2020 was new experience. City revenues tend to lag behind economic conditions by several months. When we saw the number of establishments that were temporarily closing and the lack of cars on the road, I took a proactive approach and froze 10% of the city's expenditure budget in March. In May we formalized this 10% cut in expenses and cut revenue 20% while publicly stating that the difference would be pulled from reserves. With Council support, we further stated that no full-time employees would be laid off in 2020. This proactive approach allowed the city to continue with lean operations while maintaining staff positions. Staff was appreciative of this effort and the receipt of CAREs funds allowed the city to finish the year in a strong financial position. Our actions were noted by the bond rating agencies that reaffirmed our AA+ rating in 2021. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning I have initiated and led efforts such as those identified above in a, b, and c in each organization where I have held a leadership role. Success in these three areas requires: 1) Listening to the community. 2) Creating a transparent, user friendly plan with measurable and attainable goals. 3) Communicating throughout implementation. I was on the leadership team at SAFEbuilt that created the strategic plan for growth. I was responsible for development and implementation of two components of that plan, business development and the introduction of new service lines. The focus of implementing new service lines was to identify emerging trends where we could create an early market solution as well as existing governmental services with the least barriers to entry. I assisted on the merger and acquisition component. The company grew from operating in two states to nine states over a period of nine years. I improved Chamblee's financial policies and implemented its first capital improvement plan in 2016. These efforts resulted in an AA+ credit rating for the city in 2019 for its first public bond issuance. We have also created a sustainability plan and over the past two years I have worked with Council to prioritize projects. We have adapted the timing and scope of projects to address conflicting infrastructure projects from other agencies as well as take advantage of decreased traffic volumes during COVID-19 shutdowns. In Chamblee I have been responsible for multiple planning efforts within the last five years. I have worked with City Council and DDA members to clarify the goals and objectives of redevelopment within the community. I have worked with consultants and staff to create an Economic Development Strategic Plan, a Parks Master Plan, an Arts bakertilly PAGE 4 20210 THIS DOCUMENT I5 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Master Plan, Town Center Master Plan, Master Mobility Plan, and a Capital Improvement Plan. In 2019, I led a planning effort for staff that ran parallel to a community comprehensive plan effort that was led by a planning consultant. We took the community engagement and consultant recommendations and translated those into service and capital improvement priorities. At a council retreat that September, I presented a five-year strategic operations plan based on the goals and objectives identified through the comprehensive plan. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. In 2018, I proposed a program that moved all Parks Department landscaping and maintenance staff to Public Works while also outsourcing landscaping services in the parks to a private company. I knew there would be concerns about this change from council members, Keep Chamblee Beautiful, and some of the HOAs due to the fact that the Parks staff had been the go -to employees for neighborhood clean-ups and other events. I developed a narrative and worked to educate these stakeholders on the benefits they would experience. First, the expectations of the community for ROW maintenance and leaf pickup had grown. Secondly, while we were doing a good job cutting grass and keeping out weeds, we were not creating visually appealing flower beds or unique points of interest. Hiring a third party would provide the city with professional, experienced and certified landscape architects that could assist in developing the level of landscaping that was desired. The availability of this new level of experience and professionalism was well received by all stakeholders. Beginning with the end in mind, it is important to share data on how we will determine if the initiative is a success. Maintaining strong relationships requires building trust among stakeholders. Trust is built by following through on the promises you make as you align the program with the motives and perceptions of stakeholders. We promised an improved appearance in the parks. Rather than leave that to the subjective opinion of each individual, we hired a firm that works with Community Improvement Districts to evaluate and score each park on a monthly basis. Our contracts with the private firms delivering landscape services were written so that they received less than the full monthly payment if they scored below an A on these evaluations more than twice within twelve months. We promised improved leaf pickup, and we collected nearly 40% more the year after contracting than previously. Finally, we promised city staff would still be available for neighborhood events, and we delivered on that promise. As Eastern Operations Director for SAFEbuilt, I was responsible for benchmarking each community's building inspection and code enforcement efforts. Additionally, I had to report on our internal financial benchmarks to the company. 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? I have received positive performance evaluations from my supervisors. At SAFEbuilt, I consistently met goals and received bonuses. One feedback I received is that I was able to effectively navigate short term needs/situations while keeping long-term goals achievable. It was noted that I had on occasion been too focused on long-term goals to the detriment of short-term opportunities. That was a philosophical difference with the new private equity partner. At Chamblee I continue to receive positive performance evaluations. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. I was promoted to Vice President for Client Services in 2013 with the role of creating customer service programs for national operations while also establishing the company as a thought leader in community development and outsourced services. Over the course of three years, I delivered presentations on customer service, community development, and outsourcing services to local government leaders across the nation. I developed strong partnerships bakertilly PAGE 5 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER with respected organizations such as the Alliance for Innovation, the Center for Priority Based Budgeting, and Peak Democracy, among others. One example of a difficult issue I have addressed is with downtown merchants related to parking and construction projects. With multiple construction projects impacting streets over the last three years, we took a proactive approach to identify and attempt to mitigate issues related to parking. Meeting with business owners and developers, I have had to pay special attention to the impacts of public and private construction in 500 -foot increments on each street. I have to bring several stakeholders together multiple times to advance, and even maintain, this effort. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. It is important to establish a consistent approach with staff. To achieve this, I share my criteria for decision making, clearly identify what success looks like, and describe the parameters within which staff can be comfortable operating. In Chamblee, I introduced a decision-making process for staff to follow prior to bringing issues to my attention. I also require that departments generate a project charter for new programs with clear objectives and deliverables. It is easy to have a discussion with employees about evaluations, discipline or promotions when you have clear performance goals and measures. I try to recognize an employee's efforts and care for service. When an employee demonstrates motivation to go above and beyond, we will go an extra mile to offer any needed training so they are eligible for promotions. In the past I have created internal Leadership Academies, Lean Six Teams, and "Above and Beyond" Awards. Succession planning is important to establish the culture of any organization. However, it is also important to recognize the threat of group think. Any employee being considered for promotion should be vetted to insure they are open to new ideas and will continue to question how we can make things better. The key to building a great team is having a variety of viewpoints and a willingness to actively engage in healthy debate. Every member of the team must also recognize that after the debate is over and a decision is made, everyone adopts the final recommendation and moves forward together. 12. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. bakertilly PAGE 6 20210 THIS DOCUMENT IS COPYRIGHTED AND I5 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER a. I have represented my organization in a regional economic development marketing initiative for a 1,000+ acre site located in multiple counties and negotiated the county's role in a joint development authority with the mission to attract bioscience industries to the region. I served as the Chair of the General Operations Committee for the Upper Oconee Basin Water Authority, a regional water authority in Northeast Georgia. I am actively involved in an effort to advance an aerotropolis around DeKalb Peachtree Airport in Chamblee and work to advance the 1-285 transit and trail efforts through our regional mayor's initiative. b. I took Chamblee through the bond rating process for the first time in 2019 and reaffirmed the rating two years later for a second issuance. We issued bonds to build the public safety building in 2019 and City Hall in 2021. c. I did manage the water and sewer director in Oconee County and served on the Upper Oconee Basin Water Authority. d. I managed the library while in Oconee e. I have extensive experience addressing public concerns. The key is relating everything back to stated goals and community objectives. f. I have extensive experience working collaboratively with many stakeholder groups in all my previous jobs. g. I have no experience with Marine operations. I have worked with the county airport located within Chamblee. I also served as the budget analyst working with regional airports in Georgia. h. We have been working to address affordable housing and homeless issues in Chamblee over the past three years. i. Neighborhood revitalization has been a key program in my municipal management positions. j. I have served as the primary economic development person in all my governmental roles. 13. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. My process to improving responsiveness and efficiency in services: 1) Identify services: This usually requires a lot ofwork with employees to understand the difference between broad goals, specific tasks, and actual services. 2) Identify the goals the service is hoping to achieve. Identify if the goals are still important to the community and how we are going to measure success towards these goals. 3) Identify tasks within the service and generate workflows 4) Evaluate pinch points and components within the workflow that could be improved through technology, contracts, training or additional personnel. 5) Assess the appropriate level of improvement to implement based on factors such as budget, risk, and priority of need. In Chamblee, I have implemented new technologies in payroll, project management, budgeting, inspections, finance, and customer service. 14. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. I do not have experience with this topic. I am familiar with the issue as a coastal property owner and understand its importance. As a manager, I understand that this topic will be a driving force in all capital planning and emergency operations. I would approach this as a new project and conduct research to learn more. 15. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? As a manager, it is important to establish a consistent approach with staff. To achieve this, I share my criteria for decision making, clearly identify what success looks like, and describe the parameters within which staff can be comfortable operating. I introduced a decision-making process in Chamblee for staff to follow prior to bringing issues to my attention. I promote five core values — Service, Integrity, Collaboration, Respect and Entrepreneurship — as parameters within which staff could feel free to take ownership of projects, jobs and situations without concern for bakertilly PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER being punished if a decision or situation did not turn out well. To identify what success looks like, we refer to the core values as well as identify service levels for each program offered by the city. Yes, we must set goals and timelines for deliverables with every project. Regular check -ins provide the opportunity to evaluate progress on those timelines and we should know when we are approaching critical points that could delay completion of an assignment. Occasionally missing a deadline is acceptable when it can be predicted and explained. 16. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? I have represented my organizations regional and local economic development efforts. I started my career in economic development and believe that success in this area requires three things: 1) Listen to the community and hear what they want, sharing what we think can achieve their goals. 2) Create a transparent, user friendly plan that explains what will happen as well as the intended results in measurable and attainable goals. 3) Communicate while implementing the plan. The types of incentives that are effective to use for a project in your community are those incentives your community are comfortable using. Property acquisition, tax abatements, infrastructure investments or agreements, workforce training, public-private partnerships, and others all could play an important role if needed. However, it is important to clearly identify how the economic development project fits into your strategic plan and what goals you are accomplishing with the project. You cannot communicate about a specific project until it is complete, so the city must continuously communicate its strategy, goals, objectives and tools it intends to use for revitalization efforts. 1 What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? I provide weekly reports to the Mayor and Council that provide updates on all activities based upon the city's goals as identified in the comprehensive plan. I have an open-door policy, but encourage at least a monthly, scheduled hour- long meeting with each member of Council. I promote annual off-site and overnight retreats. I encourage group attendance at regional and state conferences and meetings. I document what I am working on with each council member and share with the group in the weekly reports. I evaluate all initiatives and priorities based upon the comprehensive or master plans of the city and have candid conversations about how they align. 18 Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. This has been a very comprehensive set of questions. 19. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Yes 20. Since 2000, please explain all situations where you were in a position for Tess than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. I served as the interim city manager for the City of Avondale Estates in 2006 for four months. I was offered a job with SAFEbuilt during my interim tenure. bakertilly PAGE 8 20210 THIS DOCUMENT 15 COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER 21' If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. I am not aware of any files that would negatively reflect on my character or years of service. bakertilly PAGE 9 20210 THIS DOCUMENT IS COPYRIGHTED AND 15 CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THISDOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Due Diligence Questionnaire Name Jon Walker Date Completed 5/9/21 Instructions: Please respond to each of the following questions. Depending on your response, you may need to provide additional information. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. No 2. Have you ever been the subject of an investigation, or censured by a grand jury, board of inquiry, a judicial conduct or disciplinary board or similar body? If so, please provide details, explain the circumstances and final outcome. No 3. Have you been subject to any disciplinary actions, including suspension, probation, or demotion in your adult working career? If so, please provide relevant details, explain the circumstances and the final outcome. No 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. City of Jonesboro, GA — I was offered and accepted a severance agreement after an election that resulted in a change in philosophy on the Council. SAFEbuilt — I was promoted to a position within the leadership team. After several years of expansion, I was fortunate to participate in the recapitalization of the company. I served for an additional year as obligated with the new equity partner, during which time I elected not to reinvest in the company. I was asked to leave after my one-year obligation. 5 If you have been in your current, or most recent organization, for less than two years, please describe why you are interested in a career move at this time? NA 6 Is there anything, in your personal, professional, or social media background history that our Firm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. I am not aware of any personal, professional or social media history that would be potentially embarrassing or would impair my ability to perform the job. 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? Yes bakertilly PAGE 1 20210 THIS DOCUMENT I5 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP KEVIN WOODS Kevin S. Woods Thornton, CO 80229 1 (980) 239-2147 woodsk777@gmail.com City of Clearwater 2021 P.O. Box 4748 Clearwater, FL 33758 Subject: City Manager position April 15, Dear Selection Committee, First, thank you for the descriptive brochure. Along with my own research, it was a great help in understanding the scope and Council priorities for this key position. What I would like to bring to Clearwater is a keen sensitivity to its history and a shared commitment to sustaining its distinction as a world-class community with an enviable quality of life. My background is broad, and I have had a successful career of leading and administering diverse and often complex cities and organizations - as both a City Manager and as a US Army officer. With many years of successful executive -level leadership, I have the requisite professional skills to effectively meet the challenges of Clearwater, work closely with City Council, implement their priorities, and continue to build on success to move Clearwater toward an even greater future. I am currently the City Manager for Thornton, Colorado. Although there are differences, Thornton shares many of the same challenges as Clearwater or any municipality struggling to implement a vision, grow businesses, upgrade aging infrastructure, and, of course, confront the demands of Covid-19. All interesting and solvable challenges when met with fresh thinking and collaborative leadership. I have a deep passion for public service and civic work, it is my vocation. I will pledge to Clearwater my energy and a sincere commitment to build trust and communications with the Council, staff, and the residents of Clearwater. I would be honored to be considered and look forward to discussing much more in person. Sincerely, Kevin S. Woods Kevin S. woods Thornton, CO 1 (980) 239-2147 I woodsk777t`algmail.com Work relentlessly, Accomplish much, Remain in the background, Be more than you seem." AMSPmotto City Management sd City Manager — Thornton, CO 04 Town Manager — Stallings, NC US Army, Corps of Engineers — Colonel, Senior Cdr. Key Leadership Statistics Workforce: 1500+ Budget: $386M • Capital Projects: $1.2B Strategic Planning Strengths Infrastructure Management • Financial Security City Manager Thornton, CO 2017 - Present Managing a vibrant city with a staff of 1500 employees who perform every aspect of municipal services in support of a diverse and rapidly growing population of 145,000. Implemented city metrics, systems analysis, and budget modeling to better support decision-making Established a Community Outreach department focused on understanding and better supporting our city's underserved and most economically -challenged residents. Lead on the city's critical $500M water project (75 miles) to ensure water security though 2060. Implemented successful workforce programs to enhance our Emergency Preparedness, Workforce Safety, Employee Wellness, and Cybersecurity. Town Manager Stallings, NC 2014 - 2017 Focused on excellence in all municipal services, the Stallings staff earned a reputation for strong community relations, high-quality services, and financial excellence. Spearheaded Economic Development effort while overhauling an outdated Land Use Plan; successfully sought and fostered significant recent development growth. Designed and implemented the Capital Improvement Plan, providing the city a long-term, fiscally sustainable vision and understanding of the city's major capital goals. Initiated comprehensive road and stormwater assessment followed by a transparent and fiscally sustainable 10year infrastructure improvement program. Kevin S. Woods Thornton, CO (980) 239-2147 woodsk777@gmail.com Vice President Versar, Inc. 2009 - 2013 Versar is a global engineering firm providing high-quality project management in international, high-risk locations. Post -military, recruited to lead a large, high-risk program in support of US military operations in Afghanistan. Led over 150 engineers and trades personnel distributed on sites across the country. Program portfolio valued at over $1B - delivered 100% safety and regulatory compliance. Deputy Commander - US Army South, HQ Fort Sam Houston, TX U.S. Army 2005-2008 Responsible for the support to all US Army operations in Latin America and the Caribbean. Led a 350+ senior HQ staff with eight Department Directors; a $250M operational budget; and matrixed oversight for 1000s of soldiers. U.S. Army Deputy Commander Chief of Staff - Engineering Chief, Combined Forces Plans Division Battalion Commander Chief, Concepts Development Chief, Operations Company Commander (x3) U.S. Army South, TX U.S. Army South, TX U.S. Forces Korea Fort Carson, CO U.S. Joint Forces Command, VA Fort Carson, CO Germany and Fort Bragg, NC Education EY Training Master of Arts, National Security and Strategic Studies US Naval War College Master of Arts, Military Art and Science US Army -- Advanced Military Studies Program Bachelor of Arts, Psychology Westmont College, Santa Barbara, CA Senior Executive Program - State and Local Government Kennedy School, Harvard University City Manager Program School ofGovernment University ofNorth Carolina at Chapel Hill Economic Development Program School ofGovernment University ofNorth Carolina at Chapel Hill ICMA - Credentialed City Manager Kevin S. Woods Thornton, CO (980) 239-2147 woodsk777@gmail.com Project Management Professional (PMP) # 1672162 CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Woods - Candidate Questionnaire Name Kevin S. Woods Primary Phone 980-239-2147 Email knwsl 1 ci outlook.com Assistant City Managers (x2) Chief of Police Fire Chief Director, Public Works Director, Management Services Director, Finance Director, Parks and Rec Director, City Development Director, Economic Development Director, Communications Population Served (last 2 organizations): Please List Your Current (1) and Previous 1. City Manager City of Thornton, CO 10/17 to present 2. Town Manager Town of 009/ 17gs, NC 0c 7 3. Vicee — President Kabul, Versar, Inc. Kabul, Afghanistan 01/09 — 05/14 4. Deputy Commander HQ, US Army South Fort Sam Houston, TX 06/05 — 11/08 Three (3) Position Titles & Places/Organizations of Employment include start/end dates by month/year, plus the position & organization): Currently / Most Recently Reports to (by title): Assistant City Managers (x2) Chief of Police Fire Chief Director, Public Works Director, Management Services Director, Finance Director, Parks and Rec Director, City Development Director, Economic Development Director, Communications Population Served (last 2 organizations): Thornton, CO — 146,000 Stallings, NC — 16,000 Employees Supervised & Budget 1.) Number of Direct Reports 2.) Number of Employees in Department 3.) Number of Employees in Organization 4.) Department Budget 5.) Entire Organization's Budget 1. 12 2. NA 3. 1500 4. NA 5. $437M Highest level of education achieved (include degree and institution): Master of Arts, National Security and Strategic Studies Naval War College Master of Arts Military Art and Science US Army School of Advanced Military Studies bakertilly PAGE 1 2021© THIS DOCUMENT I5 COPYRIGHTED AND ISCONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. 1 Please tell us why you are interested in this position and why you are considering a career move at this time? Licenses (include states); Professional Certifications; Specialized and Advanced Training; and Awards: ICMA - Credentialed City Manager Project Management Professional (PMP) #1672162 Instructions: The purpose of this questionnaire is to provide us with additional information about you as a candidate and to gather examples of professional work that illustrate your background and experience. This information will be shared with hiring officials and others involved in making decisions about candidates selected to move forward in the selection process. Please respond to each of the following questions by providing pertinent information. Some questions ask you to provide examples; please be sure to describe your direct level of involvement in the project or initiative. Please be succinct — limit your responses to 300 words. 1 Please tell us why you are interested in this position and why you are considering a career move at this time? My decision to apply to Clearwater was ultimately about wanting new and greater challenges. 1 like and enjoy my current position but recognize that I am capable of tackling greater complexity and municipal demands. I looked for a right fit and Clearwater was it — seeming to be a near perfect matching of my interests and experience with Clearwater's unique challenges and priorities. For me, Clearwater is a distinctive coming together of the many interests and challenges I have long sought in community and city government. Most attractive and most uncommon is Clearwater's big vision of its future and the leadership to will it into a reality. I wanted a "leading" city that is committed to evolving and improving -- well led cities are different. During my research it was great to read how the Clearwater Council invested in the city's "imagined" future -- and how the next city manager might be part of the team to make that vision a reality. The immense and fascinating challenges of a popular and diverse city like Clearwater are many and attractive to me professionally — balancing residential quality of life with revenue sources, revitalization initiatives, plans for aging infrastructure, and the need for key capital investment — all hold a direct interest for me. 2 What is your current title, essential functions and scope of your overall responsibilities? What is the governance structure of your current organization and describe why you consider these, or previous experiences, preparation for the Clearwater City Manager position? My current title is City Manager for the City of Thornton, Colorado. The scope of my responsibilities include all the primary functions and systems of most major metropolitan cities — public works, finance, budget, police, fire, parks and recreation, city development, economic development, legal, communications, IT, facility maintenance, a municipal court, and a water utility. Thornton has a council- manager form of government with nine (9) council members. bakertilly PAGE 2 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Yes, in many ways this position aligns well with the Clearwater city manager position. My years as a city manager have certainly given me a deep understanding of how to effectively manage city systems, but more importantly, my professional experience has provided me with two key skills: management and vision. The often unnoticed skills of high output "management" is frequently treated as inferior to leadership" -- however, the ability to simply get things done, day -after -day, year -after -year is invaluable. I value the management skills 1 have learned over the years. The ability to effectively orchestrate resources, personnel, and time is not a skill that can be taught in school. Vision, the other learned skill, is even less common. Vision must begin with a sound grounding in city operations, but after that imagination is needed — creativity combined with a dose of confidence. It is base knowledge followed by the capacity to see the big picture, to recognize untapped potential, and the clarity to share those insights. Where is vision found? 1 cannot say, but for me it helps to read much, talk with others of common character, and to remain steadfastly unsatisfied with "good enough." 3 Briefly summarize your leadership and management style and describe your approach to managing a) people, and b) projects. How do you get things done and make decisions? In general, my leadership aim is to shape and influence through consistent messaging, clear standards, and personal example. 1 am the opposite of a "controller," instead / believe employees thrive when trusted and provided maximum freedom to get things done their way. More specifically, I would describe my leadership approach as primarily situational and functional. I work to understand what is needed for any given situation and adapt my leadership to fit. For example, most of my direct reports are senior executives with 25+ years of experience. My leadership style with them is trust, dialogue, and ensuring they are resourced for success. With them l am collaborative and subtle, being "directive" only when absolutely necessary. I work to manage people with a minimalist approach, but with high expectations. I believe most employees want to excel and if trusted, trained, and resourced, they will. However, / manage projects very differently. l am a consummate planner— expecting every detail to be thought through and contingencies planned. Typically my "forcing function" is a formal staff presentation where all is discussed and standards are established. These initial project presentations take much preparation to be successful but are worth the effort in order to synchronize standards and ensure intent is understood — plans need to adapt, but intent rarely does. These project briefs are followed by in -progress reviews — also filled with detail. Note, presentations are filled with praise and encouragement and never a "gotcha" tone. Mistakes are understood but prevention and corrective actions hold the most importance. Lastly, in regards to decision-making, 1 believe this is the most difficult and important leader responsibility -- learn all you can then make a clear, timely decision. 4 How do you incorporate the values of diversity and inclusion into an organization you lead? First, I recognize my role and the critical need lead by example. I understand that we all carry unknown biases. To address and incorporate greater workforce diversity and inclusion, l established a permanent employee committee with the essential mission of supporting our ongoing effort to better bakertilly PAGE 3 2021© THIS DOCUMENT 15COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY U5, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER understand our organization biases — our processes and practices — and recommend goals, process improvements, and training. They provide monthly, in-person feedback to our senior leaders and have been invaluable in effecting positive change. Some examples include: goals combined with specific workforce training, improved and expanded hiring practices, workforce surveys and feedback processes, and improved grievance policies. 5 Describe your approach to public outreach, community engagement, and seeking community input. What methods have you found to be most effective? My ongoing effort is to stay close to and in touch with our community. I attend public events as much as possible and make myself known and accessible to community stakeholders — they are often my most use feedback tool. Our communications department is immensely helpful as they brief me weekly regarding the community "buzz" and issues. We monitor social media and constantly push useful information through our webpages, social media, television channels, newspaper and postcards. Improving community engagement and input is an ongoing quest. 6 Describe your experience and approach to financial management, budget development, and fiscal sustainability. Briefly describe a challenging situation involving your organization's annual budget and what steps you took to address the issue(s), and the outcome. I have experience overseeing large organization budgets for over 20 years. (My current city recently won a national budget excellence award.) My budget development approach typically begins with financial forecasting and modeling — looking at least 5 years out. With that financial understanding, we conduct an annual council planning conference to update city goals and priorities in light of financial realities. Our intent is always financial security while maintaining all city levels of service. Like most cities, the recent Covid-19 pandemic had an immense negative financial impact on us. Early on we updated our revenue projections and applied some harsh, but necessary, cost savings to match our projected shortfalls. Examples included -- a hiring freeze of over 60 vacant employee positions, delayed or cancelled "non-essential" capital projects, and no pay increases in 2020. The result was we maintained all city levels of service and furloughed no employees. 7. Very briefly, describe your experience, working knowledge and any success you have achieved working in the following areas: a. Neighborhood and downtown revitalization / redevelopment b. Capital project / facility planning, funding, and construction of utilities, infrastructure and building improvements c. Strategic goal setting and citizen based strategic planning a. The southern part of our city is undergoing a significant revitalization effort. Planned in detail, we have actively worked to reduce crime, eliminate blight, clear abandoned buildings, establish opportunity zones, and capture new development. Although there is much still to do, the transformation is noticeable. b. I have a long history of managing capital projects — planning, funding and project management. 1 currently oversee over $18 in ongoing capital projects that include major infrastructure improvements, a $450M 75 -mile water pipeline, and numerous road and bakertilly PAGE 4 20210 THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER bakertilly PAGE 5 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP bridge improvements. Almost unheard of in government proects, all our many projects are consistently on schedule and under budget. c. I use "Master Plans" to envision, involve community, and drive our annual action plans and budget. Rather than being thick, dusty notebooks that sit on an office shelf, our Master Plans provide goals, strategies, and structured action plans. We have over 20 Master Plans that cover everything key system from street repair to tree planting. 8. Have you utilized any performance measurement and benchmarking strategies or practices in determining the effectiveness and quality of services provided to the customers, visitors, and residents of a community? Please describe an example or two. We use metrics to measure every useful systems within city operations. We began with over 300 measures and are now down to about 100. Measures include such items as police and fire response time, pipeline repairs, recreation center attendance, and trees planted. We recently completed a community -wide satisfaction survey. 9. Briefly describe the type, source and nature of overall feedback you have received from colleagues, supervisors and direct reports on areas you could improve or continue to develop to increase your overall competence or proficiency as a leader or manager? My city council conducts a quarterly performance review with me. Although generally very positive, I often seek feedback on how to better communicate with them individually. We have nine council members and so nine different preferences — that evolve over time. 10. Please describe your experience in making public presentations and provide an example of a difficult issue you had to address either in a public meeting or with a group of community stakeholders. I present to the public regularly. A recent example of a difficult issue was briefing the council and public on the need to convert some park irrigated areas back to native grasses. The process would be ugly before it matured, but the water saving was essential. Public emotions ran high. 11. Inherent in every manager's job is the need to evaluate, hire, discipline, promote or even end the employment of an employee or senior leader in an organization. What is your philosophy and leadership approach toward employee performance evaluations, development, training, selecting and leading others, which may include department or division directors, etc.? Include your views on succession planning and the key ingredients required to build a great team. I put a lot of attention toward creating a competent and cohesive senior leader team, my direct reports. I meet with them one-on-one at least quarterly to discuss our communications, their department's successes, and their own successes. It's a positive time and I rarely discuss weaknesses or shortfalls. Good leaders build and benefit greatly from great teams — it's a goal that ebbs and flows and contains a thousand strategies. My experience and philosophy regarding employee hiring and firing can be summarized as this — "hire slow, fire slow." Be very patience in finding the right person to hire. (It took us 7 months to hire our bakertilly PAGE 5 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT - CITY MANAGER new police chief.) And be very slow to fire for performance - poor performance is often an organizational shortfall. Briefly describe your experience (if any) leading and/or managing: experience in all areas is not a requirement) a. Intergovernmental cooperation or collaboration to address or resolve a regional or multi - jurisdictional problem, challenge or opportunity, b. Bond rating and/or a rating process review, c. Management of municipal utilities including water, sanitary sewer, natural gas, etc. d. Public library operations, e. Addressing public concerns such as water, water quality, sanitary sewer, or storm sewer utility rates, annual budget presentations, major construction updates, or other significant issues of concern related to elected officials, businesses, neighborhood and citizen groups, public hearings, etc., f. Working collaboratively with community, neighborhood, civic and business organizations and leaders, g. Marine and aviation services, h. Affordable housing, homelessness and/or housing related issues, including policies, i. Neighborhood revitalization programs, policies, and initiatives, j. Commercial development and redevelopment. a. / oversee over 200 IGAs involving sister cities and agencies. I am currently working as part of a regional effort to better collaborate and synchronize efforts for homelessness challenges. b. Limited - briefed to me by our finance director c. I am responsible for the city's Water Utility - a $400M enterprise fund treating and distributing water to over 150,000 residents. d. None. Our libraries and schools are separately funded. e. I understand and have experience with rate fees, etc. - especially during an election year. f. l work with multiple civic organizations g. No current. Army - responsible for the Fort Carson Army Airfield. h. / chair two task forces - one on affordable housing and the other on homelessness. i. / stood -up a committee and began the update of the plan for South Thornton Revitalization j. / have an Economic Development staff l work with weekly - with many initiatives. 12. Describe your approach toward embracing and utilizing newer technologies in order to improve responsiveness, efficiencies, and/or enhance services to the community. bakertilly PAGE 6 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT 15 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER I am pro technology and understand its potential, but I approach it with caution — always careful to fully understand its true value and ROI. It is often very expensive. 13. Describe your experience and level of familiarity with developing strategies to address climate change" and assessing the impacts on a local government organization and the community it serves. I stood up a Sustainability Team and for two years we have successfully drafted and implemented numerous polices to reduce the city's carbon footprint and conserve our resources. 14. What is your view on departmental leadership in terms of setting goals, meeting established deadlines and overall individual and team accountability? I concur. All our departments have goals that nest with the larger city goals and are assessed quarterly with me and semi-annually with Council. 15. Describe your experience leading economic development projects or initiatives. What types of incentives have you used? Why are said incentives effective? A typical economic development incentive is a 5 -year TIF with a cap. They work well and are often essential to the business start-ups, but have become almost expected by most developers. 16. What methods, strategies or approaches have you used, or would use to ensure open, candid, accurate and essential two-way communication with elected officials such as the Mayor and Council members? How do you identify, prioritize and address initiatives and priorities desired by the Mayor and City Council? 1 call and talk with each councilmember weekly to share issues and discuss priorities. 17 Describe any other areas of expertise or experiences that are relevant to this position that have not been addressed in previous questions. NA 18. The full salary range for this position is $210,000 - $270,000 annually that is dependent upon the selected candidate's qualifications and experience. Are you comfortable with this range? If not, please explain why. Yes 19. Since 2000, please explain all situations where you were in a position for less than two years and describe the reason for your departure. Also, if not currently employed, please describe the terms of the departure from your most recent employer. bakertilly PAGE 7 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER None 20. If an electronic file search of media and blogs is made through Google (or other search engines), what would be disclosed about you that could be construed as negative? It is advisable that these issues be disclosed by you and explained - rather than being asked to react to reports discovered by the prospective employer. None bakertilly PAGE 8 2021© THIS DOCUMENT 15 COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANY PORTIONS OF THIS DOCUMENT IS NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THEWRITTEN CONSENT OF BAKER TILLY US, LLP CITY OF CLEARWATER, FLORIDA EXECUTIVE RECRUITMENT — CITY MANAGER Woods - Due Diligence Questionnaire Name Kevin Woods5/ Date Completed 5/12/21 Instructions: Please respond to each of the following questions. Depending on your response, you may need toprovideadditionalinformation. In those cases, please be sure to provide the details requested. 1 Have you been subject to a formal charge regarding a conflict of interest, violation of ethical conduct, malfeasance or misfeasance in the performance of duties? If so, please explain the circumstances. NO 2. Have you ever been the subject of an investigation, or censured by a grand jury, boardofinquiry, a judicial conduct or disciplinary board or similar body? If so, please providedetails, explain the circumstances and final outcome. NO 3. Have you been subject to any disciplinary actions, including suspension, probation, ordemotioninyouradultworkingcareer? If so, please provide relevant details, explain the circumstances and the final outcome. NO 4. Has any organization, corporation, institution, or former employer dismissed, or asked you to resign for any reason, or from any position? If so, please provide relevant details, and explain the circumstances. NO 5 If you have been in your current, or most recent organization, for Tess than two years, please describe why you are interested in a career move at this time? NO 6 Is there anything, in your personal, professional, or social media background historythatourFirm, an employer or resident could possibly perceive, view or interpret as factually or potentially embarrassing to anyone? Would, or could, this information impair your ability to perform the essential duties of this job if discovered at a later time? If so, please explain, provide details of the circumstances and current disposition. NO 7. Do you understand that we may disqualify your candidacy from this search if valid, verifiable, and reliable information emerges, contrary to any information you provide us during this process? YES bakertilly PAGE 1 2021© THIS DOCUMENT IS COPYRIGHTED AND IS CONSIDERED PROPRIETARY INFORMATION. THIS DOCUMENT OR ANYPORTIONS OF THIS DOCUMENT I5 NOT TO BE REPRODUCED FOR ANY REASON WITHOUT THE WRITTEN CONSENT OF BAKER TILLY US, LLP 1200 Strange Court Morehead City, NC 28557 May 20, 2021 City Manager’s Search Committee c/o Mr. Art Davis The City of Clearwater 100 S. Myrtle Avenue Clearwater, FL 33756 Dear Mr. Davis: I want to sincerely thank you for reaching out and asking me to apply for the position of City Manager in Clearwater. There is no doubt it is a world class city with a bright future. After further consideration and much reflection, I have decided to withdraw my name, cover letter, and resume from the search process. While Clearwater would be a once-in-a-lifetime opportunity for me, Morehead City is home for us. I feel called to stay here and continue the great work I am a part of with a wonderful Council and staff. I wish you and the City of Clearwater much success with the search and in the years ahead. Sincerely, Ryan T. Eggleston Ryan T. Eggleston ICMA-CM, MPA